2020 JRP - March 2020 - 0

2020
JOINT RESPONSE PLAN

ROHINGYA HUMANITARIAN CRISIS
JANUARY - DECEMBER 2020
BANGLADESH
For the purpose of the 2020 Joint Response Plan, the term “affected populations” refers to the entire population
impacted by the crisis, including host communities. People or populations “in need” refer to a sub-set of the
affected population who have been assessed to be in need of protection interventions or humanitarian assistance
as a result of the crisis. “Target population” refers to those people in need who are specifically targets of support
interventions and assistance activities contained in this response plan.
The Government of Bangladesh refers to the Rohingya as “Forcibly Displaced Myanmar Nationals”. The UN
system refers to this population as Rohingya refugees, in line with the applicable international framework. In this
Joint Response Plan document, both terms are used, as appropriate, to refer to the same population.
This document is produced on behalf of the Strategic Executive Group and partners.
This document provides the Strategic Executive Group’s shared understanding of the crisis, including the most
pressing humanitarian needs and the estimated number of people who need assistance. It represents a consolidated
evidence base and helps inform joint strategic response planning.
The designations employed and the presentation of material in the report do not imply the expression of any opinion
whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city
or area or of its authorities, or concerning the delimitation of its frontiers or boundaries.
Cover photo credit: ISCG / Saikat Mojumder / 2020
www.humanitarianresponse.info/en/operations/bangladesh
TABLE OF CONTENTS
PART I: RESPONSE PLAN OVERVIEW
Foreword by the Co-Chairs 7

The Protection Framework for the Humanitarian Response 12
Overview of the crisis, needs and 2020 response 13
Strategic Objectives 18
SO1: Strengthen the protection of Rohingya refugee women, men, girls and boys 18
SO2: Deliver quality, life-saving assistance to populations in need 19
SO3: Foster the well-being of communities in Ukhiya and Teknaf Upazilas 21
SO4: Work towards achieving sustainable solutions in Myanmar 22
Bhasan Char 27
The humanitarian-development nexus and the New Way of Working: links to the development 29
of Cox’s Bazar District, and assistance to host communities and broader development in
Cox’s Bazar since 2017
Operational capacity and access 35
Coordination and monitoring 37
PART II: SECTOR OBJECTIVES AND RESPONSE
Food Security 42
Water, Sanitation and Hygiene 45
Shelter and Non Food Items 49
Site Management and Site Development 53
Protection / Gender-Based Violence / Child Protection 56
Health 65
Education 70
Nutrition 74
Communication with Communities 78
Coordination 82
Emergency Telecommunications 85
Logistics 86
ANNEXES
Annex I Monitoring framework 89

Annex II Organizations and funding requirements by Sector 108
LIST OF FIGURES
Figure 1: Rohingya influx from August 2017 to December 2019 13
Figure 2: Donor assistance to host communities and broader development in Cox’s Bazar 32
since August 2017
Figure 3: IFI finance supporting Rohingya refugees and host communities 33
Figure 4: JRP partners breakdown 35
Figure 5: Geographic coverage of JRP partners: number of partners per Union 36
Figure 6: Coordination architecture for the Rohingya humanitarian crisis 37
LIST OF ABBREVIATIONS
AAP Accountability to Affected Populations GiHA Gender in Humanitarian Action
AFD Armed Forces Division HEB High Energy Biscuits
AGD Age, Gender, Diversity HLP Housing Land and Property
ASRH Adolescent Sexual Reproductive Health HoSOG Head of Sub-Offices Group
AWD Acute Watery Diarrhoea IASC Inter-Agency Standing Committee
BSFP Blanket Supplementary Feeding Programmes IHP International Humanitarian Partnership
CBCPM Community-based child protection mechanisms IFI International Financial Institution
CFS Child Friendly Spaces IM Information Management
CiC Camp-in-Charge IMAWG Information Management and Assessments Working Group
CMR Clinical Management of Rape INGO International Non-Governmental Organisation
CP Child Protection ISCG Inter-Sector Coordination Group
CPIMS Child Protection Information Management System IYCF Infant and Young Child Feeding
CPP Cyclone Preparedness Programme IYCF- E Infant and Young Child Feeding Education
CwC Communication with Communities JRP Joint Response Plan
CMAM Community Management of Acute Malnutrition LCFA Learning Competency Framework Approach
DC Deputy Commissioner LGED Local Government Engineering Department
DDP District Development Plan LPG Liquid Petroleum Gas
DEO District Education Officer LTF Localization Task Force
DPEO District Primary Education Officer MAM Moderate Acute Malnutrition
DG Director General MHPSS Mental Health and Psychosocial Support
DMC Disaster Management Committee MHM Menstrual Hygiene Management
DPHE Department of Public Health Engineering MoDMR Ministry of Disaster Management and Relief
DRR Disaster Risk Reduction MoFA Ministry of Foreign Affairs
DSS Department of Social Services MoHA Ministry of Home Affairs
ETS Emergency Telecommunications Sector MoHFW Ministry of Health and Family Welfare
ERT Emergency Response Team MoSW Ministry of Social Welfare
EWARS Early Warning Alert and Response System MoPME Ministry of Primary and Mass Education
FCN Family Counting Number MSNA Multi-Sector Needs Assessment
FSS Food Security Sector NCD Non-Communicable Disease
FTS Financial Tracking Service NFI Non-Food Items
GAM Global Acute Malnutrition NGO Non-Governmental Organisation
GBV Gender-Based Violence NGOAB Non-Governmental Organisation Affairs Bureau
GFD General Food Distribution NTF National Task Force
OCC One Stop Crisis Centre ORGANIZATION ABBREVIATION
ORG Office of the Registrar General
OTP Outpatient Therapeutic Programme AAR-J Association for Aid and Relief
PERU Protection Emergency Response Unit ACF Action Contre La Faim/Action Against Hunger
PLW Pregnant and Lactating Women AFF Allama Fazlulla Foundation
PSEA Protection against Sexual Exploitation and Abuse BBC MA BBC Media Action
PSS Psychosocial Support BRAC Bangladesh Rural Advancement Committee
PWG Protection Working Group / Sector CAID Christian Aid
RAC Rakhine Advisory Committee CARE Care International
REVA Refugee influx Emergency Vulnerability Assessment CWW Concern Worldwide
RRRC Refugee Relief and Repatriation Commissioner DCA Dan Church Aid
SAM Severe Acute Malnutrition DRC Danish Refugee Council
SCOPE WFP’s Beneficiary and Transfer Management Platform Educo Fundación Educación y Cooperación
SEG Strategic Executive Group FAO Food and Agriculture Organization of the United Nations
SIMEX Simulation Exercise FH Food for the Hungry
SFP Supplementary Feeding Program FIVDB Friends in Village Development Bangladesh
SMS Site Management Support HAEFA Health and Education for All
SMSD Site Management and Site Development HEKS Hilfswerk der Evangelischen Kirchen Schweiz
SO Strategic Objective HI Humanity and Inclusion
SOP Standard Operating Procedures HOPE Hope Foundation for Woman and Children of Bangladesh
SSWG Safe Spaces for Women and Girls HSI Helvetas Swiss Intercooperation
SRH Sexual Reproductive Health ICCO Interchurch Organisation for Development Cooperation
TDK Tie-Down Kits IOM International Organization for Migration
TSFP Targeted Supplementary Feeding Programme IRC International Rescue Committee
UASC Unaccompanied and Separated Children ISDE Integrated Social Development Effort Bangladesh
UNO Upazila Nirbahi Officer LHB Light House Bangladesh
USK Upgrade Shelter Kits LoCOS Loving Care for Oppressed Society
VAC Violence Against Children Mukti Mukti Cox's Bazar
WBK Wall-Bracing Kits NCA Norwegian Church Aid
WG Working Group NRC Norwegian Refugee Council
Orbis Orbis International
Plan Plan International
PULSE PULSE Bangladesh
PWJ Peace Winds Japan
RPN Reaching People in Need
SBSKS Shehora Bohumukhi Samaj Kallan Samity
SCI Save the Children
SI Solidarités International
TdH Terre des Hommes
UNFPA United Nations Population Fund
UNHCR United Nations High Commissioner for Refugees
UNICEF United Nations Children's Fund
UNWOMEN United Nations Entity for Gender Equality and the Empowerment of Women
UTSA Unite Theatre for Social Action
VSO Voluntary Service Overseas
WC World Concern Development Organization
WFP United Nations World Food Programme
WHO World Health Organization
WVI World Vision International
Foreword by STRATEGIC EXECUTIVE GROUP CO-CHAIRS
FOREWORD BY
STRATEGIC EXECUTIVE GROUP CO-CHAIRS
2020 marks the third year since most Rohingya women, men and children living in Bangladesh were forced
to flee Myanmar, though successive waves of Rohingya have fled into Bangladesh since 1978. The Rohingya
have been consistent and clear in their message: they would like to go home – but only when it is safe, and
they can be sure of access to basic rights and services, and a pathway to citizenship in Myanmar. The solution
to this crisis rests in Myanmar and, in 2020, the United Nations will continue to advocate for and, to the extent
possible, support the Government of Myanmar to create an environment that would be conducive to the
voluntary, safe, dignified and sustainable return of Rohingya refugees.
While we work toward solutions, humanitarian and development partners will continue to meet the needs of
Rohingya refugees in Bangladesh, and their host communities, under the leadership of the Government of
Bangladesh. The 2020 Joint Response Plan (JRP) builds upon the significant achievements of the response
to date, made possible through the efforts of both Rohingya refugees and their Bangladeshi hosts, the
generosity and engagement of donors, and the work of the Government and humanitarian partners.
The 2020 JRP seeks to strengthen protection and solutions for Rohingya refugee women, men, boys and
girls; deliver quality, life-saving assistance to people in need; foster the well-being of communities in Ukhiya
and Teknaf Upazilas; and work towards achieving sustainable solutions in Myanmar. Multi-sector assistance
including food, water and sanitation, shelter, and access to healthcare and education will continue and
be improved in 2020 for Rohingya refugees, as well as for Bangladeshis living near the camps. Greater
efficiency and more effective targeting of protection and assistance for Rohingya refugees will be facilitated
by the completion of the biometric registration at the end of 2019, carried out jointly by the Government of
Bangladesh and UNHCR. Coherent settlement planning across all the camps will also aim to maximise and
rationalize use of limited space, access to services, and the impact of investments.
To support communities in Ukhiya and Teknaf Upazilas, the 2020 JRP will promote equitable access to
services, and peaceful co-existence between Rohingya refugee and host communities. Activities will focus
on areas that have been impacted the most, including support to public service infrastructure and delivery,
investments in sustainable livelihoods, and rehabilitation of the environment and eco-system rehabilitation.
Preparedness for the annual monsoon and cyclone seasons, will remain central to the response in 2020.
Building on the humanitarian-development nexus (HDN)*, the 2020 JRP will also forge close links with the
Cox’s Bazar District Development Plan (DPP), which is being developed under the leadership of the District
Administration.
The 2020 Joint Response Plan provides a comprehensive roadmap for responding to needs and gaps that
has been built upon evidence, lessons learned, and consultations with stakeholders at all levels. The 2020
JRP seeks US$ 877 million for 117 partners, 61 of which are Bangladeshi organisations,** to respond to the
critical needs of Rohingya refugees and local communities. This support will be essential to ensuring Rohingya
refugees and the communities generously hosting them can continue living safe, dignified, and productive
lives, until solutions can be found.
* References to the humanitarian-development nexus are to highlight the linkages and complementarity between humanitarian support predominantly provided to Rohingya
refugees and the development assistance provided to the affected Bangladeshi population in the host communities.
** Of the 117 partners, 53 are appealing organisations and 64 are implementing partners that had been identified at the time of project submission. Of the 117, 48 are INGOs,
61 are NNGOs, and 8 are UN agencies. There has been a 9 percent increase in the number of national NGOs appealing through the JRP this year compared to last year.
Mia Seppo Steven Corliss Giorgi Gigauri

UN Resident Coordinator Representative Chief of Mission
Bangladesh UNHCR Bangladesh IOM Bangladesh
BANGLADESH:
CAMP COX’S
BOUNDARY WITH BAZARROAD
ACCESS ROHINGYA REFUGEE
NETWORK POPULATION
(as of January 2020) AS OF 31 DECEMBER 2019
Dakshin Mithachhari Naikhongchhari
Ramu
Naikhongchhari
Khuniapalong
Haldia Palong
Jalia Palong Ghandung

Ratna Palong
Kutupalong Balukhali Expansion Site
592,950
Ukhiya
Raja Palong
1E
1W KRC
MYAN MAR
4
3 2W 2E
4E 7
5 6
Palong Khali
20E 17 8W 8E
20
18 10 9
19
Camp 14 / Hakimpara 13
12
11
Camp 16 / Bagghona / Potibonia

31,933 14
15
16 20,726
Camp 15 / Jamtoli CKL Camp 21 / Chakmarkul
49,299 21
16,012
Camp 22 / Unchiprang
20,927
Camp 23 / Shamlapur Whykong
10,286
22
23
Baharchhara
Teknaf
Nhilla
Camp 25 / Alikhali
7,260
Camp 24 / Leda
25,660
25
Nayapara RC 24
24,190 NRC
26
27 Camp 27 / Jadimura
Bay of Bengal Camp 26 / Nayapara
14,719
40,743
Teknaf
Highways Teknaf
Paurashava
Roads
Settlement in camp
Settlement in camp with host communities
Building in host communities
Camp boundary
Sabrang
Union boundary
Upazila boundary
Myanmar-Bangladesh border 0 5 10 Km
PART I:
RESPONSE PLAN OVERVIEW
CRISIS OVERVIEW
NEEDS OVERVIEW: PROTECTION NEEDS, OTHER KEY NEEDS

AND CHALLENGES, BANGLADESHI HOST COMMUNITY NEEDS
VULNERABILITIES AND RISKS
OPERATIONAL CAPACITY AND CONSTRAINTS
ASSESSMENTS AND INFORMATION GAPS
GOVERNMENT RESPONSE
Photo: ISCG / Saikat Mojumder / 2020

2020
JRP FOR ROHINGYA

HUMANITARIAN CRISIS JANUARY - DECEMBER 2020
SO1: Strengthen the protection of Rohingya refugee women, men, girls and boys.
In close cooperation with the Government of Bangladesh and affected populations, protect
individuals and communities, and contribute to an enabling environment for the rights and
well-being of Rohingya refugees, placing communities at the centre of the response.
SO2: Deliver quality, life-saving assistance to populations in need.

Maintain, improve and rationalise services and assistance to ensure equal access and improved
quality of life for affected populations in need of humanitarian assistance. In close cooperation with
the Government of Bangladesh and affected populations, enhance preparedness and contingency
plans for disaster responses at the Upazila level.
SO3: Foster the well-being of communities in Ukhiya and Teknaf Upazilas.

In close cooperation with the Government of Bangladesh and affected populations, and in the spirit
of supporting the development of communities in Ukhiya and Teknaf, facilitate equitable access to
quality services for communities; promote peaceful co-existence; strengthen public service
infrastructure and delivery through system and capacity strengthening; support sustainable
livelihoods; and rehabilitate the environment and eco-system.
SO4: Work towards achieving sustainable solutions in Myanmar.

Support Rohingya refugees to build the skills and capacities that would help with their sustainable
return and reintegration in Myanmar when conditions become conducive, including in improving
their access to education and skills development activities; ensure Rohingya refugee women, men,
girls and boys have access to safe, transparent, and consultative communication mechanisms
regarding solutions and the situation in Myanmar.
Photo: Saikat Mojumder/2018
NUMBER OF PARTNERS BY SECTOR

Number of partners Protection GBV Food Security Health Shelter CwC ETS
Child Protection SMSD Education Nutrition WASH Logistics Coordination
1 10 20 30 40+
Partner breakdown by Sector 19 26 23 12 39 32 44 16 16 36 15 1 1 6

Including both appealing and implementing partners
JOINT RESPONSE PLAN 2020 APPEALING PARTNERS

AAR-J Educo IOM Plan UNICEF
ACF FAO IRC Prantic UNWOMEN
AFF FH ISDE PULSE UTSA
BBC MA FIVDB LHB PWJ Uttaran
BRAC Friendship LoCOS RPN VSO
CAID HAEFA Mukti SBSKS WC
CARE HEKS/EPER Nabolok SCI WFP
Caritas HI NCA SI WHO
CWW Hope NRC TdH WVI
DCA HSI Orbis UNFPA
DRC ICCO Oxfam UNHCR
10
AT A GLANCE JOINT RESPONSE PLAN 2020 OVERVIEW
KEY FIGURES 2020
1.3M PEOPLE IN NEED AND TARGETED $877M TOTAL REQUIREMENT

49% 51% National NGOs
Men & Boys Women & Girls 61
Host communities Refugees 160 UN agencies

PROJECTS
444K 855K $877M 117 8
International NGOs
48
Rohingya refugees registered under the joint Government-UNHCR registration exercise
as of 31 December, 2019 This includes 53 partners appealing directly, with 64 implementing partners identified thus far
TARGETED ROHINGYA REFUGEES BREAKDOWN OF REQUIREMENTS BY SECTOR

459,112 Children(<18yrs)
224,736 girls
234,376 boys Food Security 254.6M
WASH 115.5M
365,567 Adults(18-59yrs)
203,359 female Shelter/Non Food Items 111.2M
855,000 162,208 male
Site Management 95.3M
48.3% 51.7% 30,026 Older Persons (>59yrs)
Protection/CP/GBV 88M
Men & Boys. Women & Girls. 13,420 female
16,606 male
Health 85.6M
PEOPLE TARGETED BY SECTOR Education 69M
Ukhiya
Protection/CP/GBV 855K Nutrition 39.9M
Food Security 855K ×
Ô CwC 10M
Ô
Health 855K
Ô Coordination 3.6M
Site Management 855K ÔÔ
WASH 855K Teknaf ETS 2.5M
Education 375.9K Ô
×
Ô
Logistics 1.4M 0 50000000
$877M
150000000 200000000 250000000 300000000
Shelter and NFI 855K 0 50000000 100000000 150000000 200000000 250000000 300000000
Nutrition 271.4K
COX'S BAZAR DISTRICT
CwC 687.4K
Bangladeshi population
Kutubdia in Cox's Bazar District
TARGETED HOST COMMUNITY IN UKHIYA AND TEKNAF

145,709 Pekua
199,416
2.65M
279,720 Children (<18yrs)
133,200 girls Chakaria
551,678
146,520 boys
Maheshkhali
373,601
148,132 Adults (18-59yrs)
75,704 female
444,000 72,428 male

Cox's Bazar Sadar
Ramu
310,105
16,148 Older Persons (>59yrs) 517,149
50.4% 49.6% 6,623 female
Men & Boys. Women & Girls. 9,525 male
PEOPLE TARGETED BY SECTOR Ukhiya

241,140
Protection/CP/GBV 95K ×
Ô
Ukhiya Ô
Food Security 444K Ô
Health 417K ÔÔ Teknaf
307,334
WASH 284.6K Rohingya refugee population
Teknaf in Camps in Cox's Bazar District
Education 45.8K 284.6K Ô
×
855K Ô
Shelter and NFI 22K
Nutrition 123.6K
CwC 222.7K
Targeted host community population live in 10 Unions and 1 Municipality of Ukhiya and Teknaf Upazila, St. Martin Union is not included
0 50000000 100000000 150000000 200000000 250000000 300000000 Source: Bangladesh Bureau of Statistics population census 2011, with 2017 WB projections
11
THE PROTECTION FRAMEWORK FOR

THE HUMANITARIAN RESPONSE
The protection framework for the humanitarian response guides the 2020 JRP and will be
implemented in full partnership with the Government of Bangladesh, and with affected populations.
The protection framework recognizes the need for a focus on critical protection issues, targeted
protection activities, and commitment from all humanitarian partners to protection and gender
mainstreaming. The protection framework includes a community-led, rights-based and participatory
approach to assistance; the “do no harm” principle; accountability to affected communities through
effective community participation; and the availability of information and complaints and feedback
mechanisms. The protection framework seeks to leverage the capacities and skills of both Rohingya
refugees and host communities.
Protection Pillar 1: Securing the identity of Rohingya refugees through registration and
documentation, including documentation,1 to ensure Rohingya refugees can exercise their basic
rights to assistance and services, and to facilitate solutions.
Protection Pillar 2: Strengthening the protective environment for Rohingya refugees through
improved access to information and camp-based services in order to build their capacities and
strengths to work toward solutions and promote the well-being of the community, as well as an
inclusive and equitable approach to the response that also takes into account the needs of the
host communities.
Protection Pillar 3: Addressing critical living conditions in Rohingya refugee settlements

to reduce protection risks of vulnerable Rohingya refugees, promote alternatives to negative
coping mechanisms and improve peaceful co-existence. This will be achieved by scaling up basic
services and infrastructure and ensuring they are accessible to communities and all individuals.
Protection Pillar 4: Preparing for sustainable solutions in Myanmar by promoting Rohingya

refugee self-reliance, and by working with development actors alongside central and local
government authorities, organisations and host communities with a view to achieving a sustainable
and mutually beneficial use of resources, while also pursuing conditions for voluntary, safe,
dignified and sustainable return to Myanmar.
1. The documentation includes birth, death, marriage and divorce certificates, criminal records, to be issued in close consultation with the Government.
12
OVERVIEW OF THE CRISIS, NEEDS

AND 2020 RESPONSE
Some 855,0002 Rohingya refugees currently reside in 34 extremely congested camps formally designated
by the Government of Bangladesh in Ukhiya and Teknaf Upazilas3 of Cox’s Bazar District. The Rohingya
people have faced statelessness, systematic discrimination and targeted violence in Myanmar’s Rakhine
State for decades: this is a protection crisis. Persecution has driven Rohingya refugees across the border into
Bangladesh repeatedly. Significant influxes have occurred following violence in Rakhine State in 1978, 1992,
2012, and again in 2016. By far the largest and fastest refugee influx from Myanmar into Bangladesh began
in August 2017. The UN Independent International Fact-Finding Mission on Myanmar concluded that the root
causes of this exodus included crimes against humanity and other grave human rights violations, such as
gender-based violence.4
Under the leadership of the Government of Bangladesh, the humanitarian response has saved and
improved many thousands of lives since August 2017. Sustained, multi-sector humanitarian support
within a protection framework will continue to be required throughout 2020. Rohingya refugees and the
most vulnerable among the host communities in need must receive protection and assistance through the
humanitarian response, while synergies and links are built with wider development assistance efforts ongoing
in Cox’s Bazar District.
The Rohingya lack a formal legal status and aspects of the current policy framework make reducing reliance
on humanitarian aid challenging. Each day spent in this situation risks compounding their vulnerabilities
and trauma, as most enter their third year in this uncertain situation. Many Rohingya refugee households are
engaging in high-risk coping strategies in order to cover basic needs: households taking on new debts, for
example, are increasing over time (35 percent in July 2018, 45 percent in January 2019, 69 percent in August
2019).5 The response in 2020 must respond to the gaps and vulnerabilities driving these trends.
Figure 1: Rohingya influx from August 2017 to December 2019
1M
Violence breaks out in

800k Rakhine state, Myanmar
600k
855,000 Rohingya in Cox’s Bazar
as of 31 December 2019
400k
200k
25 29 02 05 11 19 28 01 08 12 21 29 02 09 12 19 26 30 03 12 17 26 02 11 20 27 11 25 11 26 24 21 22 31 10 15 28 31 28 30 30 31 31 31
May
Aug
Aug
Aug
Nov
Nov
Dec
Dec
Dec
Sep
Sep
Mar
Feb
Feb
Jun
Jun
Apr
Apr
Oct
Jan
Oct
Oct
Jul
2017 2018 2019
2. Rohingya refugees/Forcibly Displaced Myanmar Nationals (FDMN) registered under the joint Government-UNHCR registration exercise as of 31 December 2019. This
figure was released after the completion of the JRP 2020 planning process, which was undertaken using a planning figure of 855,000 persons. The registration process
now focuses on maintaining the database up-to-date and accurate, including by recording births, deaths and individuals coming forward for registration, and the total
population figures will be adjusted during 2020 as a result. Updated population figures will be reported in the monthly ISCG situation reports.
3. Upazilas are administrative units in Bangladesh. Districts are divided into Upazilas (or sub-Districts); then Unions; then wards; then villages.
4. A/HRC/39/64, Report of the Independent International Fact-Finding Mission on Myanmar, para 88.
5. Joint Multi-Sector Needs Assessment, September 2019 (ISCG, REACH, IOM NPM, UNHCR, WFP, Translators Without Borders), September 2019.
13
The United Nations and other international actors will continue to support the Government of Myanmar to
create an environment conducive for voluntary, dignified, safe and sustainable repatriation. To the extent
possible and as humanitarian access in Myanmar allows, such efforts will expand under the framework
of the Myanmar Humanitarian Response Plan 2020.6 While these efforts are ongoing, the majority of the
855,000 Rohingya refugees are likely to remain in the two Upazilas of Teknaf and Ukhiya in Cox’s Bazar
District during 2020. For as long as they remain in Bangladesh, every effort will be made, in consultation with
the Government, including through learning and skills development, to prepare them for sustainable return
and reintegration in Myanmar. This is further to the Government’s recent positive decision to encourage
the expansion of skills development opportunities for Rohingya refugees and host communities. The joint
registration exercise, led by the Government of Bangladesh with UNHCR support, will help to enhance
access to assistance, protection, and solutions interventions in 2020 and beyond, as well as improving
targeted programming.
The United Nations will also continue to constructively engage with the Government of Bangladesh on
its proposal to relocate some Rohingya refugees voluntarily to Bhasan Char. The Government has made
significant and visible investments in the project since early 2018. The UN in 2020 is prepared to undertake
comprehensive technical and protection assessments of the safety, habitability, and ffeasibility of relocation
to Bhasan Char (see text box on Bhasan Char).
Maintaining safety and security in the camps, including access to justice and community-based protection
and policing that is gender-responsive, will require strengthened efforts from all actors in 2020. The
situation on the ground is stable but remains fragile with a large population living in a densely congested
area, and the local communities hosting Rohingya refugees for an extended period. Further to discussion
and agreement with local authorities and stakeholders, a pilot community policing project will be rolled out
in 2020. The aim of the project is to enhance the police’s ability to interact with and protect the Rohingya
refugee population.
The ISCG joint multi-sector needs assessments7 show that coverage of basic services in the camps is
extensive, but this will need to be sustained and improved through 2020, and gaps remain for specific
Rohingya refugee groups and localities. The current coverage reflects the success of the response to date:
systems have been established to respond to emergencies and critical challenges, for example, through
regular food assistance, water trucking where absolutely essential during the dry season, early warning and
response systems for disease outbreaks, and ongoing protection monitoring. In addition, the 2020 response
must address the clear gaps for specific Rohingya refugee groups and localities, which include water access
in the Teknaf camps, and access to informal education for adolescents and youth.
Socio-cultural practices, such as purdah, have restricted the mobility of women and adolescent girls and
their access to assistance, information, services and opportunities for community representation and
self-reliance in the camps. The severe sexual and gender-based violence that they experienced as they
fled, as well as the continued gender-based violence they face now in the settlements in Bangladesh, have
kept many of them withdrawn from daily life. The difficult living conditions in the camp have also reinforced
the practice of families keeping women, particularly adolescent girls, at home. Women and girls in the host
community have been experiencing additional access barriers to scarce and overstretched services and
income generating opportunities, and an increase in tension in their households and community, including
a reported increase in gender-based violence.8 The humanitarian community will remain vigilant not to
reinforce, or to exacerbate, gender inequality in its response and to engage women and girls in the design
and delivery of response.
Among the Bangladeshi population in Cox’s Bazar District, including Ukhiya and Teknaf Upazilas, needs
arise mainly from the existing development challenges, which the large presence of Rohingya refugees
has compounded. Public service infrastructure and delivery must continue to be strengthened and linked
to wider development efforts to meet these needs, as well as to preserve protection space for the Rohingya
and the overall stability of the response. Communities in Cox’s Bazar District are experiencing multiple
impacts, including on education and livelihoods, such as competition for opportunities for informal work as
6. All activities that will take place in Myanmar are costed, appealed for, and monitored under the Myanmar Humanitarian Response Plan 2020: https://reliefweb.int/
report/myanmar/myanmar-humanitarian-response-plan-2020-december-2019.
7. Joint Multi-Sector Needs Assessment, September 2019 (ISCG, with REACH, IOM NPM, UNHCR, WFP, Translators Without Borders), September 2019
8. Based on qualitative findings from host community consultations conducted by gender and protection actors: Gender in Humanitarian Action Working Group.
14
day labourers, which has resulted in reduced wages.9 Environmental damage includes deforestation and
pollution, and an increase in the daily demand for safe water in Ukhiya and Teknaf.10 The ISCG joint multi-
sector needs assessment11 shows that overall measures of wellbeing appear better in the host community than
among Rohingya refugees, with more households able to maintain acceptable levels of food consumption.
However, assessments have identified remaining gaps in access to services, in particular in education, safe
water and adequate sanitation, and health, and notably in Teknaf Upazila.
To address some of these challenges, at least US$415 million has been invested by development partners
into Bangladeshi communities across Cox’s Bazar District since 2017. In addition, the World Bank and
Asian Development Bank have committed US$690 million, a significant proportion of which is being
invested in infrastructure that benefits all communities (see section on assistance to host communities and
broader development in Cox’s Bazar). Investments in Bangladeshi communities include vocational training,
support for livelihoods with cash and assets, rehabilitation of schools and training of teachers, strengthening
of the public health infrastructure across the District, and reforestation.
Support to host communities will continue in 2020 within the JRP, with special consideration to those
living very near the camps. In parallel, the UN is supporting the efforts of the Government of Bangladesh
to produce a district development plan for Cox’s Bazar District, which will help to guide longer-term
development investments. Some 444,000 people living in Ukhiya and Teknaf Upazilas will benefit from
the support given under the JRP, either directly to households, or through support to the public service
infrastructure and delivery, such as the support to the Upazila health complexes.12 In 2020, the response will
continue to leverage important opportunities created by the nexus between humanitarian and development
assistance to support affected communities. To this end, the 2020 Joint Response Plan will include select,
prioritized projects for Ukhiya and Teknaf formulated through the first phase of the Cox’s Bazar District
development planning process that are appropriate for inclusion in the JRP and will be most impactful for the
host communities.
The Rohingya refugee camps and the Upazilas hosting the Rohingya population are highly vulnerable to
seasonal cyclone and monsoon impact: preparedness for cyclones and the annual monsoon will remain
essential in 2020. Bangladesh is among the countries most at risk to weather-related hazards in the Asia
and Pacific region. The monsoon season runs from May to October and brings an average of 2.5 meters of
rain each year, which presents a risk of loss of life and injuries due to landslides, flooding, and communicable
diseases. Building on Bangladesh’s effective disaster response capacities, and within the framework of
Bangladesh’s Standing Orders on Disaster, risk mitigation, enhancing resilience to shocks, and adequate
contingency planning and preparedness for cyclones and monsoons - for both Rohingya refugees and host
communities – are a critical component of the response.
The camps are now stronger and safer, with better roads, drainage, bridges, walkways, and hill retention,
as well as trained and equipped camp-level emergency response teams. Shelters and community facilities,
however, can still be upgraded further. Most are built from plastic sheeting and bamboo that deteriorates
rapidly and requires urgent, frequent replacement. The impact of a cyclone would be devastating on the
fragile camps and Bangladeshi communities. No cyclone-safe shelters are currently designated for use by
Rohingya refugees.
Progress has been made to promote gender equality through gender mainstreaming, and by empowering
women and girls through targeted assistance and advocacy efforts within the wider community. Rohingya
women are playing an important role in the operation as volunteers, and as elected and self-mobilised
community leaders. There is also an increased representation of women and gender expertise among
humanitarian actors, police and camps-in-charge. However, gaps still remain in terms of addressing the
specific needs of women and girls and overcoming gender inequality, including through promoting women’s
9. Economic, Employment, Livelihoods and socio-economic impact of the Rohingya crisis on Cox's Bazar; UNDP, ILO, UNHCR, 2018: http://www.bd.undp.org/content/
dam/bangladesh/docs/Press%20Release/2018/Rohingya-Slides-7May18%20CXB.pdf; Spatial impact of the Rohingya Crisis in Cox's Bazar Host Communities; UND,
UN-Habitat, available on request. World Bank Cox's Bazar Panel Surveys, 2019.
10. UNDP/ILO/UN Habitat impact assessments suggest that demand for water has increased from 9.1 million litres to 25.1 million litres, driven by the increase in popula-
tion.
11. Joint Multi-Sector Needs Assessment, September 2019 (ISCG, with REACH, IOM NPM, UNHCR, WFP, Translators Without Borders), September 2019.
12. 444,000 people represents the people across the Ukhiya and Teknaf Upazilas (or sub-Districts) of Cox’s Bazar, in need of some form of support at the development
nexus. These people reside across ten mainland Unions and one Municipality within those Upazilas (Unions and Municipalities are Bangladeshi administrative units). This
figure is derived from the Food Security Sector analysis, based on the Food Security assessments including the Refugee influx Vulnerability Assessment (REVA), and with
reference to the Health Sector, for whom support to the Upazila health complexes has a wide intended catchment. Each Sector has carried out needs analyses in host
communities in order to appropriately target their interventions within the Upazilas, with special consideration given to people living near the camps.
15
leadership and empowerment and designing and implementing gender-transformative programs.
In 2020, humanitarian partners will promote self-reliance and skills-building for Rohingya women and
livelihoods opportunities for host community women and strengthen women’s participation and leadership
in the Rohingya refugee and host community representation and decision-making structures, in line with
the Gender Equality Commitments endorsed by the SEG. The ISCG Gender Hub and the inter-sector Gender
in Humanitarian Action Working Group will continue and reinforce gender mainstreaming and gender targeted
actions across the response, and to assist Sectors to develop and implement gender strategies.
Protection against Sexual Exploitation and Abuse (PSEA) by humanitarian workers remains a fundamental
commitment and a priority for the response, as well as a fundamental component of the Gender Equality
Commitments. Sexual exploitation and abuse undermines the integrity of humanitarian assistance and
violates the principle of “do no harm” that the humanitarian community has a fundamental duty to uphold.
Eradicating such acts represents a critical element of accountability to Rohingya refugees and affected host
communities. The humanitarian community in Cox’s Bazar is therefore implementing a PSEA Strategy through
all operational actors in the response.
The 2020 JRP takes the Rohingya refugee and host community’s views, priorities and needs into
account through daily outreach and engagement, including through established committees at camp
and community level, as well as systematic needs assessments.13 Almost all Sectors have systems in
place for daily communication with Rohingya. Site Management is at the centre, with teams of outreach
volunteers, and camp and block committees in place to raise and discuss the issues and concerns of the
communities. Education, WASH, Protection, Child Protection, and Health all have established camp or facility-
level committees, made up of the users of services (parents and children for Education, for example), to
enable ongoing two-way communication, resolution of issues, and ongoing improvement in delivery.
Under the leadership of the Government of Bangladesh, the humanitarian community has engaged in
needs assessments, consultations and strategic planning, which has resulted in this prioritised Joint
Response Plan for 2020. The process has included ongoing bilateral and multilateral consultations at the
District level with the Deputy Commissioner, the Refugee Relief and Repatriation Commissioner (RRRC),
THE PRIORITIES OF AFFECTED POPULATIONS
The following priorities were most frequently identified in surveys undertaken

between September 2019:
Shelter Electricity Water Health services

materials and
Rohingya Host
communities medical care
refugees
Clean
Access to
drinking water Food employment Roads and
infrastructure
Fuel
13. The Joint Multi-Sector Needs Assessments and Ground Truth Solutions surveys, which are regularly conducted, also seek overall feedback from refugees on their
experience and perceptions of the response to date, also feed into the analysis.
16
Sectors and agencies engaging relevant line Departments and Ministries (including, but not limited to the
Department of Public Health Engineering, the Forestry Department, the Civil Surgeon’s Office, the District
Primary Education Officer, the District Education Officer, the Department of Social Services, the Department
of Agricultural Extension, and the Ministry of Women’s and Children’s Affairs). At national level, the Strategic
Executive Group (SEG) has led the engagement with the National Task Force, under the leadership of the
Ministry of Foreign Affairs. The SEG also engages with the Ministry of Disaster Management and Relief,
and relevant line Ministries on the technical Sector issues they lead, including the nature and design of
interventions, and Sector standards. A more detailed needs overview can be found in the Mid-Term Review
of the 2019 JRP,14 undertaken in August 2019, which contributed to the strategic planning process for 2020.
The 2020 JRP seeks US$ 877 million for 117 partners, 61 of which are Bangladeshi organisations,15
to respond to the critical needs of Rohingya refugees and host communities. Some NGOs and other
humanitarian actors will be making separate and additional contributions that complement the strategies,
plans and programmes under the JRP. These include Médecins Sans Frontières, and the Red Cross / Red
Crescent family, all of whom make significant and valuable contributions to the response. The contributions
of development actors and international financial institutions, which are detailed in the section on host
community and development investments, are also additional and complementary to the JRP. The SEG and
ISCG coordination structures provide a platform for all of these actors to collaborate on common humanitarian
objectives, whether they are appealing through the JRP, or otherwise.
14. ISCG, Mid-Term Review of the 2019 Joint Response Plan, Bangladesh. Available at: https://reliefweb.int/report/bangladesh/joint-response-plan-rohingya-humanitari-
an-crisis-mid-term-review-january-june-2019
15. Of the 117 partners, 53 are appealing organisations and 64 are implementing partners that had been identified at the time of project submission. Of the 117, 48 are
INGOs, 61 are NNGOs, and 8 are UN agencies. There has been a 9 percent increase in national NGOs appealing this year compared to last year.
17
RESPONSE BY STRATEGIC OBJECTIVE

Within the protection framework, the response effort in 2020 will be guided by four strategic objectives: first,
to strengthen the protection of Rohingya refugee women, men, girls and boys; second, to deliver quality, life-
saving assistance to populations in need; third, to foster the well-being of communities in Ukhiya and Teknaf
Upazilas; and fourth, to work towards achieving sustainable solutions in Myanmar.
SO 1. SO 2.
Strengthen the protection of Rohingya refugee women, Deliver quality, life-saving assistance to populations in
men, girls and boys. need.
IIn close cooperation with the Government of Bangladesh and Maintain, improve and rationalise services and assistance to
affected populations, protect individuals and communities, and ensure equal access and improved quality of life for affected
contribute to an enabling environment for the rights and well-being populations in need of humanitarian assistance. In close
of refugees, placing communities at the centre of the response. cooperation with the Government of Bangladesh and affected
populations, enhance preparedness and contingency plans for
disaster responses at the Upazila level
SO 3. SO 4.
Foster the well-being of communities in Ukhiya and Work towards achieving sustainable solutions in
Teknaf Upazilas. Myanmar.
In close cooperation with the Government of Bangladesh and Support Rohingya refugees to build the skills and capacities that
affected populations, and in the spirit of supporting the would help with their sustainable return and reintegration in
development of communities in Ukhiya and Teknaf, facilitate Myanmar when conditions become conducive, including in
equitable access to quality services for communities; promote improving their access to education and skills development
peaceful co-existence; strengthen public service infrastructure and activities; ensure Rohingya refugee women, men, girls and boys
delivery through system and capacity strengthening; support have access to safe, transparent, and consultative communication
sustainable livelihoods; and rehabilitate the environment and mechanisms regarding solutions and the situation in Myanmar.
eco-system.
STRATEGIC OBJECTIVE ONE:

STRENGTHEN THE PROTECTION OF ROHINGYA REFUGEE WOMEN, MEN, GIRLS
AND BOYS.
In close cooperation with the Government of Bangladesh and affected populations, protect individuals and
communities, and contribute to an enabling environment for the rights and well-being of Rohingya refugees,
placing communities at the centre of the response.
Registration and documentation will support the protection of Rohingya refugees in Bangladesh, while
preserving their right to return in line with Strategic Objective Four. In June 2018, the Government of
Bangladesh, with the support of UNHCR, launched a comprehensive Rohingya refugee registration exercise,
including the issuance of biometric identification cards, which was completed at the end of 2019. The results
provide accurate population figures, disaggregated by age, sex, gender and other diversity factors, for
planning and targeting protection and assistance interventions. Registration with biometrics also secures the
identities of the Rohingya refugees, including for solutions through voluntary repatriation to Myanmar. The
registration exercise provides a common database for other humanitarian assistance activities, including the
food assistance programme run by WFP using the SCOPE system. Following completion of the initial exercise,
18
on 31 December 2019, the registration data will be updated on an ongoing basis to reflect changes in family
composition, such as births, deaths and changes in marital status and as previously unregistered Rohingya
come forward.
Quality child protection, SGBV and protection case management and prevention, improved psychosocial
support, effective referral systems, and a multi-functional approach to delivering protection will reduce
the impact of negative coping mechanisms. This includes offering counselling and legal services in single
locations, in order to facilitate access for Rohingya refugees and ensure the most effective utilisation of
limited space within the camps, which is a key constraint. The 2020 response will expand protection-oriented
alternative dispute resolution mechanisms that to enhance access to justice, as well as protection monitoring
through the network of focal points in each camp.
The protection actors will provide technical support to ensure that protection and accountability to
affected populations are at the centre of the response and mainstreamed across all Sectors, as well as
in camp management and administration, working in close coordination with the Government. Moreover, the
2020 response will promote and reinforce inclusive, equitable and gender-responsive camp representation
structures, community alternative dispute resolution mechanisms, legal assistance, and community-based
security mechanisms and access to justice, with the parallel objective of mitigating the risk of people resorting
to harmful coping mechanisms and the risk of trafficking. This includes the convening of a counter-trafficking
working group, led by the Government of Bangladesh, to identify and mitigate trafficking risks as well as
respond to cases.
In recognition of the collective responsibility for protection mainstreaming, including Accountability to
Affected Populations, and gender mainstreaming, all Sectors will track common indicators to measure
performance in these areas in 2020. Humanitarian actors will make more concerted efforts to consult
regularly with women and girls and with other more vulnerable members of the community. The common
indicators are:
Number of information products distributed to the affected population through a variety of mechanisms
on Sector program planning, functioning and progress, which reflect feedback and input received from
affected populations on the Sector response.
Number of Sector partners that regularly report sex, age and disability disaggregated data for individuals/
households in IM products.
Sector/Inter-sector Action Plans or Strategies that mainstream Age, Gender and Diversity developed,
monitored and implemented.
Percentage of partner project proposals that score 4 based on the IASC Gender with Age Marker self-
assessment throughout the stages of the program cycle from planning, to monitoring and evaluation.
STRATEGIC OBJECTIVE TWO:

DELIVER QUALITY, LIFE-SAVING ASSISTANCE TO POPULATIONS IN NEED.
Maintain, improve and rationalise services and assistance to ensure equal access and improved quality of
life for affected populations in need of humanitarian assistance. In close cooperation with the Government of
Bangladesh and affected populations, enhance preparedness and contingency plans for disaster responses
at the Upazila level.
The 2020 JRP will sustain and improve assistance in multiple Sectors, including food, safe water and
adequate sanitation, shelter, and access to healthcare and education for Rohingya refugees and for
Bangladeshi communities living near the camps. At the camp level, Camp-in-Charges (CiCs) will ensure
coordination, with the strong support of the Site Management Support Agencies (SMS Agencies) and Sector
Focal Points. This will include, but not be limited to:
- Food assistance: General food distribution will continue until around mid-2020, when it is projected
that the entire Rohingya refugee population will have shifted to using the e-voucher system. This will enable
them to access a selection of 19 food items from designated shops. In 2020, increasing use of a multi-wallet
e-voucher system will give people access to other essential non-food items, including hygiene products.
- Safe water, sanitation and hygiene: The coverage of piped water networks will expand across the
camps, to enhance equitable access to chlorinated, safe water for all. The maintenance and improvement of
19
latrines and faecal sludge management systems in the camps will continue, including through exploring new
ways to ensure safe, inclusive facilities for women and girls, and people with disabilities. Bangladeshis living
near the camps will also have piped water networks extended into their communities.
- Shelter and non-food items: Improvements to shelter to address the disintegration over time of
bamboo frames and plastic sheets will continue in 2020. All Rohingya refugee households will receive Liquid
Petroleum Gas (LPG) for cooking and household-level lighting. Bangladeshis living in close proximity to
the camps will be targeted for improvements in site safety, shelter quality, and household living conditions,
including household lighting solutions.
- Health and Nutrition: Rohingya refugees will have continued access to critical health and nutrition
facilities covering the entire population. Family planning services will be provided, with the promotion of
a rights-based approach for women of reproductive age. All camp health facilities offer free treatment to
Bangladeshi citizens and Rohingya refugees alike. Health partners align with agreed standards for healthcare
services among the Rohingya, in line with international standards, with the Government standards for host
community.
- Education: It is vitally important to properly equip Rohingya refugee children and youth with essential
knowledge and skills for their futures, and to prevent a lost generation. Providing education based on the
Learning Competency Framework Approach (LCFA) under the Guidelines for Informal Education Programme
(GIEP) will continue in 2020 in the camps. In 2020, education partners will implement the Myanmar curriculum
on a pilot basis, beginning with middle school and progressively expanding to other lower levels, with a
view to reintegrating children and youth smoothly and sustainably into Myanmar society when repatriation
becomes possible.
Together with the Refugee Relief and Repatriation Commissioner, the humanitarian response in 2020
will improve the layout of the camps, with the objective of ensuring optimal access to services and
improved quality of life for the Rohingya, and maximum impact from limited humanitarian resources. The
settlement planning process will continue throughout the year, driven by the Rohingya refugee communities
themselves. Agreed site planning standards and priorities, which lay out which services are required, for how
many people, and where within the settlement, will provide the basis for essential and required construction
activities in 2020. A key objective will be maximising the use of space by combining services and, subject to
Government approval, elevating structures where possible. The Asian Development Bank and World Bank
have funded improved road networks throughout the camps: construction is expected to begin in 2020
under the leadership of the Local Government Engineering Department (LGED), which will contribute to the
site planning and rationalization process.
The JRP 2020 mainstreams risk reduction to prevent loss of life, health and assets, taking into consideration
the high natural hazard and disaster vulnerability in Cox’s Bazar District and the Rohingya camps in
particular. Disaster risk reduction efforts aim at preventing the creation of new risks (such as destabilizing
slopes), reducing existing disaster risks and managing the residual risks. While remaining temporary, structures
in the camps (both facilities and shelters) need to be made more robust to reduce risk, and to provide spaces
for temporary collective shelter within the camps.
In disaster situations, the affected communities themselves are the first responders. The humanitarian
community has connected with national and local disaster response systems and resources to support
first responders to prepare for and respond to major disasters. In this vein, the 2020 JRP will contribute to
preparedness through training and support for the Cyclone Preparedness Programme (CPP) volunteers and
Disaster Management Committees (DMC) in the host communities in Ukhiya and Teknaf Upazilas. Within the
Rohingya settlements, camp management integrates disaster risk reduction, including by giving Safety Unit
Volunteers and Community Outreach Volunteers training on recognising and reporting hazards, giving first
aid and supporting search and rescue efforts when disasters occur.
A cyclone contingency plan is in place that provides for an immediate, life-saving response and the
resumption of critical protection services within the 72 hours following landfall, pending the mobilization
of broader national and international support. This includes stockpiling of a minimum response package of
basic shelter, water, hygiene and food supplies in strategic locations; maintaining a stand-by mobile response
capacity; ensuring the availability of emergency warehousing; and keeping coordination mechanisms at the
state of readiness needed to respond to a major emergency, which would overwhelm the ability of the
established camp-level coordination structures to cope.
During the monsoon season, the humanitarian partners will ensure daily camp-level incident tracking and
response, when people or facilities are affected, including temporary displacement caused by waterlogging,
20
slope failure or flash floods. The period of heavy rains typically runs from around May to October. The
monsoon rains cause soil on hillsides to become less stable and water levels in rivers and on flood plains to
rise. The resulting changes in the landscape can be both gradual and sudden and can have a direct impact
on the movement of people and goods including protection risks particularly for children. Damage to shelters
and facilities takes place on a daily basis and calls for rapid and effective response, working together with the
people affected. The 2020 JRP includes and mainstreams the anticipated requirements associated with this
six-month period within the projects.
STRATEGIC OBJECTIVE THREE

FOSTER THE WELL-BEING OF COMMUNITIES IN UKHIYA AND TEKNAF UPAZILAS
In close cooperation with the Government of Bangladesh and affected populations, and in the spirit of
supporting the development of communities in Ukhiya and Teknaf, facilitate equitable access to quality
services for communities; promote peaceful co-existence; strengthen public service infrastructure and
delivery through system and capacity strengthening; support sustainable livelihoods; and rehabilitate the
environment and eco-system.
The 2020 JRP will extend support to communities across Ukhiya and Teknaf Upazilas to ensure they do
not bear an undue burden for accommodating the Rohingya population. The response will also upscale
initiatives that contribute to peaceful co-existence and help to mitigate inter-community and intra-community
tensions, including related gender and protection issues. Facilitated trainings, dialogues, campaigns and
events that focus on peaceful co-existence and bringing communities together will be a part of this. In support
of the District Administration, the Joint Response Plan 2020 will include selected and prioritized activities
for Ukhiya and Teknaf drawn from projects identified through the first phase of the Cox’s Bazar District
Development Plan (DDP), as a transitional step towards long-term development planning for these Upazilas
and the wider District.
With the Department of Public Health Engineering (DPHE), humanitarian partners will support the
development of sustainable management frameworks for Water, Sanitation and Hygiene infrastructure,
including strengthening Management Information Systems (MIS) databases, linking them with national
structures to support effective management of water resources. WASH services will be provided directly
through the construction and renovation of water supply systems, focusing on solar-powered piped distribution
networks, along with the promotion of community-led water safety plans and water quality testing. Community
engagement will be an important focus, including through such approaches as Community Approaches to
Community Total Sanitation, sanitation marketing, WASH in schools, and WASH in health care facilities.
Together with the Civil Surgeon, health and nutrition partners will continue to invest in primary and
secondary health care facilities in Cox’s Bazar District, in addition to promotive and preventive health
and nutrition services. The 2020 response will extend support to the Upazila health facilities: 17 Ministry of
Health-run community clinics, and 12 union level facilities, as well as the Sadar Hospital, which serves Cox’s
Bazar District, including investments in infrastructure improvements, assets, human resource capacity and
expertise. Health partners will extend infectious disease surveillance and response activities to Rohingya
refugees and host communities and support data systems and its use for improved health outcomes. The
Nutrition Sector will also continue to support delivery of nutrition services through public health facilities.
With the Office of the Registrar General, Child Protection partners will provide support to resume birth
registration in the 8 Upazilas and 72 Unions of Cox’s Bazar, a critical first step towards safeguarding lifelong
protection. With the Ministry of Social Welfare (MoSW) and Department of Social Services (DSS), the JRP 2020
will support child protection systems strengthening. The response will optimize child protection mechanisms
through a comprehensive systems approach to combating Violence Against Children (VAC) in the host
community.
The 2020 JRP will support sustainable livelihoods for Bangladeshi men and women through income
generating activities, skills development and activities to enhance food production (i.e., crop production,
fisheries, small ruminants and poultry) to foster market linkages and increase incomes. The humanitarian
partners will support market-driven activities that align with Government of Bangladesh strategies. Where
feasible, volunteer incentives and food-for-work programmes will provide the vehicle for community
engagement in disaster resilience building activities, such as infrastructure development and restoration,
reforestation and natural resource management.
21
Working with the District Primary Education Officer and the District Education Officer, education
partners will rehabilitate school infrastructure, provide education supplies, and support the professional
development of para-teachers working in Government and informal schools. The education partners will
strengthen support for delivery of education including access and retention of children, especially girls and
the assessment and other practices within schools. Children who are out of school will be supported to
access informal programmes offering skills. The DPEO and DEO will be supported to improve data systems
and strengthen institutions, such as those that train teachers.
Environment and eco-system rehabilitation will continue to be a priority. Land restoration, reforestation
and the rehabilitation of watersheds will help to address the severe environmental impacts in the areas
around the camps, reduce associated disaster risks (such as landslides and flash floods) and enhance the
resilience of both host communities and Rohingya refugees. Solid waste and wastewater management for
the District are also critical to eco-system rehabilitation. Humanitarian partners will support the Department of
Public Health Engineering (DPHE) in the development of sustainable management frameworks for the District:
these will be linked to the District Development Plan, as larger-scale investments will eventually be required.
STRATEGIC OBJECTIVE FOUR

WORK TOWARDS ACHIEVING SUSTAINABLE SOLUTIONS IN MYANMAR
Support Rohingya refugees to build the skills and capacities that would help with their sustainable return and
reintegration in Myanmar when conditions become conducive, including in improving their access to education
and skills development activities; ensure Rohingya refugee women, men, girls and boys have access to safe,
transparent, and consultative communication mechanisms regarding solutions and the situation in Myanmar.
Access to Myanmar’s national curriculum, and skills development, will be introduced and improved in
2020, in order to prepare Rohingya for a future in their own country. Parents and students are requesting
education in the Myanmar curriculum in the camps: the piloting of the Myanmar curriculum in 2020, for
students whose secondary studies were interrupted when they fled to Bangladesh, will be an important step
in this direction. For primary levels, the Learning Competency Framework and Approach under the Guidelines
for Informal Education Programme (GIEP) will be the basis of instruction, in line with the Government of
Bangladesh’s policy framework.
Rohingya refugees will also benefit from skills development programmes aimed at engaging them
productively and facilitating their eventual sustainable reintegration in Myanmar. The design of skills
development programmes will consider prior experience with labour markets in Myanmar, heritage skills,
and needs within the communities. These programmes will be based upon further discussions with the
Government, further to the Government’s recent positive decision to expand skills development opportunities
for Rohingya refugees and host communities.
The Food Security, Education, and Protection sectors will increase cooperation and cross-sectoral
planning in order to expand access to skills development – especially to vulnerable groups such as youth,
and women. They will coordinate a targeted approach to address youth specific needs through the Youth
Working Group (YWG) and collaborate on mapping activities of vulnerable adult demographic groups through
the Food Security and Protection sectors. Multi-Sector Needs Assessments and focus group discussions
with Rohingya will be conducted to develop a comprehensive approach, ensuring programming reflects
relevant skills, needs, and desires of the Rohingya refugee community. This will work to reduce access and
mobility barriers, while coordinating with market linkage initiatives. The Sectors will collaborate on awareness
sessions, education programmes, and training packages both in the camps and the host communities.
Registration and documentation will preserve Rohingya refugees’ right to return, and two-way
communication and feedback mechanisms will support ongoing dialogue on solutions and the situation
in Myanmar. Strengthening the mechanisms in place to ensure effective communication with communities,
including at camp level, will help to facilitate meaningful dialogue and ensure information and other needs
are adequately met. These include but are not limited to staffed information hubs, radio programming, and
information sharing sessions supported by audio-visual materials.
The United Nations is working with the Governments on both sides of the border to try and lay the
foundation for the voluntary, safe, dignified and sustainable repatriation of Rohingya refugees to
Myanmar. In November 2017, the Governments of Bangladesh and Myanmar reached a bilateral agreement
on the repatriation of Rohingya refugees, which recognizes the need for durable solutions, and affirms
22
COX'S BAZAR: CAMP LOCATION MAP
BANGLADESH
Cox's Bazar Sadar
Cox's Bazar Paletwa

Bandarban
Ukhiya
Kutupalong RC
Ô
Kutupalong ExpansionÔ
Camp 14,15,16Ô MYANMAR

Kyauktaw
Camp 21 Ô
Camp 22
Ô
×Camp 23
Maungdaw Buthidaung
Teknaf
Camp 24, 25 ×
× Collective site with host community

Nayapara RC Ô
Ô Collective site Camp 26, 27 ×
Upazila boundary
District boundary
Bangladesh - Myanmar border
INDIA
BANGLADESH
Æ Dhaka
Bay of Bengal
Cox’s Bazar
M YA N M A R
0 5 10
km Service Layer Credits: National Geographic, Esri, Garmin, HERE, UNEP-WCMC, USGS, NASA, ESA, METI, NRCAN, GEBCO, NOAA, increment P Corp.
70
7
Creation date: 20 10 20 30 40 50 60
7 7 7 7 7 7
November 2019 | Sources: ISCG, SMSD, RRRC, OSM | Projection: BUTM | Grid: MRGS 100,000
The boundaries and names shown and the designations used on this map do not imply official endorsement or acceptance by the United Nations
23
that any returns should be voluntary, safe and dignified. This was followed in 2018 with a Memorandum of
Understanding between the Government of Bangladesh and UNHCR on voluntary repatriation, and a tripartite
Memorandum of Understanding concluded between the Government of Myanmar, UNHCR and UNDP in June
2018. The agreement aims at creating conducive conditions for voluntary and sustainable return of Rohingya
from Bangladesh in safety and dignity, as well as supporting recovery and resilience-based development
programming that benefits all communities living in Rakhine State. In May 2019, the three parties agreed to
extend the agreement for an additional year.
The Rohingya who arrived after August 2017 continue to express their strong desire to go home to
Myanmar, as reflected in assessments of their intentions on return. At the same time, they do not see the
possibility to return now. Rohingya refugees express real concerns about safety and security following return
to Rakhine State, the lack of a clear pathway to citizenship and recognition of their identity, and challenges
accessing to services and rights, including their freedom of movement and the ability to work and support
their families. They also seek assurances that they could return to their places of origin or a place of choice,
as reflected in the different agreements on voluntary repatriation. The dialogue between senior officials of
the Government of Myanmar and the Rohingya community that began in July 2019 can contribute to building
confidence and should resume as soon as possible.
Demonstrable progress on the ground in Myanmar, particularly in addressing the root causes of
displacement and through the full implementation of the Rakhine Advisory Commission recommendations,
would help to build the confidence of Rohingya refugees in Bangladesh to voluntarily return to Myanmar.
The United Nations also continues to promote regular dialogue between Rohingya refugees and the Myanmar
authorities; recommend that Rohingya refugees should be able to go and see the conditions in Myanmar for
themselves, so that they can make an independent assessment of whether they feel they can return in safety
and dignity; and encourage a transparent and systematic process for those wishing to have their right to
return verified by the Myanmar authorities.
If conditions become conducive for the safe, voluntary, and dignified repatriation to Myanmar, additional
funding requirements would be discussed and agreed in close consultation with relevant stakeholders,
including the Government of Bangladesh and the donor community, to support such efforts.
24
HUMANITARIAN SUPPORT TO RAKHINE STATE, MYANMAR

In Myanmar,16 humanitarian partners (including non-governmental organisations and United Nations
agencies) will continue to encourage and support the Government of Myanmar to address the root causes
of the crisis, including through implementation of the Rakhine Advisory Commission recommendations,
and create the conditions that would be conducive for safe, voluntary, and dignified return.
Humanitarian partners engage with the Government of Myanmar across Rakhine State – including in the
central and northern parts of the State where the Rohingya refugees lived before their flight – within the
framework of the Myanmar Humanitarian Response Plan 2020.17 Partners work to address the needs
and priorities of all communities and to create an environment conducive to the voluntary safe, dignified,
and sustainable repatriation of Rohingya refugees from Bangladesh to Myanmar.
Since early 2019, humanitarian and developmental activities in Rakhine State have been impacted by
security developments linked to the fighting between the Arakan Army18 and Tatmadaw,19 the Myanmar
armed forces. Government restrictions on access also limit the scope and reach of humanitarian support
to affected populations as well as development programming.
Within this challenging environment, the humanitarian community works with the Government of Myanmar
and communities in Rakhine State to make concrete improvements in the situation on the ground. The
Myanmar Humanitarian Response Plan (HRP) for 2020 provides the strategic framework for the delivery
of assistance and protection services for some 850,000 people, of whom 668,000 are in Rakhine State.
The HRP was developed through the most comprehensive inter-sectoral analysis of humanitarian needs
in Myanmar undertaken to date, and through a broad consultative process, which included extensive
discussions with government interlocutors.20
Security and effective humanitarian access in Rakhine State are both essential to improving the situation
for all communities. Making return possible for Rohingya refugees also requires tackling the root causes
of the crisis. To this end it is important to continue working towards the full implementation of the 2017
Rakhine Advisory Commission recommendations, including lifting restrictions on freedom of movement,
increasing access to public services and creating a clear pathway to full citizenship.
An important framework linked to these efforts is the tripartite Memorandum of Understanding concluded
between the Government of Myanmar, UNHCR and UNDP in June 2018, now extended to June 2020.
Through the end of 2019, UNHCR and UNDP had undertaken five rounds of village assessments. The
Government has so far approved 45 projects, with 34 projects in some 21 villages expected to be
completed by the end of this year. The projects include the rehabilitation of roads, renovation of schools,
improvements to water supply infrastructure, installation of solar streetlights, and income generating
activities.
During 2019, within the ongoing constraints of security and access limitations, humanitarian programming
by the United Nations agencies in Rakhine State also included the following:
• UNDP programmes in Rakhine State focus on livelihoods and social cohesion work across
multiple townships including Rathedaung. It is also carrying out rule-of-law programming in
Sittwe.
• WFP delivers regular emergency relief food assistance to some 100,000 people in Buthidaung
and Maungdaw townships. WFP’s livelihoods programme in Rakhine State also provides jobs for
55,000 people, while their school feeding programme target 52,000 students.
• UNICEF has distributed education and recreational materials to some 70,000 children aged 3-17
years in Rakhine State. UNICEF also reached over 65,000 Maternal and Child Cash Transfer
beneficiaries across the townships and, together with partners, provided lifesaving therapeutic
treatment to more than 2000 children under 5-years old who were suffering from Severe Acute
Malnutrition.
16. All activities that will take place in Myanmar are costed, appealed for, and monitored under the Myanmar Humanitarian Response Plan 2020: https://relief-
web.int/report/myanmar/myanmar-humanitarian-response-plan-2020-december-2019.
17. The Myanmar Humanitarian Response Plan 2020: https://reliefweb.int/report/myanmar/myanmar-humanitarian-response-plan-2020-december-2019.
18. An ethnic Rakhine armed group.
19. The Myanmar armed forces.
20. The Myanmar Humanitarian Response Plan 2020: https://reliefweb.int/report/myanmar/myanmar-humanitarian-response-plan-2020-december-2019
25
• WHO works to support an expanded programme of immunization in Rakhine State, as well as

provide technical support to the Rakhine State Public Health Department for planning, monitoring
and evaluation.
• UNFPA’s Women and Girls First Programme works to improve the skills of social workers and
health care providers in case management, maternal death surveillance and response. In
northern Rakhine, UNFPA supports prevention and response to gender-based violence.
• UNOPS operates several multi-donor trust funds, including a Livelihoods and Food Security
Fund that operates in 15 of the Rakhine State’s 17 townships. The Trust Fund supports access to
finance, improved nutrition, and market creation in agriculture, fisheries, and livestock.
• IOM focuses on disaster management and resilience and community stabilization in townships
in central Rakhine State. IOM also works in northern Rakhine on disaster management and
resilience related activities.
• ILO focuses on skills development and technical and vocational training in Rakhine State,
including two of the three townships in Maungdaw and Buthidaung townships in northern
Rakhine State.
• UN Women supports women’s empowerment and increased female participation and leadership
in communities in several townships in central Rakhine State.
• FAO works to improve food and nutrition security for the most vulnerable people, including in
the three townships of northern Rakhine State.
In 2020, the UN will continue to implement these programmes and activities, while also strengthening
coordination and enhance partnerships at all levels in Rakhine State in order to work effectively
together to meet the needs of vulnerable people across Rakhine State, to contribute to solutions
for internally displaced persons, and to support efforts to create conditions for return of Rohingya
refugees to Myanmar.
Through the 2019 Humanitarian Response Plan the humanitarian community sought USD $214
million to meet needs across Myanmar. Close to $179 million was mobilized against this target. The
2020 HRP requests USD $216 million, to assist some 850,000 people across Myanmar.
26
BHASAN CHAR
The Government of Bangladesh has proposed to relocate some 100,000 Rohingya refugees from
the camps in Cox’s Bazar District to Bhasan Char, with the objective of decongesting the camps and
reducing pressures on the local Bangladeshi communities. Bhasan Char is a 13,000-acre island located
in Hatiya Upazila of Noakhali District in Bangladesh, which is located approximately 28 nautical miles
from Chittagong and 13 nautical miles from Hatiya.
The Government of Bangladesh reports having spent approximately USD 268.84 million so far for
development work on Bhasan Char. According to the Government, the Bhasan Char facility includes
120 shelter clusters with a total of
1,440 individual rooms that can each
accommodate four persons and related
water and sanitation facilities. The 120
four-story multi-purpose structures
would also accommodate people
and can provide shelter in the event
of severe weather events and, during
other periods, can reportedly serve
as schools, mosques and community
centres. The Bhasan Char facility is
encircled by a 12.1-kilometer flood
embankment, and further measures are
in place to mitigate the risk of coastal
erosion. The Government projects
that people relocated to Bhasan Char
would be able to engage in livelihoods
activities, including agriculture, raising Aerial view of Bhasan Char facility
livestock and fisheries.
The Government has advised the United Nations that other infrastructure developed and equipment
deployed to Bhasan Char includes roads, helipads and boat docks; solar power systems and diesel
generators; telecommunications towers; deep tube wells and rainwater harvesting ponds; a biogas
plant; and waste management facilities. The Bhasan Char facilities planned or constructed also
reportedly include police and fire stations and a hospital. The Government notes that the facility
provides designated office premises for the RRRC and civil administration, law enforcement agencies
and Ministry of Disaster Management and Relief, security and law enforcement personnel and office and
accommodation facilities for UN and humanitarian personnel.
The United Nations has from the outset engaged constructively with the Bhasan Char project, seeking
further information about the Government’s plans, the facilities under construction and the policy
framework that would govern life on the island for the Rohingya. In consultation with the Government of
Bangladesh, the United Nations is committed to undertaking independent and thorough technical and
protection assessments of Bhasan Char and the facilities.
Through these assessments, the United Nations seeks to gain a better understanding of the
Government’s plans and project, including the safety and sustainability of life on the island, exposure to
natural hazard risks, the standard of protection offered by the Bhasan Char facilities and the available
freshwater resources. The assessments would also focus on the availability of livelihoods opportunities
on Bhasan Char and operational questions, such as logistics and access to the island for Rohingya
refugees, humanitarian personnel and supplies, including during the monsoon and cyclone seasons.
Upon completion of these assessments, the United Nations will be better positioned to decide upon
operational engagement with the Government’s Bhasan Char project.
The policy and protection framework that would govern the life for the Rohingya on Bhasan Char
is a crucial area of assessment for the United Nations. This includes the framework of rights that
the Rohingya would enjoy, including their ability to move between Bhasan Char and the mainland,
particularly to Cox’s Bazar, the availability and quality of services available to them and the ways they
would be able engage and participate in decisions affecting their lives. The Government has committed
27
that any relocation to Bhasan Char will

be voluntary, which the United Nations
has welcomed, while also encouraging
the Government to consult directly with
the Rohingya refugee community to
understand their views and concerns,
which will be central to the project’s
success.
At the end of 2019, the United Nations
and the Government of Bangladesh
were engaged in consultations on the
scope and timing of the assessment
process, including planned onsite visits
to Bhasan Char. Upon completion of
these assessments, the United Nations
will be better positioned to decide
upon the possibility of operational
Outside of a shelter cluster on Bhasan Char
engagement with the Government’s
Bhasan Char project. If that decision is
positive, the United Nations would then be able to pursue detailed operational planning, aligned with
the Government’s overall plans and expectations for support, and reach out to the international donors
that support the Rohingya Humanitarian Response in Bangladesh.
The United Nations does not yet have the level of information regarding the Government’s Bhasan Char
plans that would be needed to provide cost estimates. This would also be premature in advance of a UN
decision on engagement. The current budget and cost structure for the Rohingya Humanitarian Response
in Cox’s Bazar is not directly comparable, as some sectors of activity, such as shelter, may require fewer
resources, while others, such as the logistics and the establishment of operations management and
other capacities on the island could involve additional expense. The Government may also assume a
different or greater operational role. Additional funding requirements for Bhasan Char would need to be
discussed and agreed in close consultation with relevant stakeholders, including the donor community,
should the UN and partners operationally engage.
28
THE HUMANITARIAN-DEVELOPMENT NEXUS AND THE

NEW WAY OF WORKING: LINKS TO THE DEVELOPMENT
OF COX’S BAZAR DISTRICT
In line with the New Way of Working,21 the 2020 response will continue to build bridges between
humanitarian and development assistance, seeking the greatest efficiency and impact with limited
humanitarian resources. Development donors are making critical multi-year contributions and seeking to
achieve synergies with humanitarian funding. At the end of 2019, the World Bank and the Asian Development
Bank were both moving into second rounds of allocations for Cox’s Bazar District. In 2020, these linkages
must be maximized to ensure that the most critical needs are met and that strategic investments are made,
in order to enhance the sustainability of the humanitarian
response.
In support of the District Administration, the Joint
Response Plan 2020 will include selected and prioritized
activities for Ukhiya and Teknaf drawn from projects
In Cox's Bazar identified through the first phase of the Cox’s Bazar District
District Development Plan (DDP), as a transitional step towards
Over $970M
long-term development planning for these Upazilas and the
wider District. The Deputy Commissioner for Cox’s Bazar
District is leading a planning process with the objective of
delivering a fully-fledged District Development Plan by the
end of 2020. The DDP will be guided at the policy level
Of additional funds have been from Dhaka, led by the Cabinet Secretariat. It will be a multi-
sector development plan formulated utilizing a bottom-up
mobilised outside of the JRPs process for the inclusive sustainable development of Cox’s
to support the situation in Bazar District, which has the potential for replication in other
Cox’s Bazar since 2017. districts in Bangladesh. Additionally, the DDP will increase
administrative capacity at the District and Upazila levels to
That is equivalent to 60% of utilize data, analysis and information for improved district
the total humanitarian funds planning, including the prioritization of Sector specific
($1.63bn) mobilised in projects. The District Administration is being supported in
this effort both by the United Nations, led and coordinated
support of the JRPs. by the United Nations Development Programme (UNDP),
and the World Bank.
The DDP will seek to address the development
challenges of Cox’s Bazar District, and the wider impacts
of the Rohingya influx. Cox’s Bazar District, with a
total Bangladeshi population of 2,650,000, is one of
the country’s poorest and most vulnerable districts.
Malnutrition and food insecurity are at high levels, and
poverty is well above the national average. Before the
influx, one in every five households already had poor
and borderline food consumption patterns – much higher
than the national average.22 On average, 33 percent and
17 percent live below the poverty and extreme poverty
lines. Primary School completion rate for Cox’s Bazar is
54.8 percent, against the divisional and country level rate
of about 80 percent. The situation is further compounded
by the dramatic population increase following the Rohingya
influx, which has adversely affected the food security and
nutrition situation in some areas, including by introducing a
21. Former UN Secretary-General Ban Ki-moon and the heads of UNICEF, UNHCR, WHO, OCHA, WFP, FAO, UNFPA and UNDP, with the endorsement of the World Bank
and the International Organization for Migration, signed at the World Humanitarian Summit a "Commitment to Action" document, in which they agreed on a New Way of
Working in crises. Its aim is not only to meet humanitarian needs, but also to reduce needs, risks and vulnerability over time. For more information: https://agendaforhu-
manity.org/initiatives/5358
22. Bangladesh Integrated Food Security Phase Classification” (IPC, August 2013)
29
COX'S BAZAR DISTRICT: UPAZILAS AND CAMPS
Chittagong
Kutubdia
145,709
BANGLADESH
Pekua
199,416
Bandarban
Chakaria
551,678 Bandarban
Maheshkhali
373,601
Cox's Bazar Sadar

517,149
Ramu
Cox’s Bazar 310,105

Cox’s Bazar \
Ukhiya
241,140
Kutupalong RC
Ô
Kutupalong Expansion Site
1E,1W, 2E, 2W, 3, 4, 4X, 5, 6, 7, 8E, 8WÔ
9, 10, 11, 12, 13, 17, 18, 19, 20, 20X
Camp14,15,16
Ô
Camp 21
Ô
Ô Collective site
× Collective site with host communities Ô MYANMAR
Highways and roads
× Camp 23
Camp 22
Upazila boundary Teknaf

District boundary 307,334
Myanmar
Camp 24, 25
×
Ô
Nayapara RC
×
Camp 26, 27
\ Bay of Bengal
Cox’s Bazar
0 5 10 20
km Source: Bangladesh Bureau of Statistics population census 2011, with 2017 WB projections
Creation date: 20 November 2019 | Sources: ISCG, SMSD, RRRC, OSM | Projection: BUTM | Grid: MRGS 100,000
The boundaries and names shown and the designations used on this map do not imply official endorsement or acceptance by the United Nations
30
labour surplus which has driven day-labour wages down in Ukhiya and Teknaf.23 The crisis has significantly
stretched the capacities of local governance institutions and civil servants, resulting in constraints on the
delivery of public services.24
The Rohingya refugee presence and the humanitarian operation has had a mixed effect on markets in
the District, driving some prices down, and others up. Increases in population density have affected the
existing transport and market infrastructure, resulting in the need to build up services. Road congestion is a
major problem limiting access and mobility around the District, exacerbating tensions with host communities.
Impacts on livelihoods include restrictions on fishing on the Naf River due to border sensitivities, the loss of
some farming land and forests to settlement, and the impacts of a larger population on the labour market.
Environmental impacts, such as deforestation and waste generation, have also been significant. Criminality
in the District remains an ongoing challenge. Drug trafficking, mainly of methamphetamine or “yaba”, from
Myanmar through Teknaf, Cox’s Bazar District and to the region’s markets has been a long-term issue that
has increased significantly in recent years.25 Human traffickers have also targeted the Rohingya refugee
community, though levels have dropped since departures by boat from Cox’s Bazar slowed in the aftermath
of the Andaman Sea crisis of 2015.
23. The mean agricultural wage rate in Teknaf is found to have fallen by 11 percent in the post-influx period, while the corresponding figure for Ukhiya is 17 percent. Wag-
es in rest of the Cox’s Bazar District (i.e., other than the most affected Teknaf and Ukhiya Unions) have risen by 6.6 percent during the same period. PRI, Socio-Economic
Impact on the Host Community, October 2018; PRI, UNDP, Impact on Public Service and Public Goods Delivery in Cox’s Bazar, October 2018.
24. PRI, Socio-Economic Impact on the Host Community, October 2018; PRI, UNDP, Impact on Public Service and Public Goods Delivery in Cox’s Bazar, October 2018.
25. Rakhine Advisory Commission report.
31
ASSISTANCE TO HOST COMMUNITIES AND BOARDER DEVELOPMENT IN COX'S

BAZAR
Since August 2017, there has been growing levels of assistance to help address the impacts that the Rohingya
refugee presence has had on communities hosting them and broader development needs across Cox’s Bazar
District. Based on contributions from bilateral donors, the European Union and global funds, this support
totals over US$415m and is growing. This includes both development and humanitarian assistance. It is
estimated that over 70 percent ($280m) of these funds are outside of the Joint Response Plans (JRPs).
When combined with support from the international financial institutions, over $970m of additional
funds have been mobilised outside of the JRPs to support the situation in Cox’s Bazar since 2017. This
is equivalent to 60 percent of the total humanitarian funds ($1.63bn) mobilised in support of the JRPs. This
assistance supports all Upazilas in Cox’s Bazar district, not just Teknaf and Ukhiya.
These amounts, however, do not represent all external assistance to the host communities and broader
development. For example, they do not include donors’ flexible contributions to international organisations
that can be used to benefit both Rohingya refugees and host communities, nor all national-level development
programmes that are being implemented in Cox’s Bazar, nor all humanitarian funds that are benefiting host
communities, such as in the Health Sector where many facilities assist both populations. The overview
also does not reflect the progress in localising the response, such as through direct employment and local
procurement, which is having a positive, indirect benefit on the local economy.
The following pie chart set out which Sectors are supporting the host communities and broader development
in Cox’s Bazar, with the $415m in donor assistance (excluding funding from the international financial
institutions).
Figure 2: Donor assistance to host communities and broader development in Cox’s

Bazar since August 2017
WASH $15.1M
$17.2M DRR, WASH
Protection $11.7M Shelter, Livelihoods
$23.7M Social chohesion

governance
$25.6M Health & Nutrition

Multi-Sector $142
$415 $34.9M Environment
$35.4M DRR
Food security,
$58.3 $51.7M Education
livelihoods & nutrition
Breakdown per sector (excluding IFIs)
32
The following Chart sets out the grant contributions from the Asian Development and World Bank for both
Rohingya refugees and host communities. These fall outside but are closely aligned to the JRP. Although
the current funding of both International Financial Institutions is targeted primarily towards the Rohingya
refugees, they also have broader benefit for the host communities, such as in the construction of roads and
the building of cyclone shelters. New projects being developed by the World Bank are planned and pending
approval, which would result in increased support to host communities, in such areas as in social protection.
Figure 3: IFI finance supporting Rohingya refugees and host Communities²⁶
ASIAN
DEVELOPMENT
BANK Basic Infrastructure,
WASH,
WORLD BANK Disaster Resilience
(PLANNED) $100 Energy
$350
DRR,
Education,
Health, $690
Infrastructure, WORLD BANK
Social protection,
(CURRENT)
Protection,
WASH $240 DRR, Education, Health,
Infrastructure,
Protection, WASH
Breakdown by International Financial Institute (IFI)

The following provides a few examples to illustrate assistance being provided to communities across
Cox’s Bazar District in selected Sectors. It does not reflect the totality of support nor the full range of
donors engaged. 26
All the generous donors to the response in 2019, as listed on the Financial Tracking Service, are, in order
of contribution: United States of America; United Kingdom; Australia; Japan; Canada; Thani Bin Abdullah Bin
Thani Al-Thani Humanitarian Fund; Germany; ECHO; European Commission; Sweden; private (individuals and
organisations); CERF; Denmark; Switzerland; Norway; New Zealand; Turkey; Bangladesh; Education Above
All; Korea; Education Cannot Wait; France; Ireland; Finland; Russian Federation; Kingdom of Saudi Arabia;
Austria; Luxembourg; Kuwait; Thailand; United Arab Emirates; Vietnam; and Spain.27
In the case of Disaster Risk Reduction (DRR), the US is refurbishing over 150 schools (across the District)
that double as cyclone shelters, as well as improving disaster response by training first responders and
community leaders. The World Bank is reinforcing this by helping 55,000 people to gain access to climate
resilient, multi-purpose shelters under the Emergency Multi-Sector Rohingya Crisis Response Project. The
European Union Humanitarian Aid (ECHO) is supporting disaster risk management committees at Union and
District level, training of first responders and reinforcement of community structures. Contingency plans for
more than 350,000 individuals in the seven most vulnerable unions have been developed.
To enhance education, Australia is supporting vulnerable adolescent girls to enhance their literacy, numeracy,
social and emotional skills. Germany is also helping adolescents and youth better prepare for their adult
lives by strengthening self-help and resilience. Canada is supporting strengthened capacity of teachers
and school leaders to provide better quality, gender-sensitive and inclusive education for over 100,000
students. The EU is supporting improved access to schooling for over 11,000 children and adolescents and
assisting 124 school management committees and teachers on school effectiveness. Japan is supporting the
improvement of learning environment at more than 20 schools in Ukhiya and 25 schools in Teknaf by training
26. This graph includes funding whereby refugees and host community as designated beneficiaries cannot be effectively delineated.
27. https://fts.unocha.org/appeals/719/summary.
33
local government officials and providing learning materials and furniture. The UK is funding a District-wide
Mapping, Gap Analysis and Scoping exercise. This will be used to form a plan for district-wide support to
education.
To address impacts on the environment, a group of donors (Australia, Canada, European Commission, Japan,
Korea, Netherlands, Norway, Sweden, UK and US) has provided over $48m to multiple agencies working
together with the Forest Department and other Ministries to rehabilitate 2,000 hectares of forest land in host
communities. This is contributing to the environmental restoration and improved living conditions of around
25,000 host community households. The project is also providing cooking gas to 125,000 people from host
communities and 450,000 Rohingya refugees, as well as livelihood support. This is in addition to Sweden
and Switzerland providing support to local government to improve solid waste management, and the US
helping improve livelihoods and reduce tensions over scarce resources by advancing watershed and natural
resource management.
To improve health, Japan is supporting the Ministry of Health and Family Welfare reconstruct 13 Community
Clinics, training for health systems strengthening and providing screening equipment for non-communicable
diseases. It is also helping construct medical staff quarters attached to Upazila Health Complexes in Ukhiya
and Teknaf, as well as upgrading Cox’s Bazar District Hospital’s Coronary Care Unit. The US is supporting six
Smiling Sun Health clinics that are establishing a self-sustaining business model serving women and children.
Canada is providing training to 180 community health workers and 30 junior midwives to address the health
needs of the most vulnerable host communities in the District. France has supported the construction of a
Comprehensive Maternity Centre that is servicing both the host communities and the Rohingya population.
To help the economic recovery and livelihoods of communities in the District, Canada is working to provide
skills training and apprenticeships to youth and ultra-poor women. It is also, along with the Netherlands and
UK, supporting the financial security and resilience of 20,000 host community women. Denmark is supporting
economic recovery of 36,000 vulnerable host community households, focusing on agriculture.28 The US is
helping increase business opportunities and incomes by improving local trade, crop production, aquaculture
and industries. There are also initiatives to stimulate the local economy by improving links with the humanitarian
operation. For example, UK and Netherlands support is helping local farmers sell products to the Rohingya
refugees through boosting and establishing market linkages between produce from host community farmers
and requirements in the camps. The World Bank is preparing an additional financing to the safety nets for the
poorest project that will scale up public works programs in the host communities.
To reinforce protection, Denmark is supporting the Ministry of Women and Children Affairs to support women
and children who are victims of violence, such as through a One–Stop Crisis Centre. The US is helping to
counter human trafficking and child marriage by supporting awareness and shelters for victims of trafficking.
ECHO is supporting four community centres within host communities to provide psychosocial support, skills-
building and gender-based violence programmes.
For WASH, Denmark is supporting Union Parishads to deliver improved and climate-adapted infrastructure
(deep wells and latrines), as well as local community capacity building and training in sanitation and hygiene
which will benefit over 250,000 people. Japan is supporting the Ministry of Local Government Rural
Development Cooperatives install three rainwater tanks with capacity of 50 tons in Teknaf, along with the
capacity development of local government. The Netherlands has rehabilitated WASH facilities and piped
water supply in Ukhiya and Teknaf Upazilas. Switzerland’s Development and Cooperation Agency is
strengthening the Department of Public Health and Engineering’s capacity in WASH by providing capacity
building, seconding technical specialists and equipping its new Faecal Sludge Laboratory.
28. This support is focusing on Teknaf, Ukhiya and Ramu Upazilas of Cox’s Bazar District, as well as affected communities in Naikhongchhari, Lama and Ali Kadam
Upazilas of Bandarban District.
34
OPERATIONAL CAPACITY AND ACCESS

The Rohingya humanitarian response faces key operational challenges, including technical capacity limitations
(especially in skilled professions such as doctors and teachers), recurrent weather-related risks, procedural
constraints, and security concerns. Limitations on space available within the boundaries of the designated
camps results in extreme congestion and inadequate services in some areas. The Government considers
early voluntary repatriation to be the only solution for the Rohingya, which shapes the policy framework for
the response, including an emphasis on temporary approaches and limitations on long-term interventions.
Although INGOs and NNGOs are the backbone of the response, they nevertheless continued to face challenges
in ensuring humanitarian access in a timely and effective manner, in many cases slowing the delivery of
needed aid to both host communities and Rohingya refugees. Such issues have grown more significant since
August 2019, and the Government was reportedly considering steps to introduce improvements in the current
framework for registration and approvals at the end of the year.
At the end of 2019, the Government of Bangladesh had announced its intention and initiated construction of
a fence around the Camps, starting with installation of concrete poles, underscoring the need to preserve
access and mobility for humanitarians and Rohingya refugees alike.
Tensions within the host community during the first quarter of 2019 over the availability of jobs in the
humanitarian response led to demonstrations in Ukhiya and Teknaf that targeted NGOs working in the camps.
Unrelated protests that took place in August 2019 resulted in damage to humanitarian assets and facilities
and temporary suspension of operations in some camp areas.
Figure 4: JRP Partners Breakdown
Number of partners Protection GBV Food Security Health Shelter CwC ETC
Child Protection Site Mgmt. Education Nutrition WASH Logistics Coordination
1 10 20 30 40+
Partner Breakdown by Sector 19 26 23 12 39 32 44 16 16 36 15 1 1 6

Including both appealing and implementing partners
JRP appealing partners breakdown JRP implementing partners breakdown

8
UN agencies
18 27 43 21
National International National International
NGOs NGOs NGOs NGOs
53 Partners 64 Partners
35
PARTNER OF JOINT RESPONSE PLAN 2020 BY UNION

as of 30 November 2019
Figure 5: Geographic coverage of JRP partners: number of partners per Union
44 Haldia Palong
Jalia 68 Ratna Palong
Palong
59 68
Palong Raja Palong
Khali
103
Whykong
73
Nhilla
Baharchhara
84
69
Teknaf
Number of Partners with
JRP Projects in Camp
Number of Partners with
66
Teknaf
JRP Projects in Host Communities
35 Paurashava
Number of Partners with JRP Projects
in both Camp & Host Communities
Camp Boundaries
Rohingya refugee Population by Union

Sabrang
44
36
COORDINATION AND MONITORING

COORDINATION
Effective coordination of the humanitarian response in 2020 will ensure the most efficient and harmonized use
of resources, and the rapid identification of gaps, duplication, and operational challenges, so that assistance
and protection can reach those who need it most in a timely manner.
The Rohingya response is led and coordinated by the Government of Bangladesh. The National Strategy
on Myanmar Refugees and Undocumented Myanmar Nationals issued in 2013 established the National Task
Force, chaired by the Ministry of Foreign Affairs, which provides oversight and strategic guidance for the
overall response. In Cox’s Bazar, the Refugee Relief and Repatriation Commissioner (RRRC), under the Ministry
of Disaster Management and Relief, is responsible for management and oversight of the Rohingya refugee
population, while the District Deputy Commissioner, leading the civil administration in Cox’s Bazar District,
has crucial responsibilities for coordinating the response to the needs for Bangladeshi host communities,
including during natural disasters, and for ensuring security and public order.
For the humanitarian agencies, strategic guidance and national level government engagement (including
liaison with the National Task Force, and relevant line Ministries for Sector specific issues) is provided by
the Strategic Executive Group (SEG) in Dhaka, which is co-chaired by the Resident Coordinator, UNHCR
Representative and IOM Chief of Mission. At the field level in Cox’s Bazar, the Senior Coordinator of the
Inter-Sector Coordination Group (ISCG) ensures the overall coordination of the Rohingya Refugee Response,
including liaison with the RRRC, District Deputy Commissioner and government authorities at the Upazila
level. The ISCG Senior Coordinator chairs the Heads of Sub-Office Group which brings together the heads
of all UN Agencies and members of the international and national NGO community working in the response,
as well as donor community representatives based in Cox’s Bazar. The Senior Coordinator also convenes the
Sector Coordinators Group to ensure inter-sector coordination in the response.
Figure 6: Coordination architecture for the Rohingya humanitarian crisis
Dhaka Dhaka
GOVERNMENT OF HUMANITARIAN
BANGLADESH STAKEHOLDERS
STRATEGIC EXECUTIVE GROUP
(SEG)
NATIONAL TASK Ministry of Disaster Co-Chairs

FORCE (NTF) Management & Relief
MoFA Chair (MoDMR) IOM UN UNHCR
Government Ministries MoDMR Emergency Coordination Chief of Mission Resident Coordinator Representative
(UN agencies when invited)
Cox’s Bazar Cox’s Bazar
RRRC DC
Senior Coordinator HEADS OF SUB-OFFICES GROUP
Refugee Relief and Deputy Commissioner
Dedicated Government lead for Rohingya Crisis
Repatriation Commissioner
SECTOR COORDINATORS
ISCG
INTER SECTOR
CiC UNOs COORDINATION
GROUP
Health Education Logistics Shelter/NFI
Secretariat Civil Surgeon Directorate of Primary RRRC RRRC
WHO Education WFP IOM/Caritas
UNICEF/SCI
Information Management
WASH Nutrition Site Management Emergency Telecoms.

External Relations DPHE Civil Surgeon RRRC RRRC/BTCL
UNICEF/ACF UNICEF IOM/DRC WFP
Child Protection
MoWCA
Field Coordination / Thematic UNICEF
Coordination Food Security Protection Sub-Sectors
District Food Controller, RRRC GBV
Dept.of Agricultural Extension
UNHCR MoWCA/District OCC Project
WFP
UNFPA
INTER SECTOR WORKING GROUPS

Information Management Communications Emergency Preparedness
and Assessment Group and Response Working
Working Group Group
The Dhaka and Cox’s Bazar humanitarian architecture works to support the response of the CwC Working Gender in Humanitarian Transfers
Group Action Working Group Working Group
Government of Bangladesh to the Rohingya crisis at all levels.
37
The RRRC, in his leadership role, chairs monthly meetings with the Sector Coordinators. The RRRC also chairs
the Site Planning Taskforce, the core decision-making group on site development for the Site Management
and Site Development Sector. Moreover, the RRRC convenes all-CiC coordination meetings every two weeks,
which the ISCG and Sectors attend to discuss key and timely issues. In addition, the RRRC convenes a
monthly law and order meeting which is attended by the key law enforcement and security agencies. In
several Sectors, Line Ministries and Departments are in lead roles, and the Sectors provide support, including
by basing coordination teams in the relevant Government offices, where appropriate. At the Upazila level in
Ukhiya and Teknaf, the Upazila Nirbahi Officers (UNOs) and ISCG co-chair regular coordination meetings, and
the Armed Forces Division with ISCG’s support leads regular coordination meetings at the Military’s Ukhiya
coordination cell.
Through these RRRC and supporting ISCG coordination mechanisms, gaps and challenges in delivery of
protection and assistance are identified and escalated for advocacy at various levels and resolution, with
sectors, specific agencies or organisations, the Heads of Sub Office Group, the Strategic Executive Group,
and relevant authorities in Cox’s Bazar or Dhaka. The functional components of the ISCG Secretariat such
as external relations, information management, and field coordination teams support coherence and
cohesiveness in the humanitarian response. The Secretariat provides concrete support to the Sectors and
humanitarian partners in helping to highlight challenges and gaps and bringing stakeholders together to
address or fill these.
The ISCG Secretariat also offers coordination support in certain operational thematic areas, such as
emergency preparedness and response, and the humanitarian-development nexus, assisting agencies and
organisations to jointly identify common priorities and pursue aims in these areas. The ISCG Secretariat also
creates a regular platform in which critical protection issues can be raised and explored, provides specific
assistance to the Gender Equality Commitments including gender mainstreaming throughout the response,
and critically plays a key leadership role in the operationalisation of the collective commitment and action of
all humanitarian agencies to prevent and respond to sexual exploitation and abuse.
Support to the District Administration in relation to the District Development Plan is led and coordinated
by UNDP, with regular updates to the SEG and HoSOG forums. To advance Grand Bargain commitments
on localization, in May 2019, the Terms of Reference for the Localization Task Force (LTF) were endorsed
by the SEG. The LTF is co-chaired at the Dhaka level by UNDP and IFRC. The objective of the LTF is to
improve humanitarian outcomes in Cox’s Bazar, by recommending a practical localization strategy, including
maximizing the indirect benefits of the operation to Bangladeshi communities through, for example, local
procurement.
All Sectors will track the following coordination indicators in 2020, aiming for improved camp level
coordination, and advances in localisation:
Number of camps with effective camp focal points in place (Terms of Reference in place, attending all
camp meetings, maintaining relationship with CiC, SMS, and Sector Coordination team, identifying and
referring gaps and issues in the camp): target – all camps
Number of national non-governmental organisations active in the Sector (receiving funds, regularly
participating in meetings, reporting to 4W): target – an increase in 2020
Number of Government and National NGO staff engaged in capacity sharing (training/mentoring) - target
– an increase in 2020
The Co-Chairs of the Strategic Executive Group will oversee the progressive strengthening of coordination
arrangements to ensure they remain “fit for purpose” at the Dhaka and Cox’s Bazar levels and are adapted
to the evolving situation on the ground. Improvements to coordination will focus, in particular, on strengthening
coordination at the camp-level, streamlining structures and process for greater efficiency and effectiveness
and strengthening and clarifying lines of accountability, so that critical common issues are efficiently identified
and resolved at the most appropriate level.
Camp-level Coordination: Camps-in Charge, Site Management Support agencies, Sector Focal Points,
and Community Representation
The Camps-in-Charge (CiC) have responsibility for camp administration and lead coordination at the camp
level in 34 formally designated camps. The Site Management Sector supports the CiCs in managing and
38
coordinating the camps. The CiCs chair regular coordination meetings at the camp-level. Camp Sector Focal
Points, who are drawn from the staff of operational agencies working in the camp, participate in the camp
coordination meetings and help to coordinate service delivery within the camp in their specific technical
areas, which often involves multiple agencies within a single camp.
For 2020, all Sectors have established the common objective of strengthening of the camp-level Sector
Focal Points within their strategies, with the objective of improving overall coordination. The CiCs and Site
Management support agencies liaise closely with the Sector Focal Points to monitor service delivery in the
camps, ensuring issues are identified and resolved and that gaps are filled. Camp Sector Focal Points will
require systematic capacity building and support to deliver on their role at the Camp level. Camp management
and settlement planning must relate closely, so that both take a coordinated, multi-sector approach to meeting
needs of women, girls, men and boys living in each camp.
Camp governance entails community outreach and participation. Elected Rohingya refugee representatives
give the community a voice in some camps, and the expansion of elected, gender balanced camp committees is
consistent with global good practice and should be conducted as far as feasible in 2020. Rohingya community
leaders initially designated by the Army, known as mahjis, continue to play this role in most camps. Rohingya
refugee participation is critical to ensure that community concerns on day-to-day issues in the camps receive
attention and programmes and services are responsive to their needs. Imams and madrassa teachers are
also significant leaders within the Rohingya communities, and grassroots community organisations are also
now emerging across the camps. The different Sectors at the camp-level also engage broadly and regularly
with the Rohingya community on service delivery and related issues, including through committees focusing
on specific areas of programming, such as protection, education, and WASH committees.
NGO coordination
The ISCG Secretariat hosted an NGO liaison function in the initial phase of the response, as the numbers
of humanitarian agencies working in the response increased rapidly. Subsequently, the ISCG fostered the
development of the Bangladesh Rohingya Response NGO Platform as an independent body, which was
established in June 2018 with the Danish Refugee Council acting as host agency, funded by ECHO. The NGO
Platform aims to bring together more than one hundred local, national and international NGOs to enhance
coordination, advocacy and partnerships, and build and preserve humanitarian space for their role in the
response. The NGO Platform Coordinator is fully engaged in decision-making and agenda setting within
the coordination bodies guiding the Rohingya humanitarian response at all levels, including the Strategic
Executive Group, the Heads of Sub-Office Group and the Sector Coordinators group.
MONITORING
A comprehensive monitoring framework allows for tracking of the implementation of the 2020 JRP. Sectors
will be responsible for tracking progress against the selected indicators. The ISCG Secretariat will consolidate
reporting across Sectors, working with the Information Management and Assessments Working Group
(IMAWG) members, and analyzing the data in cooperation with the Sector Coordinators and Heads of Sub-
Office to identify needs, coverage, and gaps. The 2020 JRP monitoring framework is presented in an annex
to this document.
The ISCG Secretariat will coordinate a mid-term review of implementation and will produce dashboards
quarterly. The mid-term review of the JRP in June 2020 will inform necessary revisions and adjustments to the
Plan, based upon the developments and the evolution of the situation on the ground. Dashboards released
at the end of March and the end of September will provide updated reporting on progress against the Plan,
including the Strategic Objectives and key Sector indicators.
The IMAWG will coordinate a joint multi-Sector needs assessment in the Rohingya refugee and host communities
to identify needs and gaps, which will be timed to support the 2021 planning cycle. The IMAWG undertook
the first multi-Sector needs assessment covering all Unions in the Teknaf and Ukhiya Upazilas at the end of
2018, and completed two further assessments in 2019, with the objective of ensuring better targeting and
coordination of the host community response. A multi-Sector needs assessment will be coordinated by the
IMAWG in 2020, with support from REACH, IOM, and UNHCR. The ISCG Secretariat will consolidate the multi-
Sector needs assessment with more in-depth technical Sector assessments, such as SMART nutrition surveys
and Food Security assessments, and the context analysis undertaken by UNDP. Analysis of the results will
provide a comprehensive view on the status of the targeted populations, the impact and outcomes of the
response in order to inform strategic and operational decision-making.
The Financial Tracking Service will record funding against the 2020 JRP. Revision of the 4Ws – Who does
39
What Where and When? – and cooperation with the RRRC and other stakeholders in 2020 will aim to achieve
more complete and accurate tracking of funding through other channels, in order to support the improved
identification of gaps and allocation of resources, in both Rohingya refugee and host community response, as
well as tracking delivery and progress against the Strategic Objectives. Bilateral and non-traditional donors
and others contributing to the response outside the scope of the 2020 JRP are expected to continue to play
an important role.
40
Photo: ISCG/ Saikat Mojumder / 2020
PART II:
SECTOR OBJECTIVES AND
RESPONSE

FOOD SECURITY
SECTOR OBJECTIVES
1. Ensure and sustain the timely provision of life-saving food assistance for women, girls, men and boys
among the Rohingya refugees. (SO1 & SO2)
2. Promote portable skills development opportunities for Rohingya women, men and adolescent girls
and boys, and enhance the livelihoods and resilience of host communities. (SO2, SO3 & SO4)
3. Support peaceful co-existence through enhancement and restoration of natural resources. (SO2 &
SO3)29
FUNDING REQUIRED SECTOR NEEDS ANALYSIS

NEEDS OF ROHINGYA REFUGEES
USD 254M The Rohingya refugees continue to show high levels of vulnerability.
The Refugee influx Emergency Vulnerability Assessment (REVA) results30
found that 88 percent are vulnerable, as reflected in poor food security
POPULATION TARGETED indicators and the adoption of negative coping strategies. The Fill the
1.3M Nutrient Gap Analysis31 revealed that almost none of the Rohingya
households can afford a nutritious diet.
With few opportunities to produce their own food, limited financial and
855,000 physical access to food, movement restrictions, protection issues and
Rohingya Refugees
limited sources of income, the Rohingya refugee population remains 100
444,000 percent reliant on food assistance to sustain the minimum daily required
Bangladeshi Host Community
kilocalories per individual, and for dietary diversification. Sustaining regular
and timely food assistance to the Rohingya population will continue to be
18 of paramount importance in 2020, as a break in the food supply pipeline
Sector Projects
could deepen the emergency and threaten their survival.
18 31
Appealing
Partners
Implementing
Partners NEEDS OF HOST COMMUNITIES
Food security among the poorest people living in the host community
CONTACT is a growing concern. Many have lost access to the lands they farmed
Government of Bangladesh: Refugee
Relief and Repatriation Commissioner
previously, often government forestland, and many have seen their
(RRRC), Department of Agricultural Exten- wages decline or have lost work opportunities to Rohingya refugees.
sion Forest products on which many previously depended are no longer
Sector Co-Lead Agency: WFP and FAO available. The 2020 response must bring an increased focus on the
Sector Co-Chair: BRAC Bangladeshi host population, particularly in hardest-hit communities, in
order to ensure food security and support livelihoods opportunities for
Sector Coordinator:
Martina Iannizzotto / martina.iannizzotto@ the most vulnerable. In addition, disasters arising from natural hazards,
wfp.org such as monsoon rains and cyclones, may prolong and worsen the food
insecurity situation for both Bangladeshi hosts and the Rohingya, which in
turn may exacerbate social tensions between the communities.
DISAGGREGATED DATA
Children (<18 years) Adult (>18 years)
Population Type Total Female Total Male Female Male Female Male
Rohingya 441,515 413,190 224,736 234,376 216,779 178,814
Bangladeshi 222,000 222,000 133,200 146,520 88,800 75,480
42
SECTOR RESPONSE STRATEGY Food Security partners will scale up portable skills
programmes within the camp through activities
such as trainings delivered through multipurpose
ROHINGYA REFUGEE RESPONSE women and youth centres, and micro-gardens. For
STRATEGY vocational skills development, the Sector will target
mostly women and youth. To promote disaster risk
Together with the Refugee Relief and Repatriation reduction, Rohingya refugees and vulnerable host
Commissioner (RRRC), the Food Security Sector (FSS) community members will be engaged to participate
will continue blanket, unconditional General Food in tree planting, slope stabilization (through terracing
Assistance for all 855,000 Rohingya refugees and and planting turf), and improvement of roads and
new arrivals. In 2020, the FSS will also complete the bridges.
transition from in-kind General Food Distribution (GFD)
to the e-voucher system – market-based programming
for basic food needs – allowing beneficiaries to HOST COMMUNITY RESPONSE
choose from over twenty food commodities32 that are STRATEGY
available in the registered e-voucher shops in the
camps, thereby improving their dietary diversity and Together with the Department of Agricultural
choice of food items and as per Rohingya refugees’ Extension, partners will increase access to
preference. Based on beneficiaries’ feedback, most sustainable livelihoods and resilience by supporting
beneficiaries prefer the voucher modality over in- income generating activities, skills development and
kind. This will also help as well to positively impact enhancing food production (i.e., crop production,
the local economy and strengthen market linkages, fisheries, small ruminants, poultry) both at household
creating market opportunities for local farmers, small- level and to foster value addition and market linkages.
holders and vendors. Sector planning foresees that Along with the targeting guidelines by the Livelihoods
all targeted households will have shifted from in-kind Working Group, demographic characteristics and
food distribution to e-vouchers by July 2020. The in- household income will be used to assess eligibility
kind General Food Distribution (i.e., rice, pulses and and vulnerability criteria for targeting host community
cooking oil) and the transfer value of the e-vouchers beneficiaries.
are based on the Sphere standard of 2,100 kcal
intake per person per day, and the food component Market-driven activities will be supported through
of the Minimum Expenditure Basket. Revised by WFP appropriate implementation modalities, in line with
in August 2019, the Minimum Expenditure Basket Government of Bangladesh strategies, in order to
increased from 7,113 to 8,681 BDT (US$82 to US$100 increase income opportunities, support production
(for a family of 5) with 66 percent directed to food. and community assets in a win-win situation for
Rohingya refugees and host communities. Where
To enhance dietary diversity, a number of NGOs have feasible, volunteer programmes and cash-for-work
complemented in-kind blanket food assistance with will be used as a modality for community disaster
vouchers for fresh food33 items. These Complementary resilience building - infrastructure development and
Food Voucher Programmes will phase out once restoration, forest restoration and natural resource
the transition to e-voucher is completed. In 2020, management. In 2019 partners have reinforced
complimentary food will be provided through a operational coordination through the dedicated
voucher top-up directed to vulnerable households, Livelihoods Working Group, and in 2020 the Sector
to purchase fresh food at farmers’ markets. plans to increase coverage in the host community
and to further build humanitarian-development-
As rapid emergency response, all new arrivals and peace nexus interventions in coordination with non-
persons affected by disasters arising from natural humanitarian stakeholders.
hazards will receive fortified biscuits and emergency
food rations, before being enrolled in or returned Together with the Department of Forestry, partners
to the food assistance program. Children attending will support land restoration, reforestation and
learning centres in the Rohingya refugee camps will rehabilitation of watersheds to address the severe
continue receiving fortified biscuits in 2020, which environmental impacts in the area around the camps,
addresses short-term hunger and supports regular reduce associated disaster risks, such as landslides
attendance. The Food Security Sector will coordinate and flash floods, and enhance the resilience of both
closely with the Nutrition Sector on monitoring and host communities and Rohingya refugees. The 2019
response to special nutrition cases. The Sector will response targeted 200 hectares for reforestation
also maintain communal kitchens that distribute hot activities. Planning for 2020 will build on and expand
meals as a rapid response measure for households these activities in the host communities.
that do not have access to cooking.
43
PREPAREDNESS AND RESPONSE consideration protection risks, with a view to adopting

the most appropriate modalities and approaches
FOR CYCLONES AND OTHER MAJOR to prevent and mitigate GBV risks and other forms
WEATHER-RELATED DISASTERS of violence. Increased access to food will reduce
resort to irreversible negative coping strategies,
The Food Security Sector will ensure a proportionate, including early and forced marriage and other forms
appropriate and timely food security response to of exploitation.
any major disaster arising from natural hazards. The
Sector has contributed to the development of the Gender mainstreaming
inter-sector 72-hour response plan and engages
actively with the Emergency and Preparedness The Food Security Sector will integrate the analysis
Working Group. The rapid response plan to disasters of data, disaggregated by sex, age and disability,
and shocks is based on the following parameters: into project planning, monitoring and evaluation.
• Response within 6 – 48 hours: distribution of The Sector has already improved physical access to
1-week ration of High Energy Biscuits (HEB) (1 distribution points and has instituted other measures,
carton = 100 packets per household); such as the use of volunteers and porters and the
installation of water points, toilets, breastfeeding
• Within 72 hours: distribution of two weeks of in- corners. Further improvements will include gender
kind food rations (30kg rice, 9kg lentils, 3 litres responsive approaches to the management of
oil), complemented by the distribution of cooked distribution sites, such as having same sex volunteers
meals for household that do not have access to to control the gender-segregated queues. In addition,
cooking sets; portable skills development and other capacity-
building initiatives will continue to target the most
• Within 4 weeks: reintegration of affected vulnerable and individuals at risk of marginalization,
households into the General Food Assistance including women, the elderly and people with
program; and disabilities. Programs will target female-headed
• Preparedness activities, including the households and single mothers in both the Rohingya
prepositioning of stocks and training of Camp and host communities as priority beneficiaries and
Focal Points. participants of training, cash-for-work, self-reliance
and livelihoods support initiatives. With the GiHA
WG and the Gender Hub, the Sector will also work
CROSS-CUTTING ISSUES to strengthen capacity on gender mainstreaming
among cooperating partners through workshops
Protection mainstreaming (including child and trainings, so that they are better equipped to
safeguarding) deliver gender transformative food assistance to the
beneficiaries.
Protection principles of safety and dignity, meaningful
access, accountability and participation will be Environment and eco-system rehabilitation /
mainstreamed throughout FSS interventions. Disaster Risk Reduction
FSS partners will receive training on protection
mainstreaming and gender mainstreaming. The Food Security Sector is contributing to
Monitoring systems are in place to measure and rehabilitation of the environment and eco-systems
document the impact of food assistance and inform through plantation activities, sustainable and
the continuous improvement of processes and nutrition-sensitive agriculture for the Rohingya
targeting of the most vulnerable, especially now that refugee and host communities, water conservation
the common registration database allows real-time and awareness raising initiatives. The Sector’s
linkages between food distribution and protection Disaster Risk Reduction (DRR) planning and activities
systems. A Complaints and Feedback Mechanism will complement and support the Government of
is in place to address problems and challenges Bangladesh, Ministry of Disaster Management and
related to food assistance, including those that are Relief (MODMR)-led strategies and activities in camps
gender related. Monitoring activities will take into and host communities.
29. Food Security Sector’s budget was calculated based on costing per activity and per beneficiary, as per average of partners’ budgets. During the JRP 2020 process,
FSS team provided feedback to partners to align budget and costings.
30. Refugee influx Emergency Vulnerability Assessment, (REVA), May 2019.
31. WFP, October 2019.
32. Including: rice, red lentils, iodized salt, fortified soybean oil, fortified soybean oil, sugar, fresh spinach in two varieties, potatoes, onion, garlic, green and red chili,
chili powder, turmeric powder, egg, lemon, and pumpkin.
33. Including: vegetables, fruits, eggs, fresh and dry fish, chicken, and spices.
44
WATER, SANITATION
AND HYGIENE
SECTOR OBJECTIVES
1. Ensure regular, sufficient, equitable and dignified access for Rohingya refugee women, men, boys and
girls living in camps, and affected host communities, to safe water for drinking and domestic needs.
(SO1, SO2 & SO3)
2. Ensure women, girls, men and boys living in camps and affected host communities have adequate,
appropriate and acceptable sanitation facilities to allow rapid, safe and secure access at all times.
(SO1, SO2 & SO3)
3. Ensure access and exposure to innovative hygiene promotion, as well as hygiene items, for all
Rohingya refugees living in camps and affected host communities, in order to discourage potentially
dangerous behaviours.(SO1, SO2 & SO3)34

USD 115.5M Improved Water Services. Twenty-nine percent of Rohingya refugees
in the camps are now accessing chlorinated water through piped
POPULATION TARGETED distribution networks, which the Sector is constructing under the Water
1.14M Network Plan. The remainder continue to access water from tube-wells
fitted with handpumps. Water quality surveillance shows that 52 percent
of handpumps showing signs of e-coli contamination.35 Rohingya refugee
camps located in Teknaf Upazila continue to experience water scarcity
855,000 during parts of the year, which necessitates water trucking to meet
Rohingya Refugees
needs.36
284,587
Bangladeshi Host Community Access to Sanitation. Despite 99 percent of households reporting using
pit latrines in the camps,37 only 78 percent of the latrines were functioning,
19 which is low. Thirty-two percent of Rohingya refugee households are
Sector Projects facing problems accessing or using latrines due to low coverage – that
20 29 is, too many people using the available latrines – while 14 percent face a
Appealing
Partners
Implementing
Partners
problem of distance between the latrines and their shelters.38 Significant
further construction of sanitation and hygiene infrastructure will be
essential to bring coverage up to minimum standards for WASH. Achieving
CONTACT full coverage of faecal sludge management remains a challenge that
Government of Bangladesh: must be addressed to ensure that all latrines are regularly emptied and
Department of Public Health Engineering safe to use. People with disabled and the elderly also continue to face
(DPHE)
challenges accessing latrines.
Sector Co-lead Agency: UNICEF / ACF
Sector Coordinator: Overall 37 percent of households use shared public facilities for bathing,
Asif Arafat / washsecco-cox@bd-ac-
tionagainsthunger.org ;
Julien Graveleau / [email protected] DISAGGREGATED DATA
Rohingya 441,515 413,190 224,736 234,376 216,779 178,814
Bangladeshi 141,437 143,150 74,152 76,503 67,285 66,647
45
of which only 68 percent are functional,39 with high outbreaks remain a concern, particularly during the
numbers of Rohingya refugees, especially women monsoon season and cyclone events.
and girls, using makeshift bathing spaces inside their
shelters. Solid Waste Management (SWM) remains Improved Water Services. The WASH Sector will
a challenge in the camps, with only 33 percent of prioritise implementation of the Water Network
the Rohingya refugee households reporting using Plan, which aims to provide access to chlorinated
household bins or shared garbage bins40 and 39 piped water to all Rohingya refugees in the camps.
percent reporting the presence of garbage near their Handpump water points will be strategically upgraded
houses.41 or decommissioned to optimise the use of the water
resources, reduce public health hazards and prevent
Hygiene Promotion and Community Engagement. the contamination of groundwater resources. WASH
Uptake of appropriate hygiene practices for specific partners will prioritise community engagement in
risk behaviours remains low. For example, only 32 the development of sustainable operational and
percent of households reporting washing their hands maintenance frameworks. The Sector will support
after handling children’s faeces.42 Safe water handling the Government water resource management
practices at household level are also not widely efforts, including monitoring quality and groundwater
observed, with the reported levels of contamination extraction, and will also prioritise assessment,
of stored water exceeding 90 percent.43 In respect of planning and implementing durable solutions to
Menstrual Hygiene Management (MHM), 24 percent water scarcity challenges in Teknaf.
of women and girls reported not receiving MHM
materials within the last 3 months.44 Improved Environmental Sanitation. WASH
partners will pursue continuous improvements to
existing latrines and bathing cubicles to increase
NEEDS OF HOST COMMUNITIES durability, quality, ensure safety, privacy and address
Improved Water Services. The large majority of specific needs for gender, disability, age and other
households in the host communities (89 percent45 vulnerabilities. The construction of new latrines
access water from tubewells/handpumps, with following the unified designs will address coverage
68 percent reporting collection times of less than gaps. The Sector will prioritise the maintenance of
5 minutes.46 Sixty-three percent reported having latrines through community engagement, with the aim
sufficient water to meet all household needs; however, of standardising shared family latrines and bathing
18 percent stated that they used surface water during cubicles. WASH partners will also place emphasis on
the recent dry season to meet household demand.47 quality monitoring and the upgrading of faecal sludge
treatment facilities to improve efficiency through full-
Access to Sanitation. Eighty-six percent of households chain treatment processes that address disinfection,
use household latrines, while 11 percent reported separation of liquids and solids, biological treatment
using shared latrines. Three percent of households processes and the drying of sludge, in line with national
reported practicing open defecation and 14 percent guidelines. Another priority will be to strengthen
reported the presence of human faeces around their solid waste management systems, including the
accommodation. establishment of safely managed disposal sites,
in conjunction with the assessment of factors that
motivate people to segregate waste at household
SECTOR RESPONSE STRATEGY and disposal sites. WASH partners will also engage
the camp and host communities in addressing and
ROHINGYA REFUGEE RESPONSE minimizing the problem of dumping waste in drains
and littering in open spaces. More effective efforts to
STRATEGY engage households in community composting and to
link recycling to the market for these materials have
Under the leadership of Department of Public Health the potential to reduce total waste by 70-80 percent.
Engineering (DPHE), the WASH Sector has developed The WASH Sector will promote the harmonisation
its needs analysis and strategy taking into account the of solid waste management systems and meeting
experiences and lessons learned from emergency standards across all.
response activities during 2018 and 2019. WASH
partners will work through camp WASH focal points, Hygiene Promotion and Community Engagement.
in coordination with Site Management partners and The WASH Sector’s hygiene promotion strategy will
CiCs to facilitate delivery of essential WASH services. focus on changing identified high risk behaviours
The strategic focus will be on the quality and durability associated with handwashing, household water
of solutions and building resilience and community handling, menstrual hygiene management (MHM),
engagement with a specific focus on gender and solid waste management and open defecation.
inclusion. The risk of Acute Watery Diarrhea (AWD) This will be achieved through the identification of
46
barriers and motivators to adoption of safe health- PREPAREDNESS AND RESPONSE FOR
seeking practices. Gender responsive community
mobilisation will be reinforced to ensure participation, CYCLONE, OTHER MAJOR WEATHER-
especially of women and girls, in decision-making RELATED DISASTERS, AND DISEASE
related to the design, implementation and monitoring
of WASH facilities and services. The WASH partners OUTBREAKS
will increase their focus on children as agents of
change, including through increased cross-sector The WASH Sector will maintain and strengthen the
linkages with Health, Education, Child Protection and capacities of camp-based Emergency Response
Nutrition. Epidemiological evidence of WASH-related Teams, including through capacity assessments and
diseases will guide the response, requiring close tailored trainings conducted on an on-going basis.
coordination with the Health Sector. WASH partners The Sector will contribute to the Joint Health and
will prioritise meeting needs for critical supplies, WASH Acute Watery Diarrhea (AWD) Working Group
such as soap and MHM materials, using voucher and the Joint Emergency Response Team (ERT) will
schemes that offer maximum choice to Rohingya be maintained. Stocking and Sector-wide tracking
refugees wherever possible. The Sector’s community of minimum WASH emergency contingency supplies
mobilization approaches will integrate reinforced will be maintained.
feedback mechanisms.
CROSS-CUTTING ISSUES
HOST COMMUNITY RESPONSE
STRATEGY Protection mainstreaming (including child
safeguarding)
Under the leadership of Department of Public Health
Engineering (DPHE), the WASH Sector will support Safety, privacy and dignity in accessing and using
equitable access to quality WASH services for host of WASH facilities and services will be at the heart
communities. The Sector will coordinate ensure that of WASH strategy and programming. Protection
all support to host communities is fully aligned with strategies in WASH will ensure that all groups of
national strategies, plans, policies and programmes. people facing additional vulnerabilities including
girls, women, older people, people with disabilities,
The WASH Sector will focus on supporting the have adequate and safe access to water collection
Government of Bangladesh efforts to develop and use; functional latrines and bathing units with
capacities in the relevant ministries to plan, safe and accessible pathways, solid doors, locks
implement and monitor high quality, sustainable and and other inclusive features such as screening and
gender-responsive, public service infrastructure lighting; and safe spaces for practicing MHM. The
and delivery in the Upazilas of Cox’s Bazar District WASH Sector will coordinate with the Protection
most affected by the Rohingya presence, especially Sector, the GBV Sub-Sector, the GiHA WG and Gender
to those people living alongside the camps. A Hub to improve the responsiveness of WASH actors
focus will be the development of sustainable in relation to protection and gender related issues,
management frameworks for WASH infrastructure including increasing women’s participation in decision
through community engagement. The Sector will making at camp level as well as the strengthening of
also support development and management of gender and age responsive feedback and complaints
Management Information System (MIS) databases, mechanisms, as only 39 percent of the population
linked with national structures, to support the effective are currently aware of the existence of feedback
management of water resources. and complaint mechanisms. The WASH partners
will pursue full implementation of the Global WASH
The Sector will promote equitable WASH access, Cluster’s five minimum commitments for safety and
including direct implementation of WASH services. dignity.
For example, such approaches will involve the
construction of water supply systems using solar- Gender mainstreaming
powered piped distribution networks, along with
promotion of water safety plans. Community With support from the GiHA WG and Gender Hub,
engagement through Community Approaches the WASH Sector will move forward in alignment with
to Community Total Sanitation and followed by the Gender, GBV and Inclusion Road Map strategy
promotion of proper sanitation, WASH in schools and developed early in 2019. GBV risk mitigation and
WASH in health care facilities will also feature. strategies for inclusion mainstreaming will include the
collection, analysis and monitoring of disaggregated
data and indicators based on age, sex and disability
linked to WASH. A key focus will be on building
47
the capacity of WASH actors at all levels to identify and disposal facilities; and adequate support and
specific barriers that different groups of people feedback mechanisms.
face in accessing and using WASH infrastructure
and services. Implementation strategies will include Environment and eco-system rehabilitation /
feedback mechanisms, consultations and involving Disaster Risk Reduction
people in assessing WASH infrastructure from a
gender and inclusion perspective. Participation of The WASH Sector will pursue the development of
women and girls will ensure that their views and systems for water resource management, including
needs will be incorporated into designs and plans for modelling of groundwater extraction, in order to
upgrading and modifying existing and the construction mitigate adverse impact. The use of solar power
of new WASH facilities, so as to provide user-friendly for water pumping, appropriate sewage treatment
solutions that meet the needs of all groups of people. and disposal in line with national standards, and safe
An additional focus will be on improving the MHM and appropriate solid waste management, including
practices of women and girls by increasing access reuse, recycling and disposal will contribute to
to culturally appropriate information, adequate preservation of the environment.
sanitation and hygiene materials, washing, drying
34. Budget calculation was done based on costs per activities/infrastructures and number of targeted people
35. WHO/UNICEF Water Quality Monitoring 12th Round August 2019.
36. Refugees continue to face challenges in collecting water, especially in the southern Teknaf camps during the dry season, due to long waiting times, where 54% of
households reported taking more than 30 minutes to collect water (REACH Household Survey May 2019).
37. Joint Multi-Sector Needs Assessment, ISCG, September 2019.
38. REACH WASH Household Dry Season Follow-up Assessment (October 2019): All Camps, Ukhia & Teknaf Upazilas, Cox’s Bazar District, Bangladesh.
39. REACH WASH Infrastructure Quality Monitoring (September 2019).
40. REACH WASH Household Assessment (October 2019).
41. Joint Multi-Sector Needs Assessment, ISCG, September 2019.
42. REACH WASH Household Assessment (October 2019).
43. WHO/UNICEF Water Quality Monitoring 12th Round August 2019. Overall, 26 percent of households reported presence of human faeces in their areas (Joint Multi
Sector Needs Assessment, ISCG, September 2019), likely due to the lack of safe disposal of faeces of children under 5 years old, who are also reported as regularly
practicing open defecation (46 percent). A total of 91 percent of households reported having soap, with 94 percent of men and 93 percent of women reporting washing
their hands after using the latrine. REACH WASH Household Assessment (October 2019.
44. REACH Menstrual Hygiene Item Assessment (July 2019): All Camps: Ukhiya and Teknaf Upazilas, Cox’s Bazar District, Bangladesh. In addition, 20 percent of women
and girls were reported as practicing safe disposal of Menstrual Hygiene Management (MHM) materials (REACH WASH Household Assessment (May 2019); and only 26
percent of the females were aware of the existence of feedback and complaint mechanisms related to MHM (REACH Menstrual Hygiene Item Assessment (July 2019).
45. Joint Multi Sector Needs Assessment, ISCG, September 2019.
48
SHELTER AND
NON-FOOD ITEMS
SECTOR OBJECTIVES
1. Improve site safety, shelter quality, and household living conditions for women, girls, men and boys
from the Rohingya refugees and the host communities living adjacent to camps, as well as to reduce
environmental impact of the Shelter and Non-Food Items response. (SO1, SO2 & SO3)
2. 2. Encourage self-reliance and peaceful coexistence by increasing the Rohingya refugees’
involvement in decisions concerning Shelter and Non-Food Items assistance and providing support
to the host community living adjacent to camps. (SO1, SO2 & SO3)
3. 3. Improve coverage and complementarity of shelter interventions by taking steps to enhance
coordination with other Sectors and Government. (SO1, SO2 & SO3)48

USD 111.2M Shelter interventions have had a positive impact, but shelter conditions
remain a concern. The main materials used – untreated bamboo and
POPULATION TARGETED tarpaulin – are not long-lasting and deteriorate over time. Seventy-one
percent of Rohingya households49 advise that the roofs of their shelters
877,000 leak, while 46 percent report rotten or damaged bamboo. Improved
shelter solutions are needed that provide enhanced structural strength,
protection from the elements and resistance to insect attack.
855,000
Rohingya Refugees
The 2019 monsoon rains caused slope failures that highlighted the need
22,000 for shelter-level site improvement work that is not currently covered by
Bangladeshi Host Community the Site Management and Site Development Sector. Fifty-one percent of
households50 reported access difficulties. Works such as slope protection,
15 raising plinths on which shelter stands, improved household drainage
Sector Projects and the improvement of stairs and paths giving access is needed.
15 16 Despite the widespread distribution of portable solar lights, 40 percent of
Appealing Implementing
Partners Partners
households51 say they have no functioning solar light. Only 20 percent of
households possess two or more portable lights. These data highlight a
CONTACT need for high quality, durable portable lighting. The main safety concerns
Government of Bangladesh: Refugee of the Rohingya refugees are unstable structures, deterioration of their
Relief and Repatriation Commissioner shelters and the lack of adequate internal lighting.52
(RRRC)
Sector Co-lead Agency: IOM / Caritas Eighty-eight percent of Rohingya refugee households53 state they
Bangladesh
now exclusively cook with LPG. The need now is to reach 100 percent
Sector Coordinator: coverage and ensure continuous refills. The use of LPG for household
Tonja Klansek / sheltercxb.coord@gmail.
com; Ratan Podder / sheltercxb.coord1@ cooking reduces indoor smoke and the serious health issues it causes,
gmail.com
DISAGGREGATED DATA
Rohingya 441,515 413,190 224,736 234,376 216,779 178,814
Bangladeshi 10,914 11,086 5,698 5,880 5,216 5,206
49
minimises firewood collection and reduces the skill development and involvement in decisions
related protection risks and mitigates environmental concerning their living situation. Community
damage, which contributes towards peaceful engagement will prioritise participation in shelter
coexistence between the Rohingya refugee and host design, training and construction. Capacity building
communities. Precarious land tenure arrangements will be tailored to each group and focus on shelter
and land disputes also impede the provision of strengthening, maintenance and improvement, fire
shelter assistance, give rise to protection challenges safety, and site improvement.
and weaken peaceful co-existence between the
Rohingya refugee and host community. Non-Food Items and Household-Level Solar Lights:
To support the Rohingya refugee’s health, dignity and
NEEDS OF HOST COMMUNITIES safety, Sector partners will provide Non-Food Item
(NFI) assistance a fair, coordinated and well-organised
In the Unions in the area of Cox’s Bazar District voucher system. The design of NFI assistance is
where Rohingya camps are present, 12 percent of based on the comprehensive FGDs conducted as
host community households54 live in jhupri shelters well as on the results of the MSNA. NFI voucher
– a rudimentary shack – as compared with a national assistance aims to strengthen coping mechanisms in
average of 3 percent. Sixty-four percent of these the Rohingya community and households, taking into
households reported having dirt floors, while 56 consideration their specific gender and age specific
percent said they had no money for improvements. needs and cultural values, the environment, and the
Twenty-six percent are not connected to the physical context. The Sector will also advocate to
electricity grid, and 40 percent who are connected ensure that solar lights provided to households meet
report intermittent supply. minimum standards for quality.
Liquid Petroleum Gas (LPG) and Safe Cooking:

SECTOR RESPONSE STRATEGY Continuity in the distribution of LPG refills is essential
to curb deforestation and mitigate protection risks, as
ROHINGYA REFUGEE RESPONSE noted above, as well as to increase knowledge on
safe cooking practice to improve health and reduce
STRATEGY fire risk. Increased consultation with women’s and
youth groups, principally through training, workshops
Shelter: The Shelter and NFI Sector will works and learning events, will contribute to achieving
closely with the Refugee Relief and Repatriation these results. High specifications of LPG cylinders,
Commissioner toward the continual adaptation and hose pipes and regulators have been defined to
improvement of the shelter response. Shelter partners minimize gas leakages and any possible structural
will undertake discussions with the community, issues with cylinders.55 All beneficiaries are trained
technical assessments and pilots to assess the in fire safety before receiving LPG. The SMSD Sector
suitability of new shelter interventions as well as of has supported the establishment of a Fire Warden
alternative construction materials and community- System in camps including zone fire preparedness
led shelter interventions. The results will inform the teams who are fire focal points in camps, as well as
shelter strategy going forward and diversification of capacity building and support to the Fire Service and
the shelter response. This is crucial to make bamboo Civil Defense on these activities.
supplies sustainable and mitigate environmental
damage, and to support an agile response to Distributions: The Shelter and NFI Sector will
varied needs arising from difference in topography, work with the SMSD Sector, wherever possible, to
population density and the situation of individual rationalise distribution through the development of
Rohingya households. For this reason, rather than centralized, multi-agency distribution sites for NFIs,
prescribing specific types of shelter interventions, Liquid Petroleum Gas and shelter materials. These
the focus will be on meeting minimum performance proposed new sites will integrate Protection Focal
standards. Shelter partners will also either initiate Points and helper systems for people who need
small-scale site improvement work directly or support carrying assistance to their shelters. In all
cooperate with agencies that have the required existing and new distribution sites, the Sector will
resources and capacities, coordinating closely with focus on the safe and efficient circulation of people
the Site Management and Site Development Sector and goods, minimising protection risks, GBV and SEA
to avoid duplication. improving accessibility and shortening waiting times.
Improved amenities at distribution sites will include
Skills development: The Sector identifies increased Child-Friendly Spaces, developed in collaboration
community engagement and capacity building as with Child Protection partners. The Shelter and NFI
key to developing Rohingya refugee self-reliance Sector partners will develop standard guidelines for
and a sense of wellbeing fostered via useful distribution.
50
HOST COMMUNITY RESPONSE and interventions with community involvement to

encourage independent decision making and an
STRATEGY increased sense of ownership within the community
receiving assistance.
Shelter support to host communities living near the
camps will include shelter construction and repair The distribution of shelter and NFIs using a voucher
assistance and the provision of household-level system resulted from focus group discussions, and
lighting. The interventions will be based on the aims to improve access to culturally appropriate items,
needs assessment as per Sector guidance, that will while also taking into consideration the diversity of
be conducted by partners and will target household needs of women, girls, men and boys. Consultation
living in juphri shelters as well as the households with the Protection Sector when developing technical
not connected to the electricity grid. Criteria will be guidance will ensure that protection is mainstreamed
based on the state of the housing, vulnerability and in shelter and NFI interventions. The Shelter and NFI
land tenure arrangements. The Shelter partners will Sector will also collaborate closely with the Protection
coordinate interventions in host communities with Sector through the Housing Land and Property
local authorities and follow Bangladesh Shelter Technical Forum in responding to protection related
Cluster and Ministry of Housing and Public Works HLP issues, with a focus on monitoring evictions,
guidance. Distribution of LPG refills will continue for intra-community disputes and social cohesion.
households selected. The Shelter and NFI Sector will
work with the SMSD and Protection Sectors to set up Gender mainstreaming
a Housing, Land and Property (HLP) Technical Forum
guided by the Housing Land and Property Strategy To understand better the different Rohingya refugee
2020. HLP information, counselling and training will needs related to gender, age and other diversities,
be provided to the Rohingya and host community. the Shelter and NFI Sector will pursue a Knowledge
Local authorities and community representatives Attitudes and Practices survey with specific questions
will benefit from Sector support alternative dispute related to shelter, household items and distributions.
resolution mechanisms and peaceful co-existence The findings of this survey will support future shelter
initiatives. and NFI programming. For all Shelter and NFI
interventions, the Sector will collect sex and age
disaggregated data for heads of households, as well
PREPAREDNESS AND RESPONSE as at the individual level in relation to training provided
FOR CYCLONES AND OTHER MAJOR to specific population groups. Training activities
targeting boys, girls and women will supplement
WEATHER-RELATED DISASTERS current initiatives that focuses mostly on male heads
of households and construction volunteers.
The Sector will pilot a revised Shelter Focal Point
system in 2020 to strengthen and link day-to-day Environment and eco-system rehabilitation /
camp-level shelter coordination with emergency Disaster Risk Reduction
preparedness and response activities. The
prepositioning of tarpaulin, rope and floor mats Bamboo: Bamboo treatment plants increase the
sufficient to cover 30 percent of households in the effective lifespan of this essential material and slow
camps in Ukhiya and 100 percent of households in its depletion and the related environmental impacts.
the more disaster-prone Teknaf camps will facilitate To enable multiple agencies to access treated
rapid response. bamboo, the Sector will work with the partners
running treatment facilities to establish a supply
CROSS-CUTTING ISSUES pipeline. Working together, the Sector partners will
progressively improve bamboo quality and create
Protection mainstreaming (including child appropriate storage spaces, in order to reduce the
safeguarding) need to cut bamboo during the monsoon season.
The Shelter and NFI Sector will encourage meaningful Alternative Materials: The Sector will pilot and
engagement with women, adolescent girls and boys promote the use of alternative materials, such as
and people with special needs through participatory steel frame structures and mud, to shift away from the
approaches to programme design, development current reliance on large quantities of bamboo and
and implementation. Shelter interventions will only a few other materials, which can help mitigate
aim to achieve safe, secure, gender-responsive environmental impacts. The use of alternative
and dignified shelter, sites, access and to support materials may also make possible new types of shelter
resolution of issues related to land tenure. Sector solutions, such as two-storey temporary structures,
partners will continue to develop shelter designs that will also help to address space constraints arising
51
from population density in the Rohingya camps.
Repurpose and Recycling: The Sector will raise

awareness and promote activities that repurpose
materials through engagement with women’s
and youth groups on environmental protection.
For example, common shelter materials, such as
tarpaulins, can be recovered and repurposed for new
uses.
48. Sector budget was calculated based on the range of unit cost for the activities. This was developed by Shelter/NFI Sector and provided to the partners as JRP support
note. In regard to the trainings, HLP activities, Focal Points, bamboo treatment and community led interventions JRP partners submitted their project and the cost was
discussed in the Peer Review Team.
52. IOM Needs and Population Monitoring (NPM) R15.
55. LPG specifications in use can be found at: https://www.humanitarianresponse.info/sites/www.humanitarianresponse.info/files/documents/files/rrrc_requirements_for_
lpg_projects_-_july_2018.pdf. These specifications are in line with Bangladesh Energy Regulatory Commission guidelines: LPG Storage, Bottling, Transportation and Dis-
pensing Codes and Standards, 2016, found at: : http://berc.portal.gov.bd/sites/default/files/files/berc.portal.gov.bd/page/a250b6fc_8bcf_4c96_bb20_3c3de230467a/
berc_lpg_storage.pdf.
52 Photo: ISCG / Saikat Mojumder / 2020

SITE MANAGEMENT AND

SITE DEVELOPMENT
SECTOR OBJECTIVES
1. Support the Government of Bangladesh Camp-in-Charge Officials in managing the camps and
strengthen their capacity to ensure equitable and safe access by Rohingya refugees, including women,
girls, and those with specific needs, to standardized and monitored assistance and protection, and to
coordinate multi-hazard emergency preparedness. (SO1 & SO2)
2. Upgrade and improve the settlement areas and their immediate surroundings in a holistic manner,
ensuring the centrality of community-led decision making through participatory planning, linked to
construction and maintenance works that enable safe, dignified and resilient living conditions, and
ensure access for all. (SO1, SO2 & SO4)
3. Strengthen camp level coordination, by facilitating joint initiatives on settlement management and
establishing community consultation and dialogue mechanisms, and assess and respond to social
cohesion dynamics with host communities in close vicinity to camps. (SO3 & SO4)

As challenges and needs grow in complexity across camps, Site
USD 95.3M Management partners emphasize the need for strengthened field-level
coordination with all relevant actors, through regular coordination and
multi-sector solutions at the camp level. Likewise, coordinated facility
POPULATION TARGETED rationalization across sectors constitutes a substantial SMSD need in 2020.
Research by SMSD Sector shows that limited space is an increasingly
855,000 urgent challenge for partners. Only six camps have any available space
for construction.
855,000 Site Management and Site Development Sector, together with partners,
Rohingya Refugees works to improve Rohingya refugees’ living standards through site
09 development interventions. However, deteriorating physical infrastructure
Sector Projects physical access remain as key challenges for the Sector. In 2020, SMSD
Sector through consultation hopes to holistically upgrade the settlement
09 11 area.
Partners Partners
While community representation structures have been established

CONTACT in three camps, establishing harmonized structures that facilitate
Government of Bangladesh: Refugee
community-led decision making in all camps remains a key priority for the
Relief and Repatriation Commissioner Sector. As part of a renewed effort to reduce barriers Rohingya refugees,
(RRRC) especially women, face in community decision making, Sector partners
Sector Co-lead Agency: IOM/DRC will prioritize community representation in 2020, in close consultation
Sector Coordinator:
with the authorities.
Kerry McBroom / [email protected]
Bangladesh, and the district of Cox’s Bazaar are prone to natural disasters
DISAGGREGATED DATA
Rohingya 441,515 413,190 224,736 234,376 216,779 178,814
Bangladeshi - - - - - -
53
including landslides, floods, and cyclones. SMSD’s representative decision-making structures and that
tracking for 2019 recorded 915 incidents including: their needs and concerns are addressed.
fires (38), floods (37), landslides (338), lightning strikes
(2), and windstorms (500) affected 19,118 households The Site Management partners will carry out
or 89,483 individuals. Cox’s Bazar was threatened by assessments with Child Protection Focal Points to
two cyclone formations in 2019. However, at present, identify and address physical risks to children across
none of the camps have cyclone shelters and steep the camps. In collaboration with the Protection Sector,
slopes, inadequate infrastructure, and overcrowding CwC and Gender in Humanitarian Action Working
represent substantial challenges in any natural Groups, the SMSD Sector will develop community
disaster or hazard. In addition to disaster-related engagement structures that ensure the centrality of
infrastructure, infrastructure and support for proper protection for Rohingya refugees.
waste management and clean up, as well as proper
disposal of waste remains a challenge. The SMSD Sector will continue advocating for
adequate living conditions in the camps, in
consultation with the most vulnerable. As part of the
SECTOR RESPONSE STRATEGY macro-planning strategy, the Sector will engage with
all relevant Sectors and Government including the
ROHINGYA REFUGEE RESPONSE Local Government Engineering Department (LGED)
to improve physical living conditions, advocating
STRATEGY for the prioritization of life-saving facilities when
In 2020, the Site Management and Site Development allocating scarce space within the camps. The Sector
(SMSD) Sector will support the Government of will collaborate with relevant partners to ensure that
Bangladesh, principally through the Refugee Relief site planning and service rationalization of services
and Repatriation Commissioner (RRRC) and the reflects the needs identified by the community,
Camp-in-Charge (CiC) officials. SMSD partners will including protection, gender, age and diversity
provide camp management operational support and considerations.
strengthen coordination across actors in all camps
while collaborating with CiC staff through the capacity HOST COMMUNITY RESPONSE
sharing initiative led by SMSD partner agencies.
Developing CiC staff through comprehensive training
STRATEGY
programmes will be a core objective for the Sector The SMSD will assess tension points in camps
in 2020. located near the host community and advocate
for programming aimed at improving peaceful co-
Site Management support across the 34 camps will
existence.
focus on building the resilience of Rohingya refugees
and creating an environment that affords them a
dignified life, in accordance with protection principles. PREPAREDNESS AND RESPONSE
With CiC staff, Site Management partners will deliver FOR CYCLONES AND OTHER MAJOR
reinforced coordination and monitoring of services
and facilities, including the use of monitoring tools, WEATHER-RELATED DISASTERS
to identify gaps and needs in collaboration with other
sectors. To ensure effective planning for monsoon Site Management partners contributed to the 72-hour
and cyclone seasons, Site Management partners will cyclone response plan as part of the Emergency
engage Cyclone Preparedness Programme (CPP) Preparedness Working Group. In 2020, the SMSD
focal points and conduct preparedness activities, Sector will revise this plan based on lessons learned
including drills in each camp. over the past two years, while advocating for site
improvement activities that mitigate physical risks in
In 2020, the Site Management partners will work with the camps.
the Communication with Communities (CwC) Working
Group to implement and maintain complaints and With support from UNDP Disaster Risk Reduction
feedback mechanisms. A key objective will be to (DRR), Site Management partners will also draw upon
expand community representation systems and these experiences to review and update multi-hazard
to support existing mechanisms. With support of preparedness plans and involve targeted populations
the GIHA Working Group and the Gender Hub, the in community risk assessments and mitigation
Site Management partners will strive to make site measures. Together with the CwC Working Group,
management and site development efforts, services, the SMSD Sector will provide timely information to
structures and facilities gender responsive by the communities about weather related risks, and to
ensuring that women’s and girls can participate in coordinate emergency preparedness actions.
54
CROSS-CUTTING ISSUES CiC-Gender Officers as well as camp level Protection/

GBV actors.
Protection mainstreaming
Environment and eco-system rehabilitation /
The SMSD Sector will work closely with the Protection Disaster Risk Reduction
Sector to ensure protection mainstreaming across
activities, including through close collaboration on Together with UNDP DRR, the Site Maintenance
community engagement to promote community-led and Engineering Project (SMEP) and agency DRR
decision making. A Gender Focal Point (GIHA) will specialists, the SMSD Sector will engage in mapping
support the Sector to ensure gender is mainstreamed, disaster risks and developing and implementing DRR
including through joint gender analysis and strategies and action. Eco-system rehabilitation, such
consultations with communities, to identify gaps, as tree and ground cover planting, will be a core
manage and develop sites in a gender responsive component of these efforts.
way, and advocate for the effective engagement of
women in the community representative system. This
will be further supported through coordination with
55
PROTECTION
SECTOR OBJECTIVES
1. Monitor and advocate for access to territory, prevention of refoulement, respect for Rohingya refugee
rights, while enhancing continuous registration and documentation for all Rohingya refugee women,
men, girls and boys, in order to ensure effective, targeted protection and assistance and work toward
sustainable solutions. (SO1 & SO4)
2. Promote a community-based approach to the response, support community self-protection mechanisms
and facilitate meaningful access to specialized services for persons at heightened protection risk,
including girls, boys, women and men of all ages who have diverse needs and vulnerabilities, with the
aim of mitigating exposure to protection risks, strengthening the resilience of affected communities in
order to build skills for return and reintegration, and placing communities at the centre of the response,
as well as by ensuring active and meaningful two-way communication between humanitarian actors and
communities of concern, in line with Accountability to Affected Populations (AAP) principles. (SO1, SO2 &
SO4)
3. Support system strengthening together with Government and local partners, including local women-
led rights organisations, promoting peaceful coexistence within and between the Rohingya refugee
and host communities. (SO1, SO2 & SO3)
4. Ensure that boys and girls, including adolescents, facing life-threatening risks of abuse, neglect,
violence, exploitation, and severe distress have access to well-coordinated and gender-responsive
quality child protection services. (SO1, SO2 & SO3)
5. Improve access to quality survivor-centered services by responding to individual needs, preventing
and mitigating GBV risks, and supporting women, girls and survivors of GBV in Rohingya refugee
camps and targeted areas in host communities.56 (SO1, SO2 & SO3)
6. Promote an integrated and multi-sector Protection, Age, Gender and Diversity approach.57 (SO1, SO2
& SO3)
PROTECTION CHILD PROTECTION GENDER BASED VIOLENCE

FUNDING REQUIRED FUNDING REQUIRED FUNDING REQUIRED
USD 40.0M USD 24.0M USD 24.0M

POPULATION TARGETED POPULATION TARGETED POPULATION TARGETED
949,935 279,376 558,617

855,000 247,101 459,319
Rohingya Refugees Rohingya Refugees Rohingya Refugees
94,935 32,275 99,298

Bangladeshi Host Community Bangladeshi Host Community Bangladeshi Host Community
11 14 15
Sector Projects Sector Projects Sector Projects
11 15 13 21 14 19
Appealing Implementing Appealing Implementing Appealing Implementing
Partners Partners Partners Partners Partners Partners
CONTACT CONTACT CONTACT

Government of Bangladesh: Refugee Relief Government of Bangladesh: Ministry of Government of Bangladesh: MoWCA/
and Repatriation Commissioner (RRRC) Women and Children Affairs (MoWCA) District One-Stop Crisis Cell (OCC)
Sector Lead Agency: UNHCR Sector Lead Agency: UNICEF Sector Lead Agency: UNFPA
Sector Coordinator: Sector Coordinator: Sector Coordinator:

Anna Pelosi / [email protected] Krissie Hayes / [email protected] Mwajuma Msangi / [email protected]
56
SECTOR NEEDS ANALYSIS CHILD PROTECTION

NEEDS OF ROHINGYA REFUGEES Boys and girls represent 55 percent of all Rohingya
refugees;65 the majority of whom need child protection
More than two years on, the Rohingya refugee crisis services. Resilient capacity of communities and
remains a protection and solutions crisis at its core. children to prevent and respond to child protection
Psychological distress as a result of traumatic events concerns has been commendable with ongoing
experienced before and during forced displacement need to build on existing community strengths and
from Myanmar58 have been further exacerbated by capacities. While significant progress has been
the harsh living conditions and additional protection made, the need to scale up structured psychosocial
risks to which Rohingya refugees are exposed support and access to effective mental health support
while displaced in Bangladesh59, as well as ongoing (MHPSS) for those most severely affected remains
uncertainty about their future. urgent.
The Rohingya who arrived in 2017 do not have Displacement exacerbates risks for children, and
refugee status in Bangladesh and do not have access Rohingya refugee children are susceptible to abuse,
to livelihoods or adequate educational opportunities, exploitation, violence, including sexual violence and
though there have been recent positive decisions neglect. Children have reported feeling unsafe and
by the Government to expand this access. Their vulnerable to violence, including sexual violence.66
movement is restricted, as is their access to Child marriage with all its negative consequences
documentation and formal justice mechanisms. These remains of great concern in the camps.67 5 to10
features of the protection environment lead Rohingya percent of Rohingya households enter into child
refugees to resort to harmful coping mechanisms, marriage: two-thirds of these households consider
including taking on increasing debt60 and undertaking it a normal practice, while the remaining one-third
dangerous onward movements, which expose them view it as a coping strategy either to protect girls or
to trafficking risks, as well as child protection issues reduce economic burdens on the household.68 The
and gender-based violence.61 perceived risk of abduction and trafficking remains
high, with households reporting fear of kidnapping
The security environment in and around the of boys and girls at 49 percent and 44 percent
camps impacted negatively on the well-being of respectively.69 Reported child labour involves children
both Rohingya refugees and host communities, as young as 7 years old; 3 percent of children 5 to
particularly for women and girls, during 2019, limiting 17 year old children are reportedly working; with 51
access to public spaces and basic services.62 percent of those working exposed to the worst forms
It is within this context that social cohesion has of child labour.70
deteriorated, exposing communities to safety and
security risks.63 With one third of the population By September 2019, 8,596 unaccompanied and
exhibiting vulnerabilities, tailored community-based separated children (UASC) were identified and
and individualized protection responses are required deemed to be facing multiple child protection risks.71
to ensure access to basic services for persons with There remains a need to establish and monitor
specific needs. People with mobility restrictions family-based care arrangements for these or those
caused by socio-cultural or physical limitations, such as unable to live with their primary caregivers because
the elderly, persons with disabilities, adolescent girls, of separation while fleeing curing the conflict and
female headed households, transgender populations due to abuse or neglect. In this regard, conducting
and other diverse groups face heightened protection family tracing and reunification and providing support
risks.64 to vulnerable families is also essential. Access to
DISAGGREGATED DATA
Population Type Sector Total Female Total Male Female Male Female Male
Protection 441,515 413,190 224,736 234,376 216,779 178,814

Rohingya CP 122,449 124,652 109,053 113,606 13,396 11,046
GBV 295,707 163,612 81,358 66,431 214,349 97,181
Protection 47,112 47,823 24,686 25,497 22,426 22,326
Bangladeshi CP 15,904 16,371 14,446 14,921 1,458 1,450
GBV 74,484 24,814 30,159 11,116 44,325 13,698
57
education for adolescent boys and girls remains a within the Convention of the Rights of the Child.
challenge, especially for girls, with only 13 percent
of boys and 2 percent of girls aged 15-18 attending Host communities in Cox’s Bazar District, especially
learning centres.72 Out-of-school children may also those residing in close proximity to Rohingya refugee
be exposed to further risks such as exploitative camps have unaddressed basic needs and are
labour, drugs, and criminal activities. also exposed to serious protection risks due to a
combination of factors, including poverty, limited
GENDER-BASED VIOLENCE (GBV) access to livelihood opportunities, limited availability
of public services (especially healthcare and
Gender-Based Violence continues to be a constant education) and inadequate infrastructure and markets.
threat, especially to women and girls in the camps. The Rohingya influx has resulted in competition
The reported GBV incidents include rape, physical for scarce resources, such as land, and livelihoods
assault, sexual violence, forced marriage, denial of opportunities. The Rohingya refugee presence has
resources, and psychological abuse. According to impacted on the environment in host communities,
the GBVIMS data, domestic violence constitutes further straining relations between the communities.
76 percent of total reported GBV cases.73 As GBV Criminal elements exploit both communities, while
is generally under-reported, the recorded cases access to formal and informal justice systems and
are likely to represent only a small fraction of the legal remedies is limited. These factors contribute
overall number.74 Adolescent girls, who are more to heightened humanitarian and protection needs
vulnerable to child/forced marriage, trafficking, and among vulnerable segments of host communities.
sexual violence face heightened obstacles to access
services. Several studies also found that Rohingya Based on assessment findings, host communities are
men and boys are subjected to different forms of particularly concerned by a perceived deterioration
sexual violence and the multifaceted impact of in the security environment. They attribute this to the
violence.75 presence of criminal groups engaged in violence,
harassment, and abductions for ransom; which create
In a recent assessment of Rohingya refugee barriers to accessing basic services.77 Particularly
households in the camps, 57 percent were unable vulnerable host community families are also adopting
to identify any of the GBV service points, while 85 negative coping mechanisms, including incurring
percent mentioned Mahjis – community leaders mounting debts to pay for urgent medical treatment,78
initially appointed by the Army in the early days of engaging in child labor and child marriage, and
the 2017 influx – as their preferred point of referral resorting to smuggling and trafficking networks.
for cases of sexual violence.76 These findings raise Host communities perceive their urgent needs to
concerns given that the Mahji system is highly male- have been overlooked by humanitarian actors and,
dominated and often criticized for being exploitative. at the same time, have very limited knowledge of
As such, upscaling awareness-raising on GBV community-based strategies to mitigate and respond
services and safe referral points and intensifying to protection risks. These assessments highlight the
behavioral change programmes to address socio- importance of enhancing assistance and services to
cultural barriers to accessing GBV services remain a host communities, in order to address their concerns,
priority. while at the same time effectively communicating
with communities to inform them of humanitarian and
Furthermore, exposure to GBV risks is exacerbated development assistance provided. Communication
by factors related to overcrowded conditions in and community-based protection initiatives for
the camps, the physical camp layout, and service particularly vulnerable and marginalized groups, as
delivery. For instance, Rohingya refugee women and well as environmentally friendly interventions are
girls have indicated that latrines and water points needed to mitigate inter-community tensions and
are among the areas where they feel unsafe; with perceptions that Bangladeshi host communities
50 percent of interviewed women mentioning that are not receiving adequate support. Developing
inadequate lighting made them feel unsafe in latrines sustainable gender-responsive community-based
and bathing facilities at night. strategies to mitigate and respond to protection risks
and enhance social cohesion are therefore needed.
NEEDS OF HOST COMMUNITIES
CHILD PROTECTION
The host community is faced with the challenge
of lack of birth registration for children in Child protection issues have been identified in host
Cox’s Bazar district which is a critical first step communities, with 6 percent of assessed households
towards safeguarding protection. Promoting reporting at least one member under the age of 18
children’s right to birth registration falls clearly already married or about to get married; 8 percent
reporting the presence of at least one child working;
58
and 52 percent of working children reportedly Building upon achievements in 2019, the Sector
engaged in hazardous work.79 will work with Government authorities to seek
policy changes, strengthen protective systems and
GENDER-BASED VIOLENCE (GBV) protection-centered emergency preparedness
and response mechanisms, support protection-
According to the Bangladesh Bureau of Statistics, oriented alternative dispute resolution mechanisms,
Gender-Based Violence (GBV) is one of the most community-based security mechanisms, and
pervasive forms of human rights violations to which community representation models, upscale initiatives
Bangladeshi women and girls are especially exposed. aimed at contributing to peaceful coexistence
According to the Violence Against Women Survey,80 to mitigate inter-community and intra-community
73 percent of married women in Bangladesh have tensions, and reaffirm and institutionalize the
experienced some form of violence by their spouse, centrality of protection and solutions in the response.
with 55 percent reportedly experiencing some form
of violence in the 12 months prior to the survey, and 50 The 2020 JRP will mainstream protection and
percent reporting physical violence in their lifetime. gender across the response. Rights-based, gender-
Among host community households assessed, 21 responsive and evidence-based programming,
percent reported safety concerns being a barrier informed by data collected and analyzed from
to accessing public services and facilities such as the now completed registration exercise, will
health, education and markets. Moreover, significant improve access to justice and documentation and
constraints on women’s freedom of movement advocate for greater access to livelihoods and
and decision-making powers were reported; in 15 educational opportunities. Protection monitoring will
percent of households, married women reported that be enhanced through the adoption of a protection
they were not permitted to go to markets, with the monitoring framework and enhancing the capacity
figure rising to 20 percent for unmarried women).81 of protection focal points to identify, refer and
address protection issues effectively, as well as by
Despite the presence of government-run services establishing protection mainstreaming focal points
such as hospital-based One Stop Crisis Centres in other Sectors . Registration and documentation
(OCCs), women police desks, and legal aid services, will support protection and solutions for Rohingya
as well as GBV service entry points established by refugees in Bangladesh, and securing their identity
NGOs, gaps remain in ensuring adequate coverage will help preserve their right to return to Myanmar.
of safe and quality GBV services for host communities. Interoperability between registration systems and
In addition, low awareness about available services those for distributing both food and non-food
and deep-rooted socio-cultural barriers, limit the assistance will improve the efficiency and integrity of
ability of survivors to access services. Access assistance distribution and ensure protection data is
to justice for women and the poor remains of incorporated into assistance distribution.
concern due to cost and time-consuming process.82
Protection partners will provide technical support to
ensure that protection and AAP are at the centre of
SECTOR RESPONSE STRATEGY camp management and administration though close
coordination with Government authorities. Moreover,
ROHINGYA REFUGEE RESPONSE inclusive and gender-responsive community
alternative dispute resolution mechanisms,
STRATEGY legal assistance, and community-based security
mechanisms, access to justice will be strengthened
As the Rohingya response shifts from emergency
through camp representation structure, which will also
response to a focus on restoring dignity, safety, rights
help to prevent and mitigate resort to harmful coping
and working toward solutions, the Protection Sector’s
mechanisms, including trafficking. Rohingya refugee
Strategy seeks to achieve sustainable protection and
volunteers will continue to be used in all protection
solutions outcomes. Anchored in a rights-based,
programming to ensure that communities can identify
community-based approach, the Sector Strategy
and respond to the needs of their communities in a
aims to ensure accountability to affected populations
sustainable and effective manner.
and place communities at the centre of addressing
their own protection and solutions needs, including Quality child protection, SGBV and protection case
through tailored initiatives for the most vulnerable and management, including psychosocial support,
marginalized, and creating a conducive protection effective referral systems, and a multi-functional
environment by promoting resilience and quality approach to delivering protection services will also
services for women, girls, men and boys among reduce the incidence of negative coping mechanism.
affected populations, while enhancing peaceful co- Offering counselling and legal services in one
existence through capacity development and support centre will facilitate access to services for Rohingya
to host communities.
59
refugees, while also ensuring that limited space is analysis and evidence-based responses through
utilized effectively. inter-agency collaboration and CPIMS reports.
Strengthened emergency preparedness and g) Continued strong engagement with the Education
response activities will place communities at the Sector and selected partners to ensure that adolescent
centre., including through training and capacity boys and girls have access to life-skills, peace-
building for Protection Emergency Response Units building initiatives, individual case management
and ensuring that Sectors across the response plan services, Adolescents Sexual Reproductive Health
and implement disaster preparedness activities (ASRH), specialized MHPSS.
through an inclusive community-based protection
and gender lens; including actively engaging To ensure increased coverage and the sustainability
with Rohingya refugee volunteers to ensure the of Child Protection services, the Child Protection
Sub-Sector will work to share technical and
effectiveness of activities. institutional capacity of international and local
actors and the Department of Social Services
CHILD PROTECTION through coaching, shadowing, mentoring, translation
services, secondments of technical staff and joint
The Ministry of Social Welfare (MoSW) and Department implementation approaches. The Sub-Sector will
of Social Services (DSS), the Child Protection Sub- build the capacities of new focal points at the camp
Sector (CPSS) response will focus on strengthening the level to strengthen coordination and responses. The
overall child protection system including strengthen Child Protection partners will continue to strengthen
systems of Social Welfare and Justice for Children. child safeguarding measures including PSEA and
Multiple protection risks faced by Rohingya refugee codes of conduct to ensure that all interventions are
children will be addressed through a comprehensive safe for children.
package of activities, which includes:
Support to Community-Based Child Protection
a) Increasing the capacity of community-based child Mechanisms, focusing on monitoring Child Protection
protection mechanisms (CBCPM) to prevent and risks, developing community-led response plans,
mitigate Child Protection risks through multi-layered, and referring children in need to key services, will
cross-sector psychosocial support interventions.83 enhance the protective environment for children and
adolescents.
b) Improving the quality of Child Protection services for
boys and girls most at-risk and survivors of violence, GENDER-BASED VIOLENCE (GBV)
exploitation and abuse, including those recruited
into criminal groups, child labour, unaccompanied Working in collaboration with the Ministry of Women
and separated children, children with disabilities and and Children’s Affairs (MoWCA), the GBV Sub-Sector
those exhibiting severe signs of distress. strategy aims at expanding comprehensive GBV
prevention and response programs, focusing on
c) Optimising Child Protection outcomes through case management and multi-sector referral systems
meaningful integration with other sectors and for GBV survivors. The following are the key strategic
providing various forms of support to caregivers and priorities:
families of children facing protection risks, to enhance
their capacity to care for and protect their children. a) Improving the quality and accessibility of life-saving
GBV response services, particularly specialized case
d) Systematising efforts to develop sustainable local management and mental health and psychosocial
capacities for child protection, including para-social support that addresses the specific needs of different
and social workers from the Department of Social vulnerable groups.84 The response will give increased
Services, Police, Armed Forces Division, Judiciary emphasis to capacity building efforts for service
and other Government departments. providers to deliver quality, harmonized services in
line with best practices and minimum standards. The
e) Harmonising and extending case management design of service modalities and entry points will
and alternative care to other key line ministries such be adapted to meet the specific needs of diverse
as Ministry of Social Welfare (MoSW), while making groups, including through the use of mobile services.
further efforts to engage all stakeholders to address
Child Protection concerns based on global learning b) Engaging in continuous advocacy efforts to
and field evidence. enhance survivors’ access to justice and security
services, without compromising the safety and dignity
f) Strengthening Child Protection information of survivors;
management for regular Child Protection trends
60
c) Reinforcing community mobilization strategies based initiatives aimed at contributing to peaceful

through the expansion of proven GBV prevention co-existence , as well as dedicated protection
models that promote positive transformation of social services for those most in need. Targeted support
and gender norms that fuel and normalize gender- to host communities, local authorities and local
based violence. Programmes demonstrating strong organisations, including capacity-sharing initiatives,
approaches for engaging influential community provision of technical support to tackle identified
members and religious leaders and men and boys will protection issues, establishment of referral pathways
be strengthened to address socio-cultural barriers. and mapping of services, awareness and sensitization
Context-specific and culturally sensitive messages will and related mitigation measures will aim to improve
be developed to disseminate life-saving information the protection environment for host communities.
on available GBV services and referral mechanisms.
Skills building and women and girls socio-economic CHILD PROTECTION
empowerment programming will be expanded to
address multiple causes and drivers of violence. The Child Protection partners will support ongoing
Enhanced engagement with other Sectors and the projects with adolescents in both Rohingya refugee
Government on the integration of GBV prevention, and host community locations, with the objective
mitigation and response programming will also be of contributing to peaceful co-existence, including
supported with regular community based GBV risk through social hubs and joint activities involving
monitoring and joint safety audits. Rohingya refugee and host community adolescents.
Child Protection programming will also focus on
HOST COMMUNITY RESPONSE capacity sharing work with Department of Social
Services staff to enhance comprehensive case
STRATEGY management services for identified at-risk girls and
boys as a priority, including through training, mentoring
Enhanced community-based protection programming
and coaching. The objectives are to strengthen the
and services for particularly affected host communities,
ability of the Department’s staff to coordinate the
especially those who live in close proximity to the
child protection response and strengthen links to
camps, will contribute to a conducive and secure
national systems.
protection environment, mitigate an increasingly
negative discourse on Rohingya refugees, facilitate With the Ministry of Social Welfare (MoSW) and
peaceful coexistence between communities and Department of Social Services (DSS), the CPSS will
address key impacts that the influx has had on the support Child Protection Systems strengthening. The
infrastructure, resources, land, livelihoods, and the response will optimize child protection mechanisms
environment in host communities. through a comprehensive systems approach in
combating Violence Against Children (VAC) in
Pursuing a community-based approach to designing
the host community. Child Protection partners
and delivering services aimed at contributing to
will advocate for Birth Registration for children in
peaceful co-existence and initiatives to build better
the in the 8 Upazila and 72 Unions in Cox’s Bazar
relations and challenge exclusion and discrimination
which is a critical first step towards safeguarding
will be a priority. This will involve adopting a conflict-
lifelong protection. Promoting children’s right to birth
sensitive approach in promoting inter-community
registration falls clearly within the Convention of the
initiatives selected by communities and based on their
Rights of the Child.
priorities, with a focus developing activities that bring
host and Rohingya refugee community members
together to overcome common challenges. Focus GENDER-BASED VIOLENCE (GBV)
areas may include emergency preparedness and
response; socio-recreational activities, such as sports; The GBV Sub-Sector will expand comprehensive
sustainable management of common resources prevention and response services that are currently
through community projects; self-reliance and accessible to host communities in eleven Unions in
portable skills development, and gender-responsive Teknaf and Ukhiya Upazilas. Programming will include
dispute resolution and mediation; depending upon capacity-development initiatives for Government and
community interest and needs. Supporting the non-government service providers, in order to ensure
capacity and integrity of documentation systems that health, justice, safety and security and social
would build trust that Rohingya refugees are not welfare services are in line with survivor-centered
drawing from resources meant for Bangladeshis and approaches and GBV guiding principles. A key focus
reduce barriers to resuming birth registration for both will be supporting safe and ethical referral pathways
host communities and Rohingya refugees. through the existing service points in the host
community, including the District and Upazila level
The 2020 response will prioritize joint community- One Stop Crisis Centres (OCC), Women Help Desks
61
in police stations, Court Help Desks and psychosocial and outreach workers to be deployed after disasters
services providers. Further strengthening of national as part of the Protection Emergency Response Units.
systems for GBV prevention and response and Emergency referral pathways will be established
enhancing the role and participation of national based upon updated information on accessible or
partners, including local women-led organisations, temporary spaces for GBV response services. The
will be an important part of these efforts. Programming GBV partners will also ensure the prepositioning
will also include joint initiatives and group activities of 40,000 dignity kits containing essential items to
that create opportunities to promote peaceful co- support the safety and dignity of women and girls in
existence between Rohingya refugees and host the immediate aftermath of a disaster.
communities, which will involve joint skills building
and self-reliance programs, trainings, supporting CROSS-CUTTING ISSUES
women’s committees, adolescent and youth clubs,
and convening meetings of religious leaders from the Protection mainstreaming (including child
Rohingya refugee and host community members. safeguarding)
PREPAREDNESS AND RESPONSE FOR Despite improvements, gaps remain in mainstreaming

Protection, Age, Gender and Diversity across
CYCLONES AND OTHER WEATHER- Sectors and the humanitarian response. The 2020
RELATED DISASTERS response will provide support to different sectors
to increase inclusive service provision, with a focus
Rohingya refugee communities will be placed at on ensuring accountability and equitable access to
the centre of preparing and responding to natural critical services and assistance to meet basic needs.
hazards. To mitigate risks for persons with specific Priority initiatives aimed at enhancing Protection,
needs, protection will be mainstreamed into the Age, Gender and Diversity mainstreaming across the
Emergency Preparedness Response Plan and Rohingya response include establishing Protection
support will be provided to other Sectors and Mainstreaming Focal Points within other Sectors,
authorities to ensure that Age, Gender and Diversity with structured Terms of References and clear
are mainstreamed into communication strategies, responsibilities; conducting training for service
evacuation and cyclone response plans. The inter- providers across Sectors as well as protection
agency Protection Emergency Response Units mainstreaming audits; and undertaking a response-
(comprised of interagency staff and Rohingya refugee wide multi-sector needs assessment focused on
volunteers), will work to strengthen the Protection the elderly and people with disabilities to inform
capacities of the multi-sector Emergency Response more inclusive planning and the implementation of
through awareness and outreach and community- services.
led service projects. Finally, an inter-agency Rapid
Protection Assessment strategy will be activated The CPSS will work with the Protection Sector, the
when needed in any weather-related disaster. GBV SS and other Sectors and Working Groups to
agree on mainstreaming key common protection
Disasters disrupt protective mechanisms, increase initiatives. Given that children represent over 50
the vulnerability of children and women and place percent of the camp population, the Child Protection
additional strains on them and their families and partners will develop a standard child safeguarding
caregivers. In line with the ISCG and Protection guide to accompany existing agency-level codes
Sector 72-hour cyclone response plan, the Child of conduct and policies for staff and volunteers.
Protection partners PSS will focus on: establishment The Child Protection partners will also provide
of inter-agency Child Protection rapid response specific training for other Sectors on Child Protection
mobile teams; preparedness measures for speedy mainstreaming. Child Protection safety walks will
family reunification; procurement and pre-positioning help to identify safety and protection issues in camps
of essential Child Protection supplies85; community and host communities and to develop risk mitigation
mobilization and awareness; deployment of Child plans owned by children, community members,
Protection expertise within the Protection Emergency service providers and humanitarian actors. The Child
Response Units . The Child Protection partners Protection partners will also share relevant findings
will also support provision of Psychosocial First Aid, with the Site Management Sector, CiCs, and others to
in coordination with Health and MHPSS teams and guide required actions.
the Health Sector. The Child Protection emergency
response will be extended to affected host The GBV Sub-Sector will ensure that response
communities. monitoring data collected is disaggregated by
sex, age and diversity, which will facilitate closer
The GBV partners will identify and train case workers monitoring of fair participation in and equitable
62
access to services by women, men, girls and boys, Environment and eco-system rehabilitation /
and people with special needs, in different GBV Disaster Risk Reduction
prevention and response activities.
Environmental protection and conservation have a
Gender mainstreaming direct impact on human security and protection at large,
with a multiplier effect in large human settlements like
Working in close collaboration with the Gender in the Rohingya refugee settlements and even more
Humanitarian Action (GiHA) Working Group and so in a disaster-prone areas, particularly vulnerable
the ISCG Gender Hub, the Protection Sector will individuals and families. Building on established good
upscale efforts to prevent and mitigate gender- practices, the Protection Sector partners will continue
specific protection risks. Gender mainstreaming to mainstream environmental considerations in
will be an integral part of the broader Age, Gender community-based protection initiatives, especially
and Diversity approach inherent in the Protection awareness raising activities, sensitization campaigns
Sector’s protection mainstreaming strategy. The and community-led service projects focused on
Protection sector will also endeavor engagement sustainable management of common resources for
with local women-led organisations for sustainable the benefit of the community. Initiatives will focus on
protection solutions. Priority areas include: providing sanitation, reforestation, environmental protection,
of technical support and capacity development for vegetable gardening and tree planting, as well as
local authorities and community representatives other priority areas identified by communities. The
on applying rights-based gender approaches in Protection Sector will continue to strengthen its
alternative dispute resolution mechanisms, such support for the expanded use of sustainable and
as mediation; engaging communities and local cleaner energy sources, such as LPG, solar lighting
authorities in ensuring inclusiveness in camp-level and energy, in order to mitigate the risk of GBV and
representation mechanisms; and implementing the other forms of violence.
Protection Sector strategy to address threats against
female volunteers. Collaboration with the PSEA Child Protection Sub-Sector partners will encourage
Network will focus on operationalising safe and Rohingya refugees and staff to participate in
conflict-sensitive SEA reporting mechanisms through environmental efforts in the camps. On environmental
the introduction of SEA referral pathways, capacity- and social safeguards, several mechanisms have
development, awareness raising and information been put in place through ongoing projects, which
initiatives for communities, humanitarian actors and the 2020 response will scale up and support. Child
relevant authorities. Protection partners will continue with “greening”
projects that encourage children to plant trees
Child Protection Sub-Sector will promote gender- and improve vegetation around Child Protection
sensitive programming by providing training to Child facilities. Children and adolescents will participate
Protection staff on gender sensitive programming in camp-wide tree planting drives and community
which reflect the needs, concerns and interests of sanitation activities. In order to reduce disaster risk,
girls, boys, women and men; conducting gender- Child Protection Sub-Sector partners will continue
sensitive project risk assessments and gender to improve procedures and pre-position emergency
analysis at every phase of the programming cycle; materials at the Lost Child Care Meeting Points
recruiting female volunteers and endeavoring to and enhance the effectiveness of established
ensure their safety and security while they are communication channels for emergency responses.
conducting activities; providing gender and age Child Protection actors will also conduct awareness
appropriate activities in all Child Protection facilities; raising on disaster risk reduction, which will highlight
ensuring that monitoring and evaluation frameworks measures to mitigate family separation and other
effectively measure Child Protection gender-sensitive risks to children, especially in the monsoon season.
service provision.
The GBV Sub-Sector partners will mainstream
GBV prevention strategies, including community environmental issues in GBV activities, including
mobilization activities, will address harmful social integrating environment-related messages in
norms and systemic gender inequality by promoting awareness raising and community mobilization
women and girls’ leadership and empowerment, activities. These messages will focus on risk
while also ensuring male engagement in addressing mitigation for environmental hazards, such as floods
GBV. The GBV partners will facilitate periodic joint and landslides; waste management; water and
safety audits involving other Sectors to assess and energy use, in line with messages disseminated by
analyze GBV risks in the camp and advocate for GBV the Government and other environmental actors.
mainstreaming. Portable skills building trainings will also integrate
consideration environmentally friendly products and
technologies.
63
56. Including improving their literacy skills and capacity to engage with information dissemination and helping to recover from the trauma they experienced in Myanmar.
57. The OCC (One Stop Crisis Centre) is part of the national multi-sector program on violence against women led the ministry of Women and Children Affairs (MoWCA).
The Cox’s Bazar District OCC (located at the district Sadar Hospital) provides health care, police assistance, DNA test, social services, legal assistance, psychological
counseling and shelter service.
58. 52 percent of assessed refugee households (HH) reported the presence of at least one sign of distress within their own family, according to the Joint Multi Sector
Needs Assessment, ISCG, May 2019.
59. One-third of refugee families have at least one specific protection vulnerability that requires specialized protection attention, according to UNHCR Population fact-
sheet, 15 September 2019, available at: https://data2.unhcr.org/en/documents/download/71429
60. Based on Joint Multi Sector Needs Assessment, ISCG, May 2019, 69 percent of interviewed HHs reported taking on new debts in the 30 days prior to data collection.
This proportion seems to be increasing across different rounds of the MSNA: 35 percent in July 2018, 45 percent in January 2019.
61. Sexual exploitation and abuse, child labor and child marriage, intimate partner violence and polygamy are frequently reported serious protection issues according to
ongoing different sources, especially protection monitoring and the Child Protection and Gender-Based Violence Information Management Systems (CPIMS and GBVIMS).
62. Based on Joint Multi Sector Needs Assessment, ISCG, May 2019, 77 percent of interviewed HHs report not having enough light at night to safely access latrines.
Latrines and water points are the locations where women feel most at risk.
63. Based on UNHCR’s August 2019 Settlement Protection Profile (SPP) Round 5, risk of kidnapping, risk of trafficking and violence in the community are the three most
reported perceived risks after natural hazards.
64. Based on Joint Multi Sector Needs Assessment, ISCG, May 2019, 10 percent of HHs interviewed have at least one family member requiring assistance to complete
daily activities and 27 percent are unable to access services for their specific needs. A REACH assessment conducted in May 2019, in collaboration with the WASH Sector
and using data collected using the Washington Group Short Set of questions, found that only 34 percent of individuals with disabilities were reported as being able to
access services to support them.
65. UNHCR Population Factsheet, 15 September 2019.
66. Rohingya Refugee Response Gender Analysis, August 2018, Joint Agency Research Report.
67. Adolescent Girls in Crisis: Voices of the Rohingya, June 2018, Plan International.
68. July 2019 UNHCR SPP 5 and 2019 Joint Multi Sector Needs Assessment, ISCG, May 2019.
69. July 2019 UNHCR SPP 5 and 2019 Joint Multi Sector Needs Assessment, ISCG, May 2019.
70. Joint Multi Sector Needs Assessment, ISCG, May 2019.
71. Child Protection Sub-Sector 5W and CPIMS Plus, September 2019.
73. GBVIMS Report, October2018- June 2019, GBV Sub Sector Cox’s Bazar, Bangladesh.
74. Community Focus Group Discussions indicated that stigma, feelings of shame, self-blame, threats of retaliation, rejection by family and community, low awareness
about the benefits of services are among the reasons for under reporting GBV.
75. Women’s Refugee Commission (WRC), 2018: “It’s Happening to Our Men as Well”: Sexual Violence Against Rohingya Men and Boys.
77. Based on Joint Multi Sector Needs Assessment, ISCG, May 2019, 55 percent of HHs interviewed reported safety concerns as a barrier to accessing health and edu-
cation facilities and markets.
78. Taking on debt was the negative coping mechanism most frequently reported in the Joint Multi Sector Needs Assessment, ISCG, May 2019 host community findings,
with 45 percent of HHs interviewed households reporting it.
79. Some children work more than 40 hours per week and are involved with machinery and lifting heavy objects.
80. Report on Violence Against Women (VAW) Survey 2015, Bangladesh Bureau of Statistics.
81. Joint Multi Sector Needs Assessment, ISCG, May 2019 .
82. The 2015 report on the Violence Against Women Survey shows that only 2.6 percent of survivors took legal actions after being subjected to physical violence.
83. Community-based child programming aims to reduce vulnerabilities and risks to children by building a protective environment at family and community levels. This
involves active engagement with and by communities on child protection concerns to reinforce protective practices and to encourage social and behavioural changes
to address negative or harmful practices.
84. Including women, adolescent girls, children, people with disabilities, male survivors, and persons at heightened risk of trafficking, exploitation and abuse.
85. The lost child care givers meeting points will be stocked with food, water, sleeping mat, blanket, extra clothing, first aid kit, and megaphone for tracing. For more detail
please refer to LCCMP guidelines available at: https://drive.google.com/file/d/1sYarWUErWwFkjLzI1Oqq8AnmjtJu--4G/view?usp=sharing.
64
HEALTH
SECTOR OBJECTIVES
1. Improve equitable access to and utilization of quality lifesaving and comprehensive primary and
secondary health services for all affected populations with a focus on sexual, reproductive, maternal,
neonatal, child and adolescent health; mental health and psychosocial support; and non-communicable
diseases. (SO2 & SO3)
2. Ensure prevention and timely response to communicable disease risks including diseases with
outbreak potential and prepare for other health emergencies, including during the monsoon and
cyclones. (SO2 & SO3)
3. Encourage healthy living, improve health seeking behavior and utilization of the essential service
package86 among Rohingya refugees and host populations through community engagement, with
special attention to gender and age considerations and vulnerable groups. (SO1, SO2 & SO3)
4. Strengthen Health Sector coordination, information management and monitoring towards achieving
rational, standardized and accountable health service delivery. (SO2 & SO3)87

USD 85.6M Ensuring adherence to quality and the respectful implementation of
the minimum standards for services in health facilities is a continuous
POPULATION TARGETED challenge, in part due to large caseload covered by health facilities
and high staff turnover. The Health Sector has identified critical gaps
1.27M in comprehensive emergency obstetric care; newborn care, family
planning provision, particularly long acting methods; availability and
timely access to 24/7 comprehensive clinical management of rape/
855,000 intimate partner violence services; and first line support for gender-based
Rohingya Refugees
violence survivors.88 By the end of September 2019, the proportion
417,295 women accessing facility-based deliveries have improved 47 percent,
Bangladeshi Host Community as compared with 32 percent at the start of the year, but this remains
below target and is subject to geographic variations within the camps.89
20 Adolescent health will be a priority for 2020. Risks for communicable
Sector Projects disease persist due to living conditions in the camps. Immunization
20 35 coverage among children under 1 year old has improved from 67 percent
Appealing Implementing at the start of 2019 to 78 percent by end of September, but substantive
Partners Partners
improvements to achieve more than 95 percent coverage still needs to
be addressed. Capacities for non-Communicable disease management,
CONTACT laboratory diagnostics; mental health and psychosocial support services,
Government of Bangladesh: Civil including inpatient/psychiatric care; and specialized services (such as
Surgeon (Ministry of Health and Family eye-care, geriatric care, oral healthcare and services for people with
Welfare)
disabilities and palliative needs, etc.) are not adequate to the needs. An
Sector Lead Agency: WHO overall health care waste management solution is also required, including
Sector Coordinator: for the safe disposal of expired medicines.
Dr. Mukesh Prajapati/ [email protected]
DISAGGREGATED DATA
Rohingya 441,515 413,190 224,736 234,376 216,779 178,814
Bangladeshi 207,071 210,224 108,688 112,281 98,383 97,943
65
Rational use of medicines to reduce risk for SECTOR RESPONSE STRATEGY

antimicrobial resistance is an emerging priority that
requires engaging with private drug shops, as well as
health facilities in the camps. Overall, 55 percent of ROHINGYA REFUGEE RESPONSE
Rohingya refugee households are reportedly taking STRATEGY
on debt to cover health care costs,90 and the Heath
partners and needs a clearer understanding of the Together with the Civil Surgeon from the Ministry
factors driving this phenomenon, and the types of of Health and Family Welfare and the RRRC, the
expenditures incurred. Health partners will work to improve equitable and
inclusive access to and utilization of quality lifesaving
The Rohingya refugee population remains vulnerable and comprehensive primary and secondary health
to weather-related emergencies which also impact services at health posts, primary health centres and
disease trends. Some 31 percent of adult Rohingya hospitals. Focus areas will include capacity building,
men report smoking cigarettes every day.91 Referrals continuous quality monitoring, functional mechanisms
for emergency medical and obstetric cases, surgery, that ensure accountability to the Rohingya refugees,
trauma and complications for Non-Communicable and supportive supervision. The Health Sector will
Diseases and chronic conditions remains challenging monitor levels of privacy at the health facilities and
and costly. Recently imposed restrictions on mobile orient partners on respectful care.
communications and network coverage in the camps
have further compounded these problems. Greater While not seeking funding through the 2020 JRP,
availability of quality data to guide the response is key partners and governments providing support
needed. bilaterally contribute to the overall Health Sector
response. The World Bank, the Global Fund for
NEEDS OF HOST COMMUNITIES HIV/AIDS, Tuberculosis and Malaria and other
developmental donors and institutions also support
Many of the same needs are present in the host health service delivery in host and Rohingya
community, particularly regarding healthcare waste refugee communities. Some national public health
management, rational use of medicine, facility-based programmes (such as EPI, Expanded Program of
deliveries, risk factors for communicable diseases Immunization) serving host communities have now
and vulnerability to weather-related emergencies. been extended to cover Rohingya refugee population
Notably, while the proportion of households who in camps.
reported taking on debt in the previous month was
lower among the host community at 45 percent, To expand utilization of essential health services,
the debt levels for medical expenses are higher in particularly for vulnerable groups, community health
absolute terms, suggesting insufficient access to free workers will engage household decision-makers in
health services. Mobility restrictions also exist in the health education and awareness following community
host community, with 15 percent of married women health care approach. Engaging at the household
and 20 percent of unmarried women reportedly not level aims to strengthen health seeking behaviors
able to move outside of the home unaccompanied,92 related to home-based deliveries and referring to
with potential implications for health seeking.93 health facilities (and thereby discouraging use of
private drug shops for care, which results in debt
Efforts to strengthen health facilities serving host accumulation). The Health Sector will strengthen
communities and encouraging their accountabilities community health care activities building community
are needed to improve the quality of services. resilience among Rohingya refugee population for
Greater outreach by health care partners serving health-related issues. Health partners will improve the
host community areas is important to encourage both availability, accessibility, quality and continuity of care
host and Rohingya refugee populations utilization through capacity building initiatives, developing and
of health services. Currently available services distributing national/standard protocols for procuring
do not adequately address the mental health medical supplies, laboratory diagnostics, rational use
and psychosocial support needs within the host of medicines, and mental health and psychosocial
community population, and stronger coordination support services.
of host community support is needed to ensure that
these and other gaps are addressed. The Health Sector will implement a health care waste
management solution, including for the disposal of
expired medical supplies. Health partners will ensure
the continuous availability of sexual and reproductive
health commodities and equipment through
improved supply chain management, including
access to and availability of safe, voluntary family
66
planning services that meet contraceptive needs of in the host community. This will include support for
Rohingya refugees. Capacity building will continue a health care waste management system, vaccine
for healthcare providers on sexual and reproductive and preventable disease surveillance, immunization,
health, gender-based violence, adolescent health, strengthened medical referrals, activities to improve
obstetric fistula screening, newborn care, and cervical health-seeking behaviors, capacity building for health
cancer screening. care providers working in Government and NGO
facilities that serve the host community, procurement
A robust referral mechanism will strengthen health of medical supplies, and strengthening WASH in
care delivery for both the camps and host community, health facilities with critical needs.
supported by trainings and knowledge exchange
and implementation of a functional hospital rotation In addition, the Health Sector will strengthen
plan. Improved maternal and neonatal death coordination at all levels – District, Upazila and Union
surveillance will help identify gaps and address in an – and will map existing support to Government health
efficient and effective ways. Strengthening routine facilities with a view to addressing unmet needs and
immunization activities (including needed vaccination prevent duplication. Based on identified needs, the
campaigns) following national guidelines (including Health partners will provide trainings to Government
new vaccines introduction) achieving recommended health care providers and will support the Government
of target coverage for children and pregnant women to fill gaps for essential health care personnel. Where
will ensure protection against vaccine preventable needed, Sector partners will also provide support for
diseases. essential medicines and diagnostic supplies, where
needed, particularly for maternal and child health
Sustained and improved disease early warning and services.
surveillance efforts will focus on the detection of
disease outbreaks and support the achievements The Ministry of Health and Family Welfare
of measles elimination and polio eradication Coordination Cell, together with the Civil Surgeon, will
targets. Health care facilities will also benefit from receive support to strengthen coordination, quality
a strengthened WASH response. The Health Sector improvement and accountability mechanisms of
will work closely with the District health authorities to health care delivery systems serving both Rohingya
extend regular national health programs, including refugee and host communities. In addition, the
for immunization, HIV, tuberculosis and malaria, to Health Sector will work with national counterparts to
cover the Rohingya refugee population. The Sector strengthen capacities for surveillance and outbreak
will pursue and implement innovative medical record response and support surveillance mechanisms in
and health card systems and will strengthen District the host community, in order to mitigate the risks
Health Information System reporting rates, which associated with communicable disease outbreaks.
will improve the availability of health information,
and will advance discussion on the interoperability PREPAREDNESS AND RESPONSE
of health information systems to reduce reporting
burdens. Health Sector programing in 2020 will FOR CYCLONES AND OTHER MAJOR
include actions to improve the working environment WEATHER-RELATED DISASTERS
for health care service providers to encourage the
retention of trained staff, including through incentives For the Health Sector, contingency planning for
and the vaccination of healthcare workers. disasters encompasses preparedness and response
readiness for major weather-related emergencies,
HOST COMMUNITY RESPONSE as well as large-scale disease outbreaks; particularly
diphtheria, cholera, varicella and measles that have
STRATEGY been recurrent among the Rohingya refugees and
in the host community. To address this, the Health
Several needs assessments including health care
Sector focuses on community first aid and response,
waste management (HCWM), non-communicable
mass casualty management including medical mobile
diseases (NCD) and TB drug resistance survey have
teams, emergency referrals, standard operating
been done to identify gaps and inform interventions.
procedures to manage outbreaks, and the rapid
Assessments on substance abuse, adolescent health
restoration of essential primary and secondary health
and infection and prevention control (IPC) are also
care services. Health partners will procure, store
planned. The regular water quality surveillance in
and distribute life-saving and essential medicines
the camps will be extended to the host community.
and supplies and will ensure the deployment of
Together with the Civil Surgeon from the Ministry of
surge capacity for emergency health and operations
Health and Family Welfare, and the Upazila Health
support. Mobile medical teams integrate Protection
and Family Planning Officer for Ukhiya and Teknaf,
Officers, and the Health Sector coordination team
the Health Sector will implement a similar strategy
67
will continue to have the support of a dedicated GBV women and girls in accessing and taking decisions
expert in 2020. around healthcare. These efforts aim at addressing
gendered access barriers to a range of health
CROSS-CUTTING ISSUES services, including family planning and facility-based
deliveries. Facility maps showing the location and
Protection mainstreaming (including child types of health services available for diverse health
safeguarding) care needs, will be updated and shared regularly,
will also facilitate access. The Health Sector will
To ensure dignity and safety of persons seeking health continue to analyze data and compare the different
services, confidentiality and privacy in consultation health results achieved for women and men, girls and
and counselling rooms and informed consent in boys in comparable age groups. Health partners will
health interventions will remain a key consideration prioritize the sex segregation of latrines in the health
and area for continuous improvement in 2020, which facilities. The integration of GBV and SRH services at
will be a focus of monitoring by the Sector. The Health all levels of health service provision will remain a key
Sector will collaborate with the Site Management and Sector priority in 2020.
Site Development to address physical access barriers
to health care facilities and with the Protection and Environment and eco-system rehabilitation /
other Sectors to improve dignified and safe access Disaster Risk Reduction
to multi-sector services. Primary health care facilities
offering round the clock services increased from The Health Sector has a strong commitment to
17 to 32 during 2019, with the increased availability ensuring the safe disposal of medical waste in the
of ambulances to transport urgent referral cases. camps. A significant number of health facilities are
Helper systems are in place in some facilities to aid currently disposing waste on-site through burning
patients with mobility challenges and those living in or burying, and a good number are not using color
hard to reach areas. The Health partners will pilot coded waste bins. Improvement of healthcare waste
and support the expansion of these community- management is crucial to prevent and mitigate the
based helper systems, as a good practice for health impacts associated infectious diseases and
making services more accessible for the vulnerable, other environmental risks, and the Sector will devise
including people living with disabilities. Health care and implement a strategy in 2020. The Health Sector
providers will be trained and sensitized on meeting will monitor adherence to guidelines for medical
the health care service needs of people living with waste disposal by health facilities. Partners will also
disabilities. Health partners will make infrastructural expand the use of safe, clean and sustainable energy
improvements, such as the installation of ramps and sources at the health facilities, including solar energy.
handrails, to facilitate access to their facilities. Health
For disaster risk reduction, the Health Sector will
partners have established specialized health facilities
continue to encourage and monitor the retrofitting
for different vulnerable groups, including age-friendly
of health facilities, in order to ensure operational
health services and rehabilitation programs, which
continuity during monsoon and cyclone seasons.
will continue in 2020. Health committees made up
Health partners will also invest in community resilience
of men, women and adolescents are established
through capacity development actions targeting
in several camps to offer a mechanism for two-way
community health workers, such as first aid training.
feedback between the Rohingya refugee community
The Health partners will invest in improved vaccination
and Health partners. However further strengthening,
coverage and will work in close coordinate with the
expansion and inclusion of persons with disability in
WASH and Site Management Sectors to minimize
these groups and other accountability mechanism is
the risk epidemic disease outbreaks, taking into
needed to meet the needs of women, girls, men and
consideration seasonal variability in disease trends.
boys adequately in 2020.
Gender mainstreaming
Health Sector information platforms94 are designed

to capture sex and age disaggregated data. which
are analyzed quarterly to understand disease trends,
health patterns and health seeking behavior among
men, women, boys and girls to inform interventions.
These and the MSNA 2019 findings informed the
Sector’s 2020 priorities, which include greater
engagement with men in their decision-making role
in the community and home to address barriers for
68
86. The Health Sector minimum package of essential health services, which is part of the Health Sector’s 2019 Strategic Plan, guides and standardizes health service
delivery.
87. The sector budget was calculated based on partner proposals which were based on estimated costs per unit of operational health facilities. The costs of acquisition
of supplies for contingency planning was also factored in. Other health programmes such immunization, TB, communicable disease control, surveillance, coordination
was budgeted based on organisational previous programme costs.
88. In 2019, 70 percent of Primary Health Care facilities had no systems in place to inform community and stakeholders of the available GBV health services, and staff
were not adequately trained to identify signs and symptoms of sexual and intimate partner violence. (GBV Service Quality assessment 2019).
89. There is a need to better understand the reasons/social beliefs around decision making and engage men in health education as only 13% reported that pregnant
women themselves are the decision maker on where to deliver their baby (MSNA 2019). Mobility restrictions among women may also impact their health seeking behav-
iors with 20% of married women and 28% of unmarried women reportedly not able to move in the camps unaccompanied (Joint Multi Sector Needs Assessment, ISCG,
September 2019.
91. Joint Multi Sector Needs Assessment, ISCG, September 2019. (based on community health tool data).
93. Similarly, with decision making, as only 15% of host community households reported that pregnant women themselves are the decision maker on where to deliver
their baby (MSNA 2019).
94. For example, Who, What, Where and When (4Ws), Early Warning Alert and Response System (EWARS), District Health Information System (DHIS2), Sexual and Repro-
ductive Health (SRH) service delivery data, Community Health Working Group (CHWG) data.
69
EDUCATION
SECTOR OBJECTIVES
1. Access – Expand and strengthen immediate access to equitable learning opportunities, in a safe and
protective environment, for affected Rohingya refugee and host community girls and boys aged 3-24
years old. (SO1, SO2, SO3 & SO4)
2. Quality – Provide quality inclusive education to Rohingya refugee and host community girls and boys
aged 3-24 years old, aligned with Education Sector standards and within the separate frameworks for
education, and increase teaching-related professional development opportunities. (SO1, SO2, SO3 &
SO4)
3. Community Engagement – Ensure Rohingya refugee and host community ownership and active
participation and engagement in the education of girls and boys aged 3-24 years old. (SO1, SO2 &
SO3, SO4)95

USD 69.0M Despite significant progress during the last two years in providing safe
and systematic access to learning opportunities, more than 30 percent
POPULATION TARGETED of Rohingya children and youth aged 3-24 years old still require access
to education. 69 percent of Rohingya refugee households reported
421,771 at least one 5-17 years old aged child not benefiting from any learning
opportunities.96 Furthermore, an alarming 83 percent of the adolescents
and youth aged 15-24 years old don’t have access to any educational
375,924 or skills development activities, including some whose limited education
Rohingya Refugees
was interrupted by displacement from Myanmar.
45,847
Bangladeshi Host Community Education in emergencies provides children with a positive sense of
purpose and equips learners, of all ages, with the life skills, knowledge,
19 values, attitudes and behaviours that foster, critical thinking, empathy
Sector Projects and the ability to build communities. Education provides children with
life-saving information aimed at building an understanding of their rights
19 28
Appealing Implementing and responsibilities and strengthening disaster awareness, hygiene, and
Partners Partners
other survival skills. Conversely, the lack of basic education services
has lifelong consequences. In the absence of education and other
CONTACT opportunities, children, adolescents and youth are more vulnerable to
Government of Bangladesh: the risk of early marriage, child labour, trafficking, sexual and gender-
Ministry of Primary and Mass Education based violence, exploitation and abuse, and increases the likelihood of
Sector Co-lead Agency: UNICEF / Save engaging in harmful activities including criminality.
the Children
Sector Coordinator: Socio-cultural barriers (23 percent), early marriage (36 percent) and the need
Sharmila Pilai / edusector.cxb@humani- to provide support at home (20 percent) are the main factors preventing
tarianresponse.info ;
Matthew Swift / matthew.swift@ children and youth from fully accessing educational opportunities.97 While
savethechildren.org much work has been done, issues of gender inclusiveness in learning
centres also requires further attention with greater effort required to
provide gender segregated latrines and gender separated classrooms.
Children with disabilities encounter additional barriers to access, such as
the lack of ramps, the steep, rough terrain, as well as the unavailability
of inclusive teaching-learning materials. Consequently, children with
disabilities are 10 to 40 percent less likely to attend learning facilities than
children without.
70
The development of the education strategy was Education partners aim to further improve the quality
informed by a number of reports and assessments of the teaching-learning environment, with qualified
to garner beneficiary feedback including the REACH instructors and adequate learning materials. The
Education Needs Assessment March 2019, the 2019 Education Sector will keep working with competent
Multi Sector Needs Assessments, and research on entities on quality assurance of current LCFA
the ‘Voices of children’ conducted by World Vision materials, books, teachers’ guides, teacher training
International. materials, and learning assessment tools, many of
which will also be used to help the eventual transition
NEEDS OF HOST COMMUNITIES to other curriculum options, such as the Myanmar
national curriculum.
The rapid influx of August 2017 has stretched the
resources, of the communities and schools of Ukhiya As an initial step to transition to formal learning,
and Teknaf Upazilas, where enrolment and retention the Education Sector plans to initiate the Myanmar
are among the lowest in the country. Only 60 percent Curriculum Pilot (MCP) project in 2020 for Rohingya
of children and youth aged 12-24 reporting having refugee children and youth, with a view to improving
completed primary school in Teknaf and 75 percent their access to and quality of education and facilitating
in Ukhiya.98 the sustainable repatriation of children once
conditions necessary to support safe, voluntary and
Barriers to education are varied and include being dignified return exists. This also meets the long and
engaged in household chores or economic activities consistent desire of parents and children in the camps
necessitated by high rates of inflation,99 as well to access education in the Myanmar curriculum. The
as increased feelings of insecurity attributed to curriculum will be aligned with the Myanmar national
criminality and road traffic congestion. As for host curriculum framework, with adaptations appropriate
community youth, only 26 percent reported attending for the context of the camp and the needs and
formal education during the current academic year. feedback of Rohingya children. Starting from the
second quarter of 2020, the Myanmar middle school
The quality of education has also been impacted curriculum (Grades 6 to 9) will be introduced on a
due to the choices made by some community para- pilot basis for 10,000 adolescents. In 2021, this will
teachers to seek higher-paid employment available be further expanded to introduce Grade 10 and
in the camps with humanitarian organisations. Grade 1, the first year of primary school. Using the
English version of the Myanmar curriculum will ease
the transition from the current LCFA, where English
SECTOR RESPONSE STRATEGY is used as the medium of instruction, and help to
overcome the challenge of teacher availability.
ROHINGYA REFUGEE RESPONSE
In addition, the Education Sector is developing
STRATEGY100 gender-responsive and age-appropriate Early
Childhood Development (ECD) content and materials
Together with the Refugee Relief and Repatriation
for 3 to 5, year old children. With the guidance for
Commissioner (RCCC) and the Ministry of Primary
the newly developed inter-sectoral ECD Working
and Mass Education, the Education Sector will
group, this will utilise an integrated approach, inviting
ensure uninterrupted education for Rohingya
the Child Protection Sub-Sector, Health, Nutrition and
children using the Learning Competency Framework
WASH sectors and the Gender Hub to work together
and Approach (LCFA), and with the piloting of the
to address the development needs of children.
Myanmar curriculum for secondary level learners, as
recently approved by the Government of Bangladesh
Some 83 percent of youth and adolescents do not
in a positive step to expand access to education for
have access to any education causing frustration and
Rohingya refugees. To date, levels 1-2 of the LCFA
preventing this cohort from accessing practical skills
have officially been approved by the Government
training opportunities. Education partners will build on
of Bangladesh, through the Guideline for Informal
progress made since mid-2019,101 in enrolling youth
Education Programme (GIEP), while Levels 3-4 remain
in education programmes, including basic literacy
under review.
DISAGGREGATED DATA
Total Children (0-3) Children (4-5) Children (6-14) Children (15-18) Children (19-24)
Population Type Total Female Total Male Female Male Female Male Female Male Female Male Female Male
Rohingya 186,256 189,668 17,514 17,849 31,756 33,038 103,757 111,103 26,843 23,026 6,386 4,652
Bangladeshi 22,797 23,050 - - 7,556 7,492 14,070 14,429 836 816 335 313
71
and numeracy, and will expand skills development In order to mitigate the effects of the influx, which has
programmes and vocational training to engage particularly hampered the continuation of education
adolescents and youth productively and facilitate for adolescents and youth, and to mitigate negative
their sustainable reintegration back into Myanmar coping mechanisms and protection risks, education
society. Rohingya refugees from 3 to 24 years old partners will give special attention to support
will also receive informal education in English and programming targeting adolescents and youth,
Myanmar language, in line with the Government of especially girls. Education partners will provide a
Bangladesh’s policy framework. comprehensive package of adolescent and youth
programming, following Government guidelines, in
The Education Sector will enhance the engagement the most vulnerable communities in Cox’s Bazaar
of affected populations in their children’s education district. This will include basic literacy and numeracy,
through cooperation with community leaders, the provision of life skills and expanding existing skills
religious authorities and community-based informal development and vocational training programmes
education networks, some of which have been based on relevant needs and in collaboration with
using Myanmar textbooks. The expansion of existing other sectors. All skills development programmes will
alternative modalities,102 such as the community- be developed in consultation with district educational
based learning facilities or structures established by authorities. Further, 300 youths from Ukhiya and
other Sectors, will facilitate access to populations Teknaf will be given the opportunity to access
that cannot enroll into the traditional learning centres, vocational college and polytechnic institute courses
in consultation with the communities within the in Cox’s Bazar.
catchment area. These efforts will complement the
strategy of constructing two-storey medium hazard- The Education Sector will also engage with
resistant learning centres and help to mitigate the communities through School Management
challenge of space scarcity in the camps. These Committees, parenting sessions, and community
structures, which are safer and more sustainable, awareness and sensitization on disaster risk
have respectively been developed with the Shelter management and the importance of education.
and the SMSD Sectors and can be adapted to other Learning facilities are one of the platforms used to
Sector needs. disseminate life-saving messages to the community.
During the regular monsoon, learning centres are
HOST COMMUNITY RESPONSE also used as 72-hour temporary collective shelters
when the need arises.
STRATEGY
Following systematic consultations with the PREPAREDNESS AND RESPONSE
Additional Deputy Commissioner, the District Primary FOR CYCLONES AND OTHER MAJOR
Education Officer (DPEO) and the District Education
Officer (DEO), the Education Sector’s host community WEATHER-RELATED DISASTERS
strategy is aligned with the priority needs identified by
The Education Sector will preposition material
the Government of Bangladesh. Further, to ensure the
supplies, including emergency kits in preparedness
transparency of aid provision and avoid duplication,
for cyclones and other natural disasters.
efforts are underway to improve information sharing,
including by establishing an Education Sector work
area within the DPEO premises and a conference CROSS-CUTTING ISSUES
and training room where Education Sector meetings,
as well as DPEO trainings and conferences, will take Protection mainstreaming (including child
place. The DPEO and DEO will also be supported safeguarding)
to improve data systems and strengthen their
institutional capacities. Equitable consideration of all children’s protection,
safety, and other vulnerabilities, including the specific
Based on the needs identified with Government needs of children with disabilities, will facilitate
authorities, Education partners will focus on the, the implementation of key elements of protection
rehabilitation of school infrastructure, and the mainstreaming: safety, dignity and avoiding causing
provision of education supplies, with priority given harm; accountability; participation and empowerment;
to the 10 primary and 10 secondary schools selected and meaningful access.
by DPEO and DEO in Ukhiya and Teknaf. Partners
will also support the DPEO and DEO to improve Learning facilities are protective and child friendly.
the quality of education through the professional Programme activities to refurbish and provide
development of teachers and para-teachers working materials and equipment take into consideration
in government and informal schools.103 safety, protection, age-appropriateness, and security.
72
Learning facilities are located with due consideration facilities, which Education partners will expand and
to distance from traffic risks, crowding, and natural strengthen to prevent exclusion of girls and boys,
hazards. Gender segregated WASH facilities ensure as well as access to child and gender-friendly
protection and dignity and are designed to prevent WASH services. Alternative learning facilities will, for
diseases and other health risks. example, offer the possibility of enrolling adolescents
and youth in sex-segregated facilities after a certain
A participatory approach to the development of age, or with same-sex facilitators. Community-focused
teaching and learning materials will ensure the programmes will raise awareness of the importance
content and approach are gender, cultural, and conflict of education for all.
sensitive. Teaching and learning materials contribute
to strengthening protection principles, including Environment and eco-system rehabilitation /
child and adolescent rights, civic education, and the Disaster Risk Reduction
importance of critical services being accessible.
The 2020 response will ensure the upgrading
Awareness sessions provided to caregivers will of learning facilities with proper drainage, waste
ensure community engagement, increase knowledge management systems and space allocation based
of child rights, and mitigate such protection risks as on WASH and SMSD minimum standards. Teaching-
child and forced marriage, child trafficking and child learning and life skills materials will include
labor. Partners will be sensitized to the rights of dignity environment-friendly sensitization programmes,
to children and positive discipline. “Community enabling children and youth to cascade awareness
watch” programmes help to ensure protection of raising to their communities. Initiatives, such as the
the most vulnerable children, which is reinforced greening of learning facilities and establishment of
through the dissemination of messages developed in kitchen gardens will continue, with children and youth
consultation with relevant Sectors. being encouraged to plant trees and to manage
waste and water properly in order to maintain a
Gender mainstreaming healthy ecosystem.
The Education Sector will continuously collect The introduction of the two-storey medium hazard
and analyze data (disaggregated by age, sex and resistant learning centres would facilitate more
disability) to ensure that all targeted children have effective management of limited space within the
access to safe, protective, gender-responsive and camps and offer safer emergency shelter in case
accessible learning environment, including through of disasters arising from natural hazards. Disaster
the Myanmar Curriculum Pilot. risk reduction is integrated within in capacity-
sharing activities for learning facilitators. Facility-
Education partners will provide gender and wise emergency plans, adjusted to different types
inclusion sensitive trainings for facilitators and of disasters include alternative arrangements for
design and develop gender-responsive content and learning facilities, the safety of persons, psycho-
material for teaching-learning, planning, managing social support and the security of materials. Disaster
and coordinating such as integrating menstrual risk management awareness sessions held in
health and hygiene sessions for adolescents and learning centres for the community, followed by
youth. Programming will minimize gender and periodic simulation and mock drills, will strengthen
inclusion barriers for children and youth through preparedness.
the improvement of access to alternative learning
95. To cost the JRP 2020, the Education Sector held a budget planning workshop during the development of the JRP in November 2019. The methodology used calculate
partners budgets was based on costing activities per child guided by the HRP Costing Methodology Options 2017 document, found at https://:www.humanitarianresponse.
info/files/documents/files/hrp_costing_methodology_options.pdf. A cost per beneficiary/activity guidance note was developed by sector partners to then frame their
submission to the JRP.
98. Joint Multi Sector Needs Assessment, ISCG, May 2019,
100. In addition to the activities outlined in the Joint Response Plan, the Education Sector will closely work with other Education actors, such as the World Bank and the
Islamic Development Bank.
101. From 3 percent to 11 percent of enrolment within four months.
102. Community-based (home-based, religious schools, etc.) and cross-sector shared learning facilities (i.e., Girls Friendly Spaces, Child Friendly spaces, Adolescents
clubs, etc.) currently account for 40 percent of all learning facilities. They provide access to 22 percent of the children enrolled in the camps.
103. Community-based schools, established and implemented by the population where no government schools exist, are led by para-teachers. The humanitarian com-
munity also establishes learning centres in host community where government schools are not available.
73
NUTRITION
SECTOR OBJECTIVES
1. Reduce excess mortality and morbidity among boys and girls under 5 years old, Pregnant and Lactating
Women and other vulnerable groups through provision of life-saving interventions to treat Severe and
Moderate Acute Malnutrition. (SO2 & SO3)
2. Reduce the burden of malnutrition among boys, girls, Pregnant and Lactating Women and other
vulnerable groups through the strengthening and scale-up of malnutrition prevention interventions.
(SO2 & SO3)
3. Strengthen the collective Nutrition Sector response through timely collection and analysis sex and
age disaggregated nutrition data, information management and effective coordination. (SO1)

USD 39.9M The Nutrition Sector partners scaled up nutrition services across all
camps resulting in further stabilisation of the nutrition situation in 2019,
POPULATION TARGETED It is currently below the WHO emergency threshold for Global Acute
Malnutrition (GAM) of >15 per cent but remains serious according to the
395,050 most recent Standardised Monitoring and Assessment of Relief and
Transitions (SMART) nutrition surveys conducted in October 2019.
271,403 The findings indicate a significant decline in the prevalence of GAM in the
Rohingya Refugees
camps from 19.3 percent after the influx to 10.9 percent in October 2019.
123,647 In Nayapara Registered Camp, which existed before the 2017 influx, GAM
Bangladeshi Host Community prevalence declined only slightly from 14.3 percent to 13.3 percent though
statically no significant difference. Anaemia prevalence among children 6
09 to 23 months – 59.6 percent – and stunting among children <59 months
Sector Projects – 32.6 percent – remains a major public health concern .
09 13 Coverage of nutrition services across the camps has increased. All
Partners Partners
communities can reach a nutrition facility on foot in less than 30 to
45 minutes. Utilisation of nutrition services by some Severe Acute
CONTACT Malnourished (SAM) and Moderate Acute Malnourished (MAM) children
Government of Bangladesh: and Pregnant and Lactating Women (PLW), however, is limited by other
Civil Surgeon (Ministry of Health and reasons related to socio-cultural and behavioural issues, as shown in
Family Welfare)
an Infant and Young Child Feeding (IYCF) monitoring exercise. Other
Sector Lead Agency: UNICEF assessments indicate that relevant nutrition sensitive interventions,
Sector Coordinator: such as income generating activities, kitchen gardens, etc. – which can
Bakhodir Rahimov / [email protected] contribute to the reduction of malnutrition are difficult to implement due
to space and other constraints.
The report indicated that infant and young child feeding practices are
sub-optimal, with 50 percent of children under six months not exclusively
DISAGGREGATED DATA
Rohingya 200,000 71,403 128,936 71,403 71,064 -
Bangladeshi 99,604 24,043 67,091 24,043 32,513 -
74
breastfed (EBF) by their mothers in the camps and the need for continuous awareness creation and
26 percent of children less than six months not sensitisation.
exclusively breastfed in Nayapara Registered Camp.
Some 45 percent of infants in the camps and 24 The Nutrition sector recognises the need and
percent in the Nayapara Registered Camp were not importance of multi-sector collaboration in addressing
being breastfed within one hour after birth. the causes of malnutrition, especially in Teknaf
and Ukhiya, particularly because of the uncertain
The rationalization of service delivery for nutrition has prospects for solutions for the Rohingya refugees
progressed, with the Nutrition Sector coordinating and the strains created for the host community.
the allocation of individual catchment areas for more
than 90 percent of the curative facilities, which has SECTOR RESPONSE STRATEGY
resolved problems of overlap and duplication. The
Sector will complete the integration and restructuring
process in 2020. ROHINGYA REFUGEE RESPONSE
STRATEGY
NEEDS OF HOST COMMUNITIES
Together with the Civil Surgeon of the Ministry of
A SMART survey conducted in Teknaf and Ukhiya Health and Family Welfare and the Refugee Relief
Upazilas in March 2018 indicated GAM prevalence and Repatriation Commissioner, the Nutrition Sector
to be 11.4 percent with approximately 8,322 children will support and operate facilities and deliver
suffering from acute malnutrition, a situation classified services that ensure malnourished children under
as serious according to the WHO emergency age 5, Pregnant and Lactating Women and other
thresholds. The same survey estimated the rate of vulnerable persons are identified, effectively referred
the Severe Acute Malnutrition (SAM) rate to be 1.5 for treatment and followed up after the successful
percent in both Upazilas, indicating that around 1,095 completion of their treatment. In 2020, the Nutrition
children are affected, which is a serious concern. partners will focus strongly on (i) improving the
quality of services provided by nutrition facilities,
Expanding utilisation of Outpatient Therapeutic including outreach, referral and follow-up. Also, the
Program (OTP) and Supplementary Feeding Program (ii) the Nutrition Sector will continue to tackle the
(SFP) services, particularly for vulnerable groups, fragmentation of services to ensure rationalisation of
requires increased access and coverage. Effective services provided through facilities in each camp. The
community outreach activities are essential to allow nutrition partners have agreed to restructure facilities
for the timely identification, referral and follow up to ensure the continuum of care by integrating TSFP,
for the treatment of Severe Acute Malnourished, OTP and other nutrition services. The Sector will
Moderate Acute Malnourished and Pregnant and promote the strengthening of services through the
Lactating Women at the centre level, coupled with application of standardised tools, roll out of training
continuous nutrition and health education promotion and regular re-training for staff in all facilities, as well
activities. as through supportive supervision and coaching
on the job to ensure that the knowledge, skills and
Infant and Young Child Feeding (IYCF) survey results confidence of all staff enable them to provide high-
revealed that nearly half of the mothers did not initiate quality services.
breastfeeding within one hour after birth and that
only 50.7 percent of mothers exclusively breastfed The Nutrition Sector will complement these curative
their children within the first 6 months. These findings approaches with significantly strengthened preventive
also indicated that children receiving the minimum actions aimed at reducing the risk of children under
acceptable diet remain at 17 percent, which is low, five, Pregnant and Lactating Women and other
as is the score for minimum dietary diversity at 20.6 vulnerable groups of becoming malnourished. These
percent. A coverage survey conducted in March efforts will include Blanket Supplementary Feeding
2019 found that only 60.9 percent of SAM cases and an enhanced focus and strategy for promoting
have access to OTP services and that less than 49.5 Infant and Young Child Feeding Education (IYCF-E)
percent of the children suffering from Moderate services, both at the household level through, for
Acute Malnutrition (MAM) had access to Targeted example, information dissemination, as well as
Supplementary Feeding Programme (TSFP) services, through community groups and meetings to share
which reflects a 10 per cent decline compared to a information about important hygiene, behavioural
2017 survey. According to these findings, almost 25 and other issues that affect nutrition.
percent of respondents were not aware that their
child was sick and did not have information about The Nutrition Sector in a close partnership with
the availability of Community-based Management the health sector in general and with the Sexual
of Acute Malnutrition (CMAM) services, which shows and Reproductive Health (hereafter referred to as
75
SRH) partners specifically, will pilot a joint training a survey plan for assessments that will be carried out
programme for midwives, community health workers in the host communities in 2020, following the 2018
and traditional birth attendants (hereafter referred SMART survey and coverage survey conducted this
to as TBA) on promoting of exclusive breastfeeding year, which will inform efforts to scale up assistance
in communities. The antenatal care centres could further.
support nutrition sector in promoting of recommended
feeding for pregnant and lactating women and PREPAREDNESS AND RESPONSE
preventing of anaemia.
FOR CYCLONES AND OTHER MAJOR
The Nutrition Sector will continue to strengthen
coordination and collaboration of partners to
WEATHER-RELATED DISASTERS
ensure high-quality services are available and The Nutrition Sector is prepared to take the following
easily accessible to the Rohingya refugees and to actions in a severe weather scenario:
eliminate gaps and duplications gaps in service
provision. The Nutrition Sector will strengthen the 1. If access to facilities becomes difficult, the Sector
camp-level coordination among nutrition partners will provide double rations so that people only
and with related Sectors, including continuing need to come once every 2 or 4 weeks for
work on the rationalisation of services and facilities treatment.
and day-to-day problem-solving at the operational
level, complemented by coordination and technical 2. If facilities cannot function, the Sector staff
working group activities in Cox’s Bazar. trained to operate as “Mobile Nutrition Teams”
will ensure continuity in services. All Nutrition
Improvement of monitoring and data analysis tools partners will have a budget allocation in 2020 to
and the regular collection of evidence will continue, enable emergency repairs or re-establishment of
including a series of assessments and surveys, to damaged facilities.
guide the Sector response. The Nutrition Sector will 3. In the case of cyclones, the Sector will request
study the perceptions, knowledge, attitudes and all facilities to close 1 to 2 days in advance and
behaviours of the communities, establishing a better inform the people receiving services accordingly.
understanding of the relevant socio-cultural, religious In-patients treated in Stabilisation Centres will be
and other factors that influence their understanding transferred to cyclone-resistant health facilities
and behaviour. Based on this knowledge, existing before landfall.
IYCF and other materials, the Nutrition Sector may
revise and the communication approach with the The Government of Bangladesh will lead disaster
communities modified. The Nutrition Sector will preparedness and response in the host communities.
establish gender and age-responsive feedback The Nutrition Sector has brought the JRP partners
and communication mechanisms, enabling the and Government officials and agencies together
communities to have a voice in planning and during 2019 through workshops and other activities
monitoring of the quality and effectiveness of nutrition to sharing information on their respective plans and
services. understand better how all actors could work together
most effectively should a large-scale weather-related
HOST COMMUNITY RESPONSE disaster impacting on the Rohingya camps and the
neighbouring host communities.
STRATEGY
In coordination with the Ministry of Health and Family
Three Nutrition Sector partners support the Civil
Welfare, Nutrition partners support the strengthening
Surgeon’s office in providing nutrition services for
of the emergency preparedness and response
the host communities in the eight Unions in Cox’s
planning and capacities based upon three severity
Bazar District – Palongkhali, Jaliapalong, Whykong,
scenarios for weather-related disasters. These
Nhila, Baharchara, Teknaf Sadar, Teknaf Pouroshova,
measures will be similar to those foreseen to ensure
Rajapalong – that are most affected by the large
continuity in nutrition services in the camps.
presence of the Rohingya. Nutrition partners scaled-
up support for the delivery of curative nutrition services
– SAM and MAM – in all health centres in 2019, CROSS-CUTTING ISSUES
including the provision of equipment and commodities
and capacity-strengthening support for staff. These Protection mainstreaming (including child
partners also support preventive interventions, such safeguarding)
as IYCF and other services, working in cooperation
with such other Sectors as WASH, Education and The nutrition sector in a close partnership with
Food Security. The Nutrition Sector has established the Protection Sector will pilot expanded active
76
community nutrition screening interventions. During will be conducted systematically and regularly in
nutrition screening, it could be possible to identify a 2020 in every camp.
child protection concerns including violence, abuse
and neglect. The nutrition front-line service providers Training and capacity building for staff represents an
will be trained on child protection principles, ongoing commitment by the Nutrition partners. All
confidentiality, identification of signs of abuse and partner personnel are well-trained on GBV and Child
referral pathways. The front-line nutrition service Protection and have signed commitments in relation
providers also could provide aggregate data on to PSEA, as part of the Code of Conduct. Nutrition staff
suspected cases of neglect, abuse and domestic will also receive additional training on PSEA, GBV,
violence, and, in line with principles of data protection gender issues and interpersonal communication next
and confidentiality, support referral for follow up year so that women seeking services are treated with
specialised home visits. Also, Nutrition Sector will respect and referred appropriately.
support identification of children with different types
of disability (in line with the Washington Group Short Nutrition partners also advocate on the key cross-
Set of Disability Questions: WGSSQ) and, where cutting issues within the host community by engaging
a child has any signs of disability (according to the with forums with men, adolescent boys, Community
general observation or information from a caregiver) Groups, Community Support Groups and local level
a caregiver (mother) will be advised, if unaware, to coordination meetings, to ensure the safety of all-
visit the specialised facilities (the referral pathway will female staff and people receiving nutrition services.
be received from the Protection sector) for getting
support in caring of a child with the respective Gender mainstreaming
disability.
Nutrition partners will ensure that Pregnant and
The Sector will use “naturally fit” service integration Lactating Women, adolescent girls and children
which at this stage mostly includes Health and WASH attending nutrition facilities and that female staff
sectors. However, the Nutrition Sector will further engaged in outreach activities will be safe, as
explore integration opportunities with education for emphasised above. As also noted, the Nutrition
possible piloting of comprehensive intersectoral Sector will ensure the coordinated and effective
early childhood care and development under IYCF-E mainstreaming of gender, together with the GiHA
(Mother Support Groups, IYCF corners, OTP facilities). WG, Gender Hub, Protection Sector and GBV Sub-
Early childhood care and development modules Sector and others, to improve awareness of available
for IYCF-E service needs will be developed in a services and access to them. Through training will
consultation and technical support of the Education also help staff to identify possible those among the
Sector. women, girls and children receiving nutrition services
who may need a referral for Protection, GBV or Child
The Nutrition partners will ensure that attending Protection Services.
nutrition facilities will be safe and that outreach
activities provided by female staff will be carried out Environment and eco-system rehabilitation /
in a manner that it will not jeopardise their safety. Disaster Risk Reduction
The Sector will work more closely with the Protection
Sector and GBV Sub-Sectors and others to ensure The Nutrition Sector advocates for fuel-efficient
that women and girls receive the information and cooking and food preparation, and planting of trees
messages they need to have improved access to within the grounds of nutrition facilities. In the host
nutrition services. The training of Nutrition Sector community, the Nutrition partners support an initiative
staff on GBV issues will strengthen their ability to to collect and transport empty therapeutic food
refer women, girls and children who might have been sachets and other waste for recycling in collaboration
subject to violence to relevant facilities operated by with recycling services in Dhaka.
the Protection GBV or Child Protection partners.
The Nutrition Sector has undertaken and supported

surveys aimed at identifying and better understanding
the socio-cultural, religious and other factors that
affect the ability of caregivers in the Rohingya refugee
and host communities to utilise nutrition services.
These efforts will continue with the objective of
reducing gender, age and other diversities related
barriers and improve access to important information
and services. Nutrition partners initiated structured
community engagement in 2019, and these meetings
77
COMMUNICATION
WITH COMMUNITIES
SECTOR OBJECTIVES
1. Improve access to information for women, girls, men and boys – with a focus on currently underserved
areas and groups – through rationalized, community-centric, gender-responsive and evidence-based
communication and community engagement approaches. (SO1, SO2, SO3 & SO4)
2. Improve participation of and accountability to women, girls, men and boys from affected populations
following minimum standards for the referral and resolution of community feedback and through
increased use of collective data analysis. (SO1, SO2, SO3 & SO4)
3. Reinforce coordination, advocacy and technical support across different Sectors and stakeholders for
mainstreaming CwC and Accountability to Affected Populations (AAP) principles104 enabling people to
have access to life-saving information and knowledge on rights and services, working with respect for
the laws and policies of the Government of Bangladesh. (SO1, SO2, SO3 & SO4)105

USD 10.0M The response has achieved some good progress in terms of the affected
population being able to access information. Earlier assessment showed,
POPULATION TARGETED seventy-five percent106 of the Rohingya community feel it is easier to get
information in the last six months, and ninety-two percent107 feel that they
910,060 have enough information to make decisions for themselves and their
families. Gaps remain, however, in who can access information, which
are driven by vulnerability and geographic locations. Women, people
687,395 with disabilities and older people are underserved by current community
Rohingya Refugees
engagement strategies and information channels. Access to information
222,665 also varies across issues.
Bangladeshi Host Community
Seventy-eight percent of households report no barriers when interacting
06 with the humanitarian community, although the barriers that remain tend
Sector Projects to impact more strongly on vulnerable groups. Seventy-six percent of
06 11 households say their opinion is sometimes or always taken into account
Appealing Implementing – leaving almost a quarter who feel that their opinion is rarely or never
Partners Partners
taken into account. A substantial number of Rohingya refugees – around
forty percent – are still not aware of complaints and feedback systems
CONTACT or how to use them. Language is also an issue for Rohingya refugees
Government of Bangladesh: Refugee when considering giving feedback, with fifty-five percent saying they
Relief and Repatriation Commissioner cannot talk to aid providers and fifty-nine percent saying only some aid
(RRRC)
workers speak their language. Standards for Complaints and Feedback
Working Group Lead Agency: IOM Mechanism referral pathways are under development.
Sector Coordinator:
Md. Mahbubur Rahman / cxb.cwcwg@
gmail.com
DISAGGREGATED DATA
Rohingya 359,239 328,156 144,890 151,463 214,349 176,693
Bangladeshi 110,598 112,067 49,626 50,285 60,972 61,782
78
NEEDS OF HOST COMMUNITIES The CwC partners will continue to support a range of
approaches, methods and platforms that address the
While access to electronic and print-based information different and changing ways through which Rohingya
channels is more widespread in the host community, refugees access information and give feedback,
some of these channels have a tendency to provide taking into account age, gender and other diversity-
information from a single perspective or focus on related barriers. In 2020, this will include agreement
sensational or extreme angles to stories rather than of minimum standards for complaints and feedback
on supporting members of the host community with mechanisms, which will be promoted to all Sectors
advice or information. A lack of credible information and their partners for adoption into their systems.
results increasingly in rumours and misinformation The Sector will support introduction of the minimum
filling the information void. standards with capacity building support, along with
joint efforts to improve community awareness of and
A few CwC face-to-face information hubs in the host access to feedback and complaints mechanisms.
community and some broadcast radio content and
face-to-face community engagement activities have The Working Group will continue, strengthen and
targeted host communities. The scale and scope structure capacity building on CwC issues through
of this work, however, is currently too low to meet consolidated planning, harmonization of curriculums
information needs. Similarly, access to complaint where appropriate, and forming a central pool of
and feedback mechanisms is much lower within the trainers to support Sector-level capacity building
host community, with only 37 percent of those who initiatives. Government staff in camps will be
received services or support from humanitarian oriented on CwC principles, standards, processes
organisations saying that they knew how to make and activities through the Site Management Sector’s
suggestions or complaints about those services. capacity sharing initiative.
More systematic community engagement targeted
to the host community is needed, in recognition Following the response-wide agreement to adopt
of the fact that they have different communication common indicators on accountability to affected
preferences from Rohingya refugees. populations (AAP), the CwC Working Group will
support the whole humanitarian community through
continued operationalisation of the Accountability
SECTOR RESPONSE STRATEGY Manifesto. The Working Group will continue to provide
advocacy and technical support to other Sectors
Based on different assessments (e.g. MSNA), focus including Protection, PSEA Network, GiHA WG and
group discussions (e.g. NPM), beneficiary perception Site Management. Efforts will focus on developing
surveys (e.g. GTS) and analysis of regular feedback overall and Sector-specific strategies mainstreaming
received in 2019 through community outreach as and technical collaborations.
well as different CFM mechanisms, the following
strategies have been adopted: With CwC 4Ws, assessments and analysis being
well-planned and coordinated in order to monitor
progress, the Working Group will continue to identify
ROHINGYA REFUGEE RESPONSE gaps and provide evidence-base for prioritization of
STRATEGY efforts in different sectors.
Together with the Refugee Relief and Repatriation HOST COMMUNITY RESPONSE
Commissioner, the CwC Working Group will work on
ways to improve the availability of information and STRATEGY
access to complaints and feedback mechanisms
in harder to reach geographic areas and camps Complementing ongoing coordination with Refugee
populations, including such potentially vulnerable Relief and Repatriation Commissioner’s office, the
individuals as women and girls, the elderly and CwC Working Group will establish formal and regular
people with disabilities. The CwC Sector will achieve collaboration with Bangladesh Betar, the State-owned
this through a review and analysis of geographic radio institute, the District Relief and Rehabilitation
coverage and agreement on general standards based office and the District Information Office.
on access and coverage ratios. The substantive
information exchanged through CwC platforms The host community population (above 5 years) in
will also be reviewed to ensure Rohingya refugee unions adjacent to camps (within the 5 km radius)
perspectives on the situation in Myanmar and their will be targeted. The communities will be reached
prospects for return drive the pursuit of Strategic through different communication means including
Objective 4. radio programing, community mobilization various
campaigns which allows to reach widespread
79
population in host community. The CwC Working

Group will seek to improve access to information and
accountability services within the host community, CROSS-CUTTING ISSUES
based on analysis of local capacity and gaps.
Needs that are specific to the host community will
Protection mainstreaming (including child
be addressed by providing services that help the
safeguarding)
community identify and dispel rumors and fake news
in the community that leads to disharmony. The CwC The CwC Working Group will strengthen coordination
partners will promote communication approaches with the Protection Sector, Child Protection Sub-
that support peaceful co-existence both within the Sector, Gender Hub and PSEA Network, ensuring
host community and between the host and Rohingya joint initiatives on information, communication and
community, including increased use of information feedback provisions.
hubs and radio listener groups with focused radio
programing. The materials will use appropriate In consultation with protection sector and its
languages and adapt messaging to the cultural subsectors CwC WG will continue to identify key
context. areas for collaboration/technical support and
accordingly work together to develop messages,
PREPAREDNESS AND RESPONSE contents and information services to serve the
population with simple, easily accessible and
FOR CYCLONES AND OTHER MAJOR understandable information on issues that relates
WEATHER-RELATED DISASTERS to their day to day life as well their future concerns.
Continuous collaboration will be maintained with
The CwC Working Group will implement the following relevant actors including different sectors and
preparedness activities: government entities for information provision on
community’s concerns as they arise. Based on needs
• Enable Rohingya refugees to listen to Early
and gaps identified through analysis of community
Warning messages.
feedback and assessment findings, CwC actors will
• Ensure the most vulnerable and marginalized develop information products (message/materials)
groups, including women and girls, persons with and disseminate them through multiple means for
disabilities, and elderly, can access information awareness raising, sensitization and advocacy.
through all CwC dissemination channels.
Gender mainstreaming
• Collect, analyse and share relevant concerns and
feedback from women, girls, men and boys from The Working Group will strengthen coordination
the community. with PSEA network, GBV Sub-Sector, GiHA Working
Group, Gender Hub and gender focal points. During
• Prepare and adjust CwC messages, materials community mobilization, CwC partners will consult
and content for the Rohingya community, as well with specific groups, including women and children,
as for the host community. and organisations to identify gender-related issues
• Provide technical support to different Sectors and solutions. The Working Group will also undertake
in developing and adjusting their community- more targeted campaigns on those issues for specific
focused messages and materials. audiences and strengthen referral pathways and
follow up, as well as providing training for information
• Coordinate with Site Management Sector hub and other CwC staff and volunteers that deal
to ensure that communication materials are with reporting and referral of sensitive cases.
prepared and in place, such as megaphones,
flags, flag posts, sirens, and display boards.
• Train the trainers to enable them to facilitate field- Environment and eco-system rehabilitation /
level training, orientation and planning sessions, Disaster Risk Reduction
including with camp-level Disaster Management
Committees. Environment and eco-system rehabilitation: The CwC
• Conduct awareness campaigns with relevant Working Group will pursue stronger coordination
messages and materials through all CwC with the Energy and Environment Technical
dissemination channels, including radio, Working Groups and provide support for needs and
information hubs, listener groups, and inter- community feedback analysis. The CwC partners
personal communication sessions. will offer technical support for the development and
adjustment of messages and materials, as well as
support for rolling out awareness campaigns.
80
Disaster Risk Reduction: The CwC partners will

prepare Disaster Risk Reduction messages and
related content, collaborating with Government and
other Disaster Risk Reduction structures, advocating
for CwC efforts to reach vulnerable and marginalized
communities.; and supporting evidence-based
advocacy for Sector-specific actions aimed at
integrating CwC within Disaster Risk Reduction
efforts.
104. AAP is defined as 'an active commitment by humanitarian actors and organisations to use power responsibly by taking account of, giving account to, and being held
to account by the people they seek to assist'.
105. The funding requirement ($10 M) includes allocation for refugees ($7.5 M) and host communities ($2.5 M) to implement information service center and CFM mecha-
nism (35%), communication resources (21%), community mobilization (19%), capacity development (20%) and Assessment/research (05%).
106. Common Service for Community Engagement & Accountability / Internews: Information Needs Assessment, 2019
107. Common Service for Community Engagement & Accountability: How effective is communication in the Rohingya refugee response?, 2018
81
COORDINATION
SECTOR OBJECTIVES
1. Support leadership and coordination to ensure an effective response, with protection and solutions as
the foundation. (SO1, SO2, SO3, & SO4)
2. Foster a common understanding of the context, needs, priorities, response progress and gaps. (SO1,
SO2, SO3, & SO4)
3. Promote an efficient and well-resourced response through effective advocacy and resource
mobilization efforts. (SO1, SO2, SO3, & SO4)
FUNDING REQUIRED NEEDS ANALYSIS

Delivering a timely, effective and efficient humanitarian operation that has
USD 3.6M protection at the centre requires solid coordination to hear the voices of
Rohingya refugees and people living in host communities, assess their
needs and translate these findings into solid, evidence-based strategies
POPULATION TARGETED and programmes that have Government’s backing, and earn the support
of international donors.
1.3M Under the overall leadership and coordination of Government of
Bangladesh, nine United Nations agencies and more than a hundred
855,000 international and national NGOs and other humanitarian entities
Rohingya Refugees are responding to the crisis.108 This number of organisations require
444,000 coordination in order to continue working together, in support of the
Bangladeshi Host Community Government, to deliver protection and assistance collectively and work
toward solutions for Rohingya refugees, and to address the impact of the
04 Rohingya presence for Bangladeshi host communities.
Sector Projects
Coordination has grown stronger, more coherent and effective over the
04 06 nearly two and half years since the Rohingya humanitarian crisis began.
Partners Partners Improvements and adaptations have been made as the response
moved from the most critical emergency phase during 2017 and 2018, to
CONTACT greater stabilisation during 2019. Adapting to the operational reality, the
Government of Bangladesh: Refugee Relief
UN and NGOs in the response, with the support of the inter-agency ISCG
and Repatriation Commissioner (RRRC), Secretariat, have created a workable coordination system and structure
Deputy Commissioner (DC) in practice, in a very complex and challenging environment. The structure
was established in mid-2017, just before the influx began: and thus, it has
Senior Coordinator:
Nicole Epting / seniorcoordinator@iscgcxb.
been able to support the response overall, since its very outset.
org
Building on this progress, further adjustments and rationalization are
needed to ensure that the coordination architecture is streamlined,
efficient and fit for purpose, with clear lines of accountability, in order to
respond in an agile and effective way to emerging challenges.
DISAGGREGATED DATA
Rohingya 441,515 413,190 224,736 234,376 216,779 178,814
Bangladeshi 222,000 222,000 133,200 146,520 88,800 75,480
82
RESPONSE STRATEGY implementation approaches across the camps,

and additional focus on strengthening camp-
In 2020, coordination will support an effective, level coordination, through renewed efforts to
predictable, and evidence-based response, with define a standard model for camp-level inter-
strengthened prioritization. In 2019, progress has sector coordination and a more robust system
been achieved in such areas as increased clarity on of camp-level sector focal points. The network
the functioning, objectives, roles and responsibilities of Camp Sector Focal Points is the foundation
of some sectors, the streamlining of some sector for supporting Government management and
coordination mechanisms; strengthening of some coordination of the response through the RRRC
sectors’ camp-level focal point mechanisms; and the strengthened Camp-in-Charge teams.
forward steps in the framework for coordination, Redoubled efforts across all Sectors and camps
leadership and accountability through the start of are needed to ensure that coverage is complete
the rollout of the capacity sharing initiative with the and Focal Points with the right capacities are on
Camps-in-Charge teams, which has been built into the ground to fulfil these essential roles. More
the work of all sectors and is being progressively investment is required to develop clear, agreed
implemented, led by the Site Management Sector; modalities and systems for information sharing,
multiple examples of results-oriented inter-sector securing permissions, and taking key operational
coordination; development of new key information decisions on such critical issues as the allocation
management products and tools; agreement on a of scarce land within the camps and the
monitoring framework for common indicators for rationalization of services. Plans have also been
coordination; and progress towards the optimization put in place for more regular coordination and
of synergies with development planning efforts. This communication between humanitarian actors in
progress will be built upon in 2020. Cox’s Bazar with Camps in Charge.
• Increased facilitation of humanitarian access
Through the heads of UN agencies and NGOs issues through dedicated resources and
working in Cox’s Bazar, the Senior Coordinator personnel and establishment of required
will ensure overall coordination of the response, mechanisms, with a key focus on liaison with
supported by the Inter-Sector Coordination Group NGOs and the improvement of access monitoring
(ISCG) Secretariat and Sectors (each of which has a tools and analysis.
designated lead agency, a dedicated Coordinator
and in some cases a co-coordinating NGO), and • Strengthening of strategic communications,
working closely with key Government of Bangladesh including advocacy messaging to address policy
officials in leadership positions, including the RRRC challenges and programmatic access issues, as
and the District Deputy Commissioner. well as a more collective media strategy and
enhanced outreach and communication to host
The ISCG Secretariat will continue to deliver the core communities. This goes hand-in-hand with the
coordination functions for the response, including need to ensure a more robust and transparent
managing the joint response planning cycle (from information management system, which can
assessment and strategic planning, to supporting generate relevant and timely products to guide
resource mobilization, monitoring, and reporting), operational implementation and communications
information management, external relations and and advocacy that keeps the humanitarian
communications, and support to field and thematic needs of the Rohingya, the impacts that the
coordination (including emergency preparedness large Rohingya refugee presence is having
and response, Protection of Sexual Exploitation on Bangladeshi host communities and the
and Abuse (PSEA), and gender mainstreaming, achievements of the humanitarian operation on
for example). The ISCG Secretariat supports the the national and global agenda, and which can
overall coordination structure, including the Strategic better track host community contributions
Executive Group in Dhaka, the Head of Sub-Office and programming by development actors and
Group, and Sector Coordinators in Cox’s Bazar, international financial institutions, such as the
to take decisions, and align and advocate on key World Bank and Asian Development Bank, as
policy, security and operational matters, informed by well as other actors working outside of the JRP
protection considerations. framework. The need to improve coordination
and optimize synergies with development
Identified gaps and areas for improvement which will actors is becoming more critical as the response
be key areas of focus in 2020 to further strengthen moves into its third year, more multi-year and
and realign the coordination architecture and system development funding comes online and national,
include: District and local levels development planning
• Further harmonization of standards and processes accelerate.
83
• Facilitating more inclusive and effective NGO and results-oriented response.

engagement and contributions within the
coordination arrangements, working with the • With the Site Management Sector, strengthen
NGO Platform and individual agencies. the coordination of Disaster Risk Reduction
activities in the response, including the linkages
• Aligning with and mainstreaming the work of with DRR structures in Dhaka.
the Localisation Task Force, so that localisation
objectives and considerations inform the • Enhancing linkages between Cox’s Bazar and
development and working modalities of the Dhaka-based agencies and organisations,
coordination architecture in the response. including those in the role of sector-lead
agencies or co-coordinating NGOs, to support
• Further clarifying and documenting the roles, more inclusive and predictable operational
responsibilities, objectives and functions of the coordination, advocacy efforts, decision-making,
various coordination mechanisms in Cox’s Bazar, and implementation of policy, security and
and further streamlining of sectors and working operational matters.
groups where possible, to serve a sustainable
108. Common Service for Community Engagement & Accountability: How effective is communication in the Rohingya refugee response?, 2018
84
EMERGENCY
TELECOMMUNICATIONS
SECTOR OBJECTIVES
1. Maintain existing ETS services including the provision of security telecommunications services and
internet connectivity in common operational areas to facilitate the response and ensure the safety
and security of staff. (SO2)
2. Conduct capacity building exercises to strengthen emergency preparedness and response skills of
inter-agency responders on the ground and to ensure the sustainability of services. (SO2)
3. Provide coordination for Emergency Telecommunications Sector (ETS) and develop and share
operational information to facilitate the entire humanitarian response and avoid duplication of efforts.
(SO2)
FUNDING REQUIRED SECTOR RESPONSE STRATEGY

The ability for humanitarian responders to communicate in an emergency
USD M 2.5
is paramount. Effective communication not only facilitates the response
and ensures humanitarian assistance reaches those who need it most,
it also ensures the safety and security of humanitarian workers. The
ORGANIZATION TARGETED Emergency Telecommunications Sector will provide overall coordination
for the development of plans and activities and the identification and filling
148 of gaps, in order to ensure the smooth delivery of services to facilitate the
response.
01 The ETS will facilitate liaison between the humanitarian community and
Sector Projects the Government of Bangladesh, including obtaining, sharing and clarifying
01 01 guidelines for the importation of telecommunications equipment into the
Appealing Implementing country and the necessary licenses. The Sector will provide technical
Partners Partners
support and share regular Information Management products to support
coordination and advocacy efforts and increase visibility of the operation.
CONTACT During the first Quarter of 2020, the ETS will put in place planning for the
Government of Bangladesh: Refugee Relief coordination and continuity of critical communications services.
and Repatriation Commissioner (RRRC)
Sector Lead Agency: WFP In 2020, the ETS will maintain current support and services, including
Sector Coordinator:
the provision of security telecommunications services by radio in eight
Habib Shashati / [email protected] operational areas and internet connectivity services at two logistics hubs,
which ensures the security of humanitarian staff and enables them to do
their work, ultimately saving more lives. In addition, the Sector will maintain
support for 40 information hubs that provide multimedia equipment and
connectivity to the CiC staff and the Rohingya refugee community, which
enable people to find out lifesaving information about the response.
The ETS recognized a continuing need to strengthen emergency

telecommunications preparedness and response capacity on the ground,
not only to enable a swift, coordinated response to future disasters, but
also to ensure the sustainability of critical communications services after
the Sector has left. The ETS will conduct training session on VHF and
tower climbing as well as ‘Let’s Comm’ session, which equip humanitarian
personnel with the skills and knowledge they need to design, implement
and maintain VHF and HF radio infrastructure and networks according to
UN standards.
85
LOGISTICS
SECTOR OBJECTIVES
1. Augment logistics capacity through the design and implementation of temporary common logistics
services and enhance supply chain resilience to allow continuous and unimpeded flow of humanitarian
supplies. (SO1, SO2 & SO3)
2. Support decision-making by collecting and sharing timely and accurate information, producing
relevant business intelligence strategies and promoting transparent Sector activities. (SO2)
3. Encourage logistics coordination among humanitarian partners and facilitate the rollout of collaborative
operational efforts through strengthening existing local logistics systems. (SO2)

Logistics capacities have improved significantly during 2019 as the
USD 1.4M response matured operationally. Logistics will continue to be critical in
2020, as well as a major preparedness challenge for natural disasters
in the area.
ORGANIZATION TARGETED
While storage capacity has increased, the limited availability of
148 commercial facilities and lack of space within the camps remains a
constraint. The humanitarian community’s demand for common storage
services continues and utilization rates are high. Demand for additional
01 storage capacity in Cox’s Bazar town have resulted from cargo verification
Sector Projects requirements prior to “last-mile” delivery, causing significant pressure on
01 01 local facilities, as have requirements for other storage services, such as
Appealing Implementing temperature-controlled and weather-resistant storage.
Partners Partners
Poor conditions and traffic congestion of the road network in Cox’s Bazar
CONTACT District are an additional constraint, with road construction making cargo
Government of Bangladesh: Refugee Relief transportation even more difficult, creating uncertain lead times. Major
and Repatriation Commissioner (RRRC) road works planned for the region, such as the Asian Development
Sector Lead Agency: WFP Bank-funded rehabilitation of the route from Cox’s Bazar to Unchiprang,
Sector Coordinator:
present both near-term difficulties and longer-term solution.
Cameron Kiss / [email protected]
Emergency preparedness to ensure supply chain continuity is a key
activity, due to such seasonal weather-related risks as heavy rains,
severe flooding and cyclonic storms. Severe weather can impact on
cargo transport through waterlogging, landslides and slower average
speeds. Transport planning continues to be complex, requiring up-to-
date information on road conditions. The maximum suggested truck
payload varies from 3 metric tons to 5 metric tons, based upon road
conditions. Customs procedures add to the challenges. To ensure
accountability detailed regulations and clearance processes can result
in extended lead times, combined with limited infrastructure at points of
entry, such as the lack of suitable bonded storage.
SECTOR RESPONSE STRATEGY

The Logistics Sector strategy responds to the major constraints that
currently limit operational capacity and impose significant risks on supply
chain continuity. To support humanitarian logistics and supply partners in
addressing these challenges, the Logistics Sector provides:
86
• A dedicated coordination cell to strengthen The Logistics Sector will enhance the response
horizontal cooperation among agencies and the through locally driven logistics systems that achieve
synchronization of logistics efforts. synergies and collaboration among agencies.
The Sector’s activities are ultimately aimed at
• A forum for discussing Sector-specific logistics building capacity of humanitarian actors allowing
operations and requirements and facilitate independence, and gradual reduction in reliance on
access to technical expertise in order to improve Logistics Sector common services.109
existing processes.
• Support to humanitarian agencies to build their PREPAREDNESS AND RESPONSE
operational capacity through training, simulation
exercises and advisory services. FOR CYCLONES AND OTHER MAJOR
• Support and advice to other Sectors, the ISCG and
WEATHER-RELATED DISASTERS
the Government of Bangladesh on the logistics- The Logistics Sector will support preparedness for
related implications of cross-cutting issues and natural disasters by:
advocate for streamlined policies and processes
that improve logistics performance. • Facilitating access to information sharing
platforms that provide agencies with timely
• Tools designed to collect, consolidate and make logistics updates for operational decision-
available timely information and logistics-related making, particularly in relation to road conditions
intelligence, such as market capacities, asset and transport constraints;
capacities and access constraints.
• Augmenting last-mile storage capacity, particularly
• Shared platforms for the data sharing among with weather-resistant structures, to support the
humanitarian organisations in order to minimise prepositioning of supplies;
overlaps, reduce duplication of effort and
enhance resource utilisation. • Maintaining available operational standby
capacity for rapid deployment based upon
• Approaches for overcoming systemic constraint identified operational risks, either through
– and as a last resort - assess gaps, design and physical or virtual stocks of storage and support
implement common services for the handling of equipment that can be deployed in support of the
humanitarian cargo; and humanitarian community.
• Measures to reinforce operational resilience by • Designing and consolidating infrastructure
prepositioning standby operational capacity and assessments to support government policy
augmenting agency preparedness activities with development such as the physical road access
technical support to mitigate logistics disruption. management.
109. The Logistics sector budget was calculated through establishment of the actual implementation costs of each activity, including staffing, construction, asset, and sub
contracted services.
87
ANNEXES
ANNEX I : Monitoring Framework
ANNEX II: Organisations and funding requirements by Sector

ANNEXES
ANNEX I
MONITORING INDICATORS
COMMON INDICATORS
INDICATOR IN NEED
COORDINATION: Number of camp focal points in place, providing effective camp-level Sector
coordination across all Camps (ToRs in place, attending all Camp meetings, maintaining Focal Point
relationship with CiC, SMS, and Sector Coordination team, identifying and referring gaps and
issues in the Camp)
COORDINATION: Number of national non-governmental organisations active in the Sector

Organisation
(receiving funds, regularly participating in meetings, reporting to 4W)
COORDINATION: Number of GoB/NNGO staff engaged in capacity sharing (training/mentoring) Individual
AAP: Number of information products distributed to the affected population through a variety
of mechanisms on Sector program planning, functioning and progress, which reflect feedback IM Products
and input received from affected populations on the Sector response
PROTECTION AND GENDER MAINSTREAMING: Number of Sector partners that regularly report Partners
sex, age and disability disaggregated data for individuals/households in IM products
PROTECTION AND GENDER MAINSTREAMING: Sector/Inter-sector Action Plans / Strategies Sector/Inter-sector Action Plans
which mainstream Age, Gender and Diversity developed, monitored and implemented / Strategies
GENDER MAINSTREAMING: Percentage of partner project proposals that score 4 based on the
IASC Gender with Age Marker self- assessment throughout the stages of the program cycle Project proposal
from planning, to monitoring and evaluation
Each Sector has set baselines and targets for these shared indicators and will track these within the Sector throughout the
year. They have not been included in the annex due to space limitations but are available on request.
The ISCG will consolidate progress against these indicators throughout the year
FOOD SECURITY
SECTOR OBJECTIVE 1 : Ensure and sustain the timely provision of life-saving food assistance for women, girls,
men and boys among the Rohingya refugees.
Related to Strategic Objective 1 & 2
INDICATOR IN NEED BASELINE TARGET DATA SOURCE ORGANIZATION FREQUENCY

Number of Rohingya refugees 855,000 855,000 855,000 Food distribution Implementing Monthly
receiving regular food assistance records, 4Ws Partners
through in-kind or e-voucher
disaggregated by gender and sex
Percentage of individuals who 855,000 10% 5% Voucher Implementing Monthly
do not reach minimum dietary redemption Partners
diversity records, Food
Security Outcome
Monitoring, REVA
89
ANNEXES
Percentage of distribution centers N/A N/A 100% Implementing Implementing Monthly

accessible by people with special partners partners
needs and gender-sensitive Facility mapping
Percentage of people in need 200,000 N/A 100% Food distribution Implementing Monthly
reached with timely food records, 4Ws Partners
assistance (in case of a disaster)
Percentage of targeted 100% 57% 70% End line surveys, Partners, Food Midterm and
people with acceptable Food Refugee Security Sector end year
Consumption Score (FCS) Vulnerability
Assessments
Number of meetings held by/with 12 N/A 12 (at least Meeting records/ Food Security Monthly
camp FSS focal point persons one prt Minutes Sector
monthly)
SECTOR OBJECTIVE 2 : Promote portable skills development opportunities for Rohingya women, men and ado-
lescent girls and boys, and enhance the livelihoods and resilience of host communities.
Related to Strategic Objective 2, 3 & 4

Number of households receiving 88,800 48,000 88,800 Beneficiary Implementing Monthly
livelihoods support disaggregated records, 4Ws Partners
by sex (host-community)
Number of households receiving N/A 30,000 40,000 Beneficiary Implementing Monthly
portable skills support and self- records, 4Ws Partners
reliance disaggregated by sex
(Rohingya refugees)
Percentage of host community N/A 20% 10% End line surveys Partners Food End of year
households using crisis coping Refugee Security Sector
strategy (livelihood coping strategy Vulnerability
index) disaggregated by sex Assessments
Percentage of Rohingya refugee N/A 55% 30% End line surveys Partners Food End of year
households using crisis coping Refugee Security Sector
strategy (reduced coping strategy Vulnerability
index) disaggregated by sex Assessments
SECTOR OBJECTIVE 3 : Support peaceful co-existence through enhancement and restoration of natural
resources.

Number of hectares covered/ N/A 174 200 Field Implementing End of year
rehabilitated through observations, Partners
environmental restoration activities geographical
in Rohingya refugee camps surveys/
measurements
Number of hectares covered/ N/A N/A 200 Field Implementing End of year
rehabilitated through observations, partners
environmental restoration activities geographical
in host communities surveys/
measurements
Number of host community 200,000 N/A 200,000 Projects’ Implementing Monthly and
population participating in DRR monitoring Partners end of year
activities reports report
Percentage of women represented N/A N/A 25% Partners’ reports Implementing Quarterly
in natural resource management parnters
committees
90
ANNEXES
WATER, SANITATION AND HYGIENE

SECTOR OBJECTIVE 1 : Ensure regular, sufficient, equitable and dignified access for Rohingya refugee women,
men, boys and girls living in camps, and affected host communities, to safe water for drinking and domestic
needs.

4W, Infrastructure
Number of targeted people WASH Partners/
mapping,
disaggregated by sex, age and REACH, DPHE
water quality
disability benefitting from at least 1,284,000 607,600 1,125,000 / WHO/ WASH Monthly
monitoring,
20 l/p/d of safe water for drinking Partners, IOM/
key informant
and other domestic purposes UNICEF/UNHCR
interviews
Percentage of water quality tests
Water quality DPHE / WHO/
meeting minimum water quality 7,000 64% 80% Every 3 Month
monitoring Partners
standards
Number of targeted people
4W, water quality WASH Partners,
disaggregated by sex in host
monitoring, DPHE / WHO,
communities who are benefiting 440,000 130,100 285,000 Monthly
key informants’ IOM/ UNICEF/
from safe and maintained water
interviews UNHCR
and improved sanitation services.
SECTOR OBJECTIVE 2 : Ensure women, girls, men and boys living in camps and affected host communities have
adequate, appropriate and acceptable sanitation facilities to allow rapid, safe and secure access at all times.

Number of targeted people 4W,
disaggregated, by sex, age and Infrastructure WASH Partners/
disability in camps who have 855,000 602,750 855,000 mapping, key REACH, IOM/ Monthly
access to functional and improved informants’ UNICEF/UNHCR
sanitation facilities. interviews
Percentage of households
Household
reporting visible waste in the 270,609 59% 30% REACH Every 6 Month
Survey
vicinity of their accommodation
4W,
Percentage of targeted people Infrastructure
WASH Partners/
disaggregated by sex, age and Mapping,
REACH, REACH,
disability who are accessing 1,299,000 86% 90% Household Monthly
IOM/ UNICEF/
safe, functioning and dignified Survey, Key
UNHCR
communal bathing facilities. informant
interviews
SECTOR OBJECTIVE 3 : Ensure access and exposure to innovative hygiene promotion, as well as hygiene items,
for all Rohingya refugees living in camps and affected host communities, in order to discourage potentially dan-
gerous behaviours.

Percentage of targeted people 1,299,000 46% 80% KAP Survey, IOM/ UNICEF/ Every 3
disaggregated by sex, age and Household UNHCR, REACH months
disability able to demonstrate 3 Survey, Key
critical hygiene practices informant
interview
Percentage of targeted people 1,299,000 82% 90% Household REACH Every 6
disaggregated by sex, age and Survey months
disability washing hands with water
and soap after defecation.
91
ANNEXES
Percentage of women and 413,178 TBD 80% Household REACH, IOM/ Every 6
girls adopting safe and healthy Survey, KAP UNICEF/UNHCR, months
menstrual hygiene management Survey, Feedback WASH Partners
practices and Complaints
Mechanism
Number of targeted households 270,609 0 80% Household REACH Every 6
accessing hygiene supplies Survey months
(voucher or in-kind system).
SHELTER AND NON-FOOD ITEMS (NFI)

SECTOR OBJECTIVE 1 : Improve site safety, shelter quality, and household living conditions for women, girls, men
and boys from the Rohingya refugees and the host communities living adjacent to camps, as well as to reduce
environmental impact of the Shelter and Non-Food Items response.

Percentage of Rohingya N/A Unknown 35% Shelter/NFI Shelter/NFI Sector Yearly/ Quar-
households with shelters meeting Survey and (NPM/REACH) terly
all Minimum Performance PDM
standards
Percentage of Rohingya N/A Unknown 60% Shelter/NFI Shelter/NFI Sector Yearly/ Quar-
households with shelters Survey and (NPM/REACH) terly
meeting at least 50% of Minimum PDM
Performance standards
Percentage of Rohingya 100% 3% 5% 4W Shelter/NFI Sector Monthly
households with shelters meeting
Desired Performance standards
households reached with NFI
voucher system
households benefiting from treated
bamboo
households receiving LPG refills
Percentage of Rohingya >80% 60% 90% 4W Shelter/NFI Sector Monthly

households with access to at least
one functioning household-level
solar light
Number of site improvement works N/A N/A 80% 4W Shelter/NFI Sector Monthly
at the Rohingya household-level
carried out
SECTOR OBJECTIVE 2 : Encourage self-reliance and peaceful coexistence by increasing the Rohingya refugees’
involvement in decisions concerning Shelter and Non-Food Items assistance and providing support to the host
community living adjacent to camps.

Number of blocks benefiting N/A N/A 10 4W Shelter/NFI Monthly
from community-led shelter Sector
programmes
92
ANNEXES
Number of people trained N/A 62,000 115,000 4W Shelter/NFI Monthly

Sector
Number of host community 3,000 N/A 2,500 4W Shelter/NFI Monthly

households benefiting from shelter Sector
support
Number of host community 3,400 3,589 2,600 4W Shelter/NFI Monthly
households receiving solar lights Sector
or support for connection to the
grid
Number of HLP cases addressed N/A N/A 30 4W Shelter/NFI Monthly
through alternative dispute Sector
resolution (Rohingya and host
community)
SECTOR OBJECTIVE 3 : Improve coverage and complementarity of shelter interventions by taking steps to en-
hance coordination with other Sectors and Government.

Number of camps with gender 34 34 34 Shelter/NFI Shelter/NFI Sector Twice a year
balanced effective Focal Points in Sector
place (either camp Focal Points or
Catchment Focal Points)
Number of cross-cutting Sector N/A 0 5 Shelter/ Shelter/NFI Sector Yearly
including HLP guidance/advocacy NFI Sector
documents developed that webpage
advance the Sector’s strategic
objectives
Percentage of catchment areas 100% TBD 100% 4W Shelter/NFI Sector Quarterly
with emergency shelter kits
prepositioned
Percentage of Rohingya 100% End of year 100% 4W Shelter/NFI Sector Monthly
households with emergency data
assistance provided after damage
verification
SITE MANAGEMENT AND SITE DEVELOPMENT
SECTOR OBJECTIVE 1 : Support the Government of Bangladesh Camp-in-Charge Officials in managing the camps
and strengthen their capacity to ensure equitable and safe access by refugees, including women, girls, and those
with specific needs, to standardized and monitored assistance and protection, and to coordinate multi-hazard
emergency preparedness.

Percentage of Rohingya refugees 90% 10% 50% Site Reports/4W/ SMS Agencies Fortnight
living in camps where a camp number of elected
representation system is in place camp committees
93
ANNEXES
Percentage of Rohingya refugees 100% N/A 100% Site Reports/4W/ SMS Agencies Fortnight
living in camps where community number of initiatives,
led initiatives are set up campaigns,
consultations
Percentage of Rohingya 100% 0 100% Site Reports/4W/ SMS Agencies Fortnight
refugees living in camps where number of ser vice
a service monitoring system is monitoring updates
operationalized produced and
disseminated
Percentage of Rohingya refugees 100% 0 100% SPSD Reporting/ SMS Agencies Fortnight
living in camps where a multi- Desktop Analysis/
hazard plan has been updated and Area Calculation
tested
SECTOR OBJECTIVE 2 : Upgrade and improve the settlement areas and their immediate surroundings in a holistic
manner, ensuring the centrality of community-led decision making through participatory planning, linked to
construction and maintenance works that enable safe, dignified and resilient living conditions, and ensure access
for all.
Related to Strategic Objective 1 2 & 4

Number of Rohingya refugees 840,000 10,795 210,000 SPSD Reporting SM/SPSD Fortnightly
safely living within acceptable Agency
space standards and with
rationalized access to services (site
planning)
% of DRR-SD Partners targeting 100% 0 95% NAT HAZ WG/DRR- SM/SPSD Fortnightly
specific vulnerable groups. SPSD Reporting Agency
Percentage of individuals living in 100% 0 100% NAT HAZ WG/DRR- SM/SPSD Fortnightly
camps where natural hazards have SPSD Reporting Agency
been mapped and an operational
plan tested
SECTOR OBJECTIVE 3 : Strengthen camp level coordination, by facilitating joint initiatives on settlement man-
agement and establishing community consultation and dialogue mechanisms, and assess and respond to social
cohesion dynamics with host communities in close vicinity to camps.

Number of joint SMS and CIC field 68 0 68 Sector (Internal) SMS Agencies/ Monthly
level workshops facilitated Reporting Sector
Number of community discussions 34 0 34 Sector (Internal) SMS Agencies/ Fortnightly

on macro-settlement facilitated Reporting Sector
Number of joint activities 12 0 12 Sector (Internal) SMS Agencies/ Monthly

carried out with government Reporting Sector
representatives
94
ANNEXES
PROTECTION (INCLUDING CP AND GBV)

SECTOR OBJECTIVE 1 : Monitor and advocate for access to territory, prevention of refoulement, respect for
Rohingya refugee rights, while enhancing continuous registration and documentation for all Rohingya refugee
women, men, girls and boys, in order to ensure effective, targeted protection and assistance and work toward-
sustainable solutions.

Number of situational protection reports N/A 14 12 Protection Moni- PWG Coordina- Quarterly
produced by the Protection Working toring, Settlement tion Team + ad-hoc
Group (PWG), based on common and Protection reports and
Protection Monitoring Framework and/ Profiles; Focus as needed
or ad hoc assessments (e.g. rapid Group Discus-
protection Assessments, Border sions; Protection
Monitoring, Settlement Protection Assessments; Pro-
Profiles, etc.), with recommendation on tection analysis
programming and advocacy priorities. reports; Monthly
Situational Report.
Number of cases supported with legal All Ro- 7,796 5,000 5W Protection Part- Monthly
aid and related services including hingya ners
victims of trafficking and exploitation refugee
disaggregated by age and sex Popula-
tion.
Percentage of camps and targeted host All Ro- N/A 70% of 5W Protection Part- Monthly
community locations in which trainings hingya camps ners
on mediation and other alternative refugee and
dispute resolution mechanisms are camps target-
organized for local authorities and and ed HC
community representatives110 targeted loca-
host tions
commu-
nity.
Percentage of persons of concern for All Ro- 100% 100% UNHCR UNHCR Monthly
whom data disaggregated by sex, age, hingya Registration
location and specific needs is available refu-
and updated gees.
SECTOR OBJECTIVE 2 : Promote a community-based approach to the response, support community self-protec-
tion mechanisms and facilitate meaningful access to specialized services for persons at heightened protection
risk, including girls, boys, women and men of all ages who have diverse needs and vulnerabilities, with the aim of
mitigating exposure to protection risks, strengthening the resilience of affected communities in order to build skills
for return and reintegration, and placing communities at the centre of the response, as well as by ensuring active
and meaningful two-way communication between humanitarian actors and communities of concern, in line with
Accountability to Affected Populations (AAP) principles.

Number of people reached by All 881,649 661,237 5W CPSS, GBV and Monthly
community-led messaging on key Rohingya Protection Part-
protection risks and related mitigation refugee ners
measures popula-
tion
Number of community-led initiatives All 3,933 2,950 5W CPSS, GBV and Monthly
supported by humanitarian actors Rohingya Protection Part-
refugee ners
popula-
tion
110. Mediation includes both legal and community-based mediation on different possible areas, including: family disputes, contractual obligations, financial and business
transactions, Housing, Land and Property Rights (HLP), etc.
95
ANNEXES
Percentage of the CBCPMs that 75% of 0 75% (for CPSS reports CPSS partners Quarterly
demonstrate ability to monitor, respond 836 CB- both
and mitigate child protection risks in CPMs Rohingya
their blocks in the camps and in the refugees
host communities and host)
Percentage of camps with established All 100% 100% PWG reports Protection Work- Monthly
Protection Emergency Response Units camps ing Group
whose members are trained and ready
to be deployed
SECTOR OBJECTIVE 3 : Support system strengthening together with Government and local partners, including
local women-led rights organisations, promoting peaceful coexistence within and between the Rohingya refugee
and host communities.

Number of initiatives that foster All Rohingya ref- 65 60 5W Protection part- Monthly
social cohesion between ugee Population ners
Rohingya refugees and host and number of
community Host community
under Protection
PIN for 2020 JRP
Number of community groups All camps 50 60 5W CPSS, GBV Monthly
led by women and girls and Protection
Partners
Number of community groups All camps 50 60 5W CPSS, GBV Monthly
led by men and boys and Protection
Partners
Number of community All Rohingya Unknown 15 PWG CPSS, GBV Monthly

discussions on macro-settlement refugees and Protection
facilitated Partners
Number of individuals from N/A 1,701 3,500 5W CPSS, GBV Monthly

service providers and authorities and Protection
trained on protection including Partners
gender.
Percentage of Interagency Child 80% 10% 80% Training report CPSS Partners Quarterly
Protection SOPs developed and SOPs and DSS
endorsed and implemented
by both agencies and the
government
SECTOR OBJECTIVE 4 : Ensure that boys and girls, including adolescents, facing life-threatening risks of abuse,
neglect, violence, exploitation, and severe distress have access to well-coordinated and gender-responsive qual-
ity child protection services.

Number of targeted affected and "294,516 111
178,175 "222,654 CPSS - 5W CPSS Partners Monthly
at-risk girls and boys including (Rohingya (Rohingya (Rohingya
adolescents with access to quality refugee) refugee); refugee)
age, diversity and gender sensitive 33,913 (host)" 16,656 29,363
child protection services. (host) (host)"
Number of girls and boys "294,516112 99,821 "117,627 CPSS - 5W CPSS Partners Monthly
benefiting from age, diversity (Rohingya (Rohingya (Rohingya
and gender sensitive structured refugee); refugee); refugee)
and sustained, mental health and 33,913 (host)" 8,261 11,375
psychosocial support services (host) (host)"
111. CPSS overall children in need 328,429 Rohingya refugee [294,516 CiN represents 36 % of the total population and 68% of children affected in the camps] and 33,913
host = [130, 435 (100%) = 33,913 (26%) CiN and 75 % targeted host =29,369]
112. CPSS overall children in need 328,429 Rohingya refugee [294,516 CiN represents 36 % of the total population and 68% of children affected in the camps] and 33,913
host = [130, 435 (100%) = 33,913 (26%) CiN and 75 % targeted host =29,369]
113. Children targeted for individual Case Management service about 15% of overall Rohingya refugee CiN who are at risk of child marriage (5%) 19,031 and child labour
(5%)21,782 and other protection concern.
96
ANNEXES
Number of identified girls and boys "44,037113 20,916 "44,037 CPSS - 5W CPSS Partners Monthly
at risk who received specialized (Rohingya (Rohingya (Rohingya
age and gender sensitive child refugees) refugees) refugee)
protection service through 6,900 (host)" 6,900
individual case management to (host)"
meet their unique needs
Number of caregivers who receive 15000 7,718 9,209 CPSS - 5W, CPSS Partners Monthly
MHPSS, positive parenting and training report
other kind support leading to and pre and
improved relationships with the post- test, survey
children under their care
Percentage of the total number 80% of total N/A 80% (for CPSS - 5W and CPSS Partners Quarterly
of CP actors [social workers, (4500 staff both CPSS report,
community volunteers, government and commu- Rohingya training report
officials] and non-child protection nity volun- refugee
actors who have received teers) and host)
CP training who demonstrate
increased knowledge and skills
in providing age- and gender-
sensitive child protection services
Number of adolescents receiving 89,842114 57,415 "59,627 CPSS - 5W CPSS Partners Monthly
services including life skills, and (Rohingya (Rohingya (Rohingya
pre-vocational skills, resilience refugee); refugee); refugee)
activities and peacebuilding skills 11,087 (host) 8,395 11,087
(host) (host)"
SECTOR OBJECTIVE 5 : Improve access to quality survivor-centered services by responding to individual needs,
preventing and mitigating GBV risks, and supporting women, girls and survivors of GBV in Rohingya refugee
camps and targeted areas in host communities.

Number of community activists 35,500 N/A 22,500 5W GBV SS Partners Monthly
(women, adolescent girls,
adolescent boys and men) trained
and engaged in GBV prevention
strategies using tested social
change approaches in the camps
and targeted host community
Number of individuals benefitting 180,000 92,264 140,000 5W GBV SS Partners Monthly
from structured PSS services that
meet minimum standards (by age,
sex, diversity), in the camps and
targeted host community
Number of women and girls 295,707 81,182 125,000 5W GBV SS Partners Monthly
benefiting from skills development
and empowerment programming
(by age, diversity) in the camps and
Percentage of trained GBV service 100% N/A 85% 5W Training GBV SS Partners Monthly
providers and other humanitarian report with Post-
staff who achieved at least 60% test result
post-test score after attending
trainings in case management,
GBVIMS, CMR and GBV IASC
Guidelines, in the camps and
114. This figure represents about 68 % of the total adolescent population in the Rohingya refugee communities
97
ANNEXES
Number of sectors that have GBV 7 N/A 7 Sectors’ Sector Coordi- Quarterly
risk mitigation actions included strategic plan nators
in their sector plans and activity and reports
implementation in line with the
IASC GBV Guidelines
Percentage of reported sexual 100% 29% 100% GBVIMS Monthly GBV SS Monthly
violence cases that were referred Statistical Report
and received medical care within
72 hours
Percentage of camps/sites where 100% (34 N/A 80% GBV SS Service GBV SS Quarterly
there is functional GBV referral camps Mapping, Field
system with effective field level and 11 host Report
coordination mechanism of multi- community
sectoral GBV response services unions)
SECTOR OBJECTIVE 6 : Promote an integrated and multi-sector Protection, Age, Gender and Diversity approach.

Percentage of other sectors with Number of N/A 100% Training reports PS and Monthly
established and trained Protection existing/ac- / PM FP ToRs, other Sector
Mainstreaming Focal Points tive Sectors Number of Coordinators
within the existing/active
ISCG. Sectors within
the ISCG
Number of Protection Numbers of 7 100 Training reports CPSS, GBV Monthly
Mainstreaming trainings organized All Sectors / 5W and Protection
for other sectors’ staff Partners
Percentage of other sectors Number of 30% 80% Should come PS and Monthly
with strategic and/or operational existing/ac- from Sector IM. other Sector
frameworks (sectors’ strategies, tive Sectors Coordinators
work plans, SOPs, assessments, within the
etc.) which mainstream Protection ISCG.
Percentage of sectors’ partners 100% N/A 60% Training reports, PSEA Quarterly
that have at least one trained PSEA FP ToRs, 5W Coordinator,
and child safeguarding focal point Child Protection
SS and other
Coordinators
Percentage of sectors’ partners 100% N/A 60% Training reports, PSEA Quarterly
that have at least one trained PSEA FP ToRs, 5W Coordinator,
and child safeguarding focal point Child Protection
SS and other
Coordinators
HEALTH
SECTOR OBJECTIVE 1 : Improve equitable access to and utilization of quality lifesaving and comprehensive
primary and secondary health services for all affected populations with a focus on sexual, reproductive, maternal,
neonatal, child and adolescent health; mental health and psychosocial support; and non-communicable diseases.

Under 5 mortality rate N/A 0.40/1000/ <1.5/1000/ CHWG/EWARS Health Sector Monthly
month month Partners
98
ANNEXES
Number of clinical mental health 1,224,000 19,000 (for 24,000 Health sector Health Sector Quarterly
consultations per year (Rohingya 2019) (25% 4Ws
refugees increase
and host from 2019)
community)
Percentage of deliveries assisted 20,500 (ap- 47% >65% Community Community Quarterly
by a skilled birth attendant proximate health monitor- Health Working
number of ing tool group
delivery)
Percentage of primary health 32 Unknown >80% Health sector Health Sector Quarterly
centres that deliver prioritized (covering quarterly mon-
health services* * defined as: offer 855,000 itoring assess-
CMR services; can manage 3 major Rohingya ment
NCD groups (excluding cancer); refugees)
offer at least 3 modern family
planning methods including LARC;
have a baby resuscitation kit; and
have at least one person trained
on MHGAP
Number of consultations/person/ 1,224,000 Unknown 2/person/ 4W Health Sector Monthly
years disaggregated by age and year
gender
Number of women of reproductive 309,000 127,500 140,180 SRH Service SRH WG Monthly
age (WRA) using any method of (approx- (10% data
contraception imate increment
number of on the
women of baseline)
reproduc-
tive age)
SECTOR OBJECTIVE 2 : Ensure prevention and timely response to communicable disease risks including
diseases with outbreak potential and prepare for other health emergencies, including during the monsoon and
cyclones.

Number of diarrhoea treatment 250(cov- 250 250 Health sector Health Sector Quarterly
beds available in case of an out- ering data collection
break in host community and Ro- 1,224,000
hingya refugee camp setting Rohingya
refugees
and host
community)
Proportion of EWARS alerts investi- 100%(cov- 100% 100% EWARS WHO Quarterly
gated within 48 hours ering
1,224,000
Rohingya
refugees
and host
community)
Coverage of DPT3 among <1-year- (31,000 78% >95% DHIS/Concur- DGHS/WHO/ Quarterly
old (children <1) rent monitoring UNICEF
99
ANNEXES
SECTOR OBJECTIVE 3: Encourage healthy living, improve health seeking behavior and utilization of the essen-
tial service package among Rohingya refugees and host populations through community engagement, with
special attention to gender and age considerations and vulnerable groups.

Percentage of Community Health 1,208 Unknown 85% Community Community Health Quarterly
Workers/volunteers trained on at (covering at Q3 2019, health moni- Working group
least 4 core training packages 855,000 66% at 2019 toring tool
Rohingya mid-term
refugees)
Percentage of women who had at 100% 30% >50% DHIS2 (mea- DGHS/UNICEF Quarterly
least 4 ANC visits by the time of de- 22,000 (ap- sured as a ra-
livery proximate tion of ANC4/
number of ANC1)
delivery)
Percentage of households visited 100% 65% 85% Community Community Health Quarterly
every two weeks by community (Covering health Working group
health workers 96,652 monitoring
HHs) tool
Number of persons reached 1,224,000 165,300 (for 206,700 Health sector Health Sector Quarterly
through community psychosocial (Rohingya 2019) (25% 4Ws
group activities per year refugees increase
and host from
community) 2019)
SECTOR OBJECTIVE 4: Strengthen Health Sector coordination, information management and monitoring to-
wards achieving rational, standardized and accountable health service delivery.

% of primary health centres, health 100% (Cur- 47% at Q3 100% Health sector Health Sector Quarterly
posts, and field hospitals who re- rently 32 2019 monitoring
ceived supportive supervision at PHCs and
least twice per year 129 Health
Posts - all
functional)
# of camp-level health coordination 408 Unknown 408 Health sector Health Sector Quarterly
meetings held meetings monitoring
(1/camp/
month)
Average reporting rate in DHIS2 for 100% 65.5% at Q3 80% DHIS-2 DGHS/UNICEF Quarterly
FDMN server (Currently
275
functional
facilities)
% of PHCs and health posts where 100% 91% 100% Health sector Health Sector Quarterly
individual satisfaction is monitored (Currently quarterly
through exit surveys or other com- 32 PHCs monitoring
munity feedback mechanism and 129 assessment
Health
Posts - all
functional)
100
ANNEXES
EDUCATION
SECTOR OBJECTIVE 1 : Access – Expand and strengthen immediate access to equitable learning opportunities,
in a safe and protective environment, for affected Rohingya refugee and host community girls and boys aged
3-24 years old.
Related to Strategic Objective 1, 2, 3 & 4

Number of Rohingya refugee girls 496,569 333,282 375,913 5W Education Sector Monthly
and boys aged 3-24 years old hav- partners
ing access to equitable learning op-
portunities, including life skills and
resilience programs, in a safe, inclu-
sive and protective environment
Number of crisis-affected host 70,000 - 45,847 5W Education Sector Monthly
community girls and boys aged partners
4-24 years old provided support
to equitable learning opportunities,
including life skills and resilience
programs, in a safe, inclusive and
protective environment
Number of safe and equipped 7,000 5,843 7,000 5W Education Sector Monthly
learning facilities, including learn- partners
ing centres, community-based and
cross-sectoral structures, with sex
segregated accessible WASH facili-
ties in Rohingya refugee camps
Number of government and infor- 230 113 230 5W Education Sector Monthly
mal schools in the host community partners
benefitting from rehabilitation in-
cluding accessibility works
SECTOR OBJECTIVE 2 : Quality – Provide quality inclusive education to Rohingya refugee and host community
girls and boys aged 3-24 years old, aligned with Education Sector standards and within the separate frameworks
for education, and increase teaching-related professional development opportunities.

Number of learning facilitators from 11,000 8,915 11,000 5W Education Monthly
the host and Rohingya refugee Sector partners
community trained in advanced/
thematic education principles, in-
cluding Disaster Risk Reduction
Number of Rohingya refugee girls 496,569 310,813 375,913 5W Education Sec- Monthly
and boys aged 3-24 years old re- tor partners
ceiving adequate education ma-
terials, supplies and equipment
aligned with Education Sector stan-
dards
Percentage of Rohingya refugee - N/A 75% Education Education Annual
girls and boys aged 3-24 years old Learning Out- Sector
who have achieved their grade lev- comes Assess-
el competencies ment
Number of crisis-affected host 70,000 56,747 45,847 5W Education Sec- Monthly
community girls and boys aged tor partners
3-24 years old receiving adequate
education materials, supplies and
equipment aligned with Education
Sector standards
101
ANNEXES
SECTOR OBJECTIVE 3 : Community Engagement – Ensure Rohingya refugee and host community ownership
and active participation and engagement in the education of girls and boys aged 3-24 years old.

Number of Learning Facility Educa- 4,000 3,766 4,000 5W Education Sector Monthly
tion Committees (in the Rohingya partners
refugee camps), including care-
givers, trained on learning facility
management, Disaster risk reduc-
tion, and Community participatory
engagement
Number of Rohingya refugee girls 496,569 N/A 375,913 5W Education Sector Monthly
and boys aged 3-24 years old en- partners
gaged in social cohesion initiatives
Number of caregivers in the Ro- 46,714 192 35,363 5W Education Sector Monthly
hingya community (disaggregated partners
by sex) sensitized on gender, child/
youth rights, protection and parent-
ing
Number of Disaster Risk Reduction 210 N/A 100 5W Education Sector Monthly
awareness sessions conducted in partners
the host community (informal / com-
munity-based schools)
NUTRITION
SECTOR OBJECTIVE 1 : Reduce excess mortality and morbidity among boys and girls under 5 years old, Preg-
nant and Lactating Women and other vulnerable groups through provision of life-saving interventions to treat
Severe and Moderate Acute Malnutrition.

Number of malnourished boys and 76,000 0 73,000 Monthly reports Sector partners Monthly
girls aged 6-59 month, including
children with disabilities, and PLW
reached by the essential curative
nutrition services.
Percentage of discharged SAM and ≥ 75% 0 ≥ 75% Monthly reports Sector partners Monthly
MAM cases disaggregated by sex
who recovered ≥ 75%.
SECTOR OBJECTIVE 2 : Reduce the burden of malnutrition among boys, girls, Pregnant and Lactating Women
and other vulnerable groups through the strengthening and scale-up of malnutrition prevention interventions.

Number of 6-59 months boys, ado- 246,000 2020: 222,000 "Monthly All sector part- Monthly
lescent girls and PLW are prevent- Zero reports. ners.
ed from vitamin A and anaemia; Campaigns
received deworming medicine and coverage
hygiene promoting messages. reports"
Number of Boys and Girls aged 141,000 0 141,000 Monthly Sector partners Monthly reports
6-59 Months reached with Blanket
Supplementary Feeding services.
102
ANNEXES
Number of new PLWs and caregiv- 54,000 0 48,000 Monthly re- Nutrition sector Monthly
ers of children under five receiving ports
Maternal Nutrition, IYCF counselling
and participated in the IYCF group
sessions.
SECTOR OBJECTIVE 3 : Strengthen the collective Nutrition Sector response through timely collection and analysis
sex and age disaggregated nutrition data, information management and effective coordination.
Related to Strategic Objective 1

Number of agencies, government 9 partners, 20 Zero ≥ 50% The list of Nutrition sector Monthly
and community stakeholders with Camps -UNICEF for each trainees or
enhanced capacity in managing and 14 Camps proposed participants of
and supporting nutrition sector -UNHCR. ACF group. the orientation
interventions. – 10 Camps, seminars and
CWW – 3, SCI technical train-
– 3, SHED – 4, ings (IYCF-E,
WC – 4, WVI – CMAM, CMAMi
6, and SARPV etc.), training
– 5. Community and/or seminar
Leader for Host reports, minutes
Community – of the meetings.
Union Chairman
– 8. Total # CiC
and ACiC– 35.
Total # of Head
Majhis – 112.
Number of assessments/surveys N/A 0 3 (in- Survey/Assess- Nutrition sector Once
conducted in 2020 (HC and Ro- cludes ment reports
hingya) NCA,
SMART
and
Coverage
assess-
ments).
The Sector EPR plan is fully up- 2019: Yes 2020: Minutes of the NSCT Once
dated; all partners are aware of Yes meeting and
their roles in preparedness and re- reports from the
sponse. sector partners.
Number of camps with fully func- N/A 10% ≥75% Monthly reports Nutrition sector Quarterly
tional115 AAP mechanism supported of the sec-
by the nutrition implementing part- tor partners,
ners. supportive
supervision and
monitoring trip
reports.
115. At least 3 out of 6 AAP functioning criteria: (a). Orientation seminar for the community leaders on AAP is completed; (b) IEC/BCC materials are accessible in the critical
points in communities;(c). All IP staff is trained on AAP;(d). All field staff (service providers) are oriented in AAP basics; (e). The critical points (community centres, health
facilities, etc.) have feedback collection points (AAP boxes); (f). Number of the meetings with the targeted communities on the collected feedback (AAP meetings).
103
ANNEXES
COMMUNICATION WITH COMMUNITES

SECTOR OBJECTIVE 1 : Improve access to information for women, girls, men and boys – with a focus on
currently underserved areas and groups – through rationalized, community-centric, gender-responsive and
evidence-based communication and community engagement approaches.

Number of Rohingya refugee and 1,018,763 561,835 700,000 4W CwC WG Secre- Every six
host community members reached tariat months
through CwC services
Percentage of Rohingya refugee 100% 90% 90% MSNA ISCG/REACH Every six
and host community members months
who reported that CwC content/
messages are accessible and
understandable, disaggregated by
sex and age.
Percentage of Rohingya refugee 100% 53% 75% Needs Assess- GTS Every six
and host community members ment months
feel informed about the kind of aid
and services available to them,
disaggregated by sex and age.
SECTOR OBJECTIVE 2 : Improve participation of and accountability to women, girls, men and boys from affected
populations following minimum standards for the referral and resolution of community feedback and through
increased use of collective data analysis.
Number of training/orientations 12 0 10 Minutes/reports CwC WG Secre- Every six

organised for organizations / tariat months
Sectors to mainstreaming common
feedback standards
Number of organisations following 148 0 20 4W, Sector re- Sectors, CwC Every six
the common feedback mechanism ports WG Secretariat months
standards
Percentage of Rohingya refugee 100% 79% 90% MSNA ISCG/REACH Every six
and host community members who months
reported that they have no barriers
to using complaint/ feedback
mechanisms, disaggregated by
sex and age.
SECTOR OBJECTIVE 3 : Reinforce coordination, advocacy and technical support across different Sectors and
stakeholders for mainstreaming CwC and Accountability to Affected Populations (AAP) principles enabling peo-
ple to have access to life-saving information and knowledge on rights and services, working with respect for the
laws and policies of the Government of Bangladesh.

Number of agencies, sectors and 148 90 100 4W Common service, Every six
platforms used services and tools CwC agencies months
produced by CwC Working Group
members.
Number of humanitarian staff/ 2,893 1,185 1,500 4W Common service, Every six
volunteer trained/oriented on CwC CwC agencies months
and humanitarian principles
104
ANNEXES
Number of humanitarian 45 20 30 Minutes CwC WG Secre- Every six

organisations regularly tariat months
participating in coordination
meetings
COORDINATION
SECTOR OBJECTIVE 1 : Support leadership and coordination to ensure an effective response, with protection
and solutions as the foundation.

Number of people in need disag- 1,300,000 N/A 1,300,000 Sector Reports/ ISCG Secretariat Monthly
gregated by sex and age, and by SitReps
Rohingya refugee and host, receiv-
ing multi-sector assistance
Number of SEG, Inter-Sector Coor- N/A N/A 130 Meeting Min- ISCG Secretariat/ Quarterly
dination and HoSOG meetings held utes RCO/UNHCR/IOM
and minutes shared
Number of partners using the Ukhi- N/A 40 45 part- Hub reports ISCG Secretariat Quarterly
ya coordination hub ners
Number of PSEA discussions facili- N/A 0 50 PSEA reports ISCG Secretariat Quarterly
tated at Sector level
SECTOR OBJECTIVE 2: Foster a common understanding of the context, needs, priorities, response progress and
gaps, and an integrated and multi-sector approach to gender mainstreaming.

Number of sitreps produced and N/A N/A 12 Sitreps ISCG Secretariat Monthly
shared, which include detailed sex,
age and diversity disaggregated
data, situation and gender analysis
from all sectors, and clearly identify
gaps in Rohingya refugee and host
community response
Number of 4W and other IM prod- N/A N/A 12 Products ISCG Secretariat Monthly
ucts released that are compre-
hensive, gender sensitive and are
actively used for operational and
strategic decision making
Number of updates produced on N/A N/A 15 Reports ISCG Secretariat
monsoon and cyclone (including
monsoon reports, and reports on
status of cyclone preparedness)
SECTOR OBJECTIVE 3: Promote an efficient and well-resourced response through effective advocacy and re-
source mobilization efforts.

Number of donor and high-level N/A N/A 30 Visits tracking ISCG Secretariat Quarterly
visits to Cox’s Bazar facilitated, and
donor events supported
105
ANNEXES
Number of funding updates pro- N/A N/A 12 Updates ISCG Secretariat Monthly
duced and shared
Number of JRP monitoring reports N/A N/A 3 Reports ISCG Secretariat Quarterly
produced and shared that provide
update on both Rohingya refugee
and host community response
progress and funding
Number of issue-based advocacy N/A N/A 4 Papers/reports ISCG Secretariat TBC
papers produced and supporting
common messaging (including
humanitarian access tracking and
analysis)
EMERGENCY TELECOMMUNICATIONS
SECTOR OBJECTIVE 1 : Maintain existing ETS services including the provision of security telecommunications
services and internet connectivity in common operational areas to facilitate the response and ensure the safety
and security of staff.

User satisfaction survey - 80% 80% - - 1
SECTOR OBJECTIVE 2 : Conduct capacity building exercises to strengthen emergency preparedness and re-
sponse skills of inter-agency responders on the ground and to ensure the sustainability of services.

Conduct capacity building for hu- 0 20
manitarian staff
SECTOR OBJECTIVE 3 : Provide coordination for Emergency Telecommunications Sector (ETS) and develop and
share operational information to facilitate the entire humanitarian response and avoid duplication of efforts.

Information sharing platform main- - 1 1 - - -
tained
LOGISTICS
SECTOR OBJECTIVE 1 : Augment logistics capacity through the design and implementation of temporary com-
mon logistics services and enhance supply chain resilience to allow continuous and unimpeded flow of humani-
tarian supplies.
106
ANNEXES

Percentage of Logistics Sector - 87% 85% Sector Perfor- Logistics Sector 6 months
partners’ satisfaction feedback mance Survey
rated as “Satisfied” and “Very
Satisfied” in regard to common
logistics services
Percentage of storage service - 100% 90% RITA Logistics Sector Quarterly
requests delivered in full
(accepted, storage provided and
released)
Number of organisations using - 31 20 RITA Logistics Sector Quarterly
common logistics services
Number of organisations accessing - 19 15 RITA Logistics Sector Quarterly
preparedness equipment/support
SECTOR OBJECTIVE 2: Support decision-making by collecting and sharing timely and accurate information,
producing relevant business intelligence strategies and promoting transparent Sector activities.
Number of IM products produced - 52 50 Logistics Sector Logistics Sector Quarterly

and published Website
Percentage of Logistics Sector - 96% 85% Sector perfor- Logistics Sector 6 months
partners’ satisfaction feedback mance survey
Satisfied” in regard to IM products
Number of Logistics and GIS - 3 6 Sector Report- Logistics Sector Quarterly

assessments conducted ing
Number of visits to the Logistics - 8,500 8,500 Google Ana- Logistics Sector Quarterly
Sector Bangladesh website and lytics
PRAC access map
SECTOR OBJECTIVE 3: Encourage logistics coordination among humanitarian partners and facilitate the rollout
of collaborative operational efforts through strengthening existing local logistics systems.
Number of logistics staff (national/ - 194 200 Sector Report- Logistics Sector Quarterly
international/ male/female) ing
attending training activities
Number of organisations actively - 47 40 Sector Report- Logistics Sector Quarterly
participating in coordination ing
meetings
Percentage of Logistics Sector - 92% 85% Sector perfor- Logistics Sector 6 months
partners’ satisfaction feedback mance survey
Satisfied” in regard to coordination
initiatives
Number of workshops addressing - 2 4 Sector Report- Logistics Sector
technical logistics gaps ing
Number of logistics staff who - 10 10 Sector Logistics Sector Bi-monthly
receive basic gender training reporting
107
ANNEXES
ANNEX II
ORGANIZATIONS AND FUNDING REQUIREMENTS
PROTECTION
Bangladeshi Host
PEOPLE TARGETED Communities Refugees in Camps
PROTECTION
949,935ppl 94,935ppl 855,000ppl
NUMBER OF JRP
ORGANIZATIONS
19 19
CHILD PROTECTION
279,376ppl 32,275ppl 247,101ppl
NUMBER OF JRP
ORGANIZATIONS
24 25
GENDER BASED VIOLENCE

558,617ppl 99,298ppl 459,319ppl
NUMBER OF JRP
ORGANIZATIONS
14 21
PROTECTION
PARTICIPATING ORGANIZATION REQUIREMENTS

(US$)
Caritas Bangladesh $244,636
International Rescue Committee $391,000
Bangladesh Rural Advancement Committee $465,469
Norwegian Refugee Council $512,800
Light House Bangladesh $600,290
OXFAM GB $1,150,000
UN Women $1,684,083
Handicap International / Humanity & Inclusion $2,264,049
Danish Refugee Council $2,268,540
International Organization for Migration $3,734,279
United Nations High Commissioner for Refugees $26,684,060
TOTAL $39,999,206
CHILD PROTECTION

(US$)
PULSE - Bangladesh $150,600
Association for Aid and Relief Japan $251,002
108
ANNEXES

(US$)
Terre des Hommes - Lausanne $468,728
Educo - Fundación Educación y Cooperación, ChildFund Alliance member $552,357
World Vision Bangladesh $867,423
Plan International Bangladesh $1,000,090
Bangladesh Rural Advancement Committee $1,001,854
Save the Children $1,914,930
United Nations Children's Fund $9,152,304
TOTAL $23,999,999
GENDER BASED VIOLENCE

(US$)
Action Against Hunger $294,005
ACT Alliance / DanChurchAid $304,000
Friendship $311,263

Danish Refugee Council $466,000
World Vision Bangladesh $1,300,000
CARE Bangladesh $1,728,000
United Nations Population Fund $6,959,994
Total $24,000,000
SITE MANAGEMENT
Bangladeshi Host
PEOPLE TARGETED Communities (Emergency) Refugees in Camps
SITE MANAGEMENT
855,000ppl - 855,000ppl
NUMBER OF JRP
ORGANIZATIONS
8 9

(US$)
Nabolok $50,593
109
ANNEXES

(US$)
HEKS - Hilfswerk der Evangelischen Kirchen Schweiz $674,650
ACT Alliance / Christian Aid $766,192
Caritas Bangladesh $1,047,700
ACT Alliance / DanChurchAid $1,074,076
World Food Programme $9,401,300
TOTAL $ 95,337,865
FOOD SECURITY
Bangladeshi Host
Communities Refugees in Camps
PEOPLE TARGETED
FOOD SECURITY
1.3M ppl 444,000ppl 855,000ppl
NUMBER OF JRP
ORGANIZATIONS
38 32

(US$)
Loving Care for Oppressed Society $131,392
Mukti Cox's Bazar $347,697
Solidarités International $572,636
Helvetas Swiss Intercooperation $974,313
UN Women $1,159,186
ACT Alliance / Interchurch Organisation for Development Co-operation $1,617,358
ACT Alliance / Christian Aid $1,950,000
Food & Agriculture Organization of the United Nations $1,990,000
Friends in Village Development Bangladesh $2,020,667
OXFAM GB $4,397,884
Action Against Hunger $5,377,135
TOTAL $254,642,119
110
ANNEXES
EDUCATION
Bangladeshi Host
EDUCATION
421,771ppl 45,847ppl 375,924ppl
NUMBER OF JRP
ORGANIZATIONS
5 14
(US$)
Shehora Bohumukhi Samaj Kallan Samity $76,500
Integrated Social Development Effort Bangladesh $100,000
Friends in Village Development Bangladesh $119,816
Reaching People in Need $122,030
Unite Theatre for Social Action $130,600
Prantic Unnayan Society $230,073
UN Women $275,000
Allama Fazlullah Foundation $339,840
Voluntary Service Overseas $562,800
Handicap International / Humanity & Inclusion $612,148
Norwegian Refugee Council $1,611,600
TOTAL $68,977,437
HEALTH
Bangladeshi Host
HEALTH
1.27M ppl 417,295ppl 855,000ppl
NUMBER OF JRP
ORGANIZATIONS 38 41

(US$)
ORBIS International $318,474
Health and Education for All $350,000
Food for the Hungry $500,000
111
ANNEXES

(US$)
Terre des Hommes - Lausanne $641,139
Peace Winds Japan $800,000
CARE Bangladesh $800,000
HOPE Foundation for Woman and Children of Bangladesh $1,739,036
Friendship $1,799,612
International Rescue Committee $2,000,000
World Health Organization $10,000,000
TOTAL $85,606,112
NUTRITION
Bangladeshi Host
NUTRITION
395,050ppl 123,647ppl 271,403ppl
NUMBER OF JRP
ORGANIZATIONS
13 14
(US$)
World Concern Development Organization $182,000
Concern Worldwide $267,000
World Vision Bangladesh $385,542
Save the Children $561,000
TOTAL $39,926,854
112
ANNEXES
SHELTER & NFI ITEMS

Bangladeshi Host
SHELTER & NFI

877,000ppl 22,000ppl 855,000ppl
NUMBER OF JRP
ORGANIZATIONS
9 15

(US$)
Uttaran Organization $162,816
Friendship Luxembourg $375,882
Norwegian Refugee Council $415,130
Nabolok $533,165
HEKS - Hilfswerk der Evangelischen Kirchen Schweiz $750,000
CARE USA $1,800,000
TOTAL $111,204,611
WATER, SANITATION AND HYGIENE
Bangladeshi Host
WASH
1.14M ppl 284,587ppl 855,000ppl
NUMBER OF JRP
ORGANIZATIONS
32 35

(US$)
Nabolok $293,777
Friendship Luxembourg $852,804
113
ANNEXES

(US$)
ACT Alliance / Norwegian Church Aid $965,000
HEKS - Hilfswerk der Evangelischen Kirchen Schweiz $1,234,500
Terre des Hommes - Lausanne $1,804,720
OXFAM GB $2,500,000
Solidarités International $2,786,419
TOTAL $115,477,601
COMMUNICATION WITH COMMUNITIES (CWC)

Bangladeshi Host
CWC
910,060ppl 222,665ppl 687,395ppl
NUMBER OF JRP
ORGANIZATIONS
15 15
(US$)
BBC Media Action $3,000,000
TOTAL $10,000,218
LOGISTICS
(US$)
TOTAL $1,400,000
EMERGENCY TELECOMMUNICATIONS

(US$)
TOTAL $2,500,000
114
ANNEXES
COORDINATION

(US$)
UN Women $200,000
TOTAL $3,589,200
115
ANNEXES
FUNDING REQUIREMENTS BY AGENCY

(US$)
Shehora Bohumukhi Samaj Kallan Samity $76,500
Unite Theatre for Social Action $130,600
PULSE - Bangladesh $150,600
Uttaran Organization $162,816
Prantic Unnayan Society $230,073
Concern Worldwide $267,000
ORBIS International $318,474
Allama Fazlullah Foundation $339,840
Mukti Cox's Bazar $347,697
Health and Education for All $350,000
Food for the Hungry $500,000
Educo - Fundación Educación y Cooperación, ChildFund Alliance member $552,357
Voluntary Service Overseas $562,800
Light House Bangladesh $600,290
Peace Winds Japan $800,000
Nabolok $877,535
ACT Alliance / Norwegian Church Aid $965,000
Friendship Luxembourg $1,228,686
Helvetas Swiss Intercooperation $1,580,313
ACT Alliance / Interchurch Organisation for Development Co-operation $1,617,358
HOPE Foundation for Woman and Children of Bangladesh $1,739,036
CARE USA $1,800,000
Food & Agriculture Organization of the United Nations $1,990,000
Friendship $2,110,875
Friends in Village Development Bangladesh $2,140,483
ACT Alliance / DanChurchAid $2,260,262
CARE Bangladesh $2,528,000
Norwegian Refugee Council $2,539,530
HEKS - Hilfswerk der Evangelischen Kirchen Schweiz $2,659,150
Terre des Hommes - Lausanne $2,914,587
BBC Media Action $3,000,000
UN Women $3,318,269
Solidarités International $3,359,055
International Rescue Committee $3,698,800
OXFAM GB $8,047,884
World Health Organization $10,000,000
TOTAL $876,661,222
116
www.humanitarianresponse.info/en/operations/bangladesh
www.facebook.com/Rohingya-Response-ISCG-Coxs-Bazar-455703051511415
www.twitter.com/Rohingya_ISCG
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2020

JOINT RESPONSE PLAN

Foreword by the Co-Chairs 7

PART II: SECTOR OBJECTIVES AND RESPONSE

Annex I Monitoring framework 89

Mia Seppo Steven Corliss Giorgi Gigauri

Dakshin Mithachhari Naikhongchhari

Jalia Palong Ghandung

Kutupalong Balukhali Expansion Site

Camp 16 / Bagghona / Potibonia

NEEDS OVERVIEW: PROTECTION NEEDS, OTHER KEY NEEDS

VULNERABILITIES AND RISKS

OPERATIONAL CAPACITY AND CONSTRAINTS

ASSESSMENTS AND INFORMATION GAPS

Photo: ISCG / Saikat Mojumder / 2020

JRP FOR ROHINGYA

SO2: Deliver quality, life-saving assistance to populations in need.

SO3: Foster the well-being of communities in Ukhiya and Teknaf Upazilas.

SO4: Work towards achieving sustainable solutions in Myanmar.

Photo: Saikat Mojumder/2018

NUMBER OF PARTNERS BY SECTOR

Partner breakdown by Sector 19 26 23 12 39 32 44 16 16 36 15 1 1 6

JOINT RESPONSE PLAN 2020 APPEALING PARTNERS

AT A GLANCE JOINT RESPONSE PLAN 2020 OVERVIEW

KEY FIGURES 2020

1.3M PEOPLE IN NEED AND TARGETED $877M TOTAL REQUIREMENT

Host communities Refugees 160 UN agencies

TARGETED ROHINGYA REFUGEES BREAKDOWN OF REQUIREMENTS BY SECTOR

TARGETED HOST COMMUNITY IN UKHIYA AND TEKNAF

444,000 72,428 male

PEOPLE TARGETED BY SECTOR Ukhiya

THE PROTECTION FRAMEWORK FOR

Protection Pillar 3: Addressing critical living conditions in Rohingya refugee settlements

Protection Pillar 4: Preparing for sustainable solutions in Myanmar by promoting Rohingya

OVERVIEW OF THE CRISIS, NEEDS

Figure 1: Rohingya influx from August 2017 to December 2019

Violence breaks out in

2017 2018 2019

leadership and empowerment and designing and implementing gender-transformative programs.

The following priorities were most frequently identified in surveys undertaken

Shelter Electricity Water Health services

RESPONSE BY STRATEGIC OBJECTIVE

STRATEGIC OBJECTIVE ONE:

STRATEGIC OBJECTIVE TWO:

STRATEGIC OBJECTIVE THREE

STRATEGIC OBJECTIVE FOUR

COX'S BAZAR: CAMP LOCATION MAP

Cox's Bazar Paletwa

Camp 14,15,16Ô MYANMAR

× Collective site with host community

HUMANITARIAN SUPPORT TO RAKHINE STATE, MYANMAR

• WHO works to support an expanded programme of immunization in Rakhine State, as well as

that any relocation to Bhasan Char will

THE HUMANITARIAN-DEVELOPMENT NEXUS AND THE

COX'S BAZAR DISTRICT: UPAZILAS AND CAMPS

Cox's Bazar Sadar

Cox’s Bazar 310,105

Upazila boundary Teknaf

ASSISTANCE TO HOST COMMUNITIES AND BOARDER DEVELOPMENT IN COX'S

Figure 2: Donor assistance to host communities and broader development in Cox’s

$23.7M Social chohesion

$25.6M Health & Nutrition