Emergency Plan of Action (EPoA) Mozambique: Tropical Cyclone Idai

Revised Emergency Appeal n° MDRMZ014 GLIDE n° TC-2019-000021-MOZ Appeal launched 19 March 2019 Date of issue: First DREF allocated on 14 March 2019 Appeal revised 25 March Expected end date: Appeal ends March 2021(24 months) Category allocated to the of the disaster or crisis: Yellow / Orange / Red Initial DREF Allocated: 750,000 Swiss francs; Current Emergency Appeal funding requirements: 32.206,000 Million Swiss francs (revised upwards from 10 Million Swiss francs on 25 March 2019) Total number of people affected: 1.85 Million Number of people to be assisted: 172,500 Project manager: Florent Del Pinto, National Society contact: Alfredo Libombo Overall responsible for planning, monitoring, evaluation, Tomas, Secretary General reporting and compliances Host National Society presence: Mozambique Red Cross Society (Cruz Vermelha de Mozambique, CVM) was established in 1981, and officially recognised by the Government of Mozambique (GoM) in 1988. Recognised by the ICRC in the same year, it became a member of the IFRC almost one year later, in October 1989. Its actions are fully implemented by approximately 170 staff, 5,500 volunteers and 70,000 members. Red Cross Red Crescent Movement partners actively involved in the operation: The International Committee of the Red Cross (ICRC), American Red Cross, Austrian Red Cross, Belgian Red Cross, Brazilian Red Cross, British Red Cross, Canadian Red Cross, Croatian Red Cross, Danish Red Cross, Finnish Red Cross, French Red Cross, German Red Cross, Hong Kong Red Cross, Icelandic Red Cross, Italian Red Cross, Japanese Red Cross, Luxemburg Red Cross, Netherlands Red Cross, Norwegian Red Cross, Singapore Red Cross, Spanish Red Cross, Swedish Red Cross, Swiss Red Cross and Turkish Red Crescent. Portuguese Red Cross and Qatar Red Crescent are contributing bilaterally to the response. Other partner organizations actively involved in the operation: AECID, Anadarko, Booking Care, Coca-Cola, DFID, ECHO, Irish Aid, Lichtenstein Government, Luxemburg Government, MundiPharma, OFDA, Patrick J McGovern Foundation, Shell, Transfigura, WHO, World Remit.

This EPoA has revised figures and actions, based on more detailed assessments. Some figures may vary from the Emergency Appeal launched on March 25, including funding requirements and number of people targeted. This will be reflected in the next revision of the Emergency Appeal.

A. Situation analysis

Description of the disaster Tropical Cyclone Idai made landfall in Mozambique through the city of Beira, central Mozambique on 14th March, 2019 at 23:30 GMT. Winds from the cyclone reached more than 100 miles per hour, and caused heavy rains affecting Sofala, Zambezia, Tete and Manica provinces. Mozambique National Disaster Management Institute (INGC) indicated that 1.5 million people were affected, including more than 140,000 people displaced – many sheltered across 139 evacuation centres, spontaneous settings and makeshift shelters. At the moment, some 603 people have been confirmed dead as a result of the cyclone, according to the most recent reports issued by INGC. At the same time, more than 1,500 people were injured, and more than 230,000 houses were damaged and destroyed.

Tropical Cyclone Idai has also affected Mozambique’s food security and livelihoods in the long term, due to extensive damage to standing crops immediately before the harvest season due in the months of March-April as well as

loss of seeds and tools1. The entire southern Africa region has been facing the effects of the ongoing El Niño with below-average cumulative rainfall and abnormally high temperatures for the 2018/19 season. The whole southern Africa region has suffered from sustained drought in recent years.

FEWS NET also describes the impact of Tropical Cyclone Desmond, which brought localized floods and strong winds in areas around Beira and Dondo cities of Sofala Province through January 2019. Flooding from Desmond and other localized flooding resulted in the deaths of 1,285 cattle and other small animals and affected 60,167 hectares of crops2. The impacts from the landfall of Tropical Cyclone Idai has destroyed over 715,000 hectares of crops in central Mozambique.

Winds and floods also affected water and sanitation infrastructures across the provinces, especially in Beira. Stagnant water, lack of hygiene and sanitation condition provides a perfect breeding ground for cholera and malaria, which are both endemic diseases in the country. Reports from Handicap International published in late March indicate that 45 health centres have been destroyed, with 28 out 157 health facilities in Sofala province alone which are either entirely or partially destroyed. This further complicates the situation of people injured and especially vulnerable groups. One key example is pregnant women, of whom there are more than 75,000. From this figure, close to 43,000 are expected to give birth during the next six months, risking complications due to lack access to health facilities and care. Endemic diseases such as cholera and malaria pose an additional threat that grows at alarming rate. As of 12 April, official figures report at least 5,000 cholera cases in the country, and at least six deaths. Poor access to health facilities continues to be cut-off and hampering restocking of essential drugs and medical supplies in the health centres, as evidenced in the Buzi rapid assessment.

Summary of the current response

Overview of Host National Society Since the onset of Tropical Cyclone Idai, Mozambique Red Cross Society (Cruz Vermelha de Mozambique, CVM) staff and volunteers were involved in search and rescue activities and provision of first aid services. Immediately after the first response CVM deployed its volunteers in accommodation centres to support with preventive and hygiene activities. Volunteers also supported mobile clinics organized by the Ministry of Health (MoH) and other partners and distributed prepositioned non-food items.

The CVM is currently implementing a broad range of services supported by more than 20 different partners from the Red Cross and Red Crescent Movement. This support comes through the International Federation of Red Cross and Red Crescent Societies (IFRC)’ Emergency Appeal, bilateral contributions, surge capacity deployment and financial contributions. Since the onset of the emergency CVM conducted search and rescue interventions, and to this day continues implementing activities related to distribution of essential household items, hygiene promotion, safe water distribution, mass sanitation and health care provision.

Through the Emergency Appeal operation, CVM has reached to date at least 30,000 people affected by Tropical Cyclone Idai with relief items, hygiene promotion activities, health services and provision of more than 280,000 litres of clean water. Most people reached are in postos of Buzi, Cidade Da Beira, Dondo and Nhamatanda in Sofala province. However, with the support of other partners such as the ICRC, Spanish Red Cross, German Red Cross and Belgium-Flanders Red Cross CVM is also active in other provinces, such as Manica and Tee. Activities in Buzi posto started on the first days of April and focused on relief distribution of shelter and WASH items, which reached 631 households (3,155 people). The items included shelter tool kits with tarpaulins, kitchen sets, mosquito nets, and jerrycans.

Cholera continues to rise in communities impacted by Cyclone Idai. The Red Cross is supporting local efforts to combat the spread. Cyclone Idai and the following floods has created the worst humanitarian crisis in Mozambique’s recent history. The Canadian Red Cross is in the country to operate a field hospital in Nhamatanda, about 100 kilometres north of the port city of Beira

1 Mozambique: Tropical Cyclone Idai – Update 2. Published by ACAPS on 27 March 2019. Click here for a direct link. 2 Poor harvest expected in the southern region and average to above average in the rest of the country. From FEWS NET Food security outlook for Mozambique, February 2019. Click here for a direct link.

The Mozambique Red Cross Society was established in 1981, and officially recognised by the Government of Mozambique (GoM) in 1988. Recognised by the ICRC in the same year, it became a member of the IFRC almost one year later, in October 1989. CVM was granted the status of a public utility institution by GoM in 1999 and has a recognized role as an auxiliary of the Public Powers of the Republic of Mozambique in the humanitarian area. Its actions are fully implemented by approximately 170 staff, 5500 volunteers and 70,000 members.

The Society’s Headquarters are located in the capital city, Maputo, and it has presence in all the country’s 11 Provinces. It also has branches in most of the 133 districts. The National Society has ample experience in disaster response (leading in shelter cluster in the country, disaster risk reduction (DRR), water, sanitation and hygiene promotion (WASH), health emergencies, resettlement of returning refugees and is leading on a forecast-based-financing (FbF) mechanism in the country. Local volunteers from the provincial and district branches in Sofala and Manica have been providing crucial first responder support to the affected population during the evacuation and establishment of accommodation centres.

CVM is a member of the GoM Technical Council for Disaster Management (CTGC) where the Instituto Nacional de Gestão de Calamidades (INGC), the National Disaster Management agency, is the leader and CVM is also a member of the Cash Transfer Working group which together with the INGC are analyzing possibilities of introducing the use of cash as a modality within humanitarian work in Mozambique.

The CVM Strategic Plan (2018-2021) establishes the goals within which the CVM intends to restructure and strengthen its capacities for present and future challenges. An Organizational Capacity Assessment and Certification (OCAC) self- assessment exercise (OCAC phase 1) was conducted by CVM in October 2018. Several themes that constitute the key priorities for the development of the capacities of the National Society have been identified including financial sustainability, financial management, human resources, volunteer management, institutional framework, communications, logistics, PMER and security and safety.

Activity map updated until 15 April, developed by FACT IM in Beira through coordination with all relevant heads of sector and field staff.

Overview of Red Cross Red Crescent Movement in country

The IFRC is coordinating closely with CVM, ICRC and Partner National Societies at field, regional and headquarters levels. In support of the CVM, the IFRC deployed to Beira before the cyclone made landfall; a FACT team leader and other key staff were deployed. The IFRC together with the CVM were at the forefront of coordinating all partners before UNOCHA arrived. IFRC has been able to deploy through its global tools 113 surge staff and 8 ERUs. In order to ensure that CVM comes out of this emergency stronger, the IFRC has deployed an Organization Development in emergencies staff to work with CVM on key elements such as volunteer management, finance development, human resources and logistics capacity, to name a few.

The IFRC through its status agreement with the GoM has set up structures in Beira and Maputo to better support the operations and to ensure capacity strengthening of the CVM. The IFRC Pretoria Country Cluster office is mobilized in supporting the operation. The Head of the Country Cluster office has been temporarily deployed to Mozambique in support of the operations team and CVM leadership. In addition, the IFRC Regional Office has deployed technical and operation coordination staff to Mozambique to help CVM setup the operation and coordination structure.

The ICRC is coordinating closely with CVM and the IFRC at field, regional and headquarters levels. The ICRC has been present in and operating from Beira in the rural areas of the Central provinces of Mozambique since 2017. Owing to its operational footprint and set-up in Beira, the ICRC is currently supporting the emergency response that is being led by CVM and has scaled up its capacity in the key areas of:

▪ Restoring Family Links: A Restoring Family Links website has been launched in English and Portuguese to help people find their relatives. Free phone calls and phone charging services are offered jointly with CVM volunteers in accommodation centers. ▪ Dignified management of the dead: ICRC is supporting the Mozambican authorities in the removal and handling of bodies in a dignified way, making sure that bodies are identified so that families can be informed of the fate of their loved ones. ICRC and IFRC are collaborating for safe and dignified burials for the cholera outbreak. ▪ Detention: ICRC is assessing the situation in the four places of detention affected in Beira and its surrounding areas, making sure that the detaining authorities receive the necessary support to allow for detainees to contact their families and maintain basic standard living conditions. ▪ Support to health facilities: ICRC has supported with the distribution of life-saving items including medical supplies, fuel and generators to the main hospital in Beira and health centers in surrounding areas to help ensure they could remain functional. It will continue to support access to primary health care in areas of ICRC intervention prior to the cyclone. ▪ Water infrastructure: ICRC is rehabilitating small water supply systems in affected communities within its areas of intervention. ▪ Emergency relief: ICRC is distributing tarpaulins and essential household items and is coordinating with WFP to support food distributions in the rural areas of difficult access in which it has been operating since 2017.

The CVM is working closely with all Red Cross and Red Crescent actors present in-country. At the moment, this includes partners that have supported CVM for years through funding projects and organizational development initiatives, such as the Belgian Red Cross, Finnish Red Cross, German Red Cross and Spanish Red Cross. These National Societies have historical presence supporting:

▪ German Red Cross is working in country since 2000. The on-going Forecast based Financing Project, phase II was used for assisting CVM in the implementation of dissemination and preparedness actions in Zambezia, Sofala and Manica provinces before the cyclone made landfall, prepositioning of NFIs in the exposed areas. GRC has expressed interest to support part of the operation bilaterally, focusing on shelter, WASH and health for emergency response 3-month project. The project will include the deployment of a Relief/Logistic delegate, procurement and prepositioning of NFIs, support to 1,500 households through shelter support and distribution of family and hygiene kits in Sussundenga district, Manica province.

▪ Belgium-Flanders Red Cross worked in Mozambique between 2001 and 2014, mostly in the field of health and disaster response. From 2017, the renewed cooperation focuses on First Aid training and service delivery, WASH and DRR. BRC-Fl has expressed interest to support part of the operation bilaterally, particularly focusing on emergency response and the provision of shelter items and food security interventions in rural areas for 2,500 Households. Further (unconfirmed) bilateral support would focus on First Aid, WASH and food security interventions.

▪ Spanish Red Cross activated crisis modifier before the impact which allowed prepositioning of shelter kits and volunteers mobilization to key provinces (Manica and Sofala). In addition, Spanish Red Cross has expressed interest to support part of the operation bilaterally, particularly focusing on shelter and WASH for emergency

response and recovery phase (voucher dedicated to repairs:300 HHs and training of volunteers) via ECHO funding for 6 months in partnership with the PIROI for shelter kits.

The other National Societies involved in the operation are American Red Cross, Argentinian Red Cross, Austrian Red Cross, Australian Red Cross, Belgian Red Cross, Brazilian Red Cross, British Red Cross, Canadian Red Cross, Croatian Red Cross, Danish Red Cross, Finnish Red Cross, French Red Cross, Hong Kong Red Cross, Icelandic Red Cross, Italian Red Cross, Japanese Red Cross, Luxemburg Red Cross, Netherlands Red Cross, Norwegian Red Cross, Paraguayan Red Cross, Portuguese Red Cross, Singapore Red Cross, Swedish Red Cross, Swiss Red Cross, Turkish Red Crescent, Zimbabwe Red Cross. Bilaterally, Qatar Red Crescent and Portuguese Red Cross are also supporting response actions.

Regional and Global Support The IFRC Southern Africa Cluster Office and Regional Office for Africa provide leadership and technical support, as well as remote support service provision for the operation, while internal systems are set up. There is an active coordination structure at country, regional and global level for sharing of updates on the progress made, identifying and overcoming challenges and ensuring the quality of the operation. There are internal coordination mechanisms in place in Maputo, with the presence of all Red Cross and Red Crescent Movement staff available, led by CVM. In Beira, operational staff keeps constant internal coordination and produces situation reports for the broader Movement audience. Operational coordination mechanisms are also in place and include IFRC, CVM and National Societies present on the ground. Joint Task Force meetings also take place regularly with internal stakeholders from all levels.

Canadian Red Cross also has staff deployed in Zimbabwe that have provided constant support to the response operation to Tropical Cyclone Idai, as well as remote support to the IFRC operation in Mozambique.

Overview of non-RCRC actors in country The MoH and INGC have responded to the crisis by mobilising staff from Maputo to put together a response group. The MoH has organised mobile clinics in shelters and is supporting health facilities with staff from unaffected areas and supplies. The MoH has some structure in Mental Health in Hospitals and Health Centres and for the emergency some ministry staff have been included in emergency accommodation centres. A special task force has also been created to tackle the Cholera outbreak.

The GoM leads the overall coordination of disaster response through the INGC. The CVM takes part in the regular coordination meetings held at the Disaster Management Technical Council which are part of monitoring and information sharing exercise at national, provincial and district levels.

UN-Habitat has a vast experience in Mozambique in building climate resilient infrastructure and shelter and has been developing a strong ground for policy influence. An existing MoU has been signed at Global level with IFRC to work together on promoting adequate shelter and settlements for all, with a focus on people affected by natural and human induced hazards and crisis. UN-Habitat has just performed the exchange of Letters of Interest within the scope of an initiative with CVM regarding the Strengthening of Disaster Risk Management in Urban Areas.

IOM has been co-leading the Global Cluster Shelter with the CVM for several years. Following Tropical Cyclone Idai and the subsequent floods, triggering displacement of population, CCCM Cluster has been activated and is working under the Shelter Cluster. IOM is implementing DTM and support relocation centres and temporary settlements. It is managing large amount of relief items as part of the 6 months CERF from DFID, Swiss funds and Italian Coop, and solicited the CVM for distribution to population in the provinces of Sofala, Manica, Tete, Zambezia and Inhambane.

The International Labour Organization (ILO) present in Mozambique signed an MoU with the IFRC at global level to facilitate collaboration in designing, developing and implementing joint initiatives and activities which promote decent work for vulnerable groups in fragile and disaster settings (e.g., reconstruction employment and urban market-based livelihoods).

UNICEF, OCHA and WFP are scaling up risk communication and community engagement activities with focus on cholera prevention, maternal and child health and child protection issues among others. Harmonisation of messages and trainings are being scaled up in coordination with all partners, as part of the interagency community engagement group.

The CVM is also solicited as implementing partner for distribution by Cluster partners such as IOM, as well as CHEMO Consortium (e.g., World vision), COSACA consortium (e.g., Care, save the Children, Oxfam).

The Humanitarian Response Plan (revised after Tropical Cyclone Idai) considers 29 partners currently will implement activities, including 12 UN agencies, 13 international non-governmental organisations (INGOs) and 5 national non- governmental organisations (NGOs).

Coordination mechanisms in place ▪ The Humanitarian Country Team (HCT) is the coordination platform for partner institutions (UN agencies, NGOs, Movement), focusing on common strategic and policy issues related to humanitarian action in country. These agencies work through the Cluster approach in Mozambique and most of the cluster remain permanently active. At field level, the IFRC is an active member of strategic and operational forums of coordination with UNOCHA.

▪ The GoM leads the emergency preparedness and response process through coordination by the INGC which is under the jurisdiction of the Ministry of State Administration and with the support of line ministries at national, provincial and district levels. The nine Clusters activated in Mozambique coordinate with the Government’s sector working groups formed within the national and regional Emergency Operations Centres (CENOEs). This has contributed to a more coordinated, timely and planned approach to humanitarian response. Within this structure, the CVM is playing a key role as the co-lead for the Global Cluster Shelter cluster. Within this Cluster, CVM and IOM are coordinating the shelter response.

▪ The shelter Cluster includes the CCCM working group lead by IOM and the shelter recovery working group lead by CVM/IFRC. CVM and IOM are working together on coordinating partners such as CSAC and CHEMO consortium, are participating in joint assessments with the government and other groups, and in distribution of emergency shelter and basic NFIs.

▪ The Health Cluster has been set up rapidly after the cholera outbreak and originally led by UNICEF and UNFPA. Currently it is co-led by MoH and WHO. IFRC and CVM keep close coordination with other sectors have regular participation in the Cholera Task Force and Cluster meetings.

▪ The community engagement coordination group is operational and supporting all partners in key assessment and implementation needs.

▪ IFRC also leads the cash working group, and currently coordinates most actions within the cluster, as detailed in the corresponding section below.

▪ It is important to note that the Emergency Appeal launched just after Tropical Cyclone Idai passed through Mozambique was preliminary and based on limited data and information. The current EPoA has revised figures and actions, based on more detailed assessments, hence the variance in some areas as related to the Emergency Appeal. It should be stressed that the situation is fluid and many detailed assessments are taking place, both by IFRC and CVM in relation to sectoral needs, markets and assistance modality; as well as by external partners active in the response. As the focus of assessment shifts to recovery, subsequent analysis will feed into a future revision of this EPoA. Coordination with other sectors especially PSS, WASH and CEA as well as main actors (e.g.: regular participation in the Cholera Task Force and Cluster meetings, etc.)

Shelter Cluster Snapshot

IFRC, through the Southern Africa Country Cluster, immediately deployed a Shelter Cluster Coordination surge capacity (Regional Shelter and Settlements Coordinator) to support to CVM, with the responsibility to co-lead, with IOM, the Shelter and NFI Cluster in Mozambique (as activated by IASC Principals) to support the Government of Mozambique’s (GoM) and Humanitarian Country Team’s (HCT) tropical cyclone Idai coordinated humanitarian response.

▪ Based on initial house damage estimates, the Shelter Cluster targeted coordinated shelter assistance to 475,000 people in 87,500 households. This figure considers 7,500 households targeted in the IFRC Emergency Appeal and 80,000 households targeted in the Flash Appeal.

▪ The main operational hub for this response is located in Beira - the capital city of Sofala Province and main access and transport hub in the affected region - covering affected areas across the provinces of Sofala, Manica and Zambezia, thus where Shelter Cluster’s core presence is planned. Shelter Cluster team is coordinating the response with local authorities and partners across the affected provinces travelling from Beira as required. Shelter Cluster coordination capacity and presence in Maputo is required to sustain high level coordination with GoM, HCT ICCG, partners and donors, but essentially is providing required support to Beira’s Coordination Hub.

▪ IFRC, with secondments from the German Red Cross (1 Shelter Delegate) and Canadian Red Cross (1 Shelter Delegate), deployed a Shelter Cluster Coordination team to be based in Beira hub and roving and one Coordinator is based in Maputo. IOM, in its cluster co-coordinating responsibility, has deployed additional coordination capacity to Beira and is providing IM support to the Mozambique Shelter Cluster.

▪ To date (12 April 2019), emergency shelter coordinated response has reached 17,260 Households (86,561 People) with basic covering kits (2 tarpaulins and rope or single tarps where stocks are used sparingly) and most vulnerable

among the displaced have been prioritized receiving other household items (kitchen sets, blankets and solar lamps), however challenges in the NFIs pipeline and in distribution capacity are slowing the pace of assistance.

▪ Gap in Assistance - The shelter sector is only funded at 14% of the Flash appeal target. Tarpaulins, but in particular shelter tool kits and other essential HH NFI are in severe shortage. Additionally, the INGC now reports twice the number of damaged houses originally estimated in the appeals, substantially increasing the gap in resources available to respond.

Needs analysis, targeting, scenario planning and risk assessment

Needs analysis The Tropical Cyclone Idai that caused heavy rains, strong winds and storm surges estimated at 2.5m height caused widespread damage to existing shelter and settlements in rural and urban areas. Most houses in the affected rural areas have been damaged by the strong winds or washed away by the flood waters.

After being submerged with the flood water from continuous heavy rainfall, the likelihood is high that returning families will not find a suitable shelter and will need to work to repair and rebuild their homes. Immediate shelter assistance is needed for families with destroyed or partially damaged houses. INGC reports that more than 715,000 hectares of crops were lost, and the opportunity for main crop plating is now over. In addition, the entire southern Africa region has been facing the effects of the ongoing El Niño, which further endangers food security and livelihoods situation of people in Mozambique – many of whom rely on subsistence agriculture.

Thus, the provision of emergency shelter will also be linked with the distribution of household items, to ensure that families’ minimum needs are met and can return to their communities as soon as possible instead of staying in emergency camps for long periods.

IFRC Assessment Cell Progress

IFRC Assessment Cell and CVM have led the assessment process with partners active in the inter-agency Emergency Operations Centre. At the time this plan of action was written, the Rapid Assessments in Beria and Buzi, in Sofala, were finalized. For Beira, IFRC and CVM deployed 4 teams across 7 Bairros, covering 50% of the target area. Some issues with the process and form where highlighted to all agencies in regard with the length of the form and the training of the enumerators.

Some key findings include:

▪ children and the elderly are the most vulnerable affected groups (over 70% of communities for each group). ▪ pregnant women were reported in just under 60% of the assessed communities. ▪ individuals with disabilities were also reported as a vulnerable group affected in just over a quarter of the communities (29%). ▪ over half the communities assessed reported that they had been sick with fever, diarrhoea and/or general pains in the past week following the cyclone. ▪ just over half of the communities who reported having individual who are sick reported that they had not received treatment.

The cell is also currently supporting the following process which will feed to the overall EPoA:

▪ Market assessment: The assessment cell has supported the cash working group with the setup, piloting and implementation of a market assessment from the perspective of the traders. This assessment is being rolled out by the cash working group partners across the affected areas. The IFRC is leading on (CTP and the assessment cell) on conducting the assessment across Beria neighbourhoods. The plan is to have Beria finished by the end of the week.

▪ Dondo assessment (east coast): The assessment team went out by air and boat to assess three communities along the Dondo coast. The team found High WASH, Food and Shelter needs in relatively large but isolated communities. The team is now working on the district level Rapid Assessment Report (RAR). In addition to the ground assessment the team request a satellite assessment from UNITAR on road access to Dondo coast which indicated serval access issues that still need to be ground-truthed.

▪ FAO rapid agricultural assessment: The team is providing technical support to FAO to establish and implement their rapid agricultural assessment. This includes support setting up the form and deploying the equipment to support the assessment.

▪ Sector Support: The assessment cell has supported the MSM ERU and PSS team with technical support with regards to their data collection.

▪ Community selection and targeting: The assessment cell is engaged with Community Engagement and Accountability (CEA) and livelihoods (keeping coordination with all other sectors) with regards to the proposed strategy for community selection and response in the coming months. Where by the assessment cell would support with household level assessment while also supporting the design of the methodology for community selection and vulnerability identification. For long term support of this process, it has also been raised that a national CVM staff member (assessment coordinator) should be hired to support assessments now and into the future.

These findings are in line with the inter-agency rapid needs assessment in Sofala’s Dondo District, that was conducted on the 20th of March 2019. The assessment team noted that displaced persons are sheltering in nearly 30 reception centres established in schools and other public buildings by local authorities.

Priority needs of the displaced persons include health due to the risk of waterborne illnesses, as well as shelter support, as displaced persons have requested shelter materials to return to their homes as soon as possible. Detailed results from these assessments are annexed to this emergency plan of action (see Annex 1). The assessment cell capacity will continue, but with focus on recovery, and with dedicated recovery assessment resources. It will be continuous assessment process, which will gradually switch to recovery (including household level participatory assessments).

Additional detailed assessments at household level will be conducted, notably regarding housing and settlements damages as most of houses have sustained damage and prepare recovery phase proposing an integrated approach of housing repair and reconstruction, with sanitation and livelihoods support. Other assessments will be considered, as requested by technical leaders in each of the areas of focus.

Targeting The same selection criteria as outlined in the DREF and initial EA is still used, as results from current assessments evidence the need of these groups. Selection of individuals is ongoing, based on set selection criteria as described below: ▪ Orphans and vulnerable children ▪ Female-headed households and pregnant and lactating women ▪ Elderly people ▪ People with disabilities ▪ Chronically ill people ▪ Youth-headed households

According to needs assessments and consultations with INGC and other stakeholders in the country, CVM with the support of the IFRC decided to focus their operation on the three worst affected districts in Sofala. As such CVM, with support from partners looks towards assisting 34,500 households (172,500 people) of the most vulnerable requiring urgent and recovery humanitarian assistance in Buzi, Beira and Dondo. IFRC and CVM are prioritizing targeted distributions over blanket ones.

A multi-agency rapid aerial assessment was conducted from 24-29 March, under the co-leadership of Mozambique National Disasters Management Institute (INGC), International Federation of Red Cross Red Crescent Societies (IFRC) and the United Nations Disaster Assessment and Coordination (UNDAC). The survey was initiated to prioritise tasking for critical incidents; estimate overall severity and geographic extent of affected area; and assess and geolocate points of interest. Over 1,000 geotagged images and initial estimates of severity were collected and made available for the humanitarian community to use for analysis and planning. An interactive web map providing access to all images and data is available on the IFRC GO platform.

Date created: 31 March 2019 Created by: IFRC and MapAction P a g e | 10

Community engagement and accountability (CEA) Floods affected people are in dire need of timely, accurate and trusted life-saving and life-enhancing information to reduce the factors contributing to their vulnerability and suffering and ultimately stay healthy and safe. As communication infrastructure has been severely damaged and people are displaced, affected communities have important information needs on availability of services, shelter and family reunification. At the time of writing this EPoA many communities outside of Cidade de Beira were still cut-off from road access and electricity.

In accommodation centres as well as in communities, it is critically important that affected are provided with clear information to minimise misunderstandings, chaos, understand how and where to access services and avoid critical health risks, in particular in relation to the current cholera threats.

Over 40 languages are spoken in Mozambique alone. Only half the population can speak Portuguese, the official language. Portuguese comprehension rates are particularly low in rural areas and among women. The low level of literacy (especially female) means that access to information is mainly oral, highlighting the importance of community- level communication, especially through audio-visual material, community mobilization, radio broadcasts in local languages (radio is one of the most used community means for rural areas) and face to face communication through community volunteers. Scenario planning The following scenarios have been considered in the planning process of the EPoA. Each sector lead has provided input towards building common preparedness in the event that any of these materialize.

Scenario 1 – cholera outbreak worsens considerably, particularly in urban areas Probability: Moderate Impact: major deterioration Duration / timeframe: 3-6 months Caseload: 23,000 cases – based on 1-2% urban attack rate / .5-1% rural attack rate (5,750 of these cases considered severe) Factors a) Medical and public health facilities are severely damaged by the cyclone. b) Over two thousand confirmed cases c) Previous outbreaks in 2015 and 2017 suggest underlying vulnerabilities (including awareness of cholera prevention strategies) and inadequate public health infrastructure. d) Conditions are ‘ideal’ for a cholera outbreak - standing floodwaters, damaged latrines, inadequate faecal waste management, delayed response to provide medical and WASH support to affected populations, inadequate conditions in accommodation centres. e) Urban conditions present in Beira- high density population, increasing likelihood of person-to-person transmission. f) Inadequate treatment and diagnosis facilities. Assumptions a) Currently confirmed cases considerably under-represent scale of the issue due to under-reporting and lack of surveillance system. b) Public health facilities do not recover quickly enough. c) International support is insufficient to meet scale of need, both for prevention and treatment. Impacts a) Estimated needed bed capacity at peak: 1,180-2,300. b) Secondary health impacts as a result of diversion of resources towards cholera outbreak, including away from Malaria, which is the highest health risk in Mozambique. c) Loss of agricultural assets, stocks and harvest impacting the economic security and lack of employment in urban areas could result in adopting negative coping mechanisms. d) In households where members are affected by cholera, it is anticipated that human capital will be affected at household level (reduced capacity to generate incomes or produce food for subsistence). e) Psychosocial impacts of the secondary crisis, including due to the lack of follow-up care Operational issues a) Cholera is already part of our response plan, but: -It may require scale-up in terms of set-up (ORP, WASH, CTC).

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-Lack of reliable epidemiological data, especially outside main cities. -Access to remote areas and communities is still a challenge. -Increased pressure on support services. b) Possible stretch of funds if we need to respond to a large-scale outbreak with current funding. c) Potential to divert attention from recovery and health programming outside cholera. d) Limited funding to scale up the response through a CBI and uncertain position from the GoM on Multipurpose Cash which would be the preferred approach to reach heterogeneous needs, especially at urban level with different livelihoods groups. Priority needs a) Prioritise rapid scale-up of Oral Rehydration Points (ORP) in most affected areas. b) Hygiene interventions to be prioritised, including distribution of soap, hygiene kits, household water treatment (e.g. chlorine) and handwashing awareness raising. c) Provision and rehabilitation of excretive disposal facilities. d) Improve quality of water at the point of use (quantity does not seem to be an issue). e) Provision of food and basic needs assistance, prioritizing the vulnerable households with affected members by cholera (in-kind or through cash-based interventions depending on the feasibility).

Scenario 2 – Widespread agricultural damage and loss of employment leads to severe food and economic insecurity Probability: Very likely Impact: Major deterioration Duration / timeframe: Ideally 17/18 months covering the next harvest + the 2 next planting seasons Caseload: 500,000 in need of sustained humanitarian assistance Factors a) 36,266 farmers affected across an area of 246,810 Ha of cropland (Govt of Moz figures as of 29/03). b) Tropical Cyclone Idai occurred just prior to the main harvest season of March to June, which was already expected to be below average. i. Farmers have lost most of their crops, stocks of food and seeds. ii. Livestock was severely affected (mostly small ruminants, pigs, poultry). iii. Fishermen: assets are lost or severely damaged, loss of employment. c) Second planting season (May – mid July) will be also severely disrupted by lack of availability (in quality and quantity) of seeds in the markets and lack of financial access by households. d) Land degradation: Floods have affected arable land and uncertainties remain around the ability to re-start agriculture at scale related to the speed of water receding, land erosion and mud deposit, salinity in coastal areas. e) Unclear evolution on land property and land use when people relocate to their villages or to other assigned areas. f) Pre-existing food insecurity including over 30,000 in IPC level 4 (emergency phase) in Sofala province. Assumptions a) Crop failure for the current agricultural season which ends in mid-April. b) Heavy land degradation: Land rehabilitation is not completed by the start of the short farming season (May – mid July) preventing restarting of agriculture production. c) Insufficient support provided to farmers to restart agricultural production (lack of farming inputs) and slow recovery of livestock. d) Loss of employment as agricultural labourers, fishermen or urban dwellers affecting household incomes. e) Potential for other meteorological event, such as La Niña, to exacerbate rainfall deficits. f) forecasts for the coming three months continue to indicate increased chances of dry conditions. Impacts a) Low household food consumption and diet diversity leading to increased severe acute malnutrition. b) Negative coping strategies increase exacerbating education and protection concerns.

P a g e | 12 c) Rural to urban migration due to lack of employment and income. Operational issues a) Limited data on crop damage, detailed impact on specific socio-economic groups and malnutrition rates hindering planning at this stage. b) Gap between interventions currently planned and the timeline of needs (seasonal calendar). c) In affected areas, uncertain access to quantity and quality of farming inputs (seeds, tools, etc.), livestock and productive livelihoods assets. d) Other sectors prioritised over Food security and Livelihoods in the long-term strategy for the National society Priority needs a) Provision of basic needs assistance (immediate – until the end of the lean season (Feb 2020) b) Support to replace lost livelihoods assets and restart livelihoods (May - October 2019) according to context and socio-economic groups c) Improve employability of urban dwellers through skills training integrated in other response sectors and vocational training based on capacities and gaps identified through labour market assessment d) Support income diversification through targeted support to small and medium enterprises (possibly through women groups)

Scenario 3 – Initial overestimation of needs requires scale-back Probability: likely Impact: major improvement Duration / timeframe: next 3 months (implementation of UN flash appeal) Caseload: 100,000 Factors a) UN flash appeal of USD284m; IASC 3 month Scale Up Protocols initiated surge. b) Initially assumed geographic spread not as large as first feared. c) Logistics are not a major impediment. d) Operational focus on Beira which is accessible and a relatively small population. Assumptions a) Joint and coordinated assessments are implemented in an effective way to ensure common situational overview b) National and international response continues to be delivered in a mutually supportive environment. c) Initial scale up of response enables rapid shift to recovery programming. Impacts a) Key infrastructure, including schools and hospitals, are rehabilitated quickly. b) Targeted aid enables health, shelter, WASH, and FSL risks to be mitigated. c) Secondary impacts, including health concerns, are addressed quickly. d) Overscale up could result in less resources for recovery. Operational issues: a) Decrease of donor attention and less funds available for recovery programming. Priority needs a) Need to advocate for funds required for recovery programme. b) Quality and integrated programming across sectors to guarantee the coverage of needs in a cost-efficient way.

Scenario 4 – Political environment deteriorates leading to hindered humanitarian access Probability: Low Impact: Significant deterioration Duration / timeframe: next 12 months (spiking around the Presidential elections in October). Caseload: Proportion of total affected population.

Factors a) Crisis impacts are in opposition-controlled area.

P a g e | 13 b) Presidential elections are scheduled for October 2019. c) Areas impacted include areas which are controlled by armed opposition groups. d) Area of operation for armed opposition groups are outside response area. e) ICRC have indicated a worsening security situation. Assumptions a) Domestic and international response does not meet host population expectations. b) Leadership of INGC is undermined leading to breakdown in coordination structures. c) Government prioritises positive messaging suggesting that the response should wind down since needs are met. Impacts a) Effectiveness of the response becomes problematic due to deteriorating humanitarian access. b) Bureaucratic impediments slow response, e.g. visas, permissions, obtuse decision-making. c) Aid workers become a target for frustrated communities. d) Migration from urban areas causes conflict. Operational issues a) Humanitarian and operational access if conflict breaks out. b) Volatility of affected population if electoral process is not free and fair. Priority needs a) Standing support for security monitoring, either at national or regional level. b) Active communication channels with ICRC and public authorities. c) Preparation of SoPs, contingency plans, risk assessments and any other relevant processes.

Operation Risk Assessment The team in-country has developed a full risk register that outlines the main considerations and mitigation actions to that the EPoA must consider. Some of the most relevant assumptions and risks include:

Assumptions Support Measures A1. No complex unrest during A1. Movement partners continue to support the position of CVM as a neutral and impartial elections national society adhering to the Fundamental Principles.

A2. IFRC supports IM and Reporting processes for CVM including analysis and reporting A2. Access to quality information from of operational information. the field is constant. A3. CVM will continue to recruit and train new volunteers on a regular basis and improve A3. significant CVM staff and volunteer management strategies with the support of IFRC. Volunteers turnover not expected.

Risks Mitigation Measures R1. volatile security contexts impact R1.1. CVM and IFRC as applicable routinely assesses programme risk before safety of CVM staff/volunteers, IFRC implementing in specific areas. staff, and ability of CVM to conduct R1.2. CVM operations room monitors on-going activities including tracking convoys, emergency relief and programmes – cross-line missions, evacuations, etc. especially during elections. R1.3. CVM volunteers and staff are properly identified and follow security procedures.

R2.1. CVM branches opt to suspend all activities until the necessary guarantees are

granted to be able to operate entirely in line with its mandate. R2. Reputational risk: When Fundamental Principles are in danger R2.2. IFRC works closely with CVM to enhance communications capacity. The IFRC of being compromised. Geneva and MENA communications unit is ready to support CVM to communicate CVM’s humanitarian role, and relevant public statements or press releases.

R3.1. IFRC adapts plans accordingly to the changing context, and alternative measures R3. Logistics risk: Supply chain of are implemented when possible. items internationally procured relief R3.2. Donors are notified of the possible delays and challenges in the implementation of items stock is disrupted. the funds.

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R3.3. CVM and IFRC participates in relevant where main logistics issues are discussed. R4.1. IFRC Fraud and corruption prevention control policy (Triple defence) is disseminated in CVM. R4. Financial related risks: funds not allocated to the grant’s agreed R4.2. CVM and IFRC has an annual internal and external audit process. purpose. R4.3. IFRC operation has a fully dedicated finance delegates to ensure funds are implemented in line with donor requirements, both working closely with CVM R4.4. IFRC operation has a fully dedicated logistics delegate to ensure transparency in any procurement procedure and process R4.5. Major stock procurement is done through IFRC Global Logistics Unit, ensuring full adherence to the IFRC's procurement policies R4.6. IFRC maintains a detailed risk register identifying clearly vulnerabilities, mitigations measures and risk owners.

B. Operational strategy Overall objective

The overall goal of the operation is to provide immediate life-saving and longer-term support for recovery to 172,500 people affected by Cyclone Idai in Beira, Buzi and Dondo areas focusing on Shelter (including distribution of household items); Health; WASH; Livelihood and basic needs; PGI, DRR and National Society Capacity Strengthening.

Proposed strategy

The overall strategy of CVM and IFRC is to ensure that urgent and priority needs are met as soon as possible and also ensure that a well-articulated plan for recovery contributes to ‘building back better’ and strengthening the resilience of people affected. In order to guarantee such an approach, the IFRC and CVM are calling for a dedicated recovery assessment to be launched in April 2019, also supported by the Assessment Cell. This shall ensure that support to recovery is anticipated from early on and that integrated approaches across all sectors are implemented, including risk reduction and resilience building initiatives. For the early recovery phase, starting shortly, the objective is to focus attention and services at community and neighbourhood levels, and not in community centres, in order to facilitate the return of the affected population to their own land in safer and more resilient way. This will also inform a comprehensive revision of the Plan of Action, based on evidence. Thus, emergency response and recovery phases overlap and are mutually inclusive in terms of targeting, community led risk reduction plans, policies and preparedness actions.

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The sector-integrated recovery community selection approach was developed through a joint planning effort by the Shelter, livelihoods, Health and WASH sectors. Cash and voucher assistance is considered as a common strategy for all sectors and integrated into each sectoral strategy, as outlined below. CEA being the cornerstone of the approach.

Shelter Strategy The Shelter strategy is first responding to emergency shelter and household items needs of the most vulnerable affected population in the province of Sofala, as based on multi-sectoral assessments the entire province suffered severe damages. First distributions are ongoing with different patterns: light shelter and HH items distribution, along with food airlifted for small isolated communities; blanket distributions in large areas, targeted distributions to support returnees based in accommodation centres and with nearby neighbours for them to repair their houses. Meanwhile initial response is implemented, a detailed assessment will be conducted to inform recovery shelter strategy in order to switch quickly to recovery phase. The overall logic of the shelter strategy is as follows:

Emergency phase Provision of emergency shelter items: The CVM will focus on the provision of immediate shelter needs of 7,500 families who have been displaced by the floods and/or cyclone, with a priority for displaced population in emergency collective centres. This approach also aims at encouraging returns when families are ready, and the conditions allow. The activities in this phase will include:

Procurement and distribution of shelter In parallel, ensure that capacities for implementation and items and complementary essential accountability mechanisms are in place: household Non-Food Items: ▪ Technical support, guidance and awareness raising in safe ▪ 15,000 tarpaulins (2 per household); emergency shelter design and settlement planning: ▪ 7,500 shelter tools kits. ▪ CVM volunteers will provide technical support, guidance and ▪ 7,500 kitchen set kits; awareness on safe emergency shelter construction. ▪ 15,000 sleeping mats (2 per household); ▪ Mobilization of volunteers per selected affected districts ▪ 15,000 blankets (2 per household); ▪ Training for CVM volunteers on relief distribution and shelter kits ▪ 15,000 mosquito nets (2 per household); ▪ Post distribution monitoring and evaluation of the assistance

This figure is different than the original Emergency Appeal. Underfunding is a concern for all the organizations working in this operation; in addition, many affected families have already started repairing or rebuilding their houses, pushing the recovery phase to start at a very early stage; therefore, the Shelter Strategy is more focused on the recovery phase and more resources have been allocated for this purpose. Outcomes from rapid assessments, internal capacity mappings and probable funding are still being considered. However, this EPoA may be revised in the near future.

Recovery phase While emergency response phase is ongoing, a detailed damage and vulnerability assessment will be done to consolidate the recovery strategy and the beneficiary selection. At this stage, according to available data, we estimate there will be an equal number of houses to be retrofitted and rebuilt. Based on this assessment and in the coming detailed assessments, the Emergency Appeal will support 4,000 households with the most adequate shelter support that may include repairs, reconstructions, rentals or host family solutions in Buzi, Beira and Dondo areas. Land tenure will be a main issue of concern in this operation, therefore, validation procedures within communities will be explored working closely with local authorities. In addition, for those families who do not have a land, property-sharing agreement options will be considered. Land tenure advocacy with relevant authorities will be promoted through active participation in the Shelter Cluster. Relocation options are being promoted by local authorities, for households living in flooded areas. The outcomes of the first assessment are showing that the conditions of those sites do not comply with basic living standards for the long term, therefore this operation will not consider them.

Key Enabling Actions for the Recovery Phase: a) Market assessments will provide information about the quality, affordability and availability of materials. The preferred option for materials acquisition would be through conditional cash or voucher for shelter repairing and reconstruction, with attention to protection, disability inclusion and flood-resistant shelters. However, if this is not possible, in-kind methodology, with direct provision of construction materials, will be used. b) Recruitment of CVM staff to implement the operation as follows: 2 CVM teams - one dedicated to Buzi and one dedicated to Beira and Dondo, that will target 4,000 families each. Besides the Beira team, there will be a CVM shelter coordinator, who will be based in Maputo. In addition, 1 IFRC shelter coordinator and 1 IFRC Shelter Project Manager to support and build capacity of CVM team for at least one year.

P a g e | 16 c) A holistic shelter approach that considers the recovery phase as an opportunity to build and strengthen the resilience of affected communities, involving all other sectors currently part of the operation (e.g. livelihoods and WASH). d) A community engagement and accountability approach to all actions, that ensure the communities have all necessary information on the projects to be implemented and avoid creating unnecessary unrealistic expectations. Moreover, participatory approaches will ensure that the affected households have a say over the choices for reconstruction leading to community empowerment through joint decision-making.

The holistic shelter approach will consider the following aspects:

▪ Integrate a WASH approach in accordance to the WASH strategy, including one latrine per house and hygiene promotion, under WASH budget.

▪ Provision of adequate durable shelter solutions, including the development of flood and cyclone resilient social-based programmes.

▪ Provision of training and awareness raising sessions to target communities on basic safe shelter and settlements for recovery (in accordance with the DRR strategy).

▪ Specific consideration will be put in place to address the needs of people living with disabilities, safe children/youth spaces, protection issues to be considered in alignment with PGI and Health strategy /budget.

▪ Provide technical support for the generation of short-term employment to the affected communities based around safer construction techniques and improved/safe local building practices (in accordance with livelihood strategy), under livelihoods budget.

▪ Increased capacity to the National Society to implement the relevant recovery shelter and settlements activities (in accordance with OD strategy).

▪ Advocacy on sustainable reconstruction and safe shelter and settlements at local, regional, and national level, including housing, land and property, environmental considerations and infrastructure rehabilitation, through active participation in the Shelter Cluster.

Health Strategy

The strategy is based on a rapid health and PSS needs assessment taking into account gender and diversity needs and analysis in Beira, Buzi, Dondo and Chimoio and will build on current CVM strengths and aim to consolidate them and build capacity to respond to future disasters and outbreaks.

The health strategy aims to respond to the immediate needs of the population by providing immediate first aid and health promotion support to the affected population, re-establishing health services and responding to the cholera outbreak and also to support recovery by building capacity in the CVM to provide a comprehensive community-based health and PSS response to the affected population in the second phase of the emergency.

The health strategy will coordinate closely with the other sectors especially WASH, Community Engagement and accountability and PGI. CEA will be mobilized to support community engagement, information sharing, feedback mechanisms and tracking of rumours. The activities will be designed taking into account gender, ethnicity, age, disability, people living with HIV/AIDS, or other factors that may increase vulnerability, and the SPHERE standards in MHPSS. All activities are planned for the response and for the recovery support. A monitoring process will be imbedded in the ORP strategy and indicators will be followed for the community. This process will have a CEA approach and will be done in coordination with relevant staff and volunteers from each area. A lessons-learned workshop for the cholera response will be organized at the end of the outbreak. A Real Time Evaluation (RTE) of the Red Cross Emergency Hospital will be performed by Canadian Red Cross.

The health strategy will tackle the consequences of the cyclone as well as the current outbreak and will be articulated around three key aspects:

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1. Provision of emergency health services

Support the health care system to re-establish health care services and provide emergency health care services to the affected population.

A Red Cross Emergency Hospital (RCEH) deployed jointly by Canadian Red Cross and Finnish Red Cross which is was deployed to support the Nhamatanda district hospital that has been severely damaged by the floods. As a response to the cholera outbreak currently affecting the district, the RCEH is also running a 64-bed cholera treatment centre (CTC) and providing a dedicated ambulance transport for the cholera patients referred by other health facilities and EMTs in the region. PSS services will be integrated into the RCEH. The hospital will be operational for four months and a transition/hand over plan will accompany this deployment.

The RCEH is in discussions with the Mozambique Ministry of Health regarding the possibility of conducting mobile clinics in the area in order to better serve surrounding communities and to reach the most vulnerable people.

2. Community health

Develop and implement a Cholera Community Management strategy based on Oral Rehydration Points (ORP) executed jointly with WASH and CEA and coordinated through national and local authorities.

The strategy aims to contribute to prevent and contain cases, treat mild cases and establish a safe referral system for more severe cases of cholera. ORPs provide the first level of treatment of cholera and improve access to oral rehydration solution (ORS) at the community level. ORPs are extremely important in areas where access to health facilities is difficult or where the high number of cases is overwhelming health services. As the first level of care, ORPs should be planned elements of a comprehensive clinical pathway that includes cholera treatment units (CTUs) and cholera treatment centres (CTCs).

The ORP strategy will be built around the following points: - Procurement and installation of 30 ORPs in areas most affected by the outbreak, which is also being supported by Zimbabwe Red Cross. The ORP will be equipped with an area to make a simple triage of patients, safe water to prepare ORS, an area to dispense ORS and dedicated latrines. IPC measures will be put in place to avoid transmission to the population. - Four to six trained volunteers will be present during the daytime to assess, dispense ORS and refer patients to a higher level of care if needed - Volunteers will also be trained in First Aid and Psychological First Aid to respond to other needs from 3cholera patients or from other demands from the community. A different area will be dedicated to respond to needs of uninfected populations - Social mobilisation and risk communication will be embedded in the activities of the ORPs. - CEA actions will be integrated into ORPs and in nearby communities. - Data on ORP activities will be collected and shared with the MoH. - Community- based surveillance (CBS) will be used to ensure proper monitoring and give a voice to communities.

Communities not reached by ORP will be reached by Social Mobilisation and Risk Communication activities delivered by volunteers.

In a second phase, a wider strategy of outbreak prevention and control will be put in place by building capacity in the National Society to respond to outbreaks. The Epidemic control for volunteers (EVC) toolkit will be implemented through the following activities: o TOT of epidemic control for volunteers o Cascade training in the 4 affected provinces o Implementation of effective approaches to reduce the impact of epidemics (integration of ECV in community health intervention, support the NS at HQ level to design a contingency and response plan in case of outbreak and disseminate it at branch level)

Community health interventions In the immediate term, the CVM will support 15,000 families with first aid, health promotion and risk communication activities.

In a second phase, community health and CEA capacity of CVM will be scaled up through recruitment and training of volunteers in First Aid and CBHFA (with focus on priority health challenges in the communities such as community-

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level malaria prevention and control, Maternal and Child Health interventions, Sexual and Reproductive Health). Risk Communication and community engagement activities in affected communities, including in collective shelters, ORPs and other areas where displaced persons congregate to communicate infectious risks, promotion of respiratory and hand hygiene and proper use of protection methods including LLINs and condoms. The ORPs will serve as entry platform into the communities they serve – community volunteers will spearhead activities and leverage the trust of their people they work with to identify health risks and issues beyond cholera.

3. Psychosocial support: After conducting a rapid PSS needs assessment in the province of Sofala, city of Beira, Dondo, Buzi and Nhamatanda and taking into account the CVM capacities, the PSS strategy will be focused on building National Society capacity to provide psychosocial support to the population affected by the cyclone and cholera.

CVM will build on their current engagement in accommodation centres and engage more widely with the surrounding community to develop a community-based psychosocial support program within the ORPs established for the cholera outbreak. Immediate provision of psychosocial support will be provided to the affected population in the initial phase of the emergency with provision of PFA and information and later with support groups, psychoeducation and follow-up interventions.

The RCEH managed by the Canadian RC/Finnish RC and the Portuguese RC medical team will provide psychosocial support services within the health facilities they are supporting and with the community in the areas in Nhamatanda and Beira.

IFRC will support CVM to create a PSS structure that will allow the National Society to provide quality and standardized emergency psychosocial services to the affected population and build capacity for future disasters. Surge support is needed given the absence of capacity of the National Society. Their role will be to train staff and volunteers, develop capacity and supervise activities.

Capacity building: to support the strategy, two categories of trainings will be rolled out. A first training will target all volunteers with basic psychosocial support and Psychological First Aid (PFA) and stress management to enable them to identify people in need and provide immediate assistance. A second training will target selected staff and volunteers and will aim to create capacity to support the PSS structure. Refresher follow-up trainings for both trainings will be provided later. Supervision of activities by surge PSS will aim to cement knowledge. A protocol for volunteers and staff care will be designed and implemented to reduce the stress of the CVM volunteers.

WASH Strategy As a result of the landfall of Cyclone Idai and the subsequent massive flooding west of Beira city, more than 92,000 houses have been either totally destroyed, partially destroyed, or flooded in both rural and urban areas. At the same time, nearly 136,000 people are already accommodated in 161 sites across Sofala (119 sites), Manica (27 sites), Zambezia (11 sites) and Tete (4 sites) provinces, with numbers increasing daily. In many of the sites visited during the rapid assessments, most people reported that after the cyclone, the practice of treating water had reduced everywhere, with half the key informants reporting no treatment of water in their settlement. Filtration was not found to be used. Almost all communities are facing a major deterioration in the quality of sanitation facilities. For example, in Buzi district, whereas previously all communities mostly used household latrines, now all but one community had changed practice with most (70%) now resorting to open defecation.

From multi-sectoral needs assessments conducted in partnership with CVM, IFRC, and UNDAC in support of the INGC, the Red Cross will focus its WASH operation on supporting 6,000 Households (30,000 people) in Beira city with the provision of safe water, sanitation facilities, cleaning campaigns and hygiene promotion (HP) also in temporary settlements. Community interventions are to start with host communities. The additional MSM20 will focus on the support to cholera Strategy in Beira and Dondo, all in Sofala province. Additional 4,000 HH (20,000 beneficiaries) are planned to be assisted with early recovery actions aligned to the shelter component as entry point to community work.

Emergency Phase Given the aforementioned situation, a strategy was developed for the emergency phase with the support of two Emergency Response Units (M15 & MSM20) deployed to provide immediate water and sanitation assistance to the affected families in Beira City, reaching affected population residing in Accommodation Centres (AC) in schools and other public buildings, health facilities, and lately in the temporary settlements being set up to host those who were previously in AC. An additional ERU MSM20 is being deployed to scale up the direct support of neighborhoods and communities beyond the camps and collective centres. This will be done through two approaches, on the one hand, the support of the cholera strategy with provision of safe water, sanitation and hygiene promotion in the ORPs, which are being set up in Beira and Dondo. On the other hand, through sanitation assistance in public areas at community level, particularly in the area of Buzi district, which is increasingly becoming a focus of high needs.

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ERU M15 ▪ Five (5) Water treatment units (WTU) in Beira City in AC and Ndunda ▪ Supporting health facilities and ORPs in Ifapa and Munhava ▪ WASH NFIs being distributed in Beira and Buzi. ▪ Capacity building for CVM staff and volunteers in the management of the WTU ▪ Plan to move massively to Buzi in months 3-4. Water tracking around Buzi (Nhaziconja, Mamuji and Mutabama) ▪ Household water treatment in Buzi using Certeza or other mechanisms for water treatment.

ERU MSM20: ▪ Cleaning campaigns in AC with CVM volunteers in HP ▪ Provision of hygiene kits and menstrual hygiene kits in collaboration with other sectors. ▪ Sanitation facilities in AC, together with M15 in Sao Pedro, IFP-Inhamizua and Escuela Machel. ▪ Hygiene promotion in AC and host community. Support to the cholera response through the ORPs. ▪ Although there are plans to remain mainly in Beira in temporary settlements, Dondo and Nhamatanda in support of the cholera response, there will also be a community-based approach around these areas. ▪ Exit strategy and handover. Training for WASH NITs in CVM.

Recovery While the emergency response phase is ongoing, a detailed exit strategy for the ERU M15 and MSM20 will be designed together with a vulnerability assessment to consolidate the recovery strategy and the community selection for the longer- term. At this stage, according to available data, a tentative target of 4,000 households (20,000 people) will be supported with sanitation facilities at household level linked to the shelter plans. A low-cost latrine for rural and urban areas is to be defined with local technicians. Such ambition will also depend on the available funding. For local construction of latrines and potentially protection or repair if water sources, the preferred option for materials acquisition is through cash or vouchers, with attention paid to protection, gender and disability and other social exclusion and inclusion concerns as well as construction of high-water level resistant latrines. To ensure a holistic approach, WASH and shelter will be integrated to ensure each home includes one latrine. Hygiene promotion will also be provided alongside. The plans for shelter in recovery include 4,000 households supported in repairs or reconstruction, as needed.

The overall recovery programming strategy will be informed by in-depth assessments which will be carried out in the coming weeks.

Livelihoods and Basic Needs Strategy The Province of Sofala has been heavily affected by the tropical Cyclone Idai, with significant crop damage, loss of shelter and housing, loss of livestock and limited labour opportunities due to the destruction of assets and market disruption. The Livelihoods and Basic needs strategy will be designed following a two-pronged approach 1) responding to basic needs of most affected populations until their sources of income can be restored and strengthened, while 2) restoring supporting the restoration of livelihoods and income sources in urban, peri-urban and rural areas. This strategy will be closely articulated and reinforcing other sectors of intervention, in particular Shelter and Wash. The approach will be based on sectoral needs assessment and a labour market-based analysis that will inform the choice of activities to be proposed to affected population taking into consideration the seasonal calendar for farming and labour demand (see figure below). It will provide an integrated package combining inputs, skills and technical assistance. Cash-based intervention (CBI) will be considered for the basic needs assessment and assets replacement based on feasibility and local capacities, building up on the Cash preparedness advocacy programme of the Spanish Red cross. For the time being, uncertainty remains on the duration of displacement of the affected population, the speed of markets recovery and road accessibility. Further analysis of the supply chains will be needed to fine-tune the response strategy. The operationalization of this Strategy should be done with strong engagement of the IFRC Livelihoods Resource Centre to implement activities and build the Livelihoods capacities of CMV staff and volunteers. Based on currently available data, it is anticipated to: • Provide basic needs assistance and replace lost household items, in particularly where food consumption and dietary diversity is poor. This assistance will need to be sustained until the harvest of February-April 2020. • Support quick restarting of agriculture livelihoods (either crops or livestock) • Provide skills training and short- and medium-term employment fully integrated with the shelter and WASH response • Based on the results of the labour-market analysis, support the restoration of income and increase the employability of affected population – most likely supporting small and medium enterprises (SME), fisheries with a package including skills enhancement and assets replacement (preferably implemented through conditional CBI)

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Figure: Seasonal calendar for Central and South regions of Mozambique

Targeting and community engagement towards and integrated recovery approach:

The first step is to develop and conduct baseline assessment identifying the level of vulnerability at household level for different socioeconomic groups and establish vulnerability ranking, which will inform the sector integrated (shelter/WASH/Livelihoods) baseline. These data will give information on which households will be prioritized, based on their needs and will targeted at household and individual level for the intervention.

The figure presents the approach chosen to respond to the needs with a multi-sectoral and integrated approach at household and individual level. The operationalization of this approach will require the mobilization of volunteers who are at the community level working across the different sectors. This follows the preferred option for the CMV. To work with community volunteers will not only facilitate the integration of sectors and offer a holistic package to the affected households but also foster volunteer retention.

The sector integrated response will overlap emergency and early recovery phase and work as an incentive for affected households to move from temporary sites and relocation sites to their villages/neighbourhoods complementing the forecasted Government intervention.

Based on the preliminary findings three target groups have been identified in different locations, mainly in urban and peri urban areas:

Temporary sites (including, but not Relocation sites Village/Neighbourhood limited to schools, health centres and other improvised IDP locations) 1 – 3 months Between 4 - 12 months Already started gradually (Some are already being set up on the month 2) Expected to be moving to relocation Expected to be moving to their Increasing gradually based on the sites or to their village/neighbourhood village/neighbourhood or to new plots capacity to restart livelihoods, access to in a period not longer than 3 months of land provided by the government. shelter, WASH, health and other basic The package to provide is regarded services as a call-effect to promote the movement - Distribution of basic needs - Distribution of basic needs assistance assistance Provision of skills training - Provision of skills training - Provision of skills training - Provision of short-term - Provision of short-term employment employment for shelter and WASH for shelter and WASH - Provision of vocational training - Support livelihoods diversification - Provision of vocational training - Support to the recipients of vocational training and assets to start SME - Provision of household agricultural and fishery livelihoods

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Distribution of basic needs assistance Based on a household vulnerability targeting strategy provision of basic needs assistance intends to reinforce other ongoing interventions sustaining a food security level on the most vulnerable households. Those households who have lost their productive assets and they are already taking negative coping mechanism need support aiming to protect the goods that they are receiving through other ongoing interventions. The intervention period is estimated to start in July-August 2019 when the harvest should happen until March 2020 covering the lean season and the completion of the annual agricultural cycle.

Provision of skills training to improve income sources and support other sector interventions Skills trainings will be supported as a result of the identified employment gaps through the Labour Market Assessment and the identified needs on other sectors for implementation. The skills trainings will be provided during the implementation of the activities with focus on increasing the quality of activities and trying not to disrupt the ongoing employment of the targeted individuals.

The skills trainings will be provided both by CVM/IFRC and/or other specialized technical partners. CVM/IFRC will cover the cost of the trainings. Provision of short-term employment for shelter and WASH construction activities to target beneficiaries Selected individuals in the community will be engaged in construction activities related to Shelter and settlements reconstruction and repair as well as WASH infrastructure construction. These activities will also be open to vulnerable components of the population and won’t be restricted to the ones able to carry out manual or physical work.

Support livelihoods diversification through income generating activities and financial inclusion through existing or establishment of interest and saving groups (“Caisse de Resilience”) Support to livelihoods diversification will be provided to existing or new interest groups for income generation and improved financial inclusion (saving and loans schemes). Support will include technical assistance and training in basic business and entrepreneurship skills and management of collective saving. Provision of vocational training for youth and women matching to the job market gaps Vocational trainings will be supported as a result of the identified employment gaps through the Labour Market Assessment. Both public and private training centres exist in the Province with different training course including but not restricted to agricultural, fisheries, industrial and commercial education. CVM/IFRC will cover the cost of the trainings.

Support to the recipients of vocational training with assets to start SME, preferably through CBI – prioritise youth and women The conditional cash will be awarded upon completion of the vocational training and based on business plans and proposals. Estimated cash amount will be around CHF 300. The calculation of the amount will be depending on the type of small businesses proposed. Support to recovery of household agricultural production and fishery (productive assets considering CBI and technical assistance) Selected households living of farming, livestock raising and or fishing and located in geographical areas impacted by the cyclone will receive assistance to restart their livelihoods. Upcoming assessment will provide specific information about the type of livelihoods that will be supported (crop, fishing and/or livestock). The package will include inputs and technical assistance throughout the production cycle. Implementation will be staged, and disbursements made by tranches. The coverage of basic needs above-mentioned will aim to protect livelihoods until the situation stabilizes (about 9 months).

Community Engagement and Accountability CEA activities are essential at all stages of the response. Trusted, clear and effective community engagement approaches are critical to ensure that community-based solutions are at the forefront of the Red Cross response. The Red Cross community engagement efforts will adopt a two-pronged approach, through enhancing understanding about the Red Cross and other partners’ available services, while continuing to communicate about available services, risks and threats to people’s health, lives and livelihoods and to scale up community participation in the response. Given that there is a foreseeable funding gap especially for the recovery phase, it will be of critical importance that the selection and targeting criteria for individual house rehabilitation and reconstruction grants (cash or kind) are communicated effectively. This is usually setting up feedback, grievance systems in strategic location and work done by social and technical teams together.

In particular, the strategy will include: ▪ Open and transparent communication approaches about inclusion and exclusion criteria for assistance. A system will be put in place to ensure information on the operation; including distribution processes, services on offer and exit strategies ▪ Feedback processes to ensure affected people have a say in the aid they receive, in particular in relation to relief item distributions, but also about their understanding of risks and threats, with focus on cholera.

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▪ Rapid perceptions surveys with volunteers and affected people (in close partnership with UNICEF supported SMS system through the Rapid Pro platform) ▪ Scaling up of community engagement approaches through volunteers work in accommodation centres, community radios, mobile cinema approaches (led by the Government entity called ‘Social Communication Institute’) and information points linked to planned ORPs in communities closed to CTCs.

The Red Cross community engagement approaches will evolve and adapt to the needs and concerns of the affected population. Establishing a feedback system that allows communities to voice their understanding of the issues and provide timely and regular feedback on how we are delivering services helps us build trust and stronger community-led solutions. Tracking the perceptions and information needs of communities ensures that households in the most affected areas have access to relevant and useful information, their questions are answered, and messaging is tailored to their current beliefs and concerns. Collective and coordinated community engagement approaches will be considered with other partners and Red Cross will be connected to the upcoming feedback hotline being established by the protection cluster

Human Resources IFRC and pNSs keep providing steady support to CVM operation through surge mobilizations, as described in the section above, related to Red Cross and Red Crescent Movement presence and detailed in the complementary map. In addition, CVM and IFRC in Mozambique, in coordination with the Southern Africa Cluster and Regional Office developed a comprehensive human resources structure to support the effective implementation of the Emergency Appeal. This includes identifying Key positions to be covered in the future and developing functional organigram that illustrates the structure both at field and HQ level. The structure focuses on surge capacity and long term technical and operation management profiles for smooth transition, continuity and sustainability between emergency, early recovery and recovery phases.

Communication IFRC has faced unprecedented media and social media coverage for Cyclone Idai. Having been the first on the ground and leading the communication cluster working group, has positioned IFRC in a leading role in pushing the narrative for the entire humanitarian response.

Looking forward, the communication plan will encompass two phases:

▪ A surge phase set to provide continuity to the needs during the response. ▪ A recovery phase, led by the CVM, focused mainly in Sofala Branch, with two additional branches of CVM – Tete and Zambezi. Manica branch will be supported by ICRC, however, IFRC and ICRC will work together to find synergies in National Society support across all branches as well as in HQ. IFRC Comms will also work with existing Partner National Societies with country offices in Mozambique to support National Society communication development as well as with other partners with common in the producing relevant content.

Needs Assessment Coordination The assessment cell be working with inter-agency partners to support UN leadership with regards to assessment coordination. In doing this IFRC lead on the initial assessment (conducted by air) and established the inter-agency assessment working group. Further to this IFRC lead on the first ground assessment of the operation, including the analysis and publication of the findings. The next phase of the assessment will focus on in-depth household assessment and recovery programming. IFRC will continue to coordinate assessment efforts with external agencies as relevant and review new secondary data as it becomes available.

Information Management Efficient data collection, analysis and presentation is critical to understand the scope and scale of emergency needs. Specific support will take the form of needs’ assessment survey design and analysis, spatial analysis (including use of satellite and aerial imagery), secondary data review and production of maps, charts and graphics to facilitate evidence- based decision-making.

Cash based interventions Cash and voucher assistance (CVA) through direct multipurpose cash, mobile money or voucher assistance are the most dignifying way of covering the needs of a population. In a disaster like the current setting in Mozambique one of the best ways to help a community is support the reactivation of the economy, which cash interventions might aid. However, markets and access to markets are very disrupted in the current situation, making the strategy of cash transfer programming (CTP) more suitable for the recovery phase than the first emergency phase of the operation.

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At the moment, the government prefers/has experience with use of vouchers and this will likely be the modality for CBI. However, there are ongoing dialogues to analyze the possibility to implement a multi-purpose cash approach.

The CASH FACT Lead formed and led the Beira cash working group, joining together all involved organizations (such WorldVision, UNICEF, OCHA, COSACA, FH and WFP), into developing joint labour and market assessments. Besides chairing the group, IFRC is also focal point of the national cash working group in Maputo, which conducts direct communications with the central government. More details on the current CBI process are described below in the Operational Plan section dedicated to Strategies for Implementation.

Information Technology & Telecommunications To ensure seamless communication during in the operation, The ITT ERU has been deployed to help develop an effective system of providing Information Technology and Telecommunication services to support the response. The team will work to ensure that the various response clusters and the National society has the right tools for future preparedness. It will include, deployment of VSAT communication system and/or fibre optic where applicable for internet services, HF and VHF radios as may be required. The team will facilitate provision of other critical IT services and ensure that the CVM rain the CVM IT staff to ensure service continuity.

Base Camp ERU Due to the massive needs of international resources in the area of operations, there is the need to support the personnel providing meals and working facilities. Current available hotels and accommodation facilities in Beira, allow RCRC personnel can be lodged without the need to deploy a tented base camp. At the same time, this option reduces the cost of the logistic support to the operation but also impact positively on the local economy: all the materials and the services needed are procured locally. The ERU organised to establish an RCRC emergency operations centre in Beira, adding capacities to the existing Red Cross Red Crescent cell within the inter-agency Emergency Operations Centre.

Logistics Logistics activities aim to effectively and efficiently manage the supply chain, including procurement, fleet, storage, custom clearance and transport to distribution sites in accordance with the operation’s requirements and aligned to IFRC’s logistics standards, processes and procedures. At the moment, during the emergency phase, the main objectives are facilitating:

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▪ Provision of emergency health services ▪ Provision of safe drinking water ▪ Provision of shelter and safe housing through voucher system ▪ Relief activities for covering the immediate needs of NFI

Airports have resumed operations. Maputo International airport remains fully operational, while the Beira Airport resumed operations on 17 March, with four flights from Maputo to Beira every day. Chimoio airport is also now fully operational. The Mozambique Aviation Authority assessed the situation and are guaranteeing minimum safety conditions to operate commercial flights. In addition, there is:

▪ Runaway in Harare (Zimbabwe) is 4700 m long and it can capable to land wide-body aircrafts. ▪ Runaways in both Chimoio and Beira are 2400 m long, so they could land IL 76 and B727, wide body aircrafts are not possible. ▪ 2 MI-8 WFP-contracted helicopters arrived in Beira on Tuesday 19March (capacity 3 MT), together with one fixed wing aircraft C-295 (capacity 8-10 MT) and one B727 (20MT capacity). Logistic cluster is point of contact for requesting access to mention assets. During the first week of the response alone, the logistics team Sea ports: Maputo sea port remains fully operational and mobilized essential supplies and hardware to successfully Beira sea port has been fully operational since 20th of March. kickstart the operation in support of CVM’s response.

Electricity: Electricity from power grid in Beira is expected to continue to be non-functional until the end of April. The Mozambique electricity authority is not able to restore power in Beira as the main substation in Munhava is flooded. According to the GoM, 80% of the electrical infrastructure is damaged in Dondo province.

Fuel availability: Due to lack of electricity, an increase of fuel demand to operate generators is expected. However there does not seem to be shortage of fuel supply in the affected areas and is not expected.

Customs clearance and tax exemption process: IFRC has Status agreement in the country, however some articles from it may need to be reactivated. Regional IDRL Coordinator is in contact with Mozambique ambassador in African Union. We were promised that IFRC will get blanket approval for all items from the need assessment report. Letter to Mozambique ambassador is prepared and waiting for signatures from IFRC Regional Office.

Planning, Monitoring, Evaluation and reporting (PMER): The PMER delegate/team will ensure compliance with expected deliverables and reporting requirements. The PMER person will also work closely with IM to support the analysis of data and will support the planning process and the development of the EPOA and subsequent modifications, ensuring a smooth transition from the assessment data to a comprehensive and integrated plan. In addition to the PMER team in the field, the RO PMER unit will conduct regular missions to guide the field on monitoring systems and activities and supporting community satisfaction surveys and baseline surveys to inform future monitoring and changes to the operational plan. The RO PMER will facilitate any further reviews, lesson learning, Real Time Evaluations and final operational evaluations as required, to capture the performance, including the successes and challenges of the operation to inform future operational strategies. The PMER will contribute to maintain project memories by supporting data collection, analysis, storage and dissemination in collaboration with the operation manager.

National Society Development As CVM is going through a number of reform processes since last year with a new leadership in place, the response to Cyclone Idai will put additional pressure on the National Society’s limited capacity and will demand scaling up of staffing and other organizational components. There is, therefore, the need to allocate substantial resources in mitigating a potential negative impact on the long-term development of the National Society by putting deliberate efforts to strengthen the institutional and operational preparedness capacity of the National Society in all sectors.

The activities planned in this regard are based on different assessment undertaken over the last year including OCAC, IT health check and sustainability assessment and will look at the following five broad areas:

• Leadership development – through mentoring and coaching on crucial decision-making processes. • Skillset improvement – through training, coaching and mentoring of staff and volunteers.

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• Systems development and improvement – in finance, HR, PMER, logistics, Resource Mobilization, communications and volunteer management • Branch development – which will strengthen their efficiency and effectiveness deliver services. • Facility, equipment and pre-positioned stock capacity – including supporting the National Society to have improved office space, warehousing space, essential equipment, personal protective gear for staff and volunteers as well as improved quantity and quality of disaster preparedness stocks.

The National Society Development component will include a special focus on CVM capacities to respond to disasters and crisis. These capacities will be strengthened throughout the identification and support of areas of work such as:

▪ Enhancing NS auxiliary role for humanitarian assistance vis a vis National and local DM/DRM authorities, including updating any necessary plans, policies and strategies. ▪ Reinforce coordination mechanisms with authorities, external agencies and NGOs, civil military bodies, community responder, private sector. ▪ Training, refreshment on humanitarian standards, as well as relevant Hazard, Risk and context analysis and Early Warning and Early Action mechanism and linkages and complementarities with current FBF/A initiatives; among others.

This will allow present and future enhancement of CVM coordination actions, fostering a complementary response at national level, and an effective response at local level. The process is further described in the operational strategy but expected to be clearly defined after internal organisational capacity assessment are conducted. This focus on coordination will strengthen the collective response of the various structures working with CVM, ensure less duplication, and facilitate drawing of lessons to inform future undertakings.

Volunteering Review report of 2017 highlights “lack of a clear volunteer management strategy with associated guidelines, training and requirements.” Hence this initiative of ‘Volunteer Management’ in this Emergency operations will begin to be effectively integrated within Emergency operations including this Cyclone emergence operation in Mozambique. The Volunteer Development/Management will focus on 1) Volunteer Recruitment, training and orientation ,2) Volunteer database development 3) Volunteer Insurance 4) Volunteer Motivation, Recognition and retention activities 5) Branch Coordination and Planning for sustainability.

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C. Detailed Operational Plan

Shelter People targeted: 37,500 Male: Approx. 18,366 Female: Approx. 19,134 Requirements (CHF): 6,047,000

Needs analysis: More than 92,000 houses were identified as damaged: totally destroyed (50,772), partially destroyed (25,769) or flooded (15,784).

More than 140,000 people were accommodated in 139 collective centres – most of these in the Sofala province. Findings of the inter-agency rapid needs assessment in Sofala’s Dondo District led by IFRC noted that displaced persons are sheltering in nearly 30 reception centres in this district alone. The centres are established in schools and other public buildings by local authorities. Priority needs of the displaced persons include health due to the risk of waterborne illnesses, as well as shelter support, as displaced persons have requested shelter materials to return to their homes as soon as possible. The OCHA lead assessment team also highlighted urgent protection concerns given the crowded sleeping arrangements at the centres, solar lights are already being provided by other organizations, in the case they remain as a need during the recovery phase, they would be included as part of the amount of the vouchers. Items such as shelter kits, food parcels and hygiene kits were reported as the preferred priority intervention (over 70% of interviewed people). Vouchers and services, which include access to health and WASH services listed equally by communities as the priority interventions (15% respectively).

The majority of the damaged houses are self-built houses vulnerable to natural disasters, particularly in rural area. Housing is made of locally available material such as adobe, timber poles, bamboo, thatch (coconut palm or grass). Communities incrementally integrate external construction material such as Iron sheet (CGI), cement, nails and wire. Implemented with local building construction knowledge. Among damages sustained from the Tropical cyclone Idai: 2 types of damages have been identified: ▪ Damages sustained by strong wind: roofing teared off and structure/walling; ▪ Damages sustained from floods triggering mass evacuation: Houses flooded in communities settled close to rivers or on poor drained plains.

Population to be assisted: The operation considers both emergency and recovery needs of 37,500 people in Sofala Province. Several factors were taken into consideration: CVM capacity to deliver; the affected people living outside accommodation centres, who had not received much attention from other organizations; those who had received limited or no access to other assistance; and those with financial constraints which hampered their ability to rebuild their houses.

Red Cross Red Crescent Movement partners will support CVM to assist 7,500 households (37,500 people) with emergency shelter needs. Support will include distribution of shelter kits and supporting the repair and reconstruction of damaged houses. Upon further assessment, the appeal will support 4,000 households (20,000 people) with repair and longer-term shelter needs as described in the shelter strategy. It will also include training of volunteers in the areas of safe sheltering (general awareness on build back safer, Participatory Approach for Safe Shelter Awareness-PASSA training). Households will also be supported with the provision of items to ensure basic needs are met should the extreme weather condition persist. The shelter intervention includes materials, training and elements of short-term employment and vouchers for construction materials. Different housing typologies will be identified according to diverse intervention areas (rural, urban, peri urban) and location of the houses. Damage categories will be analysed to calculate the amount of materials needed or the equivalent amount in cash. In the case of functioning markets, the cash will become an injection of capital to reactivate economy which will eventually create income opportunities. Particular attention will be given to identify if DRR related materials such as hurricane straps can be found in local markets or if they should be procured outside the affected areas.

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The shelter teams will work together with livelihoods in the implementation of vocational trainings of professional housing on repairs/upgrading and construction in coordination with partners. This component is described further (and fully supported by the livelihoods component) in the Emergency Appeal. It will work also together with WASH in the implementation of repairs/upgrading and construction of sanitation disposal in coordination with partners. This component is described further (and fully supported by the WASH component) in the Emergency Appeal.

Shelter Outcome 1: Communities in disaster and crisis affected areas # of households assisted that receive emergency shelter kits and awareness on safe shelter and good restore and strengthen their safety, well-being and short-term construction practices Target: 7,500 HH (37,500 people) P&B recovery through emergency shelter and settlement solutions. Output Shelter Output 1.1: Short, medium and long-term shelter and # people/households provided with emergency shelter kits which meet the agreed standards for the specific operational context Code settlement assistance is provided to affected households Target: 7,500 HH (37,500 people) Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Month AP005 Procurement of Shelter kits for 7,500 HHs AP005 Distribution of Shelter kits for 7,500 HHs Procurement of essential HHs items (NFIs): kitchen set, AP005 sleeping mats, blankets, mosquito nets Distribution of essential HHs items (NFIs) for 7,500 AP005 HHs: kitchen set, sleeping mats, blankets, mosquito nets AP005 Mobilization and training for CVM volunteers on relief AP005 Prepositioning of essential NFIs Shelter Output 1.2: Technical support, guidance and awareness % of the target population provided with awareness orientation campaign who can build a safe shelter P&B raising in safe shelter design and settlement planning and improved and identify good construction practices) Output building techniques are provided to affected households Target: 100% Code Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Month AP006 Design, translate and print IEC materials AP006 Mobilization of volunteers per selected affected districts Training for CVM volunteers on shelter kits and AP006 emergency shelter construction Demonstration of shelter kits use and emergency AP006 shelter construction at distribution site for 7,500 HHs Post distribution monitoring and evaluate assistance (cf. AP006 Strategy for Implementation) P&B Shelter Outcome 2: Outcome 2: The target population has durable % of target households who have durable shelter that meet national and/or Cluster standards for Output and sustainable shelter and settlements solutions through owner- recovery for the specific operational context / Target: 90% (3,600 HH) Code driven approach.

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Output 2.1 The target population has adequate durable shelter # of target households who have received durable shelter and housing assistance that meet agreed standards for the specific operational context (e.g., repair or reconstruction through cash/voucher/in solutions. kind) / Target: 4,000 HH (20,000 people) Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Month AP006 Analysis of local market/selection of material and tools

providers, labour, voucher, mobile money AP006 Identification of locations in coordination with local authorities for flood and cyclone resilient social based program AP006 Shelter and settlements detailed assessment of housing damage and vulnerability to establish selection criteria, in coordination with local authorities, community representatives and in alignment with Shelter Cluster and other relevant sectors AP084 Conduct a series of community meetings in target locations to define the housing typologies to be constructed AP006 Distribution of the first instalment of voucher or cash

grants (if not possible, in-kind) for construction materials AP006 Implementation of owner-driven house

repairs/upgrading and reconstruction: first phase AP006 Monitoring and evaluation of housing repairs/upgrading and construction/use of vouchers/cash by volunteers with checklist and technicians: first phase.

Specific attention will be given to woman and victims of GBV in order to ensure their concerns are reflect in house design and ownership titles. AP006 Distribution of the second instalment of voucher or cash grants (if not possible, in-kind) for construction materials AP006 Implementation of owner-driven house

repairs/upgrading and reconstruction: second phase AP006 Monitoring and evaluation of housing repairs/upgrading and construction/use of vouchers/cash by volunteers with checklist and technicians: second phase.

Specific attention will be given to woman and victims of GBV in order to ensure their concerns are reflect in house design and ownership titles. P&B Output 2.2 Training and awareness raising sessions provided to # of target population provided with awareness campaigns: PASSA training and other tools (e.g., Output target communities on basic safe shelter and settlements for messaging via mass media, All under one roof training, good construction practices mobile app) Code recovery. Target: 20’000 people 4,000 HHs

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Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Month AP006 Development and finetuning of good practices for

cyclone/flood resistant housing for dissemination. AP006 Dissemination of good practices for cyclone and resistant floods housing and settlements construction (e.g., radio, newspaper, calendar, social media, SMS). AP006 Orientations to selected beneficiaries on PASSA and All under one roof, including safe durable shelter construction AP006 Owner-driven technical trainings on house repair or reconstruction meeting agreed standards (e.g., managed by relevant consultant organization, and with local organization, village committees or locally based organization) AP006 Post Distribution Monitoring of Owner-driven technical trainings including community feedback and complaints/grievances mechanisms. Output 2.3 Increased capacity is available to the National Society to # of volunteers (disaggregated by gender) provided with relevant recovery shelter and settlements P&B implement the relevant recovery shelter and settlements activities (in trainings Output accordance with OD strategy). Target: TBD Code Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Month AP006 Hiring of CVM staff members and delegates AP006 Training of CVM volunteers on PASSA -ToT, including

safe durable shelter construction AP006 Training for CVM volunteers on disability-inclusive

shelter and settlements -ToT-

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Livelihoods and basic needs People targeted: 25,000 Male: 12,225 Female: 12,775 Requirements (CHF): 3,382,000

Needs analysis: In the central region of Mozambique, production was expected to be above-average prior to the cyclone and floods; For the period September to December 2018, the estimated number of people in Sofala affected by food insecurity region of IPC level 3 (emergency) was already of 22,2183. With the areas being affected by violent winds and floods, areas affected by floods will face significant crop failure, particularly as the crops were close to annual harvesting. These numbers are still uncertain and the extend of full damage is increasing as access to affected areas improves.

Recent figures released by OCHA indicate that more than 715,000 ha of crops have been damaged. Significant impact is also to be assessed regarding livestock loss and fisheries. Many assets and structures, including markets in the port city of Beira, have been destroyed, rendering traders jobless4.

Until water recedes and lands are rehabilitated, practicing farming will not be possible. This means that the food gap is likely to extend until the end of the farming season next year and assistance will be needed to provision for lost sources of income and until livelihoods can be recovered. Most vulnerable such as children, elderly, pregnant and lactating women are most in risk of food insecurity.

Moreover, women who are playing critical roles in agricultural production also assume most caregiving duties. Caregiving duties are likely to increase as a result of the cyclone and flooding as there is an increase in illness and injury and this may result in decreased agricultural production resulting in further food insecurity. Commodity prices in Beira are rising significantly and economic infrastructure including warehouses, storage silos and supermarkets have been destroyed.

In normal conditions, the farming seasons foster demand in agricultural labour with a peak of paid workers from October to January and in a lesser extend from May to August. Given the conditions above-mentioned and the short window to relaunch production, the coming cropping season (May to August 2019) is however expected to be below-average. The forecast for the second cropping season (October 2019 - January 2020), a lot of uncertainties remain, and this will likely have a direct impact on alternate labour opportunities. To compensate this loss of income, it is anticipated that increasing number of people migrates to urban areas for self-employment or in search of (low) paid labour activities or resort to negative coping strategies.

Population to be assisted: The table below details total people targeted by each specific livelihood’s intervention considered under the emergency appeal. After accounting for possible overlaps between interventions (e.g.: skills trainings and saving groups targeting same households), and interrelated interventions (i.e.: productive assets provided to vocational training recipients), the final figure for households to be reached is 5,000 (25,000 people).

3 “Mozambique: Acute Food Insecurity Situation September - December 2018 and Projection January - March 2019”, IPC, October 2018 4 MOZAMBIQUE: Cyclone Idai & Floods, Situation Report No. 1, 2 April 2019

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Livelihoods Intervention Target Group and beneficiary selection Criteria Selection Criteria • Household size (threshold to be defined) Distribution of basic needs assistance to selected households (in- • # of children under 5 years kind or CBI) • # of pregnant and/or lactating women (food, hygiene items, productive assets.) • # of disabled and/or chronically ill

• # of youth/children under 18 years Target 1,000 HH • category of damage to shelter (heavy, medium, light) 9 months • Head of household (single-, female-, elderly-, disabled-, minor) • Source of income (priority to none, seasonal, daily labor) • # of family members able to work Provision of skills training to improve income sources and support Selection Criteria other sector interventions (shelter/wash) ● Youth and women with no income ● Youth and women who have interest and can commit to attend training Target 4,000 individuals ● Female headed households ● Directly affected by disaster 10 days Provision of short-term employment for shelter and WASH Selection Criteria construction activities to target beneficiaries ● Youth and women with no income

● Youth and women who have interest in and can commit to attend training Target 700 individuals ● Female headed households

● Directly affected by disaster 3 months

Support livelihoods diversification through income generating Selection Criteria activities and financial inclusion through existing or establishment • Households/Groups directly affected by the disaster (lost their livelihood base because of the disaster) of interest and saving groups (“Caisse de Resilience”) • Group formation (new and existing group – proof of registration) • Group training completed Target 30 groups of approx. 30 Individuals • Evidence of saving and sound management • Business proposals (with cost/benefit analysis) Provision of vocational training for youth and women matching Selection Criteria to the job market gaps ● Youth and women with no income ● Youth and women who have interest in and can commit to attend training Target 300 Individuals ● Female headed households ● Directly affected by disaster

Support to the recipients of vocational training with assets to Selection Criteria start SME, preferably through CBI – prioritise youth and women – • Completion of the vocational training

• Small business provides primary or secondary source of livelihoods for family

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Target 300 HH (same as above awarded upon completion of the • Households directly affected by the disaster (lost their livelihood base because of the disaster) vocational training and based on business plans and proposals) • The status of the location (property) of the business are clear and known Selection Criteria Support to recovery of household agricultural production and ● Youth and women with no income fishery (productive assets considering CBI and technical ● Youth and women who have interest in and can commit to attend training assistance) ● Female headed households

● The status of the location (property/tenancy) of the land is cleared Target 1000 HH

Livelihoods and basic needs Outcome 1: Communities, especially in disaster and crisis affected areas, restore and strengthen their 5,000 HH of targeted population are supported by livelihoods interventions livelihoods % of targeted households that apply new acquired skills promoted by the project to strengthen or diversify their livelihoods P&B Livelihoods and basic needs Output 1.1: Skills development Target: 75% Output and/or productive assets and/or financial inclusion to improve # of target households that improve their net income due to short-term employment Code income sources are provided to target population (off-farm livelihoods). Target: 500 % of targeted population that improve their net income through skill building, improved assets, micro-finance support, job creation, etc / Target: 75% Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Week / Month Conduct assessment to identify non- AP007 agricultural wealth groups and impact on their livelihoods Conduct a Labour Market Assessment to AP007 identify the employment promotion activities to improve the access to work. Identification and selection of target beneficiaries for skills trainings to improve AP007 income sources and support other sector interventions (shelter/wash) Provision of skills training – prioritise individuals participating in the AP007 implementation of other sectors (shelter/WASH) Provision of short-term employment for AP007 shelter construction activities to target beneficiaries

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Provision of short-term employment for AP007 WASH construction activities to target beneficiaries Support livelihoods diversification through income generating activities and financial AP007 inclusion through existing or establishment of interest and saving groups (“Caisse de Resilience”) Identification and selection of target beneficiaries for vocational trainings to AP007 improve employability and income sources based on labour market gaps Support access to vocational training – prioritise youth and women – and linking to AP007 the job market to increase employability and income source. Support to the recipients of vocational AP007 training – prioritise youth and women – with assets to start SME, preferably through CBI Monitoring of improvement of employability AP007 and post trainings evaluation. Livelihoods and basic needs Output 1.2: Basic needs assistance # of target households that have enough sources of food and income to meet their survival P&B for livelihoods security including food is provided to the most threshold (including cash, voucher and food distribution) Output affected communities Target: 1,000 Code Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Week / Month Design an appropriate intervention AP008 supporting basic needs considering vouchers and/or cash as a modality. Develop and conduct baseline assessment identifying the level of vulnerability at AP008 household level for different socioeconomic groups (see activity 1 – Output 1.1 and 1.3) Develop beneficiary targeting strategy based AP008 on level of vulnerability and registration system to deliver intended assistance Selection and training of volunteers on AP008 Livelihoods Programming Course and Cash- transfer programming Identification and selection of targeted AP008 households

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Distribution of basic needs assistance to AP008 selected beneficiaries (in-kind or CBI) AP008 Post distribution monitoring Livelihoods and basic needs Output 1.3: Household livelihoods # of target households that restore their production to pre-disaster level security is enhanced through food production, increased P&B (baseline to be defined) productivity and post-harvest management (agriculture-based Output livelihoods) Target: 1,000 Code Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Week / Month Conduct assessment to identify agricultural AP009 wealth groups, geographical areas and impact of disaster on their livelihoods Based on results of the assessments develop packages supporting agricultural AP009 livelihoods (crop and/or livestock and/or fisheries) - technical assistance + inputs possibly through CBI Identification and selection of targeted AP009 households Implementation of packages with targeted AP009 households Monitoring of activities in agricultural AP009 livelihoods and fisheries.

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Health People targeted: 85,000 Male: 41,565 Female: 43,435 Requirements (CHF): 6,779,000

Needs analysis: Infectious diseases are already increasing in the aftermath of the disaster. Due to the flooding, congregation and unhygienic conditions in the shelters and in damaged houses, there is an increased risk of other outbreaks such as malaria and diarrheal diseases. Outbreak of respiratory infections and vaccine-preventable diseases are a risk in displaced and sheltered populations with a vaccination coverage that is insufficient. Congregation, social disruption and violence could also result in an increase in STIs and HIV transmission. Waterborne diseases due to the contamination of water supply and disruption of usual water treatment are also likely. Outbreaks of viral gastroenteritis, hepatitis and other diseases are all possible risks. Malaria is endemic in Mozambique with a peak in the rainy season from December to April. Extensive flooding has resulted in stagnant water that creates ideal breeding sites for mosquitoes transmitting malaria and possibly other vector-borne diseases.

Many collective shelters are unplanned centres with limited hygiene and WASH infrastructure. In Beira for example, 84% of accommodation centres in Beira are unplanned according to IOM, which further compounds the risk of transmission of infectious diseases. Increased risk of communicable diseases and the breakdown of the health system translates into the need to provide education and health-related information to the communities to reduce the risk of illness related to the disaster and those stemming from lack of access to regular care. Social mobilisation and risk communication on waterborne diseases, oral rehydration, hygiene promotion, vaccination, and other health risks—in shelters as well as well as in the broader affected population—is key to improving the capacity of the population to protect itself.

The MOH has not issued yet the final assessment of the health facilities; however interim assessments by different partners have identified major issues in infrastructure damage, mainly to the roofs but also to electricity, sterilizing capacity, WASH, waste management and supplies. The central store of Beira that supplies the entire central zone has been spared by the disaster allowing the MoH to supply supplies to health facilities. Finally, given the extensive damage to crops including staple crops, there is a risk of increasing food insecurity and levels of malnutrition and a need to screen and refer malnourished children and adults.

Schools are closed in most of the communities to make space for shelters, creating tensions in the communities. Families have lost all their belongings and although there are MHPSS services in Beira city, people are often unaware of the services, not referred by the heath staff or they don’t know how to access them

CVM is already present in accommodation centres and has already engaged or helped the population, engaging the families. However, CVM has no PSS structure and no protocols for taking care of the volunteers in emergencies, the volunteers are suffering double stress because they are at the same time victims and responders. It is very urgent to start providing psychosocial support to set coping strategies and to strengthen resilience mechanisms to the families affected by the disaster because the psychological and social impacts of emergencies may present acutely, but they can also become chronic and undermine the long-term mental health and psychosocial well-being of the affected population. Early intervention will support recovery.

Population to be assisted: The population to be assisted are (population of the communities targeted with the ORPs, affected by the floods and cholera) targeting minors, pregnant and lactating women, women with small children, persons living with chronic diseases (including HIV, TB, mental health issues), disabled and the elderly.

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Outcome 1: The immediate risks to the health of affected 80% of the targeted pop demonstrate improved health care (decline in mortality rate, populations are reduced increased access to health services etc.) P&B Output Output 1.1: The health situation and immediate risks are assessed # of assessments conducted based on standard IFRC and / or WHO assessment Code using agreed guidelines guidelines (Host NS & IFRC assessment reports) Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Week / Month AP005 Rapid health assessment AP005 Detailed assessment Continuous monitoring of the health AP005 situation Output 1.2: Target population is provided with rapid medical # patients treated in health facilities P&B Target: 4,000 Output management of injuries and diseases Activities planned Code 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Week / Month AP006 Rescue and First Aid AP006 Procurement of First Aid kits AP006 Deployment of the RCEH AP006 Handing over RCEH # of ORPs installed / Target: 30 Output 1.3: Community-based disease prevention and health P&B # of people reached with community-based epidemic prevention and control activities / promotion is provided to the target population Output Target: 15,000 Code Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Week / Month Health and hygiene promotion in AP006 accommodation centres AP006 Hiring of 4 health coordinators AP006 CBHFA refresher training AP006 First aid trainings according to needs Community health activities in 5 AP006 accommodation centres and at 30 ORPs AP006 Monitoring of community health activities Number of ORPs installed n° of people reached with community-based epidemic prevention and control activities P&B Output 1.4: Epidemic prevention and control measures carried out # of HH reached with mosquito nets Output Target: 15,000 Code Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Week / Month

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AP006 Training of 200 volunteers in ORP

management, PSS and First Aid AP006 Recruitment of 3 NS ORP coordinators, 1

log AP006 Procurement and roll out of 30 ORPs in

Beira, Nhamatanda, and Dondo AP006 ORP managed at community level by

volunteers AP084 Social mobilisation and risk

communication activities at ORP sites AP084 Social mobilisation and risk communication activities in affected areas where there is no ORP roll out AP006 PSS activities at ORPs AP006 Monitoring of ORPs AP006 Data collection and transmission to MOH AP006 Lessons learned workshop AP006 Epidemic control for volunteers (ECV)

TOT AP006 ECV cascade training AP006 Integration of ECV activities in the

community health activities of volunteers AP006 Support the NS at HQ level in developing

a contingency plan in case of outbreak AP006 Workshop to disseminate the contingency

and response plan at branch level AP006 Monitoring of ECV integration AP006 Procurement and distribution of mosquito nets for 15,000 families in coordination with relief % of people reached reporting satisfaction in PSS activities, including life skills Output 1.5: Psychosocial support is provided to the target Self-help P&B population. # of support groups are established Output # of referrals conducted Code Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Week / Month Rapid needs assessment AP023

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Participatory assessments in target AP023 communities and shelters Conduct interventions providing PFA to AP023 people in need AP023 Follow up with the families Create safe spaces for vulnerable people AP023 adjacent to the ORPs Develop PSS intervention plans together AP023 with target communities integrated in the ORPs strategy AP023 Establish support groups AP023 Conduct workshops for psycho-education Provision of information and key AP023 messages to the population AP023 Establish a referral path % of staff and volunteers in the affected areas trained in self-care and team care strategies Target: 100% P&B Output 1.6: Strengthened PSS capacities in CVM # of trainings on PFA and stress management Output volunteers in the affected areas are trained in psychosocial support Code Target: 30 Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

Develop an itinerary on Trainings related AP023 to PSS for volunteers and staff AP023 Conduct the trainings and refresher Establish a group of PSS volunteers and AP023 its supervisors Develop a protocol on taking care of AP023 volunteers at within CVM structure Conduct regular meetings with the AP023 volunteers

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Water, sanitation and hygiene People targeted: 50,000 Male: 24,450 Female: 25,550 Requirements (CHF): 3,872,000 Needs Analysis: Most of the water sources in the affected areas have been heavily contaminated due to flooding. In addition, The IDPs in camps do not have access to sanitation facilities, which poses a threat to water-borne diseases. There is an urgent need to address the WASH needs through provision of safe water, sanitation facilities and hygiene education at both levels: community centres and communities.

Population to be assisted: The component will support 6,000 HH (30,000 beneficiaries) in Beira city with the provision of safe water, sanitation facilities, cleaning campaigns and hygiene promotion (HP) also in temporary settlements. Community interventions are also soon to start with host communities. The additional MSM20 will focus on the support to cholera Strategy in Beira and Dondo, all in Sofala province. Additional 4,000 HH (20,000 beneficiaries) are planned to be assisted with early recovery actions aligned to the shelter component as entry point to community work.

The WASH strategy will first focus on responding to the emergency needs of the most affected populations in Sofala province. Given the humanitarian impact and the on-going cholera increase of cases in Sofala, a clear priority of assistance will be focused on providing 6,000 HH (30,000 beneficiaries) in Buzi, Beira and Dondo districts with sanitation and support to the ORPs being established. Beira city with water treatment through community points and Buzi with household water treatment (HHWT) interventions. In parallel, capacity building to CVM volunteers and staff. In addition, menstrual Hygiene kits will be provided to approximately 10,000 women.

WASH Outcome1: Immediate reduction in risk of waterborne and % of target population that has access to sufficient safe water / Target: 80% water related diseases in targeted communities % of target population that is using adequate sanitation / Target: 60% P&B Output WASH Output 1.1: Continuous assessment of water, sanitation, # of site assessments carried out and shared Target: 30 Code and hygiene situation is carried out in targeted communities Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Week Conduct training for RC volunteers on carrying out AP026 water, sanitation and hygiene assessments Conduct initial assessment of the water, sanitation AP026 and hygiene situation in targeted communities Continuously monitor the water, sanitation and AP026 hygiene situation in targeted communities Coordinate with other WatSan actors on target AP026 group needs and appropriate response. WASH Output 1.2: Daily access to safe water which meets Sphere # of people provided with safe water (according to WHO standards / Target: 15.000 # of water distribution points / Target: 30 P&B and WHO standards in terms of quantity and quality is provided to % of people practicing good water handling practices which includes use of sufficient water storage Output target population container Target: 80% Code Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Week

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Provide safe water to 15.000 people in targeted AP026 communities through water trucking, well or pipeline rehabilitation and mobile water treatment plant) Monitor use of water through household surveys and AP026 household water quality tests. Determine the appropriate method of household AP026 water treatment for each community based on effectiveness and user preference. Distribute 8.000 household water treatment products AP026 (liquid chlorine, CERTEZA 150 ml), sufficient for 30 days, to 40.000 people. Train population of targeted communities on safe AP026 use of water treatment products. Monitor treatment and storage of water through AP026 household surveys and household water quality tests. WASH Output 1.3: Adequate sanitation which meets Sphere # of people provided with excreta disposal facilities P&B standards in terms of quantity and quality is provided to target Target: 25.000 Output population Code Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Week Select design for toilets based on consultation with targeted communities with considerations for cultural preference, safety, access for children and disabled, AP028 anal cleansing practices, national standards, and menstrual hygiene as well as environmental impact and sustainability. Construct 1.000 emergency toilets in 25 schools, AP028 health centres and public areas for 20.000 people. Ensure toilets are clean and maintained through AP028 community mobilization. Equip toilets with handwashing facilities, anal AP028 cleansing material or water and menstrual hygiene disposals and ensure they remain functional. Carry out vector control and solid waste in targeted AP028 communities. WASH Output 1.4: Hygiene promotion activities which meet Sphere # of people reached by hygiene promotion activities / Target: 50.000 P&B standards in terms of the identification and use of hygiene items # of volunteers involved in hygiene promotion activities / Target: 100 Output provided to target population Code Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Week

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Conduct needs assessment: define hygiene issues AP030 and assess capacity to address the problem. Select target groups, key messages, and methods of AP084 communicating with communities (mass media and interpersonal communication). Develop a hygiene communication plan. Train AP030 volunteers to implement activities from communication plan. AP030 Design/Print IEC materials AP030 Assess progress and evaluate results. Engage community on design and acceptability of AP084 water and sanitation facilities. Construct or encourage construction and AP030 maintenance of handwashing facilities in targeted communities. WASH Output 1.5: Hygiene-related goods (NFIs) which meet Sphere # of households provided with a set of essential hygiene items (Hygiene kits, Menstrual Hygiene kits) P&B standards and training on how to use those goods is provided to Target: 7.500 Output the target population # of women provided with a Menstrual Hygiene Kit / Target: 10.000 Code Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Week Determine the needs for hygiene NFIs, including soap, water storage, and menstrual hygiene for each AP030 community based on health risks and user preference in targeted communities in coordination with the WASH group or cluster. Distribute 15.000 hygiene kits, sufficient for 3 AP030 months to 25.000 people. Train population of targeted communities in use of AP030 distributed hygiene kits. Distribute 10.000 menstrual hygiene kits, sufficient AP030 for 1 month to 10.000 women. Train population of targeted communities in use of AP030 distributed menstrual hygiene kits. Determine whether additional distributions are AP030 required and whether changes should be made. Monitor use of hygiene kits and water treatment AP030 products and user’s satisfaction through household surveys and household water quality tests.

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WASH Outcome 2: Sustainable reduction in risk of waterborne and % of target population that both has access to and uses sustainable water supply / Target: 100% water related diseases in targeted communities in the recovery % of target population using sanitation facilities / Target: 100% phase P&B WASH Output 2.1: Continuous monitoring and evaluation of water, Output sanitation, and hygiene situation is carried out in targeted % of target population with access to an improved water source / Target: 100% Code # of people with access to an improved sanitation facility / Target: 15.000 communities Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Week / Month Conduct training for RC volunteers on carrying out AP026 water, sanitation and hygiene monitoring and evaluation Conduct baseline survey of the water, sanitation and AP026 hygiene situation in targeted communities Continuously monitor the water, sanitation and AP026 hygiene situation in targeted communities Coordinate with other WatSan actors on target AP026 group needs and appropriate response. WASH Output 2.2: Community managed water sources giving P&B # of people with access to safe water through well or pipeline reconstruction / Target: 10.000 access to safe water is provided to target population Output Activities planned Code 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Week / Month Provide safe water to 10.000 people in targeted AP026 communities through well or pipeline construction and rehabilitation. Monitor use of water through household surveys and AP026 household water quality tests. Train water committees in management of water AP026 supplies and operation and maintenance of infrastructure WASH Output 2.3: Improved access to and use of adequate P&B # of people with access to adequate sanitation in their communities / Target: 10.000 sanitation by the target population. Output Activities planned Code 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Week / Month Select design for toilets based on consultation with targeted communities with considerations for cultural preference, safety, access for children and disabled, AP028 anal cleansing practices, national standards, and menstrual hygiene as well as environmental impact and sustainability.

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Construct 2.000 toilets in 500 households for 10.000 AP028 people. Mobilize targeted communities to construct 2.000 AP028 toilets and carry out environmental sanitation activities. WASH Output 2.4: Hygiene promotion activities are provided to the P&B # of people who engage in safe hygiene practices / Target: 10.000 entire affected population. Output Activities planned Code 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Week / Month Conduct baseline survey to define hygiene issues AP030 and assess capacity to address the problem. Select target groups, key messages, and methods of AP030 communicating with beneficiaries (mass media and interpersonal communication). Develop a hygiene communication plan. Train AP030 volunteers to implement activities from communication plan. AP030 Design, translate and print IEC materials AP030 Assess progress and evaluate results. Engage community on design and acceptability of AP030 water and sanitation facilities. Construct or encourage construction and AP030 maintenance of handwashing facilities in targeted communities.

Carry out vector control and solid waste in targeted AP028 communities.

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Protection, Gender and Inclusion People targeted: 37,500 Male: 18,366 Female:19,134 Requirements (CHF) 352,000 Needs analysis: People are living in over-crowded and unsanitary conditions in collective centres – mainly schools and churches. This creates a difficult situation for school-age children who are unable to attend school. Many children have been separated from their families as they fled flood waters. Unknown numbers of children are now orphaned. Rolling power outages throughout the affected areas impact people’s ability to safely access resources and increases tension in communal living spaces, exposing people to risks of heightened sexual and gender-based violence (SGBV) as people live in crowded and unsafe environments. People with particular needs, including children, persons with disabilities, elderly people and child-headed households face particular risks in accessing protection and resources. Within such a context, the risk of sexual exploitation and abuse is present, as people become desperate for live-saving resources such as food, shelter and water. Over 75,000 cyclone-affected women are pregnant, with over 45,000 live births expected in the next six months and 7,000 of those could experience life threatening complications.

When designing the approach of each intervention it is critical to adopt gender-sensitive approaches in assessments and implementation to understand intra-household roles and responsibilities of labour, imbalances in decision making and consequently identify activities that support women economic empowerment. CBI interventions will particularly require assessing the risk and opportunities for related on the ownership and decision-making over the financial support.

It is also necessary to consider the potential gendered implications of conditional transfers so as to avoid putting undue burden on, or excluding segments of the population, especially women and marginalized groups. With vouchers (present in many sectors through an integrated approach), it is necessary to ensure that the distinct needs for women, men, girls and boys are considered in cash transfer values or items for voucher contents.

Population to be assisted: Families targeted for shelter assistance will be provided with protection services. PGI will be carried out throughout all sectors in order to ensure that the relevant approaches are implemented. A dedicated delegate will ensure such compliance.

Inclusion and Protection Outcome 1: Communities identify the needs of the most vulnerable and particularly disadvantaged and marginalised % of people receiving services that include PGI considerations groups, as a result of inequality, discrimination and other non-respect of Target: 37,500 P&B their human rights and address their distinct needs Output Inclusion and Protection Output 1.1: NS programmes improve equitable # of multi-sector needs assessments that identify protection needs Code access to basic services, considering different needs based on gender # of multi-sector needs assessments that identify protection needs and other diversity factors. Target: 37,500 Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 18 19 20 21 22 23 24 Week / Month PGI inclusive multi-sectors needs assessment to AP031 identify and address gender and diversity specific needs and protection risks.

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Training of RC volunteers and staff on protection, AP031 gender and inclusion issues. Inclusion and Protection Output 1.2: Emergency response operations # of people that receive awareness sessions or messages on PGI considerations, including SGBV P&B prevent and respond to sexual- and gender-based violence and all forms Output of violence against children. Code Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 18 19 20 21 22 23 24 Week / Month Conduct awareness sessions in communities AP034 (including SGVB) Work closely with WASH in the procurement and AP034 distribution of dignity kits (in coordination with WASH / Budget under WASH component) Include messages on preventing and responding to AP034 SGBV in all community outreach activities Provide essential referral services to survivors of AP034 SGBV and unaccompanied children and other children on their own Establish a system to ensure IFRC and NS staff and AP034 volunteers have signed the Code of Conduct and have received a briefing in this regard

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Disaster Risk Reduction People targeted: 20,000 Male: 9,780 Female:10,220 Requirements (CHF): 848,000

The coast of Mozambique is regularly affected by strong cyclones and flooding and, due to climate change, these hazards may become more frequent and intense. IFRC will leverage the response and recovery phase as an opportunity to reduce future risks. In particular, the IFRC will work with CVM and branches in affected areas to ensure recovery efforts actively build resilience to future such events. Activities will have a strong focus on climate-smart and community-based DRR and on capacity development of the responding branches and the communities as a relevant stakeholder. Efforts will also ensure a strong link with CVM’s longer-term community-based disaster risk reduction/community resilience programmes (including the ongoing forecast-based financing programme).

The main enabling action will be conducting EVCAs with the same integrated approach presented through the whole appeal (strong focus on WASH / Shelter / Livelihoods as three inter-connected areas).

Population to be assisted: The most at-risk communities will be prioritized - i.e. those in the most exposed areas with higher vulnerability and lower coping capacity.

DRR Outcome 1: Communities in high risk areas are prepared for and Community risk reduction and preparedness plans in place (Target: Yes) able to respond to disaster P&B DRR Output 1.1: Communities take active steps to reduce the impacts Output of future disasters and strengthen their preparedness for timely and Target beneficiaries: 10,000 Code effective response to disasters. Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Month Select target communities based on set AP001 criteria Conduct multi-hazard EVCA in target AP001 communities / Include integrated sector criteria as per joint appeal strategies Develop/revise community-based risk AP001 reduction action plans, as well as early warning early action systems. Establish village resilience committees in AP001 target communities where they don’t already exist Recruit/select local volunteers and train AP001 them in climate-smart DRR Conduct awareness raising and advocacy AP001 meetings to local authorities to participate in activities

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Organize awareness campaigns in all AP001 targeted communities and schools (focus on radio and visual messages) Emergency Response Preparedness AP001 Training Implement risk reduction/ mitigation AP001 measures Develop / revise village contingency AP001 plans/SOPs AP001 Conduct relevant drills Monitor implementation of risk reduction AP001 measures

Strategies for Implementation Requirements (CHF): 10,926,000 The Emergency Appeal approach will focus on enhancing CVM capacity to efficiently and effectively respond to evolving needs of the emergency in alignment to its mandate, and its response to the needs of the most vulnerable people affected by the disaster. The IFRC already deployed an Organisational Development in Emergencies delegate to guarantee such approach.

1. The IFRC will provide support to maintain and enhance CVM institutional capacity at operational and strategic levels. This includes contributing to CVM’s organizational structure and operational capacity in headquarters and provincial delegations.

2. IFRC also aims to further enhance CVM technical capacity through building skills and knowledge of CVM staff and volunteers in the programme areas where CVM is actively engaged. Support will be provided through trainings, workshops, mentoring, on-the-job coaching in the following technical areas: ▪ Logistics ▪ PMER ▪ Livelihoods and food security ▪ Health (including CBHFA) ▪ Procurement and Rehabilitation ▪ Communications ▪ National Society Preparedness for Effective ▪ Information Management ▪ Needs Assessments Response

Communication: The surge phase will require two additional three weeks to one-month rotations of a communication coordinator with a generalist skill set. Key deliverables will include media and social media coverage; development of stories, photos, videos and donor materials; communication training; and organizational development. In coordination with the Africa region, they will assist the CVM with hiring a communications focal point and training that person. Communications will also require a dedicated car and driver/translator during this phase to maintain autonomy to cover content missions, visit operational sites and guarantee a translator (as language is a huge barrier to collecting stories).

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The recovery phase will rely on the CVM and communications from the Africa region. Communications training for volunteers and basic equipment is needed for three branches following adequate training and identification of communication focal points. The budget reflects travel from the Africa Region to support CVM in times of increased media attention, content gathering and supporting the PBS documentary of this response. This will occur at approximately the three-month and twelve-month mark.

Logistics and Supply Chain: The Regional Logistics Unit (RLU) will coordinate the logistics needs, mobilization table and pipelines. The logistics team with guidance from RLU will facilitate all procurement. The operation will actively participate in the Logistics Cluster and will mobilize its goods and services based on the program requests. A Mobilisation table is published and is being updated regularly while integrating local market capacities and resources. The supply chain structure will operate out of Maputo and Baira to address the disaster affected areas from both sides. The initial demands are already covered by partner organisation and additional needs will be mobilised thru standard operation procedures. Currently the criteria for enabling the operations are prioritized as follow: 1. time, 2 availability, 3 cost and 4 quality. This prioritization will change while the operation is developing. The second dimension of prioritisation is related to program urgencies and matching the scarce resources. The Logistics Operation on the field will prioritize in coordination and cooperation with the program management. These measures are necessary to ensure that the scarce resources are allocated best. As per SOP from the Logistics ERU, the priority services provided are ranked as following: 1. Enabling installation of ERU’s 2. Service Provision to life saving objectives 3. Services Provision to IFRC core mandate. The Services composes the following scope: Supply Chain Management, Mobilisation and Procurement for enabling the core objectives, Fleet management to Operation (ERU self-sufficient), Warehouse and Transportation. The Logistics ERU is working in close collaboration with the Program Sector and provides market information for cash-based intervention modalities. The IFRC is also ensuring to deploy the right quantity and quality of personnel in procurement in order to mitigate any fraud vulnerability in that field.

CEA: Only 58.8 % of the population over 15 can read and write, for men its 73.3% and for women 45.4%. Since so few people can read and write, face to face communication is highly trusted and radio is a very popular medium in in rural areas. There are several community radio stations in the affected areas but most of them have been highly damaged and are trying to recover. As communication infrastructure has been severely damaged and people are displaced, affected communities have important information needs on availability of services, shelter and family reunification. In such large-scale emergencies, it is important that the humanitarian community coordinates to better manage expectations and contribute to increasing the communities’ knowledge about services. Failure to do so will lead to disappointment and frustration, obstruct people's ability to make realistic plans for their recovery, and ultimately do harm to local partners and to relationships with the affected people

Cash based interventions: Cash and Voucher Assistance (CVA) is currently a preferred way of delivering aid in all stages of a humanitarian emergency, provided that the basic components of such an intervention allow for its implementation. At the moment, the use of multipurpose cash is still under review, and other forms of CVA are being considered. At the same time, markets seem to be recovering slowly and the presence of financial service providers is only noticeable in the urban areas.

Vouchers can be applicable during the recovery phase in shelter for reconstruction materials and for livelihoods for restoring tools and seeds. In the areas where it is appropriate, vendor fairs can be organized. An important component of a CVA intervention in Mozambique would include strengthening the capability of the national society CVM in this form of aid delivery. The experience if CVM in cash is not large and there are only a few staff that have received a training. In particular, the strategy will include: ▪ Setting up a Cash Working Group (CWG) in Beira that has liaisons with the ▪ Decision on modality of intervention already established national CWG in Maputo. ▪ Production of SOPs for vouchers in cooperation with CVM ▪ Market assessment for a multisectoral range of products in urban areas. ▪ Pilot project in selected area ▪ Financial service provider assessment ▪ Contracting with participating vendors and relevant financial service ▪ Household focus group discussions for beneficiary preference and provider awareness ▪ Distribution of vouchers ▪ Capacity building of CVM ▪ Post distribution monitoring ▪ Market assessment for Shelter material and livelihoods goods in the areas of intervention

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Given the current state of the markets, the supply chain and the capability of the CVM, it is deemed most realistic to launch a voucher program for the recovery phase of the intervention. The Cash Based Intervention (CBI) focal point is keeping constant coordination with all sector leaders active in the Appeal operation, agencies active in relevant clusters and working groups, and adjusting the strategy as needed according to the latest available information. Detailed information on CVM considerations in each sector have been outlined above, in the relevant areas of focus. National Society preparedness for Effective Response CVM capacities to respond to disasters and crisis must be strengthened throughout the identification of the main preparedness areas and components that required further investment. Working close with INGC, national partners and Red Cross Red Crescent Movement Partners present in the operation is essential. Proper coordination with the disaster management structure at provincial level, including upkeep in civil-military relations (especially considering the 2016 will also be essential. While recruitments for these positions are conducted, IFRC regional and global staff will support these efforts. Some of the key points to address this, include: • Enhance NS auxiliary role for humanitarian assistance vis a vis National and local DM/DRM authorities. • Revise and update the NSDM policy and strategic planning. • Reinforce NS humanitarian coordination mechanisms with National/ local authorities, Movement, and other humanitarian partners in country including external agencies and NGOs, civil military bodies, community responder, Private sector. • Training, refreshment on humanitarian standards • Update and revise relevant Hazard, Risk and context analysis and Early Warning and Early Action mechanism and linkages and complementarities with current FBF/A initiatives. • Capacity strengthening CVM HQ and Sofala provincial delegation disaster response teams (training, refreshment, insurance, equipment and performance) in relevant specific areas of intervention. / assessments • Mapping HQ and Branches preparedness for response capacities. • Strengthening the emergency response centre, equipment, procedures, information management capacities. • Conduct Simulations to test the response and contingency plans and or learning from the current operation.

Outcome S1.1: National Society capacity building and organizational development objectives are facilitated to ensure that National Societies have the necessary legal, ethical and financial foundations, systems and structures, competences and capacities to plan and P&B perform Output Output S1.1.1: National Societies have effective and # of new volunteers recruited during the operation Code motivated volunteers who are protected # of key volunteering management guidelines revised/developed Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Month AP040 Ensure that volunteers are insured Provide complete briefings on volunteers’ AP040 roles and the risks they face AP040 Provide psychosocial support to volunteers Ensure volunteers are aware of their rights AP040 and responsibilities and included in decision-making processes Ensure volunteers’ safety and wellbeing AP040 (incl. PPE) and are properly trained (incl. CoC, fraud & corruption and PSEA)

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Enhance volunteer management capacity, AP040 incl. revision of volunteering policy and volunteering management guidelines Develop and implement emergency AP040 procedures for volunteers Develop countrywide data bank for AP040 volunteers Incentives (per diem, recognition etc.) for AP040 volunteers (if not included in AOF budgets)

P&B Output S1.1.2: National Society have strong effective leadership Output Activities planned Code 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Month Conduct leadership orientation and AP038 induction sessions (HQ and branches) incl. advocacy and humanitarian diplomacy Provide training in Risk management AP038 capacity enhancement

P&B Output S1.1.3: National Society have assessed their capacity at HQ and branch level and identified areas for organisational development Output Activities planned Code 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Month Carry out BOCA Training of Trainers (ToT) AP039 in Portuguese language BOCA assessment in 2 to 3 district and AP039 provincial branches and development of branch development plan Assisting organizing monthly coordination AP039 meeting between HQ and branches affected by the disaster Provide locally relevant response and AP039 preparedness equipment and/or stocks IT equipment and internet connection for AP039 provincial and district branches (linked to ICT health check)

P&B Output S1.1.2: National Society have a strong youth voice and youth engagement Output Activities planned Code 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Month AP041 Develop of a Youth Strategy

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Youth Strengthening Project (in central AP041 provinces)

P&B Output S1.1.3: National Societies have the necessary corporate infrastructure and systems in place Output Activities planned Code 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Month Enhance HR management capacity and systems (incl. job descriptions, function AP042 description and roles and responsibilities, emergency procedures, databank) Provide HR training and refresher for staff AP042 (e.g. Code of Conduct, PSEA, Protection etc.) Enhance security management capacity for AP066 volunteers and staff (incl. security training) Enhance finance management capacity AP042 and systems (incl. MIS, emergency procedures) Development of anti-fraud & corruption AP042 policy, training/ dissemination and compliance Provide finance and admin training and AP042 refresher for staff (e.g. Navision Investment in and roll-out of financial AP042 systems (Navision) to branches AP042 Provide internal and external audit AP042 Development of core cost model Revision of NS sustainability assessment AP042 (Finnish RC) and Development of a debt management plan Provide training to the NS on program AP042 development and planning, monitoring, evaluation and reporting (PMER) Enhancement of communications capacity AP042 (incl. comms policy, website, social media, key messaging, interview technics etc.) Enhancement of resource mobilization capacity and systems (incl. RM strategy AP042 and master plan, databank, revision of RM policy)

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Development of Asset Management Plan AP042 and implementation Development of a CVM Financial AP042 Sustainability Strategy Enhancement of logistics capacity and AP042 systems (incl. procurement, transport, warehousing, fleet management) Conduct of resilience of supply chain AP042 exercise Logistic training for CVM focused on week AP042 points of supply chain identified during exercise CVM staff salary support to operational AP042 positions Enhancement of Information Communication Technology (ICT) capacity AP042 based on priority setting of ICT health check CVM staff salary support for core staff AP042 positions Repair or construction of NS buildings in AP042 Beira Providing or reinforcing office space for AP042 CVM Equipment for branch buildings (e.g. AP042 furniture)

Outcome s1.2. National Societies develop deeply shared identities and improved internal and external communication P&B Output Output S1.2.1: NS have an up to date strategic plan, statute and governance structure Code Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Month Strategic Plan work plan development and AP043 dissemination of Strategic Plan Provide Governance support (on their role AP043 relating to accountability of management in humanitarian action) AP043 Revision of the CVM Statutes P&B Output S1.2.3: Learning / innovation in IFRC network Output

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Code Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Month Peer-to-peer support to leadership AP045 (SAPRCS Network) Support to internal CVM lessons learnt AP045 workshops Outputs 1.1.7 NS capacity to support community-based disaster risk reduction, response and preparedness is strengthened are not P&B Output included in the plan. Activities planned Code 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Month AP0002 Support and strengthen CVM relationship with National and local DM/DRM authorities. AP0002 Support the development of contingency

plans together with partners AP0002 Support the integration of improved NSDM

components in CVM strategic planning. AP0002 Conduct trainings and refreshers on humanitarian standards: Sphere, Core Humanitarian Standards, Code of Conduct, Principles and Rules for Humanitarian Assistance AP0002 Update and revise relevant Hazard, Risk and context analysis and Early Warning

and Early Action mechanism in coordination with partners AP0002 Capacity strengthening CVM HQ and

Sofala provincial delegation AP0002 Enhance NS capacities in emergency needs assessment (in synergy with other SFIs and AoF) AP0002 Mapping HQ and Branches preparedness

for response capacities. AP0002 Conduct Simulations to test the response

and contingency plans Effective and coordinated international disaster response is ensured P&B Output Output S2.1.1: Effective response preparedness and NS surge capacity mechanism is maintained Activities planned Code 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Month

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Initial operational start up support implemented by surge IFRC mechanisms, AP046 including common services such as ops centre and basecamp costs ongoing Additional technical support in coordination, AP046 logistics, PMER, and other sectors and support are deployed ongoing Additional support from IFRC Africa Regional Office and/or Geneva Office AP046 deployed for operations management and technical support SMCC and Movement coordination: Movement coordination mechanisms at AP046 strategic, operational and technical levels are put in place early in the operation, including various relevant tools. Movement Coordination Officer in place AP046 from first month of the operation. # and type of methods established to share information with communities about what is happening in the Output S2.2: NS compliance with Principles and operation P&B # of volunteers trained in community engagement and accountability approaches Rules for Humanitarian Assistance is improved Output # of complaints and feedback received and responded to by the NS % of target population satisfied with level of consultation, information and involvement in the operation Code Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Month AP0002 Establish a clear link of support the implementation of NS preparedness feeding into the P&R plan AP0002 CVM has adequate NS Preparedness and Contingency Plans, in connection with other

SfIs

Dedicated CEA delegates and National AP084 Society CEA focal points for the operation Systems are put in place to involve communities in needs assessments and AP084 decision-making to ensure assistance is appropriate and relevant and shelter meets people’s needs AP084 Community communication (including information boards) activities through trained volunteers in accommodation

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centres and communities and radio outreach ensure people can make informed decisions on how to recover and thrive after the emergency AP084 Establish Community feedback systems (including rumours tracking and volunteers’ feedback through SMS Rapid Pro system in partnership with UNICEF) and use to inform decision-making processes AP084 Expand ORPs to be information kiosks where people can get life-saving and life

enhancing information related to cholera and other health threatening diseases. AP084 Community engagement activities to promote healthy and safe behaviour in

relation to cholera and other health related threats (in support of the health team) Include CEA questions/roll out regular perceptions’ surveys about the operation, AP084 engagement levels and information needs to track accountability level and inform operational changes P&B Output S2.1.3: Coordinating role of the IFRC within the international humanitarian system is enhanced Output Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Code Month Active participation as operational partner in AP049 Cluster Shelter Coordination and working groups Shelter Cluster Coordination Hub and Sub- AP049 Hub. Establish (or reactivate) institutional AP049 partnership Develop and update existing (contribution) appropriate technical guidance, training and AP049 messaging for local builders and relevant staff of Government Dissemination of (existing and/or revised) AP049 technical guidelines for flood and cyclone resistant construction Map out all ongoing movement capacity AP049 building activities and initiatives with CVM

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in all sectors and develop information products relevant for coordination P&B Output S2.1.3: CVM gains knowledge and experience in the design and implementation of a cash and voucher project in Mozambique Output Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Code Month Dedicated CVA delegates and National AP084 Society CVAV focal points for the operation Relevant staff of CVM and volunteers in AP084 selected areas of intervention receive presentation on CVA AP084 Market and FSP assessments, and

community engagement AP084 SOPs for CVA in place for CVM AP084 Design the CVA with the relevant sectors AP084 Contracting of vendors and/or FSP Pilot project in selected area and for AP084 relevant sector (shelter or livelihoods) Implementation of CVA project under AP084 relevant sector Post-distribution monitoring and lessons AP084 learned Outcome S3.1: The IFRC secretariat, together with National Societies uses their unique position to influence decisions at local, national P&B and international levels that affect the most vulnerable. Output Code Output S3.1.1: IFRC and CVM are visible, trusted and effective advocates on humanitarian issues Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Month Provide technical support to CVM’s AP053 communication department to carry out trainings at national and branch-level Develop regular packages of AP053 communications materials (photos, video, web stories, press releases etc.) Collaborate with Movement-wide AP053 communications initiatives Enhance media relationships to ensure AP053 continued coverage of CVM’s work

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P&B Output S3.1.2: IFRC produces high-quality research and evaluation that informs advocacy, resource mobilization and programming. Output Activities planned Code 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Month Conduct relevant market assessments for the improvement of livelihoods and food AP055 security activities as highlighted in the relevant area of focus AP055 Conduct post-distribution monitoring

initiatives as described in the areas of focus AP055 Real-time evaluation AP055 Preparing and conducting an external Final

Evaluation Outcome S3.2: The programmatic reach of CVM and the IFRC is expanded. P&B Output Output S3.2.1: Resource generation and related accountability models are developed and improved Code Activities planned 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Month AP058 Provide support to introduce exit strategy scenarios into the NS strategic planning process post 2021 Work on reporting, accountability to AP058 communities, community engagement and accountability

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Budget

International Federation of Red Cross and Red Crescent Societies EMERGENCY APPEAL

MDRMZ014 - MOZAMBIQUE - Tropical Cyclone Idai Funding requirements - summary

Area of Intervention Needs in CHF DISASTER RISK REDUCTION 848,000 SHELTER 6,047,000 LIVELIHOODS AND BASIC NEEDS 3,382,000 HEALTH 6,779,000 WATER, SANITATION AND HYGIENE 3,872,000 PROTECTION, GENDER AND INCLUSION 352,000 STRENGTHEN NATIONAL SOCIETIES 2,186,000 EFFECTIVE INTERNATIONAL DISASTER MANAGEMENT 2,883,000 ENSURE A STRONG IFRC 5,857,000 TOTAL FUNDING REQUIREMENTS 32,206,000 all amounts in Swiss Francs (CHF)

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Contact information • Reference documents For further information, specifically related to this operation please contact: Click here for: For Mozambique Red Cross (CVM) • Previous Appeals ▪ Alfredo Libombo Tomas, Secretary General CVM; Tel: +258 82 and updates 7777911 or +258 84 0495983 Email:[email protected] • Emergency Plan of [email protected] Action (EPoA) ▪ Mr. Titus Queiroz dos Santos, Programmes Director, Mozambique Red Cross (CVM), Phone: +258 842772444. ▪ Boavida Chambal , National Disaster Management Director, Tel: (+258) 84 884 71 35; Email: [email protected] IFRC Country Cluster Office, Pretoria: ▪ Michael Charles, Head of Cluster, IFRC Southern Africa Multi-Country Cluster Support Office for Southern Africa; phone: +27113039715; email: [email protected] ▪ Florent Del Pinto, Head of Emergency Operations (HeOps) – Cyclone Idai - Mozambique, +258 87 697 0321, Email [email protected], IFRC office for Africa Region: ▪ Adesh Tripathee, Head of Disaster Crisis Prevention, Response and Recovery Department, Nairobi, Kenya; phone +254731067489; email: [email protected] ▪ Khaled Masud Ahmed, Regional Disaster Management Delegate, Tel +254 20 283 5270, Mob +254 (0) 731 067 286, email: [email protected]

In IFRC Geneva: Nicolas Boyrie, Senior Officer - Operations Coordination Tel +41 79 152 5147; email: [email protected]

For IFRC Resource Mobilization and Pledges support: ▪ Franciscah Cherotich – Lilech, Senior Partnership and Resource Development Officer, email: [email protected]; phone: +254 202 835 155 For In-Kind donations and Mobilization table support: ▪ IFRC Africa Regional Office for Logistics Unit: RISHI Ramrakha, Head of Africa Regional Logistics Unit, email: [email protected]; phone: +254 733 888 022 For Performance and Accountability support (planning, monitoring, evaluation and reporting enquiries) ▪ IFRC Africa Regional Office: Fiona Gatere, PMER Coordinator, email: [email protected] Phone: +254 715 131 275

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 Humanitarian 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.