Iraq Development Operational Report 2013

Transcription

1 Iraq Development Operational Report /08/2013 This report covers the period 01/01/2013 to 30/06/2013. At the end of the tunnel there is light. The IRCS responds to the needs of the most vulnerable whenever and wherever they are in Iraq, and in full compliance to the Fundamental Principles of the Red Cross and Red Crescent Movement. Overview Iraq is presently at a cross road. Some progress has been made but the country still faces several major challenges on the road to recovery, and external support to help Iraq meet those challenges is absolutely crucial. Iraq Red Crescent Society as all other institutions in Iraq is in the process of recovering from over 10 years of wars, internal conflicts and International sanction. More than 2,600 people have died in unrest surges so far this year, according to Iraq Ministry of Health. Iraq has faced years of attacks by militants, but analysts say widespread discontent among members of its Sunni Arab minority, which the Shiite-led government has failed to address, has driven the spike in unrest this year. The situation in Syria has further increased the humanitarian challenges in Iraq. According to UNHCR, as of end of June 2013, the number of registered Syrian refugees in Iraq reached 160,997 with Kurdistan hosting over 90% of the refugees. The closure of Peshkhabor and Sahele border crossing points since 19 May has led to an on-going decrease in the number of Syrians entering the Kurdistan Region, which is hosting 95 per cent of Iraq s 156,721 Syrian refugees. The situation at Domiz camp, in northwest Iraq s Dohuk Governorate, currently houses over 70,000 Syrian refugees in critically overcrowded conditions. In addition to camp residents, some 90,000 refugees are scattered in and around urban centres in Iraqi Kurdistan. Spontaneous returns to Syria stand at 12,807 individuals returning through the Darabun crossing point.

2 2 I 2013 Iraq Mid-Year report Many Iraqis residing in Syria have also returned to Iraq. As of 22 January, 2013, UNHCR cited 68,122 returnees since mid-july 2012, with Baghdad receiving the largest number of returnees. Although humanitarian access has become less restricted, security threats for international staff remain high, particularly in Baghdad, in the north, in the central governorates, and in the Disputed Territories. The security situation in Anbar province remains unstable with underlying internal conflict, and spill over of the Syrian crisis. Access to Al Qa im refugee camp remains difficult. IRCS, provided put up tents to accommodate Syrian Refugees in northern Iraq Despite the complexity and the magnitude of its security challenges, the IRCS has managed to reach set milestones in its programme implementation. IRCS has played and will continue to play an important role in ensuring provision of quality Humanitarian Services in Iraq. These included completion of the OCAC process, commencement of one of the most intense Strategic planning exercise, finalization of the computerisation of the finance, HR and Logistics departments at the IRCS Headquarters, insurance cover for 1500 IRCS volunteers, and training of all DM coordinators from 18 Governorates in Disaster Management. IRCS was nominated to represent MENA zone in Climate change, Migration Reference Group, and included in the Global Disaster Risk Reduction Alliance. For these achievements to be maintained there is need for establishment a Performance Management Evaluation and Reporting of processes that ensure high quality programme implementation through and quality control.

3 3 I 2013 Iraq Mid-Year report IRCS, through the Iraqi Returnees Project funded by the Swedish Red Cross, ensure each returnee receive individual attention and follow up, to assess their needs as they re-settle back in Iraq Working in partnership Operational Partners Swedish Red Cross Agreement Memorandum of Understanding on Iraq Returnees Programme(IRP) Support to the IFRC Country Rep Japanese Red Cross National Society Development Department for International Development DFID Health and Social Services. Progress towards outcomes The IFRC support to the IRCS focuses on the following strategic direction. Development and implementation of a clear roadmap for building stronger, dynamic, and innovative NS systems articulated in 5-Year Strategic plan in line with Strategy 2020 Strengthening Integrated Planning, designing, packaging, marketing and implementing Disaster Management, Shelter, CBHFA, Road safety and WatSan. In addition, to strengthen the institutional capacity of IRCS and to improve programming and start the implementation of a comprehensive Recovery Programme and the IRCS Migration project. Development of IRCS Disaster Management Master Plan (DMMP) and Health 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 that the systems developed to enhance performance and accountability meet the current and future challenges in Iraq.

4 4 I 2013 Iraq Mid-Year report The Federation support uses a four element strategic framework which aims at improving IRCS services delivery. This includes supporting IRCS in the following: Updating legal and policy documents Improving staff and volunteers skills Standardising Operational Procedures, regulations, programmes planning, implementation, Monitoring and Evaluation guidelines, as well as contingency planning Upgrading equipment and prepositioning of relief stocks. Business Line 1 To Raise Humanitarian Standards Outcome 1: Improving NS leadership capacities to develop and implement strategies, to ensure good performance and accountability Clearly defined roles and responsibilities for governance and management at all levels, as per statutes. IRCS strategy for 5 years that defines a clear roadmap for building a stronger, dynamic, and innovative NS systems in line with strategy 2020 is developed and approved by the Governing Board Meetings held with IRCS Board and Management 20% 100% 80% The Organisation Capacity Assessment and Certification took place in Baghdad in January The exercise was facilitated by the Head of Performance and Development Department from Geneva and involved 30 participants from all the 18 Governorates, Governance, Management and technical staff based at the Headquarters. The outcome of the OCAC process provided a perfect launching pad for the restructuring process that will defined in the 5 year IRCS strategic plan. The IRCS process of developing a long term strategic plan started in April The plan will outline the Society s roadmap for building a stronger, dynamic, and innovative NS system articulated in a long term strategy, in line with strategy This is the first Strategic plan in over ten years. IRCS took a bold step in this process that was consultative, driven and owned by the Society. The IRCS as a National Society rose from the ashes after years of internal and international war, sanctions, and sectarian violence. The commencement of the Strategic Planning Process reemphasizes IRCS commitment towards growing the institution and appreciating that the operating environment has changed over time, and that a number of lessons have been learnt from the previous implementation period. It was therefore necessary to review past experiences and use them as a basis for the development of a new Strategic Plan that is aligned to both the changes in the dynamic operating environment and the strategic priorities of the IRCS with strategy The IRCS Strategic Planning Process comes at a time when good governance and the whole aspect of performance management are major considerations within the Red Cross Red Crescent Movement. The development of the IRCS Strategic Plan is imperative as it avails an opportunity to outline strategies for tackling all the challenges faced in the past as identified by the OCAC Process. It recognizes the lessons learned and identifies the gaps witnessed, while effectively determining IRCS success factors for future planning.

5 5 I 2013 Iraq Mid-Year report Outcome 2 Ensuring a well-functioning organization with sustainable systems, procedures and staff with desired level of managerial and technical competencies Centralised IRCS Finance, HR, Admin and logistic computerised Information Systems established and functioning System Installed In 2012 System fully operational System operational fully Job descriptions for all staff & volunteers are in place in the IRCS HQ and Branches Financial management procedures and guidelines approved by NS auditors and financial accounting system implemented in the IRCS; 50% 100% 50% 100% 50% Well-functioning and compatible financial and accounting system is in place within the IRCS structure. Internal communication strategy, procedures and tools are in place; external communication guidelines are developed and implemented 0 10 IRCS Finance staff trained finance package installed 1 stakeholders management policy developed, approved and implemented 10 IRCS Finance staff trained finance package 1 draft stakeholders management policy developed The IRCS Finance Department s main functions are to ensure appropriateness of the accounting records and the adequacy of internal control systems. However, today the scope of accountability by donors has grown beyond traditional horizons. In these circumstances it is no longer sufficient to merely testify the correctness of accounts and assure compliance with rules and procedures. It is necessary to safeguard the interests of the Partners and beneficiaries by ensuring that donor funds have been spent economically, efficiently and effectively in attaining programme objectives. The IRCS and Federation have taken steps to increase the efficiency and effectiveness of the Finance staff through adoption and investing in new computer assisted techniques and computerisation of the Finance process as well as upgrading skills of the technical staff while improving the quality and impact of its work. The current ratio of computers to staff is 1:1, while four information management systems were installed at the IRCS Headquarters including, finance, admin, HR and logistics software packages and training of staff were implemented in the first half of the year under review. In this regard, the IRCS will be developing a new ICT strategy, a disaster recovery and business continuity plan, as well as rolling-out the computerization exercise in 18 Governorate in the next five years under the Digital Divide Initiative and in line with IRCS 5 Year Strategy.

6 6 I 2013 Iraq Mid-Year report Outcome 3: Increasing capacity for programme development and management 50 IRCS staff and volunteers are trained in project planning, management and reporting; 50 staff and volunteers Nil staff and volunteers 425 youth and volunteers new comers are trained on RC/RC Movement principles Activities will be carried out in 3 rd Quarter subject to availability of funding youths 0 Business Line 2 To grow Red Cross Red Crescent services for vulnerable people Outcome 1: Ability of IRCS to plan for disasters preparedness, reduce the number of deaths, injuries, and mitigate the impact of droughts on vulnerable communities, improved. IRCS disaster response plan developed and implemented 1 1 draft disaster response plan developed Number of IRCS disaster response operation 4 Syrian Refugees in Iraq, Support to Syrian, Jordan, Lebanon Red Crescent Societies No of beneficiaries 120,000 60,000 The IRCS was the first humanitarian organisation to respond to the needs of Syrian Refugees during the first influx before UNHCR took over the operation. The Society distributed food parcels, non-food items, hygiene kits and provided PSP and First Aid to the Syrian refugees. In the revised regional appeal, IRCS planned to support 7753 with food and non-food items, PSP and FA training. However by end of the reporting period the overall funding situation was minimum and 0 funding was received for Iraq

7 7 I 2013 Iraq Mid-Year report Outcome 2: To ensure safe and dignified return for Iraqi Returnees 14 Programme assistants of the National Society in headquarters and 6 branches implementing the IRP Project received training on psychosocial support; Iraq returnees received safely assisted and reintegrated into their local community A coordination meeting between Iraq Red Crescent, Swedish Red Cross and the Federation, was held in Beirut in the April The meetings laid the foundation for a gradual handover of the management of the Iraq Returnees Project to the IRCS, with technical support from the IFRC. An Tripartite MoU was signed in April 2013, between the Iraq Red Crescent, Swedish Red Cross and the Federation that define the responsibility The project did not receive any returnee in the period under review due to the increased insecurity as a result of the sectarian violence. The IRCS continue to conduct monitoring visits to Iraq returnees who arrived in the The psychosocial support Training of Trainers will be conducted in September in the year Under review Outcome 3: To increase the capacity of IRCS for an effective delivery of disaster services [1] One National Disaster Management Coordination Training held targeting 30 DM coordinators and Heads of Departments One National Disaster Response Team (NDRT) training targeting 30 staff and volunteers held 0 1 0

8 8 I 2013 Iraq Mid-Year report Responding to Disaster requiring coordinated intervention both Internal within the IRCS, Movement, Government and external Partners. In order to further develop coordination skills of staff and volunteers skills, the IRCS with support from the Federation, organised a five days Disaster Management Coordination for 22 staff drawn from 17 out of the 18 Governorates and 5 from Headquarters HQ. The training aimed at building efficient, motivated and well-trained staff and volunteers in order to enhance service delivery and improve efficiency and speed during emergencies in Iraq The training which was facilitated by the Zone Disaster Management Coordinator included the following: Disaster Policies, principles, rules for Disaster Response, Code of Conduct Coordination and Cooperation with other stakeholders, SPHERE, evidence-based assessments and planning, response, prevention and mitigation of the damage, improve media relations. The ICRC Cooperation Coordinator gave the session on safer access. There were a number of important insights for improvement in coordination and management during disasters.. These include the urgent need to proactively establish coordination and management procedures in advance of any crisis as well as the institutionalization of processes for learning from experiences obtained from every disaster intervention. The NDRT training will be conducted in the 2 nd half of 2013; it is subject to availability of funding. Business Line 3 To strengthen the specific Red Cross Red Crescent contribution to development Outcome 1: (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 # of volunteers trained and gained the skills, knowledge and ability to provide first aid and cope with health and disasters challenges and have access to first aid kits 940 Volunteers 0 #of CBHFA Dissemination sessions and of primary care centres visited 15 0 Activities will be carried out in the 2 nd half of 2013, subject to availability of funding and will be reported on as part of the annual report.

9 9 I 2013 Iraq Mid-Year report Outcome 2(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. # of students and teachers trained in health promotion, hygiene and first aid by conducting 3500 training course in 18 governorates 70,000 students and teachers trained in ,000 0 The training will be implemented in the 2 nd half of the year under review due to the staff focusing on the Strategic Planning exercise in the period under review. Outcome 4: (Psycho-Social support): IRCS volunteers in hot spots acquired social skills by their participation in the workshops of assistants support # of staff and volunteers who have received psychosocial support training 15 Project Monitors trained in Volunteers 0 # of people who have received psychosocial support 6052 Syrian Refugee s and 52 Iraq returnee s in Iraq Returnees 2700 Syrian Refugees 4 Iraq Returnees The PSP training under the Iraqi Returnees Project will be carried out in September 2013, while the PSP support to Iraqi Returnees is on-going. The PSP training and support to 2700 Syrian Refugees will be conducted in the 2 nd half of the year under review, subject to availability of funding.

10 10 I 2013 Iraq Mid-Year report IRCS, provides Heaters to the vulnerable in preparation for winter season Stakeholder participation and feedback In line with the (IFRC) Strategy 2020, the Iraq Red Crescent (IRCS) delivers services aimed at enhancing community resilience to disasters and public health emergencies. This includes protecting livelihoods and strengthening capacity to recover from disasters and crises, enabling a healthy and safe way of living, and promoting social inclusion and a culture of non-violence and peace. In order for this to be successful, it will need careful coordination and planning of all its aspects. One area that is essential is external stakeholder management: informing, consulting and co-opting all the various levels of stakeholders to ensure their support and active participation in the Initiative. It is necessary that the ownership of the Initiative lies within Iraq Red Crescent, and that all processes and activities be fully led by them. This is particularly important for external relations activities, which they themselves would need to carry out. Experience suggests that building up goodwill for IRCS programmes through careful communications and advocacy is an investment that results from improved relations and open doors for additional sources of resources Coordination of such efforts is key to ensure a professional approach and effective external relations. The process must be led by the IRCS, with the IFRC s role being one of technical support and advice.

11 11 I 2013 Iraq Mid-Year report Key Risks or Positive Factors Key Risks or Positive Factors Priority High Medium Low Recommended Action Security H Monitor and take appropriate action Revise security regulations and evacuation plans Increase in Iraq IDP H Develop Contingency plan Increase in Syrian Refugees H Revise Regional Appeal and upscale relief interventions Lessons learned and looking ahead Throughout the cooperation between the Federation and the IRCS, a transparent process of communication has been maintained based on IFRC s principles and standards. It is important to be realistic about the administrative and managerial capacity of the Iraq Red Crescent to meet these needs even if financial resources are not available. The typical post-conflict National Societies inherits a history in which it has never managed to build an effective Management system even prior to the civil war. The legacy of war has made this task even harder. IRCS continued to be committed to reducing the risk and impact of disasters through community preparedness, increasing community access to adequate and nutritious food, reducing deaths, illnesses and impact from diseases in communities, as well as increasing the capacity to implement disaster preparedness, response and recovery in an integrated approach Technical and resource mobilisation support continued to be provided to IRCS to align its programmes with the IFRC Strategy 2020, while taking into account emerging issues such as climate change and migration. This has contributed to strengthened disaster preparedness and response, community based health as well as capacity development for the IRCS and the communities. The integrated approach promoted by the Federation also enhances the quality of service delivery, which was modelled to ensure holistic support to vulnerable communities. Further support will be provided to build NS capacities for national fundraising and diversification of resource mobilization efforts beyond the traditional Partner National Societies. Gender balance has been taken into consideration to ensure equity and diversity. The Iraqi returnees programme resulted in an increased awareness of the needs and constraints involved in providing quality services, and generated great interest in learning more about counselling methods relevant to providing services to returnees. The National Society s ability to respond to future similar cases and programmes has been built further through holding trainings, providing significant opportunities for discussions and exchange of experience,. The documentation capacity of the IRCSs is gradually becoming more systematic and providing a strong base for shared knowledge and expertise.

12 12 I 2013 Iraq Mid-Year report Financial situation The decrease in funding resulted to shift in implementation strategy to focus on systems development and decrease programmes implementation as well as drastic reduction of admin and support cost. Click below to go directly to the financial report _13DOPmyf.pdf 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 Federation Representation Office-Iraq Farid Abdulkadir, Country Representative; Tel: Farid.Aiywar@ifrc.org For Resource Mobilization and Pledges: In IFRC Zone: Samah Hassoun, Senior Resource Mobilization Officer, Mena Zone, Phone: , samah.hassoun@ifrc.org For Performance and Accountability (planning, monitoring, evaluation and reporting enquiries) In IFRC Zone: Tenna Mengistu, Senior Advisor Adviser, Policy, Strategy and Planning, MENA Zone, Beirut; mobile: ; tenna.mengistu@ifrc.org In IFRC Zone: Nadine Haddad, Senior Planning, Monitoring, Evaluation and Reporting Officer, Phone: , nadine.haddad@ifrc.org