Long Term Planning Framework Iraq

Transcription

1 Long Term Planning Framework Iraq 1. Who are we? The Federation Representation Office in Iraq was established in 1994, with an aim of supporting the Iraq Red Crescent to implement its humanitarian work throughout the country. The Federation works in partnership with Movement and external partners enabling the Iraq Red Crescent to reach its full potential and vision to become the leading humanitarian organisation in Iraq. The Federation Office has six technical and two support staff. The Federation support focuses on governance, management, finance, organisation development, disaster management and health. Due to the persistent security threats in Iraq, part of the Iraqi Federation Office is temporarily working form Amman- Jordan. 2. Who are our stakeholders? Our main stakeholder is the Iraq Red Crescent. Our support aims to ensure the Society make continual improvements, and develop strategies of offering high quality humanitarian assistance to the vulnerable people in Iraq as an auxiliary to the public authorities in providing humanitarian and social services. The next category of stakeholders are our donors, this includes the Swedish Red Cross, British Red Cross, DFID, European Union, Qatar Red Crescent, and Japanese Red Cross

2 2 I Long Term Planning Framework The other categories of stakeholders are based on Operational partnerships, Cross Border cooperation and coordination is a vial part of the effort to assist the Iraqi refugees in neighboring countries. This includes cooperation and coordination with Red Cross Movement Partners like the International Committee of the Red Cross, Jordanian, Syrian, Iranian, and Turkish Red Crescent National Societies. External partners include United Nations, High Commission for Refugees (UNHCR) and Office for Coordination of Humanitarian Assistance, UNCEF, as well as International Organization on Migration (IOM) 3. Where have we come from and what have we done so far? The International Federation had been supporting IRCS in building the capacity of the leadership, staff, volunteers and strengthening the finance and logistic systems. The country representation has successfully delivered training courses in the areas of disaster management, disaster risk reduction, include providing relief assistance like Eid gift packages, food, non-food items to internally displaced persons (IDPs) and returnees, Other areas of action include construction and rehabilitation of three warehouses, four hospitals and 30 Health Centers s across the country ToT courses in CBHFA and courses in health promotion and FA were implemented in all the 18 governorates. The IRCS has also actively participated in vaccination campaigns conducted in all parts of the country. 4. What is our mission? The Federation Representation Office in Iraq supports the Iraqi Red Crescent to implement all the planned activities in terms of building the capacity of the Society : leadership, staff, volunteers and systems, as well as providing technical support to the Society s DM, OD and Health programmes to ensure quality and accountability with increasing compliance with the required standards : International Disaster Response Laws, SPHERE Minimum Humanitarian standards, and other Federation policies and procedures 5. Where are we going and how are we going to get there? The IRCS governance and management have launched a comprehensive change process with aim of strengthening and improving the quality of it s service delivery with a vision to become one of the leading Humanitarian Organizations in the Country. The International Federation continues to support the National Society in strengthening its structure at headquarters, branches, and subbranches, review of its statutes as well as its financial management systems. The Federation will continue to support the Society in strengthening its legal base by finalising review of the IRCS Constitution, development of a long term strategic plan that will provide the overall road map of where the IRCS aims to be and the inputs and process of how it gets there. The IRCS will also develop HR, IT and Volunteer Management Policies and standard operational

3 3 I Long Term Planning Framework procedures to ensure the Society is well functioning with sustainable systems, procedures and staff with desired level of organizational and management infrastructure. The Iraqi population s most fundamental basic needs such as security, shelter, food and water, health and education have not yet been met. Three decades of wars, internal conflict and economic sanctions, have resulted in over 100,000 deaths and sever damage of infrastructure and disruption of essential services. Since 2003, over four million Iraqis have been forced to flee their homes, in what amounts to one of the largest people movements in modern times, far exceeding the Palestinian outflow after And while exact numbers are uncertain, the scale of the problem is not in dispute: The scale of the crisis is ranked second in the world preceded only by Afghanistan. Moreover, climate change will continue to render Iraq more vulnerable to natural disasters and environmental challenges. While the drought has receded since 2009, Iraq is still attempting to recover from its effects. Between 2007 till 2009, almost 40% of cropland throughout Iraq experienced reduced crop coverage and livestock was decimated. The situation caused 20,000 rural inhabitants to move in search of more sustainable access to drinking water and livelihoods. Similar occurrences in the future will further increase the pressure on the urban water systems and the economy in general. Iraq has a well-documented history of seismic activity.the historical seismicity follows a welldefined pattern and fits the boundary of the major tectonic elements of the country. Although not directly located on a dense cluster of recent earthquake epicentres, the geodynamic configurations show a medium to high seismic risk. The Federation will support IRCS in its efforts to improve its preparedness and response to disasters in order to reduce the number of deaths, injuries, and mitigate the impact of droughts on vulnerable communities. This will include support to the IRCS to preposition relief items, training and equipment for volunteers as well as communication system to achieve timely, effective and efficient response during disasters. IFRC will also strengthen the National Society's capacities and support the implementation of the Iraq Migration Project that aims to provide a safe and dignified return of the Iraqi refugees in cooperation with Participating Societies. Access to healthcare services remains a critical concern in many districts of Iraq and also in areas where people have very limited access to vaccination or nutrition services, particularly where the prevalence of chronic malnutrition is high. The health system is also over-burdened and suffers from a shortage of infrastructure, equipment and professional staff. Despite recent achievements, Iraq s health sector goals: maintaining the country s polio-free status, near-eradication of malaria, controlling of communicable disease outbreaks, and access to quality health service delivery at the primary health care levels, are not still fully achieved. To compliment these efforts, the IRCS will continue to support the Ministry of Health in Social Mobilization during Immunization campaigns, scale up its Community Based Health Care activities especially targeting the most vulnerable communities. Years of violence and deprivation have badly affected the population physical and mentally. The numerous civilian casualties in Iraq have also had terrible consequences on many households livelihoods and on the life of thousands of children who have lost one or both of their parents. The

4 4 I Long Term Planning Framework Federation will support IRCS establish a psychosocial support programmes (PSP) and establishment and training of PSP support groups. To ensure sustainability of the programme, IRCS will train trainers from the communities themselves. The increasing number of deaths and injuries as a result of frequent bomb attacks in Iraq make first aid a vital life saving skill. The IRCS focus on first aid us planned to continue reaching an increasing number of children in schools and expanding the service to ensure that each home, especially within the vulnerable communities, will have at least one trained first aider. Facts and figures four million people who are food-insecure and in dire need of different types of humanitarian assistance more than two million displaced people inside Iraq Over two million Iraqis in neighbouring countries, mainly Syria and Jordan, as well as in Europe and North America making this the fastest growing refugee crisis in the world. Up to eight million people are now in need of emergency assistance. four million Iraqis who are dependent on food assistance, only 60 per cent currently have access to rations through the government-run Public Distribution System (PDS), down from 96 per cent in Child malnutrition rates have risen from 19 per cent before the US-led invasion in 2003 to 28 per cent now. The number of Iraqis without access to adequate water supplies has risen from 50 per cent to 70 per cent since 2003, while 80 per cent lack effective sanitation. In 2006, 32 per cent of IDPs had no access to PDS food rations, while 51 per cent reported receiving food rations only sometimes. Only one in three Iraqi children under five has access to safe drinking water, and one in four is chronically malnourished. A survey published in The Lancet in 2006 estimated that violence may have led to 655,000 direct and indirect deaths since Other surveys put the figure at 81,000 (Iraq Body Count) and 150,000 (WHO). Ninety-four Aid workers have been killed, 248 injured, 24 arrested or detained and 89 kidnapped or abducted since Focus areas in support of IRCS priorities Development and implementation of a clear roadmap for building stronger, dynamic, and innovative NS systems articulated in a long term Strategic Plan in line with strategy 2020 Strengthening Integrated Planning, designing, packaging, marketing and implementation of Disaster Management, Shelter, CBHFA, Road safety, WatSan and strengthen the Institutional capacity of IRCS to improve programming and implementation under a comprehensive Recovery Programme and the IRCS Migration project. Development of IRCS Disaster Management Master Plan (DMMP) and Heath and Social Services Master Plan (HSSMP) that provides the framework and road map for the DM and Health programme development and implementation. The DMMP and HSSMP aim at ensuring the National Society growth is planned, and systems developed to enhance

5 5 I Long Term Planning Framework performance and accountability in a manner that meets the current and future challenges in Iraq. Business line 1- To raise humanitarian standards Outcome 1: Improving NS leadership capacities to develop and implement strategies, to ensure good performance and accountability Output 1.1: Clarification of roles and responsibilities of governance and management Output 1.2 Development of a 5 years strategy plan of the IRCS Outcome 2 Ensuring a well functioning organization with sustainable systems, procedures and staff with desired level of managerial and technical competencies Output 2.1 Output 2.2 Assessment of IRCS resources (human, financial and material),strengthening the Society s legal base, rationalization of management and operational structures, branch development, and recruitment and retention of youth and volunteers to ensure effective service delivery Clarification of Humanitarian context of Governorates (target group of the IRCS, stake holders in the governorates); Output 2.3 Effective and transparent HR management is in place; increased human and financial resources, Output 2.4 Output 2.5 Proper and effective financial procedures and guidelines are in place through implementing computer based financial management; Automation of unified accounting system has started in the IRCS headquarters IRCS financial and accounting system has follows Federation standards on financial management; IRCS enhanced its organizational and operational capacity at all levels. Output 2.6 Well functioning internal communication and effective external communication; Well function coordination mechanism in place. Ability to work in a network system - capable of linking to the international network, hence facilitating transfer of documents between the headquarters and the branches. Outcome 3: Increasing capacity for programme Development and management Output 3.1 Output 3.2 The IRCS has provided effective and efficient services to vulnerable groups on the basis of its clear legal identity, in full compliance with the fundamental Red Cross and Red Crescent Principles and its own Constitution, and through a well-developed organizational and management infrastructure. Staff trained to develop, run, improve and report on programmes and projects Output 3.3 Youth and volunteer staff improved their knowledge of the Movement and fundamental principles Business Line 2 To grow Red Cross Red Crescent services for vulnerable people Outcome 1: (To increase resilience of drought- affected communities.): Ability of IRCS to plan for disasters preparedness, reduce the number of deaths, injuries, and mitigate the impact of droughts on vulnerable communities, improved. Output 1.1 Outcome 2 Losses of lives, economic and environmental assets of communities; and migration from drought- affected areas are substantially reduced. To ensure safe and dignified return of Iraqi Returnees Output 2.1 A safe and dignified return of Iraqi refugees Outcome 3 Output 3.1 To increase the capacity of IRCS for an effective delivery of Disaster services An enhanced capacity and performance in disaster response is sustained.

6 6 I Long Term Planning Framework Business Line 3 To strengthen the specific Red Cross Red Crescent contribution to development Outcome 4: (Community-based health and first aid) : IRCS volunteers and communities are prepared and able to respond to health and injury priorities in the communities by increasing their capacities Output 4.1 Improved volunteers capacity to meet community need in health and focus to focus on delivery of priority needs Output 4.2 targeted communities have at least one member, each with knowledge, skills and ability to provide basic first aid Outcome 5: (School health &first aid) : Increased capacity of youth in schools as well as teachers in responding to health and injury priorities at school and in communities Output 5.1 Essential basic first aid knowledge to students and teachers has been disseminated Outcome 5: Output 5.1 Outcome 6: Output 6.1 (Monitoring polio and measles immunization campaign) : Improved organizing and mobilizing IRCS volunteers participation in national immunization campaigns to reduce children morbidity and mortality Contribute to the national effort in reducing the deaths and disabilities from vaccine preventable diseases by collaboration and coordination with the MoH in monitoring the vaccination activity (Psycho-Social support ) : IRCS volunteers in hot spots acquired social skills by their participation in the workshops of assistants support Psycho-social well being and resilience of volunteers has been improved through training courses 6. What are some of the key risks/assumptions? - Stabilization of the situation leading to a post conflict environment in which rehabilitation efforts can be enhanced with increasing dynamics of cooperation - Organizational stability within the National Society with comprehensive strategic framework that can enable the development of the IRCS as a strong NS through coordinated partnerships - Broad-based support( from both domestic and international partners) enhancing IRCS efforts to build up operational and organizational capabilities The civil unrest in the Arab World that started at the beginning of 2011 have forced an increasing number of Iraqi refugees to return to their Country despite the fear for their security. Events in Syria could trigger a massive in flow of both Iraq returnees as well as Syrians running away from the civil unrest in their Country The departure of the US forces that is scheduled for end of the year could result to either an escalation of violence or could defuse tension and reduction of the current violence. Only time will tell. 7. How much will it cost? Business Line Total 1. Humanitarian Standards 692,786 15,000 10,000 10, ,786

7 7 I Long Term Planning Framework Disaster Management Services 783,720 1,100,000 1,100,000 1,100,000 4,083, Development 1,161, , , ,000 4,811, Humanitarian Diplomacy - 5,000 5,000 5,000 15, Cooperation & Coordination - 144, , , ,000 Total 2,638,473 1,564,000 1,509,000 1,509, ,000 How we work All IFRC assistance seeks to adhere to the Code of Conduct for the International Red Cross and Red Crescent Movement and Non-Governmental Organizations (NGO s) in Disaster Relief and the Humanitarian Charter and Minimum Standards in Disaster Response (Sphere) in delivering assistance to the most vulnerable. The IFRC s vision is to inspire, encourage, facilitate and promote at all times all forms of humanitarian activities by National Societies, with a view to preventing and alleviating human suffering, and thereby contributing to the maintenance and promotion of human dignity and peace in the world. The IFRC s work is guided by Strategy 2020 which puts forward three strategic aims: 1. Save lives, protect livelihoods, and strengthen recovery from disaster and crises. 2. Enable healthy and safe living. 3. Promote social inclusion and a culture of nonviolence and peace. Find out more on Contact information For further information specifically related to this report, please contact: In the Iraq Red Crescent Society Dr. Yassin Abbas, President of the Iraqi Red Crescent Society; phone: ; ircs_int_dep@yahoo.com In the Iraq Country In the MENA Zone Farid Abdulkadir, country representative; Farid.Aiywar@ifrc.org ; Tel: , Fax: Tenna MENGISTU, for National Society Development and Knowledge Sharing, tenna.mengistu@ifrc.org Paul EMES, for Support Services &Resource Mobilization, paul.emes@ifrc.org