Revised Emergency Plan of Action (EPoA) Syria: Complex emergency Emergency Appeal n MDRSY003 Date of launch: June 2012 Appeal budget: 170,506,832 Swiss francs Operational budget for 2017: 49,696,931 Swiss francs. Glide n OT-2011-000025-SYR Expected timeframe: The Appeal is extended until December 2017 Total number of people affected: 13.5 million Number of people to be assisted: approximately 3 million people Host National Society: 14 branches, 65 active sub-branches, 117 active points and 7,808 active staff and volunteers Red Crescent Movement supporting the operation: Australian Red Cross, Austrian Red Cross, British Red Cross, Canadian Red Cross, Danish Red Cross, Finnish Red Cross, German Red Cross, ICRC, Irish Red Cross, Italian Red Cross, Norwegian Red Cross, Swedish Red Cross, Spanish Red Cross, Taiwan Red Cross, The Netherlands Red Cross SARC is currently working with 27 International partners including UN and INGOs. Other partners supporting the operation are: Irish Aid, Japanese Government, DG-ECHO (through Danish Red Cross), USAID-OFDA. This revised Emergency Appeal seeks 170,506,832 Swiss francs (increased from 145,086,034) to enable the International Federation of Red Cross and Red Crescent Societies (IFRC) to support the Syrian Arab Red Crescent (SARC) in providing continuing assistance to 3 million affected people for an additional 12 months in 2017. This revised plan and budget, will enable SARC to continue those critical services when and where needed throughout Syria until the end of 2017. It takes in to account the coordinated interventions of a number of components of the International Red Cross and Red Crescent Movement, including the International Committee of the Red Cross (ICRC) and Partner National Societies active in Syria. The revised operation will focus on the following sectors: health; water, sanitation and hygiene promotion; shelter (including household non-food items); livelihoods, food security; and community services. It will also include strong support to SARC s structural and operational capacities to deliver services and respond. A. Situation analysis Description of the crisis Almost six years since the onset of the crisis in Syria, which has resulted in the largest population displacement in decades. Over the course of 2016 the situation has turned to worse in several parts of the country, leaving more than 13.5 million children, women and men in need of humanitarian assistance, 7 million of which are unable to obtain the basic food requirements of a healthy diet and further 2 million are at risk of food insecurity. At the moment, UN figures report that four out of five Syrians are currently living in poverty. One way or another, every family has been affected by the crisis whether through displacement, the loss of a family member, livelihoods, education or basic human dignity. 1 2 Since the start of the crisis, close to 12 million people have been displaced, with 6.3 million in the country internally displaced and over one million are currently living in camps or shelters. Meanwhile more than 4.8 million vulnerable 1 The Humanitarian Needs Overview (HNO) 2017, produced on behalf of the Strategic Steering Group (SSG) and humanitarian partners working under the Whole of Syria (WoS) framework; December 2016. 2 Data from the United Nations High Council for Refugees (UNHCR), 2016. Although it should be noted that this number is rapidly changing with the rapid developments in Eastern Aleppo during the first weeks of December 2016.
P a g e 2 people are living in hard to reach areas, including close to 974,000 persons who live in besieged areas. As frontlines continue to move humanitarian access deteriorates, while displacement and needs keep increasing. 1 3 At the moment, half of public health care facilities are either closed or partially operational due to the scope of the conflict, close to 60 per cent of the population have difficulties reaching required health assistance. Damage to infrastructure is not only limited to health facilities, but wide-spread from water supply to solid waste management and overall public services. Maintenance of roads and bridges have also been affected, further limiting access. 1 The needs are many, and vary from area to area, according to the impact of the crisis in specific locations. People often have overlapping needs (e.g. health, livelihoods, psycho-social support). Despite the length of the crisis, food and other relief items support is -and must be kept- an essential part of the aid response in Syria. However, in other areas, communities and returning populations are looking towards a recovery and need support to regain their livelihoods -among other support. 1 Summary of the current response Overview of Host National Society The Syrian Arab Red Crescent (SARC) has 7,808 active staff and volunteers working across 14 branches and 65 subbranches. Due to SARC s assigned coordination mandate and its presence in most of the country, SARC is currently the largest national provider of humanitarian services in Syria. SARC volunteers represent the last mile in aid delivery throughout the country for members of the International Red Cross and Red Crescent Movement and other organizations present in Syria. Through its network of volunteers and staff in the branches and sub-branches, SARC is the main national facilitator to international humanitarian assistance and maintains formal coordination and cooperation with 27 UN agencies and international organizations Approximately 45 per cent of overall UN relief in Syria is distributed by SARC, while the rest is delivered through other local partners. According to official reports 4 from SARC s information management unit, during the first six months of 2016 it has distributed more than 35 million units of relief items through emergency response operations, food distributions, nutritional support and non-food item distribution. For example, during this first six months SARC reached: An average of 4.9 million people with food and agriculture assistance each month An average of one million with nutritional support. Close to one million patients with medical services through its network of clinics, first aid services, mobile medical teams and health units, community health points and hospitals. Almost two million people also received medications from SARC in this period. Close to 80% of the population with water, sanitation and hygiene promotion, in partnership with the ICRC and others. A total of 108,825 people with psycho-social services and more than 444,000 people with protection services. A total of 2,245,000 people via 192 cross-frontline convoy operations and 67 airdrops. In parallel, SARC continues to expand the capacity of branches and sub-branches across the country, providing essential humanitarian assistance and responding to the changing needs of the population. Overview of Red Cross Red Crescent Movement in country. In 2016, International Red Cross and Red Crescent Movement partners, together with SARC, continued to scale up their humanitarian response and outreach, increasing coverage with humanitarian activities in all sectors across the country. IFRC has been present in Syria since the mid-1990s with a permanent representation office since 2007. Currently the IFRC has a dedicated team based in Syria integrated with SARC, and in Beirut to support the response operation and capacity building initiatives from the MENA office. The International Committee of the Red Cross (ICRC) has been present in Syria since 1967, working as a key operational partner with SARC. The ICRC has four offices in Syria, some 75 international delegates and around 400 national staff. The main areas of support to SARC are emergency assistance, economic security, health, water rehabilitation, restoring family links and promoting humanitarian values. 3 Data from the United Nations Office for the Coordination of Humanitarian Assistance (UNOCHA), 2016.) 4 SARC Semi-annual report 2016. SARCH Headquarters, Information Management Department.
P a g e 3 Four Partner National Societies have delegates in Syria; the Danish, German, Canadian and Norwegian Red Cross societies. Other key partners such as the British, Canadian, Finnish, Japanese, Netherlands, Spanish, Swedish Red Cross Societies are present in the region. These National Societies are supporting SARC in areas such as health in emergencies, MNCH, new-born and child health, non-communicable diseases, psychosocial support and nutrition health promotion at the community level; as well as providing functional support for SARC health through medicine and equipment. They also provide assistance in livelihoods initiatives, and substantial support to SARC operational capacity. Partner National Societies also provide support in food and non-food item distribution for emergencies, winterization and reaching people with special need. Some also work in emergency and medium-term WASH objectives to restore services to people in need. Movement Coordination SARC, IFRC and ICRC and Partner National Societies inside and outside of Syria work in close coordination related to the support to SARC, with IFRC and PNSs present integrated within SARC HQs. SARC has the coordination and operational lead role for Movement response in Syria, as outlined in the formal Tripartite Agreement. Syria has been selected as a pilot country to implement the SMCC plan of action (Strengthening Movement Coordination and Cooperation) adopted at the Council of Delegates 2015. SARC, IFRC and ICRC in-country have jointly agreed to a framework (ToR) relevant to the context to ensure an increased coordinated approach in Movement support to the National Society, which will be let by a facilitator. Overview of non-rcrc actors in country During 2016, around 300 Syrian NGOs, more than 60 international NGOs and thirteen United Nations agencies were engaged in the provision of assistance across Syria. As the crisis evolves, so does the number of partners involved in the response. Compared to 2015, there has been an increase of partners with official authorization to carry out humanitarian activities, with 21 international nongovernmental organisations (INGOs) and more than 188 national organisations. However, as humanitarian and protection needs continue to grow in scale, severity, and complexity, humanitarian organizations. have been forced to prioritize interventions with immediate, life-saving impacts. Since the beginning of the crisis, SARC has been tasked with the role to coordinate and facilitate registered INGOs operating out of Damascus. SARC s role with the INGO community includes acting as the operational implementing partner and providing administrative support. The IFRC integrated representation in Syria coordinates operational matters through participation in the Humanitarian Country Team led by the UN Resident/Humanitarian Coordinator and by participating in the technical sector meetings. Needs analysis, beneficiary selection, risk assessment and scenario planning SARC is operating during an on-going crisis characterized by sudden shifts in the conflict, and the resulting humanitarian situation. Volunteers face many challenges, including restricted access, large displacement of communities and a volatile security situation. Needs analysis As showcased in the description of the overall situation, the impact of the protracted crisis has resulted in a continuous growth in the number of people in need of humanitarian assistance, better described below 5 5 6 : 13.5 million people are in need of one or multiple types of humanitarian assistance - a vast majority of the population. Four in five Syrians live in poverty and suffer from a deep economic recession, soaring food and fuel prices, and disrupted markets. More than 6.5m are living in abject poverty. There is close to 6.3 million displaced inside the country. Many are living in host communities, which has resulted in the host communities themselves overstretching their resources and increasing their own vulnerabilities. Almost half of the population is food insecure More than half (52%) of health facilities are affected (26% not functioning; 26% partially functioning). 5 UNHCR, 2016. 6 Humanitarian Response Plan 2017, produced on behalf of the Humanitarian Country Team in Syria and its partners.
P a g e 4 SARC operational and strategic capacity building The ever-growing humanitarian needs in Syria demanded SARC to scale up its emergency response. SARC delivers relief, health, WASH, PSS, livelihoods to affected population, and therefore has consequently increased its internal support services to the operation. IFRC will continue to provide SARC technical support in the different sectors through delegates present in Syria, and to the support services as logistics, PMEAL, IM, communications, procurement, finance. Due to this scaling up, the financial burden on core infrastructure and organizational running costs has significantly increased. IFRC s contribution to support SARC headquarters, branches, sub-branches ensure that SARC as an organization is able to maintain and increase its structure and services to continue responding to the crisis in an appropriate and timely manner. The protracted nature of the crisis resulted in an exhaustive usage of SARC infrastructure (health facilities, warehouses and office facilities). These facilities need renovation and rehabilitation, purchase of equipment etc. in order to make them fit for increased operational use and to support SARC in sustaining its activities in these facilities. The situation in the country has also had its impact on SARC staff and volunteers; therefore, attention needs to be paid on retaining and supporting them. SARC must continuously recruit, train and equip staff and volunteers to ensure that they can effectively respond. This is done through the provision of structured training packages, equipment, salaries and incentives. SARC branches and sub-branches are the last mile in delivering services to the communities conducting different activities such as relief distribution, health, WASH, PSS and other programmes. Sub-branch capacity strengthening through a holistic approach where the organisational, operational and technical capacity is addressed. While continuing responding to the current humanitarian needs, SARC is also looking ahead. The protracted crisis has resulted in a need for enhanced coordination and cooperation among RC Movement partners. The SMCC process will support SARC in looking at medium and long-term priorities and ensure a coordinated approach to long term capacity development. Beneficiary selection Continuous assessments are carried out by SARC volunteers through 14 branches and 65 active sub-branches. Volunteers are both operating in and from those affected communities, and are well-placed to assess the situation. In areas where the conflict does not allow for safe access, or access may be time-limited (for instance, volunteers may only be able to enter an area for two to three hours to assess needs) volunteers will conduct an emergency assessment. If they are able to enter the area for a short time, assessment is conducted through key informant interviews and focus group discussions with families, community leaders and other local organizations. The assessments are also conducted by direct observation for example in a newly opened area volunteers consider the conditions of the buildings, whether power or water is available, and how communities are able to support themselves. When a besieged area opens up, or in case of a sudden movement of population, the assessment and response targets the number members of the community or group of people displaced. SARC responds to such situations with relief items supplied by IFRC and others, so aid is ready to go in during such emergencies. Trained volunteers conduct home visits and use a questionnaire to determine vulnerabilities. Supporting documents to verify the circumstances of the household are also requested where possible. SARC branches and sub-branches use a standard template for beneficiary registration. Distributions are managed through distribution and beneficiary identification cards. There is common analysis by SARC on the particular vulnerability of the following groups/relevance of criteria for selection for relief response with food, non-food items and WASH activities: IDPs and host communities Youth, female-headed households, elderly and people with disabilities People who lost their homes/assessment of current shelter conditions Others directly affected (e.g. injured) by the conflict People suffering from chronic illness or other serious medical conditions Family size/number of dependents Access to source(s) of income
P a g e 5 There are also tailored responses for different situations. For example, in sudden, large scale displacements, hot meals are prepared for whole groups. In terms of livelihoods programming, while following the criteria mentioned above, the beneficiary selection depends of local contextual variation where the livelihoods project takes place. Meanwhile, in regard to health care provision, the majority of vulnerable communities currently receiving this service are internally displaced. Scenarios While some agencies have provided potential future scenarios, given the politicized nature of the crisis and the IFRC/SARC mandate, the following scenarios are described broadly. At the same time, as the political and security context continues to change, the IFRC stresses the need for SARC to have readily available relief to respond to urgent needs, primarily during larger displacements or when access is granted to an area previously inaccessible. Partners are therefore urged to support and ensure an uninterrupted supply chain of relief items. Escalation of conflict and further aggravation of humanitarian needs: Movement partners analyze and agree if it is necessary to increase appeal targets to enhance the operational support to SARC where possible IFRC will continue SARC s resilience approach where possible and focusing on operational capacity building, and strategic and operational planning continue as a priority, as far as SARC s capacity for scaled-up response allows. The IFRC will continue to provide focused winter assistance for the next winter season. The scale of conflict and humanitarian needs remains at same level or reduces: relief activities continue as planned for 2017, and increased focus is placed on enhancing a resilience approach, capacity building, and strategic and operational planning continue as a priority as far as SARC s on-going response allows. Joint planning for rehabilitation and recovery activities takes place within the framework of SMCC. Relief targets might be revised as requested by SARC and agreed with Movement partners. The IFRC will continue to provide focused winter assistance for the next winter season. Stabilization of situation: SARC will continue providing relief through 2017, health care services, enhancing community services, focusing on livelihood activities as well as rehabilitation of its health facilities, branches and sub-branches. Risk Assessment The implementation of the Plan of Action assumes that the following factors would have a further negative impact on the delivery of aid to those in need: Risk Continuation and further escalation of the conflict in country Mobilization capacity is hindered by severing of roads, insecurity or administrative hurdles Inconsistent aid delivery due to lack of sustainable funding: SARC and movement partners will have to plan for future sustainably to strategic planning including sustainability of operations Volunteer rotation, and security Mitigation The response strategy of IFRC/SARC is adjusted according to the aggravated needs and capacity of SARC/IFRC. Current security plan is revised and procedures are updated taking into consideration a possible further escalation of the conflict and its implication to the operation Take preparedness measures at local level when is the situation is likely to deteriorate IFRC continues mobilizing resources to the appeal in 2017, and have a minimum stock available for immediate dispatch. SARC and Movement partners strategic planning addresses future sustainability of funding, SARC structure and services through the Strengthening Movement Coordination and Cooperation (SMCC) mechanism. SARC with support from IFRC and ICRC ensures that standard procedures are applied, proper visibility of volunteers, and volunteers are trained to reduce the risks. IFRC provides insurance to SARC volunteers, and jointly with ICRC supports the claim process.
P a g e 6 Humanitarian access is limited ICRC, SARC, and UN continues to negotiate access ICRC and SARC continue the dissemination and advocacy on the Fundamental Principles and humanitarian Mandate. IFRC continues working with SARC to enhance logistics and mobilization capacity of SARC when access is granted. Existing SARC infrastructure is seriously damaged Supply chain of relief items and medical stocks internationally procured is disrupted The areas of highest risk will be identified upon which measures and procedures will be identified to ensure continuity of humanitarian relief provision. As soon as the situation stabilizes, SARC partners jointly support rehabilitation of SARC owned facilities IFRC and SARC adapt plans accordingly to the changing context, and alternative measures are implemented when possible aiming at uninterrupted supply chain as possible IFRC partners are kept informed of changes in the procurement and import procedures, and IFRC continues to provide support to the partners as per the procedures established. Donors are notified of the delays and challenges concerning their grant implementation under the IFRC Syria Emergency Appeal. IFRC participates in the Logistics sector meeting B. Operational strategy and plan Overall objective The overall objective is to respond to the most urgent needs and contribute to resilience of people affected by the crisis in Syria by enhancing SARC s capacity to implement its humanitarian mandate. In line with the overall objective, the IFRC will continue supporting SARC s humanitarian response. In parallel, it will continue working with SARC to increase the quality programmes, define long-term strategic priorities and build up on capacity building opportunities, recognizing the particular challenge faced when at the same time managing the dayto-day operations in a protracted crisis. Priority needs identified for IFRC support in 2017 are: Health Logistics and procurement support Capacity development, including headquarter, branch and sub-branch levels and volunteers support Livelihoods Food (for emergencies, e.g. sudden displacement, access to new areas) Non-food items (shelter, hygiene and women emergency kits) Support via SARC s community centres/community services (combining PSS, health, livelihoods these projects recognize that people do not have isolated needs, there is crossover) Strengthening Movement coordination & cooperation This revised plan of action foresees for approximately 3 million women, men, children and elderly to be reached by IFRC overall support. Proposed strategy
P a g e 7 The IFRC and the SARC will continue the provision of humanitarian assistance as the situation in many parts of Syria increases in complexity. Over the course of 2016 the situation has turned to worse in several parts of the country, leaving more than 13.5 million children, women and men in need of humanitarian assistance, 7 million of which are unable to obtain the basic food requirements of a healthy diet and further 2 million are at risk of food insecurity. Hence the provision of humanitarian relief to affected populations remains a priority. However, during 2017, increased focus will be put on programmes contributing to resilience objectives such as livelihood, basic health, community services, rehabilitation of SARC facilities and capacity development. Enhanced focus will as well be put on SARC s strategic and operational planning in line with the SMCC process. Given the emphasis that will be given Movement coordination and joint approaches to supporting SARC next year, it was decided to continue this Emergency Appeal for another year to ensure support to SARC response and uninterrupted supply chains while concurrently working on development. As in 2016, the IFRC continues in 2017 its two-track approach to SARC: (i) to ensure a continued and coordinated provision of efficient and effective humanitarian assistance The first track will consider three core areas for action: a) Food provision - support SARC relief operations through the provision of basic family food parcels - allowing a flexible response in situations where there is a surge in needs, and other agencies are not covering. Linked to Area of Focus 3. Livelihoods of IFRC 2016-2020 Plan) 7 b) Water, sanitation and hygiene promotion - provide family hygiene parcels and women emergency kits to improve sanitation and hygiene conditions allowing a flexible response in situations where there is a surge in needs. 8 c) Shelter and settlements (and household items) provide assistance to IDP families with basic shelter and household items such as mattresses, blankets and kitchen sets. 9 (ii) further develop capacity in activities that support early recovery where possible and contributing to resilience. The second track will focus supporting SARC organizational development and capacity building through: a) Enhancing SARC s planning and monitoring capacity to improve its organizational sustainability, thereby contributing to improved resilience of families affected by the crisis. b) Livelihoods: Continue supporting SARC in building its capacity in livelihoods programming and scaling-up the livelihoods intervention. c) Health and Care: Enable SARC to respond and mitigate the immediate health risks of the affected population through the provision of quality health services in SARC health facilities supported by the IFRC. The IFRC will scale up its support to SARC in the health sector including the CBHFA. 10 d) Community Services: Three community centres will be established in three governorates to provide psychosocial support, vocational trainings, and remedial classes to children and adolescents to reinsert in the school system, and support access to education. The overall goal of these three areas integrated is to contribute to increase individual resilience and self-sufficiency of individuals. 11 e) SARC Infrastructure: Movement partners will continue a coordinated planning for rehabilitation of SARC infrastructure as per defined needs. The main focus will be on the SARC branches and sub-branches, warehouses, distribution points and health facilities. f) Capacity building and organizational sustainability: enhance the SARC s capacity to efficiently and effectively respond to evolving needs and implement sustainable quality programmes according to its humanitarian mandate. Focus will be put on supporting SARC s organizational structure and operational capacity, as well as the SARC s ability to maintain and/or increase operations. Support will also be provided to SARC in terms of further development of policies, procedures and guidelines, notably in the areas of finance, volunteer management and information technology. Building skills of SARC staff and volunteers in technical areas strategic to the response will continue to be a key priority. In addition, SARC will be supported to ensure minimum standards in gender & diversity. With technical support from the MENA office, a work plan is being defined, and further develop tools/guidelines to integrate support to volunteers facing GBV victims. The strategic planning process and increased support towards growing and further developing longer-term support mechanisms at community level for resilience and recovery will be aligned with the overall goals of the SARC. It will also be used as base for a joint effort among Movement partners within the SMCC process. 7 Linked to Area of Focus 3 of the IFRC 2016-2020 Plan and Budget. 8 Linked to Area of Focus 5 of the IFRC 2016-2020 Plan and Budget. 9 Linked to Area of Focus 2 of the IFRC 2016-2020 Plan and Budget. 10 Linked to Area of Focus 4 of the IFRC 2016-2020 Plan and Budget. 11 Linked to Area of Focus 6 of the IFRC 2016-2020 Plan and Budget.
P a g e 8 For 2017, an IFRC PMEAL 12 delegate has been recruited to work directly with SARC with the aim to ensure PMEAL activities are strengthened including tools and mechanisms for beneficiary engagement and accountability and complaint mechanisms. Operational support services Human resources The IFRC Syria team is integrated within SARC headquarters, working directly together with SARC technical units, management and leadership to provide assistance and support to the National Society. Four PNS delegates are present in Syria coordinating its support to SARC as well as with IFRC and ICRC. The IFRC Syria team will in 2017 consist of 13 positions (two, part time) and a staff on loan based in the MENA office. Position Title Months Roles, responsibilities, tasks Head of Country Office 12 Logistics Coordinator 12 Logistics Field delegate 12 Medical Logistics Delegate Procurement delegate 6 Provides strategic advice to SARC management and ensures that the IFRC support to SARC is well targeted, efficiently organized and corresponds to the needs in country as well as the strategic priorities and needs of the National Society. Other responsibilities include facilitating a confident and close collaborative working environment amongst the Movement partners in Syria as well as security management of the IFRC team and representing the IFRC to non-movement partners. Manages international procurement and supports SARC logistics operations and provide logistics capacity building for SARC staff and volunteers at the headquarters in Damascus as well as in the field and at the Logistics Centre in Tartus. Based in Tartus. Provides technical support to SARC warehousing operations including on the job trainings, and monitors and tracks the pipeline for the incoming shipments, and ensures proper handling, receipt and reporting on goods received in a timely manner. Provides technical support to SARC on the development, dissemination and implementation of standard operating procedures and guidelines for the management of medical stocks including medicines, medical consumables and equipment as well as nutrition products. 11 Provides technical support to SARC in local procurement - primarily in livelihoods and rehabilitation programs. Currently under recruitment. Health delegate 12 Supports SARC in the development, implementation and capacity building in the health sector while ensuring IFRC Livelihoods delegate 12 health support is needs based and relevant. Supports SARC to elaborate its livelihoods policy and positioning, elaborating and implementing an associated SARC livelihoods action plan, and ensuring a coherent, consistent and coordinated approach to livelihoods activities within SARC and with Red Cross Red Crescent Movement partners and other SARC partners. PMER delegate 12 Supports IFRC planning and reports on IFRC-supported SARC activities and achievements to partners/donors, supports project proposal writing and builds SARC capacity in data collection and analysis as well as the management of professional information products with impactful visual content. Cross checks and analyses reports PMEAL delegate 12 Works with SARC to establish tools and mechanisms aiming to enhance planning and monitoring, evaluation and learning, beneficiary inclusion and adherence to Movement policies and practises. Movement & Partnership Coordinator 12 Communication delegate 10 Finance delegate Quality Assurance and Resource Mobilization Delegate SMCC Facilitator 12 12 Program Officer 7 6 To enhance coordination and cooperation within the RCRC Movement and provide support to Movement partners in their cooperation with SARC. Strengthen coordination also with partners outside the Movement and ensure knowledge and understanding of the work and principles of the RCRC Movement. Currently under recruitment. To work on increased visibility and understanding of humanitarian situation, and role of SARC, IFRC and the Movement by ensuring communications material, capacity development of SARC and strengthening media contacts. Currently under recruitment. Consolidates project budgets and coordinates the financial section of the operations updates, provides support to SARC in the development of financial management, processes a monthly reconciliation of funds and establishes a reporting discipline to minimize the level of dormant working advance balances. Develops and maintains partnerships with donors, mobilizes resources for the IFRC s Syria Emergency Appeal, supports project proposal developments, grant management, and ensuring compliance to funding objectives and requirements. This position is based in the MENA office. Responsible to ensure the objectives as outlined in the SMCC ToR, in direct cooperation with the working group to be established and in close coordination with SARC, ICRC and IFRC leadership Supports program and activities follow up and training preparations related to Syria. This is a staff-on-loan position based in the MENA office. In addition to the IFRC staff above, the Appeal provides structural and technical support to SARC staff and volunteers who are leading the response to the complex emergency. 12 Planning, monitoring, evaluation, accountability and learning
P a g e 9 Information management The Federation support to SARC IM development has received support by ICRC following the rationale outlined in the Tripartite Agreement between the ICRC, IFRC and SARC, and the latest high level tripartite meeting in Beirut in connection to the Movement Advisory Platform (MAP), organized in May 2014. At the MAP meeting, the Movement decided to scale up the operational response to the Syria crisis; expanding services and enhancing coordination of activities. As a follow-up, a Movement country plan for Syria was developed in 2016 as well as the concept of Movementwide reporting. Data gathering, reporting and presentation of the information have improved substantially over the last two years with the support of the previous IM delegate. SARC has established the capacity and human resources needed for improved information sharing and evidence based reporting. Internal processes on IM have been developed and are followed. Quarterly, 6 months and yearly reports are shared with partners and published in their final version on SARC website and Facebook pages. Logistics and supply chain The IFRC logistics support is well unified within SARC logistics emergency response current capacity, the core support is to maintain an optimal logistics mobilization and pipeline management for both bilateral and multilateral consignments that are imported, handled for reception, stored in central warehouse hubs in Tartus and dispatched for distribution to the branch and sub-branch levels. The IFRC logistics team, in close coordination with IFRC Global Logistics Service both Dubai Office and Geneva, plans, executes and monitors the supply chain for Syria with the consignments arriving to the port in Lattakia or transiting through / from Lebanon and imported via the following borders: Jdeidet Yabous and Al Arida, depending on the final destination. The Mobilization Table is regularly updated with new items identified by the National Society in accordance with agreed specifications, and is shared in DMIS and sent to partners. The IFRC Logistics Team works in partnership with SARC Logistics Emergency Response team in Damascus and Tartus managing mobilization and warehouse operations, respectively. This current structure is established to focus on the logistics mobilization of goods arriving into the country and central warehouse operations which is the backbone of the Syria crisis complex emergency operation. A robust technical and capacity building support is provided by IFRC to keep the constantly changing requirements of the operation, and catering for inquiries on relief and medical supplies, while German Red Cross supports the warehouse infrastructure in terms of staff salaries and hardware components in order to keep the warehouse hubs up and running. The IFRC / SARC logistics teams together with other personnel engaged in operations management invest thoroughly on continuous validation of the samples provided by IFRC Logistics Management Department and other partner National Societies as part of the ongoing tendering process for food and non-food items (NFI). Currently surge support from SARC Damascus Branch is provided to SARC headquarters to help with the logistics quality assurance for relief items where sample evaluation is taking place. During 2016 an additional quality assurance officer has been placed in Tartus warehouse to perform a detailed quality assurance on site at the time of reception of the shipments. Quick links Emergency Items Catalogue 2009 Logistics Standards Online Procurement Portal The final specifications are updated and listed as standard items or kits which are disseminated to partner National Societies including INGOs that have partnerships with SARC and that are contributing to the overall operation. Standardization is well appreciated by all counterparts and more work is planned to ensure all major items / kits are constantly reviewed based on familiarity, beneficiary feedback and best practices. Communication As will be described in the operational plan, regular, effective development quality communications materials and technical guidance are needed in order to raise the profile of the needs within Syria, and the activities of Syrian Arab Red Crescent (SARC), IFRC and partners. This plan will consider actions to strengthen SARC capacities for this, as well as support its participation in global campaigns designed to harness resources and audiences of the wider Movement. Additional support for advocacy will also be provided, where appropriate, from IFRC and PNSs. Security The IFRC team coordinates all security related matters with SARC and continues to rely on the services provided by ICRC through a well-working cooperation. The IFRC Head of Country office is responsible for the safety of IFRC delegates and visitors to the Federation and to ensure Minimum Security Requirements in close cooperation with the MENA Director, the MENA Security Advisor and the Security Unit in Geneva. IFRC has security rules in place and meets bi-weekly with SARC, ICRC and PNS partners for security briefings. The volatile security situation in parts of the country is envisaged to challenge sustained humanitarian response to all parts of Syria also in 2017. ICRC supports SARC in its operational field response and continues to call for safe and
P a g e 10 unimpeded access to all people in need. Whenever safe access can be guaranteed, SARC volunteers are often the first who are able to support a vulnerable population. Since the beginning of the conflict, 56 SARC and 8 Palestinian Red Crescent Society staff and volunteers have lost their lives while providing assistance to people in need. Security during field missions is part of the SARC and ICRC training of volunteers. IFRC will continue to ensure SARC has the equipment and resources available to support safety of the volunteers. PMER, accountability, learning and information management The IFRC delegates in Syria are responsible to plan, monitor and report on programs supported by IFRC under each sector and ensure accountability and transparency, with support from the PMER Delegate. Planning is conducted with SARC and is based on reports and assessments from the field. When possible, and depending on challenges, the delegates are present in the field to conduct monitoring and support visits. In cooperation with ICRC, during this year the IFRC will further strengthen SARC information management teams to further expand their capacity. The information management team is working closely with SARC colleagues at all levels (HQ, branch and sub-branch) and in all relevant program areas. The IFRC PMER delegate analyses the data that is received from the field in close coordination with SARC information management department to ensure accurate and timely donor reports. The IFRC Quality Assurance delegate also works closely with the IFRC delegates and SARC to follow up on the implementation of grants under the Appeal, and is responsible to ensure that all grants are implemented according to donors requirements and earmarking with quality and timely reports. Budgeting, accounting, financial monitoring and reporting is supported by the IFRC MENA office, Beirut. In 2017, IFRC will strengthen its support to SARC Planning, Monitoring, Evaluation, Assessment and Learning (PMEAL) by technical support of a PMEAL delegate who will work with the National Society to develop capacity and tools including strengthening mechanisms for beneficiary involvement. SARC HQ will also recruit two dedicated monitoring staff and in four branches as a pilot. Finally, IFRC will commission a review of the emergency operation to enhance the support provided to SARC s response to the protracted crisis in Syria aiming at documenting key achievements and lessons from the intervention, as well as providing input to plan further IFRC support to SARC from 2018 onwards. Administration and Finance The financial monitoring of the operation is supported by the MENA IFRC finance controller and a finance delegate both based in Damascus, working closely together with the IFRC Syria team and the relevant SARC staff. The IFRC Regional Finance Unit together with the field finance is responsible for the necessary management, control and accountability of all financial related issues of the operation, including overall budgeting, accounting, treasury, assets, financial reporting and financial services of the IFRC operation in Syria. Its main functions include managing internal controls to mitigate risk; creating and presenting financial reports to internal and external stakeholders; ensuring that the official accounting records of the IFRC are up-to-date and accurate; safeguarding financial resources through an appropriate internal control environment with an emphasis on: ensuring that the IFRC finance and accounting policies and procedures are followed effective budgetary control effective asset and liability management.
P a g e 11 C. DETAILED OPERATIONAL PLAN Health & care Since the onset of crisis, the role of SARC has drastically expanded to cope with increased health needs and has become a key humanitarian player. The number of SARC health facilities has increased by almost 50 per cent. Through 14 branches, 65 sub-branches and 156 health facilities, SARC offered health services to millions of people affected by the protracted crisis. Health facilities managed by SARC include hospitals, health clinics, health points, mobile health units, mobile medical teams, first aid centres and ambulance response centers. IFRC is the main single contributor to SARC health facilities. Half of these locations - where the IFRC supported health facilities operate - are defined as hard to reach areas, while all health facilities are filling the gap in the provision of health services where infrastructure is heavily damaged, and health services are disrupted. In 2016, the IFRC supported a total of 24 facilities. IFRC supplies SARC health facilities throughout Syria with medical supplies, medical equipment, pharmaceuticals and nutritional supplements. The IFRC health delegate based in Syria supporting SARC health programmes. Overview of the reach of IFRC-supported SARC health facilities between January and September 2016. Needs analysis: Many health workers have been adversely affected by the crisis some have left the country; others have been killed. Physicians for Human Rights have documented the killing of over 700 health care workers since the start of the conflict. The decrease in numbers is estimated at 55%. Almost 60 per cent of the population requires health assistance, and more than half (52%) of public health care facilities are either closed or partially operational 26% not functioning; 26% partially functioning. Facilities that are operational experience inadequate supply of medicines, equipment and fuel. Many people struggle to afford healthcare. Those with chronic conditions (e.g. diabetes, epilepsy, lung disease, renal failure) are at risk of death if not provided with routine therapy, which involves repeated costs Around 6.3m people are displaced, and in some areas displaced people outnumber the host community (e.g. SARC-supported Al-Shahbaa Clinic, Aleppo, where 75% of patients are IDPs). Hygiene promotion is necessary to help reduce some of the burden on busy health facilities in these areas Access to healthcare affected by insecurity. Hard-to-reach areas badly affected, also by lack of access to basic necessities to maintain good health Delayed access or lack of access impacts war wounded Mental health has become a major concern affecting individuals and families irrespective of whether displacement status. One out of 5 Syrians is at risk of developing mild/moderate mental health problems. Furthermore, women and children are particularly vulnerable to violence, including domestic violence and other forms of harassment
P a g e 12 Population to be assisted: In 2017, IFRC will support SARC in expanding and improving health care services provided through different SARC health facilities, with a total of 36 facilities supported. SARC will provide health care in the IFRC-supported health facilities to an estimated 1 million vulnerable children, men and women over the course of the year. The dynamics of health assistance are expected to increase in complexity. For example, just in 2016 consultations in At Tall (Rural Damascus) increased by 40 per cent. Almost one sixth of the consultations were nutrition relate problems of children. A high rate of cardiovascular diseases, elevated blood pressure, respiratory diseases, diabetes cases, and teeth gum problems were treated. In other the clinics it was reported that patients numbers dropped because of insecurity in the area. At the same time, health points in hard to reach areas received a stable number of patients, demonstrating that they are filling the gap of the lack of basic health service provision. SARC is providing community services with support from Danish Red Cross and other partners. In 2017, IFRC will strengthen the support by establishing three Community where children, women and men will engage in psychosocial sessions, learning and social activities. The Community Centres will place special focus on providing learning opportunities to children and adolescents, and livelihoods opportunities as described in the livelihoods and food security component 13. This revised appeal seeks to enhance the quality of health care services of SARC health facilities through: Maintaining an uninterrupted supply of essential pharmaceuticals and medical supplies to SARC health facilities. Renovation and provision of medical equipment to selected SARC facilities, based on assessments. Conducting health related training for staff (see National Society Capacity Building). Enhancing capacity of SARC health services department to manage health facilities and identify priorities and plan for a sustainable health strategy Increasing the capacity of SARC to provide quality services including emergency medical response to frequent calls to enter hard-to-reach and besieged areas. This includes the promotion of community-based health and first aid (CBHFA) programmes, increase the reach of mental health support and access to dialysis treatment. Supporting SARC health facilities with running costs and human resources. Outcome 1: Increased access of the affected population to quality lifesaving and basic health services Indicator 1: # of patients receive medical care in SARC health facilities supported by IFRC Target: 1 Million Output 1.1: SARC medical facilities receive continued resources and support to function effectively Output 1.2: Pharmaceuticals, medical supplies and equipment are available at SARC health facilities Indicator 1.1: # medical facilities functional medical facilities supported from IFRC resources Target 36 Procure health-related items (medical consumables, pharmaceuticals and nutritional supplements) and equipment following IFRC policies and procedures. Procure and supply equipment for identified facilities based on assessments Support SARC to establish new 13 health facilities based on field assessments, and provide resources for running costs, recruitment and training of health volunteers and SARC Support 12 MHUs, 16 clinics, 8 health points of SARC with running costs, recruitment and training health volunteers and staff. Procure 4 equipped Mobile Health Units 13 And as related to IFRC plan and budget 2016-2020 Areas of Focus 3 and 4, and gaps identified on the midterm evaluation of S2020.
P a g e 13 Support SARC in providing mental health services and care for dialysis patients by supplying specialized pharmaceuticals Output 1.3: People in need have access to ambulance first aid services Indicator 1.3: # of people provided with ambulance services Target: 20,000 Support 20 ambulances with running costs, equipment Output 1.4 Enhanced capacity of SARC to provide health services through skilled and equipped medical staff Indicator 1.4: # of SARC staff and volunteers attending health trainings Target 250 Recruit SARC staff for the health information system (HIS) to follow up and analyze the output data of SARC health activities. Conduct training for SARC health staff: on Major Incident Medical Management and Support (MMMS), Advanced Mental Health Gap Action Programme (mhgap), and a refresher, Culture of Peace, HMIS/Data analysis, Rational Drug Refresher and Psychological Support Provide 1,000 health staff and volunteers with visible and clearly marked uniforms Support SARC to identify priorities and plan for a sustainable health strategy Organize 2 planning workshops for branch health coordinators and directors. Organize 2 planning workshops for mobile medical team directors. Outcome 2: Target communities are implementing community-based health and first aid (CBHFA) activities with the support of SARC Indicator 2: # of communities active in CBHFA activities Target: 8 Output 2.1: SARC capacities to implement quality CBHFA interventions are enhanced Indicator 2.1: # of trained facilitators and volunteers Target: 150 Identify and train CBHFA Master Facilitators, CBHFA Committees, CBHFA volunteers Provide support to develop and implement community plans Design and implement data collection and reporting systems Identify and document lessons learned Output 2.2: SARC supports communities to develop and implement community based health plans of actions Indicator 2.2: # of communities developed CBHFA plans of action Target: 8 Select the communities Conduct community assessment in the selected communities Work with communities in the development of the plans Perform supervision, support and monitoring of CBHFA activities Community services