Emergency Plan of Action (EPoA) : Food Insecurity

Emergency Appeal n° MDRMR007 Glide n°OT-2011-000205-NER Emergency Appeal date of launch: 12 May 2015 Expected timeframe: 9 months,

Expected end date: February 2016 Appeal budget: CHF 998,467 - CHF 100,000 DREF allocated Total number of people affected: 260,000 people in crisis Number of people to be assisted: (phase 3). Projected situation for June is: 851,000 people Immediate intervention: 8,400 beneficiaries (1,400 under pressure (phase 2), 443,000 people in crisis (phase households1) and 2,000 children and pregnant and 3) and 21,000 in emergency (phase 4). lactating women Middle term: 27,000 people in Brakna and Hodh El Gharbi Regions Host National Society(ies) presence (n° of volunteers, staff, branches: 3 branches in (500 volunteers) and 2 branches in (200 volunteers) Red Cross Red Crescent Movement partners actively involved in the operation: French Red Cross, ICRC (capacity building) Other partner organizations actively involved in the operation: WFP, ACF, OXFAM Intermon, FAO, UNICEF, UNOCHA

A. Situation analysis

Description of the disaster

This Food Security crisis is a regional crisis affecting the Sahel area2; consequently this appeal is part of wider response in the Region and is included in the IFRC Sahel Food Insecurity Regional Operational Strategic Plan. Africa DMU and IFRC Sahel Regional Office has identified 6 strategic areas that would be best appropriate to help expedite the response actions by National Societies and enable the regional office to provide appropriate and timely action. These comprise the following: information gathering and data analysis; communication and advocacy; coordination of project design DREF/Appeals; resource mobilization and enhancing partnerships; timely monitoring and evaluation and accountability and quality assurance.

In 2014, the rainfall in Mauritania was marked by a late start in all provinces of the country and poor spatial and temporal distribution of precipitation. Compared to the average of the last 5 years (2008-2013), 90% of pluviometric stations in the country showed a rainfall deficit, making 2014 one of the most deficit years of the past 10 years3. Considering the meteorological data, Tagant appears as one of the most affected areas in rainfall deficit. Significant areas of the following regions are also negatively impacted by the rainfall deficit; this is the Brakna, Gorgol, northern Assaba and Guidimaka, Hodh El Gharbi and the east of Hodh Chargui. The provinces of the north as well as northern Trarza are also affected. As shown in the map (below) the southern have not had sufficient rain for normal agricultural production. This rainfall deficit has affected the crops types grown by the poor and vulnerable households. In fact, cereal production (millet, sorghum, maize) this year is 71,587 tons, against 112,736 in 2013, which means a decrease of 36.5% compared to 2013, and a decrease of 61% compared to the average of the past five years4.

1 Household size determined on local average of 6 people/household 2 According to the Regional Harmonized Framework (March 2015) population in food insecurity in March is 23,052,000 people in under-pressure phase (p.2) and 4,749,000 people in crisis phase (p.3). Projected situation for June-August 2015 predict that the figures increase to 26,615,000 people in under-pressure phase, 7,364,000 people in crisis (phase 3) and 244,000 in emergency situation (phase 4). 3 Source: “Enquête de suivi de la sécurité alimentaire (FSMS)” CSA-WFP, Feb 2015 4 Source: “Cadre Harmonisé d’analyse et d’identification des zones à risque et des populations en insécurité alimentaire au Sahel et en Afrique de l’Ouest (CH)”, Commissariat de la Sécurité Alimentaire (CSA) in partnership with CILSS, FEWS NET, WFP, FAO, ACF, OXFAM, March 2015. P a g e | 2

Water plants needs satisfaction index in 2014 compared to a normal year

This rainfall deficit has had consequences for livestock, which is the main source of income for households in rural areas. The majority of pastures are not mature due to the early end of rains and frequent dry spells. This pasture deficit has affected most of the wilayas (regions), and pastoral conditions continue to deteriorate under the effects of atypical transhumance, which is the practice of moving livestock from one grazing ground to another in a seasonal cycle. This practice is contributing to pastoral overloads in some areas. Livestock prices are falling and trends are not favourable because of destocking and losses. Animal feed is increasingly required and at high prices. Average prices are between 5,600 in and 7,500 MRO in the western region, which means a 56.25% price increase compared to the same period of 2014.

The reduction of crop production in certain areas of the country is also accompanied by a decline in demand for agricultural labour. This represents a significant loss of incomes to poor households that generally get cash through these kinds of activities.

Except for the South Trarza Valley where irrigated agricultural activities and seasonal labour demands seem stable, the agricultural activities in the rest of the country are significantly diminished and are further limiting household incomes. In pastoral areas, transhumance has also reduced the demand for labour, as casual labour is often hired to graze the animals. Currently the main source of income remains the sale of animals. Compared to the previous two months, the prices of old and lean animals continue to fall.

The prices of traditional staples (millet and sorghum) are also experiencing significant increases since mid-March, while those of imported products like rice, wheat and flour, are following the same trend.

Food Insecurity Situation

In January 2014, 18.5% of households were food insecure. This is high considering it was post-harvest season. Later in the lean season, which was between June-September 2014, this had grown to 26.3% of households that were food insecure. By early January 2015, this number had slightly reduced to 23.8% of Mauritanian households as food insecure, but this is post-harvest season.5 This is not only the highest rate observed in post-harvest period since the establishment of the biannual monitoring system of household food security; it also means that a lot of households that were food insecure in June 2014 did not come out of this situation and will now face a consecutive lean period placing them at further disadvantage.

According to the last Harmonized Framework in March 2015, the food insecure population within Mauritania is estimated to be 723,000 people who are under pressure (phase 2) and an additional 260,000 people are in crisis (phase 3). This reflects a gradual deterioration of the situation particularly for the rain-fed farming that faces a second

5 837,000 people are food insecure in early January 2015 against 635,000 people during the same period of the previous year. These figures are substantially similar to those of the lean season in 2014. Source: “Enquête de suivi de la sécurité alimentaire (FSMS)” CSA-WFP, Feb 2015 P a g e | 3 year of bad crop. The projected situation for June-August 2015 predicts that the figures increase to 851,000 people will be under-pressure (phase 2), 443,000 people will be in crisis (phase 3) and 21,000 people will be in emergency situation (phase 4).

Current and Projected Food Security Situation (Source: “Harmonized Framework – March 2015-“)

It is predicted that the number of people stressed will reach 1,315,000 people by June 2015 (phases 2, 3 and 4). Main affected areas6 are the provinces of Hodh Elchargui (19.5% of the total population), Assaba (16.3%), Brakna (14.9%), Gorgol (14.6%), Hodh Elgharbi (14%) and Guidimakha (13.9%).

Current and projected Food Security affected population by Region (Source: “Harmonized Framework – March 2015-“)

Malnutrition Situation

The Global Acute Malnutrition (GAM) prevalence is 6.2% (Harmonized Framework, March 2015). This is supported by the various nutritional surveys carried out at the post-harvest period, which ranged from 5.6 to 8.5% nationally. No region of the country exceeds the 10% threshold, but the regions of Hodh El Charqui (9.6%), Guidimakha (9.4%), Brakna (8.8%) and Gorgol (7.7%) are the most affected.

6 The percentage has been calculated based on total affected population par region related to total affected population in the country. The figures used are the affected population (in phases 3 and 4) according the projected scenario of June 2015. P a g e | 4

Summary of the current response

Overview of Host National Society

Mauritanian Red Crescent Society (MRCS) was one of the first humanitarian organizations in Mauritania (since December 1970). It has branches in every region (56 branches in total). In this region it has a network of 700 volunteers. MRCS has a good relationship with all humanitarian stakeholders (UNICEF, WFP, NGOs and Government Agencies), and with some of them has implemented food security (FS) and WASH programmes.

Related to this crisis, Mauritanian Red Crescent supported by the IFRC Regional office in Dakar conducted an assessment on food and nutrition situation of households affected by the lack of rainfall during the rainy season in 20147. Even if the zones assessed are not among the most affected areas of the country (in terms of number of people food insecure), results of this assessment showed effects of the rainfall deficit recorded in 2014, which included farming areas abandoned during the 2014-2015 campaign, crop fields reduced compared to last year, significant decrease in market garden production, pasture areas are totally destroyed, and herds migrating to the South).

Mauritanian Red Crescent Society is also involved in the food security and nutrition working groups and cluster existing in the country, contributing in the Strategy Response Plan Mauritania (Feb 2015)8, and taking part in the two harmonized framework meetings (November 2014 and March 2015).

Overview of Red Cross Red Crescent Movement in country

Following the 2012 food crisis in Sahel, the MRCS, along with the IFRC applied the “twin track” approach of saving lives and protecting livelihoods whilst strengthening communities to recover from disaster and crises. The emergency assistance consisted of: food and fodder distributions; health and nutrition promotion; screening and referral of children and women suffering from malnutrition; and on water, sanitation and hygiene promotion. The longer-term interventions concentrated on strengthening livelihoods with agricultural support during the main, as well as off-season planting, restoring the soil with tree planting and water catchments, dune retention, rehabilitating wells and solar irrigation systems, income generation, cash for work and disaster risk reduction (DRR) activities in villages of Maghtaa Lehjar department, in the Brakna region.

Mauritanian Red Crescent Society and the IFRC have recently launched a Food Security and Resilience project (April 2015), funded by Japanese RC, to continue supporting (with materials and technical supervision) 30 gardening cooperatives in Magtaa Lahjar department (Brakna Region). This is an extension and consolidation of the project developed between the IFRC and the CRM during the crisis of food insecurity in 2012 (and extended in 2013) in 18 communities of Brakna.

Mauritanian Red Crescent is also participating in an IFRC regional project (IRIS) focused in Disaster Risk Reduction in , Mauritania, Guinea Conakry and Mali.

French Red Cross is one of the most active Partner NS. Mauritanian Red Crescent Society currently works in collaboration with them through different sectors: - Malnutrition and Food Security. A program to fight against malnutrition (2015-2016), supported by ECHO, is being implemented in the . - Preparedness: An Ebola preparedness project (funded by EU) that should be launched shortly. - Other experiences with IFRC are the ECHO program (implemented in 2012-2014) with the implementation of a cash distribution activity and community boutiques; and a capacity building program for support in strengthening of management capacities focused on community associations and cooperatives of Gorgol and Brakna regions (2012-2013).

The International Committee of the Red Cross (ICRC) and the Mauritanian Red Crescent are implementing a capacity building program based on trainings in First Aid, Communication and Economic Security (ECOSEC). Related to the ECOSEC support, so far two trainings have been conducted and the third one is planned for August 2015.

MRCS is also running a health project to help improve living conditions of Malian refugees and host populations in M'Berra camp in Mauritania (Wilaya of Hodh Elcharghi).

7 The regions assessed were Inchri, Adrar and Tiris Zemmour. Assessment report reference: “Rapport de la mission d’évaluation de la sécurité alimentaire au Nord de la Mauritanie”, MRC, December 2014. 8 Strategic Response Plan framed within the three-year Global Strategy Response (2014-2016), defined and implemented by main humanitarian actors, and sustained defined by OCHA (www.humanitarianresponse.info/operations/mauritania/documents) P a g e | 5

These projects have allowed the NS to position itself in the vulnerable areas to meet the needs of the affected population.

Movement Coordination

This crisis is regional affecting most of the countries of the Sahel Region. According to the Regional Harmonized Framework (March 2015) the population that is food insecure in March is 23,052,000 people who are categorized as being in under-pressure phase (phase 2) and 4,749,000 people in crisis phase (phase 3). So far the IFRC is working on the response in Senegal, Gambia and Mauritania. A regional coordination is in place with the Sahel Regional Office and Zone DMU to provide support for resource mobilization, technical support, and peer-to-peer support for affected countries and implementation across the region.

This emergency operation is the result of a coordinated approach between Mauritanian Red Crescent, the IFRC Regional office in Dakar and Africa Zone DMU. Emergency Appeal implementation will be supported by IFRC, directly through coordination, technical, financial and reporting support, and through the deployment of an 1 RDRT with food security expertise, an Operations Manager, 1 HES (Household Economic Security) delegate; Cash Transfer Programme(CTP) delegate, a Food security delegate, and additional support roles through the Regional office (finance, PMER, logistics)

Implementation of the planned activities will be coordinated with Partner NS and ICRC, in terms of capacity building. In Mauritania, Movement members meet in a regular basis.

Overview of non-RCRC actors in country

Mauritanian Government is leading the coordination among humanitarian actors and national agencies (CSA - Commissariat de la Sécurité Alimentaire-, Agriculture Department, etc.). Regular meetings are being conducted to coordinate and harmonize the response of this food insecurity and malnutrition crisis. Mauritanian Red Crescent is an active actor within this framework.

CSA and WFP food assistance areas (Consolidated Response Plan Map, April 2015)

Response to food insecurity and malnutrition in Mauritania is proceeding according to the last consolidated response plan report (April 2015)9: . Food and basic needs assistance (food distribution and conditional or unconditional cash transfers): CSA (ARC funds), WFP, FAO, ACF, OXFAM, Save the Children, GRET, ACORD . Nutritional support: WFP, OXFAM . Agricultural assistance and livestock (in-kind, cash transfers or subsidized sales –EMEL-): Agriculture Department and Ministry of Livestock, FAO, ACF, Save the Children, MON-3

9 Note: a few of these activities have already been started in April.

P a g e | 6

Other agreed recommended actions aim to: . Strengthen traditional agricultural and livestock production through water control through boreholes, dams, dikes, embankments, water retention ponds, but also by change (reinforcement) in production methods such as: improved seeds, mechanization or animal traction, producers training, storage, transformation, etc.; . Continue and expand prevention programs and support for global acute malnutrition; . Establish a monitoring mechanism for ongoing situation of households to alert decision makers about the evolution of situation.

Needs analysis, beneficiary selection, risk assessment and scenario planning

In terms of food security, the results of the Harmonized Framework (March 2015) estimated that 723,000 people are under-pressure/stress (phase 2), and 260,000 people are severely food insecure (phase 3). At the same time the projected situation for June-August 2015 predicts that the figures will increase to 851,000 people under-pressure (phase 2), 443,000 people will be severely food insecure (phase 3), and 21,000 people will be in an emergency situation (phase 4).

Main affected areas are the provinces of Hodh El Chargui (19.5% of the total population), Assaba (16.3%), Brakna (14.9%), Gorgol (14.6%), Hodh El Gharbi (14%) and Guidimakha (13.9%).

This information coming from the harmonized framework is also confirmed by other humanitarian actors’ assessments. For instance in Brakna (in the agro-pastoral zone), the production gap is estimated at more than 50% of a normal year, and the lean period will last 10 months in 2015 instead of five months normally10.

Characteristics of food insecure households11 Food insecurity affects more rural than urban areas (31.4% of households in rural areas vs 16.2% of urban households). In both urban and rural areas, food insecurity affects more households headed by aged people (over 65 years) due the lack of ability to generate additional incomes (or the lack of diversification). Households headed by women are also more affected than male-headed (both in urban and rural areas).

Food insecurity is generally lower in rural areas among breeders (27%) than among farmers (39%). However, the highest food insecurity rates are observed for households where the main source of incomes comes from daily/farm labour, hunting and gathering, and especially begging and donations.

Beneficiary Selection The targeted zones for this appeal are the regions of Brakna (Magta’Lahjar12 department) and Hodh El Gharbi ( department). The geographical targeting was based on food insecurity impact (both of them are among the 4 most affected regions in terms of number and percentage of affected population), and on the response coverage of the humanitarian actors and national agencies.

Following this geographical targeting, a community-based targeting system will be used, classifying households according to their vulnerability to food security and malnutrition status, health status and age, labour or other income generation opportunities, family status, disability levels, livelihood assets, and the sustainability of their coping mechanisms. The targeting criteria are based on the most affected by this year crisis and who have not managed to restore their livelihoods from the previous crisis. The beneficiary selection will take place using participatory methods in close coordination with Village Development Committees. Gender empowerment will be taken into consideration. The National Society will ensure that all programmes are aligned with the IFRC’s commitment to realize gender equality and diversity, by adapting a beneficiary selection criteria. Targeting and monitoring information will be disaggregated by gender.

Mauritania RCS targeting will be consistent with IFRC’s commitment to realize gender equality and diversity in all its programmes. Other aspects considered will include prevention of sexual and gender-based violence and the protection of children.

10 Information obtained from OXFAM multi-sectorial assessment (December 2014) 11 Source: “Enquête de suivi de la sécurité alimentaire (FSMS)”, Commissariat de la Sécurité Alimentaire (CSA) and WFP, Feb.2015. 12 Magta’Lahja is the same department where 2012 FS intervention where implemented. This department has been chosen again due to the impact of the emergency, the lack of other actors in it, and also with the idea of extend the response to other communities P a g e | 7

Livelihoods zones in Mauritania and targeted areas for this appeal

B. Operational strategy and plan

Overall objective

The overall objective of this emergency appeal is to contribute to mitigating the impact of food insecurity and malnutrition and to build community resilience by supporting vulnerable households, and children at risk of malnutrition, through a twin track approach comprising of food distribution and immediate nutritional support, and by a mid-term support to re-establish and protect vulnerable households’ sources of food and incomes.

Proposed strategy

Immediate intervention

This operation is based on a twin track approach with an immediate response to assist 8,400 vulnerable people (1,400 households) plus 2,000 pregnant, lactating women and children under-two that are in food insecure in Brakna and Hodh El Gharbi regions through:

 Food parcel distribution for 3 months, to allow most vulnerable households to meet their food basic needs. The food basket per household will include 50kg of cereals, rice, maize or equivalent, 5 litres of oil and 2 kg of sugar per month (calculated using a rate of 6 person per household), valued on 22,700 MRO (74.5 CHF) per household.

 Distribution of enriched food for 2,000 pregnant, lactating women and children under-two at risk of malnutrition for three months; and community screening sessions and referral of cases of acute malnutrition, as well as the promotion of good nutritional and hygienic practices will be conducted in parallel and in close coordination and collaboration with the Ministry of Health and other humanitarian actors.

 The proposed intervention plans to provide immediate assistance to children under two years old affected by moderate acute malnutrition (MAM) and severe acute malnutrition (SAM), through screening, care and support, referral, sensitization and support to the families with malnourished children. In addition to food availability, ensuring how these foods are used, and how to improve nutrition through local product consumption is a critical factor in the prevalence of malnutrition and in food security.

Medium-term intervention P a g e | 8

To address and strengthen food security needs in the medium-term, and as base of the twin track approach, Mauritanian Red Crescent response will support 3,500 households (21,000 people) in terms of:

 Enhancing Livestock production: supporting 500 vulnerable herders through livestock input distribution. To implement this activity a specific assessment will be done in the intervention area in order to identify the most appropriate inputs to deliver considering the market capacity. This assessment will take into consideration market availability, delivery period, other actors’ response, etc. to identify the appropriate inputs that can protect and strength their livelihoods (type and quality of seeds/tools, most appropriate livestock inputs, trainings, etc.).The assistance has been calculated based on the value of different kind of assets/services such as: livestock feeding, veterinary treatment, fodder seeds/forage crops, or livestock replenishment.

 Enhancing agricultural production: supporting 100 gardening women associations/cooperatives (corresponding to 30 members/cooperative) with the provision of agricultural inputs (seeds, tools, fertilizers, materials for fences or protection, etc.) to benefit from the main rain planting season (September - October). To implement this activity a cash transfer program will be implemented as a pilot with selected beneficiary cooperatives (depending on the availability of a local market able to cope with their input needs), for the other cooperatives the support will be done through in-kind distributions. A CTP delegated will be deployed in order to support the NS in the implementation of the pilot, to define and establish all mechanisms and processes required depending on the payment mechanisms selected (agreements with local traders, community mobilization and accountability, monitoring, shops/financial entities conciliation and billing, etc.).

 Furthermore and given the well-established link between malnutrition and several infectious diseases, additional activities will focus on improving the accessibility of potable water for lactating women and their children through water purification and hygiene promotion. Distribution of soap, aqua tabs or any other water disinfectant materials will be carried out during the intervention for 1,000 households, according to SPHERE standards.

MRC and IFRC Regional Office will coordinate a peer knowledge sharing among Mauritanian RC and Senegal RCS (note that SRC Food Insecurity EA is going to be implemented in Podor department, next to Mauritanian border, for the immediate response); together with training in CTP (cash transfer programming).

Both actions are complemented with trainings in best practices and management, market basis, destocking basis, etc. to create and strengthen resilience and to build capacity in targeted regions.

Lessons from 2014 Food Security Review: These medium-term activities will follow the findings of the Food and Nutrition Security and Livelihoods review conducted by IFRC Africa Regions and Africa Zone which assessed capacities (staff/volunteers, trained people, etc.), NS strategy, potential partnerships (PNS, Governments, other NGOs) and successes and challenges with previous food security activities, and also small scale activities to increase resiliency.

Based on the above review, an assessment will be held to identify the appropriate options that will support the food security and livelihood interventions. This assessment will take into consideration market availability, delivery period, other actors’ response, etc., and to identify the appropriate inputs that can protect and strengthen livelihoods (type and quality of seeds/tools, most appropriate livestock inputs, trainings, etc.). Also a campaign will be organized and launched to support this initiative and the food crisis appeals.

Lessons learnt from 2012 Food Security operation in Sahel (and specifically in Mauritania) will be integrated in the operation where possible, such as: involve community at the early stage of the project, maintain a close collaboration with technical partners (FAO, UNICEF and the Mauritanian authorities), use the same ticketing system for the livestock activity, or use (when possible) senior women (Mamans Lumières) in the nutritional and hygiene awareness sessions.

Operational support services

Human resources

MRCS has 1 trained RDRT staff in WATSAN, Emergency Health, Logistic, Shelter and general emergency response (deployed several times to support other emergency operations in the region), 25 volunteers trained as National Disaster Response Team members (NDRT) and 120 volunteers trained as Community Disaster Response Team members (CDRT).

To implement this food security appeal, MRCS will employ 8 staff (an Operations Coordinator –role done by the MRC FS Coordinator-, supported by two field officers –one in each region-, one logistics officer, and the dedication P a g e | 9 of the WASH, health, reporting and finance officers); 50 volunteers across the two regions; and finally 3 NDRTs will be deployed during the first three months.

National Society positions  1 NS Ops Coordinator (60% FS Coordinator)  1 NS Heath Coordinator (3 months)  1 NS Wash Coordinator (3 months) Senior officers in Water and Sanitation and in Heath will participate in the project coordinating WASH and Nutritional activities respectively.  2 NS Field supervisors (9 months)  1 NS Reporting Officer (50%)  1 NS Finance Officer (4 months)  1 NS Logistic Officer (9 months)  3 NDRT deployments (3 months)

Support from IFRC is composed by: an Operations Manager (based in country) that will be recruited to support all the operation, and reinforced with two months dedication of the logistic, finance, reporting officers from the IFRC-Sahel RO. The technical support in food security, livelihoods and cash transfer programming will be provided through an RDRT person specialized in food security (establishing the basis to launch the operation and strengthening NS capacities and NDRT refreshment training), a HES delegate (support in targeting and assessments at the beginning of the operation), a CTP delegate (to implement the CTP pilot and to create and strengthen capacities in the NS), and through the support of the FS & Livelihoods delegate of the IFRC Sahel RO. IFRC secretariat positions  1 IFRC Ops manager with FS and livelihoods experience, based in country (9 months)  1 RDRT with experience in FS & Livelihoods and to strengthen NS capacity (2 months at the beginning of the operation)  1 FS & LH delegate IFRC-Sahel RO (2 months)  1 PMER (2 months)  1 Finance delegate (2 months)  1 Logistics delegate (2 months)  1 HES (1 month at the beginning of the operation)  1 CTP delegate (2 months to prepare and implement the CTP pilot)

The National Society will have the operational lead of the intervention and in-country capacities will be reinforced and supported through short-term deployments facilitated by IFRC as required.

Logistics and supply chain

MRCS logistics capacity will need to be reinforced and scaled up to meet the operational demands of this appeal. Food distribution will be done in collaboration with the existing logistics capacity support of IFRC. The seeds and tools distribution will need additional logistical support, including light vehicles and outsourced trucking capacity.

The appeal will cover the logistical resources necessary for MRCS to implement its distribution, monitoring and evaluation activities. MRCS will be supported from the Sahel Regional Office. The following will be observed throughout the operation as the best practices in logistics management:  All procurements of goods and services will be done in accordance with MRCS financial procedure manual, IFRC procurement regulation and Mauritania public procurement regulatory Authority act. This means that all procurement will be an open tender with appropriate bidding processes.  There will be logistics mapping for warehousing.  All staff with the responsibility of running stores and warehouses will be train on warehousing and record keeping.  IFRC’s Sahel regional office will also support the National Society in managing the vehicles needed to implement the operation.

Communications

Maintaining a steady flow of timely and accurate information between the field and other major stakeholders is vital for fundraising, advocacy and maintaining the profile of emergency operations. MRCS, with support from IFRC regional and zone communications, aims to coordinate various awareness and publicity activities, to sensitize the public, media and donors on the situation on the ground and the humanitarian response. This flow will be maintained between those working in the field and other stakeholders, including media and donors, to promote greater quality, accountability, and P a g e | 10 transparency. This will support objectives of this appeal, e.g. to raise the profile, funding mechanisms for MRCS and IFRC, and provide a platform on which to advocate in the interests of vulnerable people.

Donors and National Societies will receive information and materials they can use to promote the operation. Relevant information and advocacy materials, including audio-visual products, will be channelled through IFRC and National Society public websites and social media: www.ifrc.org/africa www.ifrc.org/afrique

Activities will include the following:  Produce press releases, situational reports, news stories and beneficiary case studies.  Engage proactively with media (national and international) to highlight the needs of the food insecurity affected people and to profile the response of the Red Cross and Red Crescent Movement, including possible field visits. This will include the use of established IFRC social media tools.  Develop media packages, including facts and figures, issue briefs and audio-visual products for distribution to partner national societies, other partner organizations and media.  Develop and produce communications products that highlight achievements of the operation.  Support field visits by communications colleagues from partner national societies and donor agencies.  Support programme teams in designing and producing project-specific materials, including forms, banners, brochures, posters and signage.  Produce case studies based on interventions during this appeal (community gardens; solar powered water pumps) to look at achievements, successes, challenges, lessons learned.

IFRC will prepare a Media Campaign (based on the findings of the Food and Nutrition Security and Livelihoods review) and link this appeal with the other food security appeals in the Sahel. The campaign has the objective of raising awareness about the situation in the Sahel.

Planning, monitoring, evaluation, and reporting (PMER) Mauritania Red Crescent Society will conduct training for staff on IFRC new Emergency Plan of Action packages and reporting requirements and the challenges on reporting. Additional PMER activities undertaken in the appeal include:  Monitoring and Evaluation training for the National Society staff at HQ and branch level at the beginning of the operation,  Beneficiary Satisfaction surveys for livelihood activities  Lessons-learned workshop and external evaluation at the end of the operation,  Technical support from the IFRC Regional office will be considered. It has also been agreed that the Operations Manager will support closer links between PMER and DM at headquarter level.

Consequently a robust monitoring and reporting system will be employed to track the outputs and outcomes of interventions. The regular monitoring will inform of any further revision needed in terms of timeframe and coverage. The operation will be regularly monitored by technical and management staff from headquarters with field visits. IFRC Dakar office representation and the Africa Zone DMU will provide ongoing support this aspect of the implementation.

Administration and Finance Through this appeal a Finance Delegate will be recruited to further support MRCS the ongoing enhancement Financial Management.

C. DETAILED OPERATIONAL PLAN

Food security, nutrition and livelihoods

Outcome 1: 8,400 beneficiaries (1,400 households) receive food assistance for 3 months through food distribution

Output 1.1: Immediate food needs of 1,400 households (8,400 beneficiaries) are met through food distribution for 3 months

Activities planned Month 1 2 3 4 5 6 7 8 9 Information for authorities/setting up of village management committees/awareness session in village assemblies Assessment mission to target beneficiary communities (beneficiary area in each region) conducted by Ops. Manager, Field Supervisors and NDRT Training in identification, registration and monitoring (50 volunteers) Targeting process, identification and registration Food procurement process, transport and storage

Validation of beneficiary list and preparation and distribution of beneficiary cards (distribution cards) in targeted communities. Food distribution (three distributions).

Monitoring and evaluation of the activity

Outcome 2: Middle/longer-term twin track approach, to build community resilience through livelihoods reinforcement to avoid future food crisis to 3,500 households - 21,000 people - (500 herders + 3,000 cooperative members) in two targeted regions

Output 2.1: 500 herders (500 households, 3,000 beneficiaries) receive appropriate livestock inputs to reinforce and replace their livestock production in two regions Activities planned 1 2 3 4 5 6 7 8 9 Month Specific assessment for livelihoods support to identify the appropriate assets to distribute (livestock feed, veterinary treatment, fodder seeds, or livestock replenishment) Conduct an specific assessment to identify the most vulnerable households depending on pastoralism Organize procurement, storage, transportation and distribution of livestock items for 500 herders in two regions Livestock inputs distribution, livestock restocking

Awareness sessions on destocking during the lean period (4 awareness sessions x region) Monitoring and evaluation of the activity

Output 2.2: 100 women cooperatives (with at least 30 members/cooperative, 3,000 cooperative members) receive adequate agricultural inputs (seeds, fertilizers and tools) and trainings to undertake the vegetable gardening campaign (September-October)

Activities planned 1 2 3 4 5 6 7 8 9 Month Specific assessment for livelihoods support to identify the appropriate assets to distribute (seeds, tools, fence materials, etc.), market capacities and distribution options Conduct specific assessment to identify gardening community groups Organize procurement, storage, transportation and distribution of items Agricultural items distribution (seeds, tools, fertilizers, etc.) for 100 women groups Organize CTP pilot distribution (based in vouchers) with a limited number of cooperatives Monitoring and evaluation of the activity Cooperatives (or community associations) support in strengthening the management committee, trough trainings and monitoring. Training on productive best practices, management, market basis and finance Coordinate and work in close collaboration with agriculture extension workers in two regions

Health & Nutrition

Outcome 3: To improve the nutritional status of child under 2, pregnant and lactating women for 2,000 beneficiaries

Output 3.1: Assisting the screening and referral to existing health facilities in two regions of child under 2, lactating and pregnant women at risk of malnutrition until end of lean period (September-October 2015)

Activities planned Month 1 2 3 4 5 6 7 8 9 Information for authorities / setting up of village management committees / awareness session in village assemblies Training on malnutrition screening and referral and on delivery of messages on nutrition (40 volunteers) Screening of child and women (pregnant and lactating) at risk of malnutrition in targeted communities and referral to existing nutrition/health facilities Output 3.2: Distributing enriched food for 2,000 children under 2, lactating and pregnant women in 2 targeted regions to prevent malnutrition at this vulnerable targets for three months

Activities planned Month 1 2 3 4 5 6 7 8 9 Identification of populations targeted by the activity (PW/LW, under 2 years children) resulting from very poor households targeted by the project Organize procurement of fortified food for distributions Organize storage and transportation of fortified food for distributions Fortified food distribution Monitoring and evaluation of the activity

Performing social mobilization activities regarding main cause of malnutrition. Extension of key messages: best practices about nutrition and their proper use (ways of improving family diets using available resources, specific food needs for sick and other vulnerable people, etc.)

Outcome 4: Increase the access to safer water and the promotion in good hygienic practices among most vulnerable communities in the targeted regions

Output 4.1: 6,000 beneficiaries (1,000 households) reached through hygiene promotion

Activities planned Month 1 2 3 4 5 6 7 8 9 Workshop to elaborate and adapt sensitization material in coordination with other actors and the Health Department Adaptation of existing hygiene promotion materials Printing Sensitization material Organize procurement, storage, transportation and distribution of items Training on hygiene promotion and cleaning water techniques (30 volunteers) Community sensitization on main hygiene practices and distribution of soap, aqua tabs and any other disinfectant materials

Disaster preparedness and risk reduction

Outcome 5: Improve NS capacity on community, branch and national level in preparation, risk reduction and response to future crisis

Output 5.1: The capacity of staff and volunteers (10 staff and 50 volunteers) are built on food & nutrition security, livelihoods and cash transfer programing and on better information collection and operational efficiency in targeted region

Activities planned 1 2 3 4 5 6 7 8 9 Month NDRT Food Security reminder workshop Volunteers operational training in FS and Livelihoods programming (beneficiary identification, assessment, vouchers/cash distribution, in-kind distribution, hygiene promotion, monitoring, etc.) Training and Capacity Building in Livelihoods and Cash Programming among the staff and volunteers to increase capacity Deployment of food security RDRT and a HES delegate for training and capacity building in CTP, FS and Livelihoods

Quality programming / Areas common to all sectors

Outcome 1: The quality of the operation is ensured and documented by participatory in-depth needs assessments and accountability measures. Output 1.1: The management of the operation is informed by a comprehensive monitoring and evaluation system which will enhance branch capacity to report on the operations. Activities planned 1 2 3 4 5 6 7 8 9 Coordination and engagement with key stakeholders (NDMA, MOA, MoH, Community leaders, INGOs, Red Cross and Red Crescent Movement, UN Agencies and funding agencies).

Joint monitoring of operations by MRCS & IFRC

Training of project staff in targeted branches on PMER tools.

Preparation of the FS & Resilience Media Campaign

Conduct lesson learned workshop with targeted branches and HQ staff. Evaluation of assistance impact in supported households (related to all livelihoods activities) including beneficiary communications Volunteer Insurance

Contact information

For further information specifically related to this operation please contact:

 In the Mauritania Red Crescent Society: Mohamedou Raby, Secretary General; phone: +222 (22) 43424100 email: [email protected]  IFRC Sahel Regional Representation: Momodou Lamin Fye, Regional Representative for Sahel; Dakar; phone:+221 33 869 36 41; email: [email protected]  Dr Aissa Fall, Regional Health Manager, phone: (Office) +221.33.869.36.68; (Mobile) +221.77.638.21.36; email: [email protected]  IFRC Africa Zone DMU: Daniel Bolaños, Disaster Management Coordinator for Africa; Nairobi; phone: +254 731 067 489; email: [email protected]  IFRC Geneva: Christine South, Operations Quality Assurance Senior Officer; phone: +41 22 730 45 29; email: [email protected]  IFRC Zonal Logistics Unit (ZLU): Rishi Ramrakha, Nairobi; phone +254 20 283 5142, Fax +254 20 271 2777, email: [email protected]

For Resource Mobilization and Pledges:  In IFRC Africa Zone: Penny Elghady, Resource Mobilization Coordinator; Addis Ababa; phone: + 251 93 00 36 073; email: [email protected]

For Performance and Accountability (planning, monitoring, evaluation and reporting):  IFRC Africa Zone: Robert Ondrusek, PMER Coordinator; phone: +254 731 067277; email: [email protected]

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 (NGOs) in Disaster Relief and the Humanitarian Charter and Minimum Standards in Disaster Response (Sphere) in delivering assistance to the most vulnerable.

The IFRC’s vision is to inspire, encourage, facilitate and promote at all times all forms of humanitarian activities by National Societies, with a view to preventing and alleviating human suffering, and thereby contributing to the maintenance and promotion of human dignity and peace in the world.

The IFRC’s work is guided by Strategy 2020 which puts forward three strategic aims: 1. Save lives, protect livelihoods, and strengthen recovery from disaster and crises. 2. Enable healthy and safe living. 3. Promote social inclusion and a culture of nonviolence and peace. Find out more on www.ifrc.org EMERGENCY APPEAL OPERATION 14/05/2015

MDRMR007 Mauritania Food Insecurity Multilateral Budget CHF Budget Group Response

Shelter - Relief 0 0 Shelter - Transitional 0 0 Construction - Housing 0 0 Construction - Facilities 0 0 Construction - Materials 0 0 Clothing & Textiles 0 0 Food 36,000 36,000 Seeds & Plants 118,000 118,000 Water, Sanitation & Hygiene 17,189 17,189 Medical & First Aid 0 0 Teaching Materials 10,500 10,500 Utensils & Tools 0 0 Other Supplies & Services 10,000 10,000 Emergency Response Units 0 0 Cash Disbursements 314,094 314,094 Total RELIEF ITEMS, CONSTRUCTION AND SUPPLIES 505,782 505,782

Land & Buildings 0 0 Vehicles Purchase 0 0 Computer & Telecom Equipment 0 0 Office/Household Furniture & Equipment 0 0 Medical Equipment 0 0 Other Machinery & Equipment 0 0 Total LAND, VEHICLES AND EQUIPMENT 0 0

Storage, Warehousing 9,000 9,000 Distribution & Monitoring 30,000 30,000 Transport & Vehicle Costs 31,346 31,346 Logistics Services 0 0 Total LOGISTICS, TRANSPORT AND STORAGE 70,346 70,346

International Staff 126,000 126,000 National Staff 18,800 18,800 National Society Staff 48,481 48,481 Volunteers 22,595 22,595 Total PERSONNEL 215,876 215,876

Consultants 0 0 Professional Fees 0 0 Total CONSULTANTS & PROFESSIONAL FEES 0 0

Workshops & Training 56,672 56,672 Total WORKSHOP & TRAINING 56,672 56,672

Travel 27,151 27,151 Information & Public Relations 7,000 7,000 Office Costs 12,750 12,750 Communications 9,000 9,000 Financial Charges 12,500 12,500 Other General Expenses 0 0 Shared Support Services 20,451 20,451 Total GENERAL EXPENDITURES 88,852 88,852

Programme and Supplementary Services Recovery 60,939 60,939 Total INDIRECT COSTS 60,939 60,939 TOTAL BUDGET 998,467 998,467 MDRMR007 14 May 2015

Mauritania: Food Insecurity

Tagant

Nouakchott \! Mauritania Hodh Charghi

Targetted regions Brakna Areas affected in rainfall deficit

Assaba Hodh Gharbi

Gorgol

Guidimagha

Senegal Mali

0 125 250 Banjul km The\! maps used do not imply the expression of any opinion on the part of the International Federation of Red Cross and Red Crescent Societies or National Societies concerning the legal status of a territory or of its authorities. Map data sources: ESRI, DEVINFO,Gambia GRUMP, International Federation - MDRMR007.mxd - Map produced by DCM/GVA I