Revised Emergency Plan of Action (EPoA) Greece: Population Movement
Emergency appeal MDRGR001, GLIDE n° OT-2015-000050-GRC Revision no 3 Date of issue: 22 March 2017 Date of emergency: ongoing since January 2015 Operation manager (responsible for this EPoA): Point of contact (name and title): Tiina Saarikoski, Operations Manager Zefi Thanasoula, Head of Operations, Hellenic Red Cross Operation start date: 2 September 2015 Operation end date: 30 June 2018 Revised total budget: CHF 50,550, 46 Revised operational budget: CHF 46,925,475 Funding gap: CHF 15,560,410 Bilateral response: CHF 3,624,972 Number of people affected: Number of people to be assisted under this plan: 62,3851 34,673 people2 Host National Society: The Hellenic Red Cross currently plans to support the operation with some 1,204 volunteers and 109 HRC staff in areas hosting migrant communities Red Cross Red Crescent Movement partners actively involved in the operation: Austrian Red Cross, British Red Cross, Danish Red Cross, Finnish Red Cross, German Red Cross, Spanish Red Cross, Luxembourg Red Cross. Other Movement contributors: American Red Cross, Belgian Red Cross, Canadian Red Cross, Croatian Red Cross, French Red Cross, Hungarian Red Cross, Icelandic Red Cross, Irish Red Cross, Japanese Red Cross Society, the Netherlands Red Cross, Norwegian Red Cross, Red Cross of Monaco, Swedish Red Cross, and Swiss Red Cross. Other donors to this appeal include the British, Icelandic, Luxembourg, Netherlands, Norwegian and Swiss Governments as well as several private and corporate donors. Other partner organizations actively involved in the operation: European Commission's Humanitarian Aid and Civil Protection department (ECHO), Ministry of Internal Affairs, Ministry of Migration Policy, Ministry of Health, Ministry of Defence and other Greek authorities, ICRC, IOM, UNHCR, UNICEF, WHO, Médecins Sans Frontières (MSF), Médecins du Monde (MDM), International Rescue Committee (IRC),Samaritans Purse (SP), Save the Children, International Medical Corps, Mercy Corps, NRC, DRC, Oxfam, Catholic Relief Services (CRS), ASB, WAHA, Praksis, IsraAid as well as local associations and groups of volunteers.
This revised plan of action continues to provide an emergency response in the Population Movement operation while at the same time moving towards sustaining long-term benefits through supporting integration of the migrant population into the Greek community and building on existing skills within the Hellenic Red Cross (HRC). From May 2017, interventions under this plan will be conducted through six building blocks: Accommodation/Reception Centres; Urban Approach; Building Bridges; Cash Transfer Programming; National Society Development; and other HRC programme areas - Disaster Management and Restoring Family Links. Each of these building blocks brings together different aspects addressing the needs of migrant and host communities in Greece. Further details on each of these building blocks can be found in the Detailed Operational Plan section of this document. The budget for this operation currently stands at CHF 50,550,446. This figure includes: 1) the budget from the beginning of the operation (May 2015) until December 2016 of CHF 18.4 million; 2) new budget of CHF 28.5 million developed for May 2017 onwards (refer to breakdown provided in Summary Budget Allocation); and 3) bilateral component of CHF3.6 million. The operational timeframe is anticipated to end by June 2018.
1 Source: UNHCR 2 The estimated number of people to be assisted is based on the number of target population (migrant and host population) under the different approaches in this revised plan. For the Reception Centre approach, the figures are based on Red Cross site mapping (as of January 2017) at the respective accommodation sites where Red Cross is and will continue to be active. It is impossible to provide accurate numbers due to the fluidity of migrant movements as well as the absence of a proper tracking system. P a g e | 2
A. Situation analysis
Description of the situation Current situation As of 25 January 2017, the United Nations High Commissioner for Refugees (UNHCR) reports that more than 62,0003 migrants are currently stranded in Greece. Of these, more than 14,000 people are located on the Greek Islands, predominantly in reception and identification centres (RICs) and more than 47,000 on the mainland. Most of these people arrived after the EU- Turkey statement which came into effect on 20 March 2016, and are awaiting decisions on whether, according to the agreement, they will be repatriated. In the meantime, living conditions in some sites continue to be sub-standard and the need for humanitarian assistance is ongoing.4
The table below shows the number of arrivals to Greece by sea Reception and identification centre in Samos and Softex Kordelio sites pictured above. In January 2017, Northern in 2015 and 2016, as well as the latest daily averages. Greece has seen temperatures drop to -15 C with heavy snow. Migrants living in the country’s reception centres are especially vulnerable as it compounds already poor conditions. Photo: IFRC
Arrivals to Greece by the Arrivals to Greece by the Average daily arrivals Average daily arrivals sea in 2015 sea in 2016 in Q4 2016 in January 2017
173,4505 856,700 806 36
Current arrival numbers are consistent with the number of people arriving pre-2015’s peak flows in Greece. The difference now though is that new arrivals are stranded in Greece and waiting on outcomes of applications for asylum and relocation. Others who are not granted asylum face return to Turkey or repatriation. The following table depicts the number of asylum applications, relocations and readmissions from Greece.
Number of asylum applications in Number of migrants relocated to Number of migrants readmitted Greece as of 31 December 2016 other EU countries from Greece to Turkey
51,0917 7,286 more than 8008
As of December 2016, the breakdown of migrants arriving in Greece is as follows9:
Countries Percentage (%) (1) Syrian Arab Republic 47 Top 3 countries of origin (2) Afghanistan 25 (3) Iraq 15 Women 21 Gender (age group) Men 42 Children (below 18 years) 37
Despite the reduction in arrivals in 2016, the closure of borders has forced migrants to seek alternative routes to entering into other parts of Europe. Challenges faced in doing so, including the lack of safe and legal transportation, the lack of
3 UNHCR. This a government figure and includes migrants on official and informal sites, other state run facilities, self-settled or by NGOs on islands and the mainland. However, it is recognised among humanitarian agencies that the number of migrants stranded in Greece is much lower. 4 UNHCR http://data.unhcr.org/mediterranean/country.php?id=83 5 UNHCR 6 UNHCR - 18 December 2016 7 http://asylo.gov.gr/en/wp-content/uploads/2017/01/Greek-Asylum-Service-statistical-data_December2016_en.pdf 8 http://migration.iom.int/docs/2016_Flows_to_Europe_Overview.pdf 9 UNHCR 31 December 2016
P a g e | 3 essential items for survival, the evasion of border authorities, together with exposure to extreme weather and being victimized by criminal activity have increased the vulnerability of people migrating. Accommodation and Reception Centres in Greece Mainland The majority of migrants and refugees in Greece are located in over 40 accommodation centres10 in northern Greece and central parts of the mainland. Currently more than 32,000 people are living on official and informal sites, and other state or NGO run facilities in mainland Greece.11 This includes self-settled migrants and refugees but does not account for those undocumented. Originally set up in March 2016 to address the immediate needs of migrants stranded due to the closure of the western Balkans route, some of these sites continue to house migrants in sub-standard living conditions. Although development of the sites to accommodate migrants longer term has been slow for various reasons, continuous structural improvements and upgrades are taking place in many of the sites by the Greek government and different humanitarian agencies, including Red Cross, to improve the living conditions of the migrants. These upgrades are still ongoing and humanitarian assistance is still necessary as the Government of Greece has not been able to fully assume the responsibility of providing services to the migrants. Islands After the entry into force of the EU-Turkey statement, all migrants who arrived on the islands before 20 March 2016 were moved to the mainland. These asylum seekers are subject to the regular asylum process and may also apply for relocation to another EU country. A person is eligible for relocation only if he or she is in clear need of international protection and he or she is coming from a country eligible for relocation. Relocation candidates do not have their asylum claim examined in Greece but must go through the identification, registration and fingerprinting procedure carried out by the Greek authorities with the support of the European Border and Coast Guard Agency (Frontex). The EU-Turkey statement provides for the return of all new irregular migrants and asylum seekers, whose applications have been declared inadmissible or unfounded, crossing from Turkey to the Greek islands after 20 March 2016. This means that for those migrants who entered Greece after 20 March, the Greek authorities will first examine the possibility of a return to Turkey. Until now family cases and vulnerable persons have been exempted from this admissibility assessment. If Greek authorities decide that the claim for asylum should be examined in Greece, the person is allowed to stay in Greece until a final decision on the asylum claim is taken. Until the case has been completed or a potential return carried out, the migrant is required to stay on the islands under the exceptional border procedure. Only a few categories of persons are eligible to be transferred to the mainland, namely vulnerable asylum seekers and persons with family in other EU countries falling under the family provisions of the Dublin III Regulation.12 The main issues on the islands include overcrowded and poor living conditions in the reception and identification centres (RICs), restrictions on movement, and a lengthy asylum process. A more efficient procedure was established in December 2016 that allows for prioritization of registration of vulnerable cases. Hence vulnerable persons have been receiving asylum cards and lifting of the geographical restriction faster than previously due to enhanced cooperation and data sharing between the police and the asylum service. Depending on the capacity of the regional asylum office, every week approximately 50-100 persons per island have their geographical restriction lifted. Even among those eligible to being transferred, based on observations and community feedback, some decide not to be transferred but rather to stay on the island. The majority object to being transferred to sites in northern Greece for fear of isolation and lack of access to appropriate services. Healthcare remains challenging, with access to specialist services, chronic disease care and proper conditions for convalescence not always available due to an overstretched government healthcare system and language barrier potentially faced by migrants when accessing public facilities. As such, tensions are rife in sites housing a population short on essential services. Accommodation scheme UNHCR accommodation programme supports the Greek Government’s response to refugees needs through provision of housing under the EU Emergency Relocation mechanism, as well as for vulnerable asylum seekers. This includes small temporary apartments that are managed by UNHRC’s partners; and hotel rooms at special rates. Mostly funded by the EU, the programme also hosts asylum seekers in rented buildings. Recipients of this programme are also provided with psychosocial, legal and interpretation services. To date, more than 21,000 asylum seekers have been accommodated under this programme, with many of them waiting to be relocated to other European countries where their asylum applications will be accessed.
10 For the purpose of this document, ‘accommodation centres’ and ‘sites’ will be used interchangeably. 11 UNHCR - 19 December 2016 12 The regulation can be accessed here.
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Issues and concerns Security in sites continues to be a major risk due to sub-standard conditions, and congestion, and migrant frustrations over the lengthy asylum procedures, and uncertainty and insufficient information about legal rights and the asylum process — particularly in the islands. As of January 2017, Chios is the most crowded and is at 242 per cent capacity, with 3,465 people living in facilities intended for just 1,426. Samos is at 217 per cent capacity, Kos at 183 percent and Lesvos at 138 percent.13 The limited capacity of the Greek Asylum Service to process asylum applications in the hotspots leads to excessive delays in the asylum process and prolonged stay, both of which contribute to the deteriorating situation. This creates a highly risky environment that leads to regular protests that often become violent. There is also very limited control to access at sites, police patrolling and presence in general, increasing the security risks. The absence of security has critical consequences with regards to violence, sexual harassment, child protection and human trafficking. Boys and young men are also at risk of unwillingly being involved in fighting and risky behaviour. Other vulnerable groups, including victims of violence, those with chronic diseases and psychiatric disorders, people with mobility limitations, unaccompanied minors, single women, pregnant women and new-born babies are at risk of not getting the assistance and protection they need and risk being exposed to neglect, harassment and violence. Tensions also persist between different nationalities. Where tensions are on the rise, migrants have also come under attack by xenophobic groups from the hosting communities. Psychological problems are widespread among migrants living in reception centres both on the mainland and the islands. Prior to arriving in Greece, many people have experienced war, destitution, displacement. Since arriving in Greece sub-standard living conditions, separation from family and lack of adequate information about their future status, has increased tension and stresses that can lead to conflict, health issues and psychological deterioration that can compromise the management of their daily living in this challenging environment. Protection of vulnerable groups is also a serious issue. Sexual, domestic and other violence is likely to be under-reported due to safety concerns, shame and fear of stigma, but may also be due to the absence of a clear referral pathway for such issues. In addition, accommodation in some sites appropriate for single women or households headed by women, is not provided. National standard operating procedures for SGBV cases are currently in the process by the relevant agencies led by UNHCR and in several sites case management of SGBV is offered by different agencies (such as UNICEF, ActionAID, MSG, MDM among others). The vulnerability of children is also a major concern. On 15 November 2016, Save the Children reported that an estimated 6,000 children living in detention centres and camps on the Greek islands. UNHCR reports about 30 per cent of migrants are children14. There are many concerns about the security for children with some indicating that children are still held in detention, or in 'protected' areas within open reception facilities, for prolonged periods in crowded and unsanitary conditions without a representative or access to legal aid, until appropriate accommodation can be found for them. The situation for unaccompanied minors in particular is still precarious, given the lack of a properly functioning guardianship system, suitable accommodation and problematic age assessments being carried out by the police. According to the National Centre for Social Solidarity (EKKA), approximately 4,370 unaccompanied minors were identified in Greece in 2016 out of which 2,400 are currently in Greece15. Greek authorities have increased the accommodation for vulnerable applicants, in particular for unaccompanied minors. However, the capacity is still far from sufficient as facilities are currently full and 1,610 children are waiting to be placed in appropriate facilities. The inefficiencies of the guardian system impact the lives and rights of these children, in particular in regard to accommodation, education and family reunification. A legislative framework that should include provisions for an improved guardianship system is under preparation and is of high importance. Urban migrants and refugees In the course of the last few months, Red Cross teams on the ground have reported that the number of people in the sites has gone down significantly: from over 46,000 in April 2016 to less than 35,000 in October. Poor living conditions as well as long waiting periods for asylum interviews have contributed to this drop in numbers. Many have also moved to apartments under the UNHCR relocation programme, or relocated to alternative accommodation spaces they have found. Yet several others have left because of the living conditions and location of the sites; they prefer to live in urban areas with inadequate institutional support or without safe and legal options taking chances to cross borders illegally, making them vulnerable to smugglers or other criminal activities. Precise figures about the number of people living outside camps or official housing schemes is not available. The state authorities do not provide any specific assistance to those outside camps and humanitarian response remains limited. Equally, the humanitarian response is largely focused on camps, and while there have been developments among some humanitarian agencies in addressing the needs of urban migrants, there are still significant gaps.
13 UNHCR - 31 January 2017 14 UNHCR 15 EKKA (National Centre for Solidarity), Situation Update: Unaccompanied Children in Greece, 2 November 2016
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Migrants and refugees living in urban areas need access to basic services including food, shelter, healthcare, psychological support and legal assistance. Many asylum seekers as well as those recently recognized as refugees face numerous hurdles in accessing documentation that allows them to seek employment opportunities or care in public hospitals. As such, there is an urgent need to help asylum seekers and refugees access documentation that facilitates their social inclusion in the society. In short, migrants relocating to urban centres also face problems, including: • Poor living conditions with inadequate institutional support. • A need for more harmonised humanitarian assistance for migrants relocating to urban settings as most of the assistance is focused on accommodation and reception centres. • Lack of proper documentation that facilitates social inclusion, access to social amenities, and legal employment opportunities. Greek people have demonstrated strong solidarity with refugees and migrants, with the general population sympathetic towards the circumstances faced by most migrants. However, with no clear strategy by the authorities regarding the future of the migrant population and the uncertain economic climate in the country, the situation is unsustainable and likely to exacerbate existing tensions. As such, there is a need to build bridges between the host and migrant communities to both reduce tension, and facilitate inclusion and understanding. Outlook for 2017 It is expected that arrivals will continue to Greece at current trends, averaging 600 a week16 or more. There is a possibility of a surge in migrant arrivals; this analysis is based on the following trends: • Increasing geopolitical instability into the region might result in new migration instability as a consequence of the unravelling of the EU-Turkey agreement, changes in border controls and policies or new population movements. • Conditions of extreme precariousness in the Middle East, in Syria, Iraq and Yemen due to on-going violence, may continue forcing people to seek safety in Europe as neighbouring countries such as Lebanon, Turkey and Jordan, who have hosted most of the refugees, grow increasingly hostile. • Taken together, these developments point towards a situation where Greek islands could expect more arrivals in the coming weeks or months. However, a situation like 2015 seems unlikely as the news of refugees and migrants being stuck in Greece has acted as a deterrent. But Turkey, Jordan and Lebanon are already stretched, hosting millions of refugees. As such, there is a possibility that any renewed pressures might likely spill over into Europe. • Re-instatement of Dublin transfers to Greece. - Following the proposal from the European Commission (December 2016) to re-start returns to Greece under the Dublin Regulation as of 15 March 2017, it is expected that EU Member States will gradually resume transfers of migrants to Greece. However, it is recommended that the resumption should not be applied retroactively but only to new arriving applicants for whom Greece is responsible for. - Germany has decided to end the suspension of Dublin procedures to Greece on 15 March 2017. In accordance with the guidance of the Commission, Germany has clarified that vulnerable asylum seekers, including unaccompanied children, will not be subject to such procedures at the moment. - Other Member States such as Belgium have also voiced support for a reinstatement of transfers to Greece, while Hungary already initiated procedures to return asylum seekers thereto. In several cases, interim measures were successfully obtained by the European Court of Human Rights to halt transfers.
Summary of the current response Launching the appeal: • May 2015 – Due to high influx of migrants entering Greece, a DREF allocation for CHF 296,549 was launched to meet the immediate needs of 10,000 migrants • September 2015 – Emergency Appeal totalling CHF 3.03 mil launched to assist 45,000 migrants • October 2015 – Emergency Appeal revised to CHF 12.67 mil to assist 20,000 migrants in transit • May 2016 – With border closures in March resulting in some 50,000 migrants stranded in Greece, the Emergency Appeal was revised to CHF 28,667,500. • January 2017 – A budget revision to CHF 31,531,458 and timeframe extension was made in an Operations Update.
16 UNHCR
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The above appeal history has followed the key three phases of the operation. During the first phase from 2015 into early 2016 the migrants were transient, remaining over a limited time in Greece before continuing their journey along Balkans route. During that time the operation was focusing on providing short term emergency assistance to high number of migrants on their route to other European countries. The situation changed significantly in March 2016 with closure of the boarders and EU-Turkey agreement coming to an effect leading to the second phase of the operation. The average number of daily arrivals decreased significantly but migrants in Greece found themselves stranded, most involuntarily, needing their basic needs to be met including shelter, food, basic items for daily living, health care. During this time, the Government of Greece quickly set up sites to host the stranded migrants and with the support of different organizations, including HRC, IFRC and partner national societies started providing services in these sites. The services were not anymore short term in nature but there was a need to providing services and assistance to people who were stranded in Greece for undefined period of time leading to protracted humanitarian action. At the moment, the migration situation in Greece is far from resolved. The current Appeal revision will support the operation to move to a third phase which is characterized of providing support to Greek authorities and HRC to respond to the current protracted migration situation in a more sustainable manner. In addition of continuing providing support to migrants in the sites that the Greek government has planned as longer term sites, the operation will transition to urban programming and social inclusion through building on HRC existing capacities and programming.
The Hellenic Red Cross, supported by IFRC and partner national societies, is working for better living conditions in the sites in Greece, by providing health care, psychosocial support, adequate hygiene and sanitation services as well as basic necessities. Photo: IFRC
Overview of Host National Society Current Hellenic Red Cross capacity The Hellenic Red Cross (HRC), member of the International Movement of Red Cross and Red Crescent Societies, was established on 10 June 1877. It is the biggest humanitarian organization in Greece and according to its legal status, the HRC is a non-profit organization officially recognised by the Hellenic Republic, as a voluntary aid society, auxiliary to the public authorities in the humanitarian field. HRC’s work is based on voluntary work and in order to achieve its humanitarian mandate, HRC collaborates with other entities, both governmental and private, using funding from national as well as from European resources. The HRC has some 470 staff and over 10,000 volunteers with more than 80 branches throughout Greece. Currently the National Society does not have a department specifically dedicated to migration and as of now, assistance to the migrating and host populations is being provided by the different divisions of the HRC, including nursing (health and care); the Samaritans (search, rescue and first aid, relief); social welfare (PSS, social welfare, shelter and relief distributions); and tracing services (Restoring Family Links). For the last twenty years, HRC has provided assistance to
P a g e | 7 refugees, asylum seekers, unaccompanied minors and displaced persons by implementing programs aimed at their reception, temporary accommodation and local integration. Efforts are being put into developing disaster management capacity – an endeavour supported by IFRC and partners under this plan of action. HRC continues to take the lead in this operation, supported by IFRC, the International Committee of the Red Cross (ICRC) and Partner National Societies (PNSs). Red Cross Red Crescent Action From the beginning of the operation to 31 December 2016, the HRC, with support of IFRC and its Partner National Societies, has provided the following services to the migrant communities in formal and informal sites where migrants settled in Greece. Red Cross Operational Locations
Region Sites *Activities Central Greece, Thessaly Ritsona Relief (incl. cash), Health, PSS, RFL, WASH, CEA Attica Skaramagas Relief, Health, PSS, RFL, CEA, HP Attica Piraeus** Relief, Health, PSS Attica Eleonas (child friendly space only)*** PSS (child friendly space) Attica Lavrio Relief, Shelter, Health, PSS Central Macedonia Oreokastro** Relief (incl. cash), RFL Central Macedonia Nea Kavala Relief (incl. cash), Health, PSS, WASH, CEA Central Macedonia Cherso** Relief (incl. cash), Health, PSS, WASH, CEA Central Macedonia Diavata Relief, Health**, PSS, CEA Central Macedonia Softex, Kordelio Relief (incl. cash), Health, PSS, WASH, CEA Central Macedonia Idomeni** Relief, Health, PSS, RFL Central Macedonia Sindos Frakaport Cash Central Macedonia Kalochori Cash Central Macedonia Peira Cash Central Macedonia Sindos Karamanli Cash Island Samos Relief, Health, PSS Island Kos Relief, PSS, First aid Island Lesvos Relief, PSS, CEA, First Aid Island Chios Relief, Health, PSS
Note: *Restoring family links (RFL), Psychosocial support (PSS), Water and sanitation and hygiene (WASH), hygiene promotion (HP), Community engagement and accountability (CEA) **Sites no longer operational ***Activity no longer implemented by Red Cross
Red Cross services from October 2015 to 31 December 2016
Sectors Service
297,368 Non-food items distributed;
Relief 1,821 households reached with 12,453 household items
*NFI - Hygiene kits, Sleeping Bags, Blankets, Camps Mats ** HH items - Kitchen sets, Storage 8,222 people reached with 39,022 winter NFIs boxes, Trolleys *** Winter NFIs - Clothes, Socks, gloves, blankets 1,117 migrant households reached with cash distributions 875 Greek households reached by the cash winter programmes
More than 300 households reached with 454 tents winterized Emergency shelter winterization
128,088 BHC consultations
Health 59,315 PSS Services
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32,915 child friendly services
33,096 First Aid Services
129,958 hours Volunteer service
18,779 Restoring Family Links services provided
Restoring family links
108 toilets installed and maintained
WASH
Overview of Red Cross Red Crescent Movement in-country The IFRC Country Office in Greece is led by a Head of Country Office, and the operation is steered by an Operations manager. As of January 2017, international technical staff are in place for relief; health; psychosocial support (PSS); water, sanitation and hygiene promotion (WASH); protection; logistics and procurement; communications; administration and finance; cash transfer programming (CTP); community engagement and accountability (CEA); human resources; and planning, monitoring, evaluation and reporting (PMER); and Field coordination. The country office also includes national staff specialized in communications, administration, finance, human resources, and field staff. Together, the IFRC Regional Office for Europe in Budapest and the IFRC office in-country continue to support the HRC in this population movement operation through its global and regional response tools, technical assistance and appeal mechanism. IFRC also supports HRC to develop and maintain coordination mechanisms, as well as participate in forums involving partners funded by ECHO alongside other international organizations, which has resulted in regular meetings with the Ministry of the Interior, which is responsible for the First Identification and Reception Service. The International Committee of the Red Cross (ICRC) continues its financial and technical support to the Hellenic Red Cross Tracing Service in order to provide an effective RFL response to the needs of migrants, while itself providing RFL services in places of detention in the course of carrying out its protection activities in pre-removal centres, police stations and hot spots. The latter are followed up by the ICRC with workshops and discussions on actions to be taken with relevant government and police officials. The ICRC also assists the Greek authorities in their forensic activities to respond to the needs of the families of the dead and the missing in the Aegean. Working together with the IFRC to strengthen the protection response in the open camps on the mainland that are supported by the IFRC and the NS, the ICRC will chair a Movement Protection WG to define the optimal complementary approach. The IFRC is providing an overall, country-wide operating framework, which is supported by the Austrian Red Cross, British Red Cross, Danish Red Cross, Finnish Red Cross, German Red Cross, Luxembourg Red Cross and Spanish Red Cross, contributing resources and staff in implementing activities in the framework of this Appeal. See current response map attached. The Red Cross internal coordination operates across three levels: a) technical coordination groups involving all Red Cross actors implementing activities in the specific technical fields led by HRC/IFRC technical coordinators; b) operational coordination (Task Force) involving HRC/IFRC technical coordinators and the ICRC and c) strategic coordination through Movement platform at senior management level. Overview of non-Red Cross Red Crescent actors in country The broader response to the migrant situation in Greece is led by the Government of Greece, which includes a diverse range of services including reception, registration, accommodation, asylum and basic relief services, health care, education, protection. These services are coordinated among various governmental bodies and ministries. Continuous engagement and coordination also takes place with other humanitarian agencies involved in different service provision. External Coordination The coordination of the response is the primary responsibility of the Ministry of Migration Policy. There are 70 sectoral working groups (WGs) active in Greece that ensure sufficient coordination, by operating at both the national and at the field level. There are currently 15 sectoral WGs and sub-WGs taking place at the national level that are coordinated and supported by UNHCR and by national and international NGOs, other UN Agencies and governmental institutions. UNHCR, in partnership with the government and other national and international NGOs, is supporting coordination of the refugee response and is developing strategies to improve delivery of assistance and technical guidance through the Inter Sector WG. Several line ministries participate or chair the sectoral WGs.
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The HRC and IFRC ensure the external coordination of their activities through: • Regular bilateral contacts with the MoMP, MoH, other Greek authorities at site, and at local and national level. • Participation at the National level in technical working groups, Head of Agencies meetings, ECHO partners’ meetings, and a variety of ad hoc coordination meetings. • Participation at the site and regional level in site coordination meetings, regional WG, etc. The coordination has been somewhat challenging due to involvement of many agencies and also from the government side. No single actor has overall control of all management decisions in the sites. There has been improvement in this field but it still remains a challenge due to lack of a government-led joint strategy or clarity of longer term plans.
Needs analysis, beneficiary selection, risk assessment and scenario planning Assessments Multiple assessments have been ongoing since the operation began (assessments during the earlier stages of the operation included field assessment coordination teams, and relief assessments). As the migrant situation continues to evolve, findings from both formal and informal assessments have made it necessary to adjust programmes and activities to best suit current needs. In addition, findings from different sectors have helped inform the current changes to this plan of action. Ongoing operational monitoring and assessments, as well as coordination with other agencies has led to fine tuning of activities (e.g. adding dental service to Skaramagas; gynaecological services in some sites); withdrawing of activities from some sites (e.g. basic healthcare in Diavata and Samos; psychosocial support in Eleonas in Athens, Chios and Diavata) as well as contributing to other areas as needed and where possible (e.g. emergency winter shelter). In addition, many assessments (as well as requests from the government) resulted in joint assessments, planning and implementation with other agencies (food, winter NFI distribution, vaccination, etc.). A high-level mission bringing together IFRC and partner national societies with HRC, UNHCR and Greek government representatives also took place in early August to review the operation, identify areas for improvement, and agree on how to address them. Following this mission’s recommendations, IFRC commissioned an assessment on needs and alternatives with regards to transitional and integration programming in Greece. The aim of the assessment was to have a better understanding of the following areas: external key factors (housing arrangements, coordination with other entities, legal considerations, educational clues, employment scenario, integration policies developed, etc.); Red Cross capacity (including HRC and possible support from IFRC, ICRC and other National Societies) to get involved in the setup of transitional and integration programming (strengths and weaknesses, added value, etc.) as well as to provide recommendations for Red Cross involvement in transitional and integration programming. This assessment, conducted in-country by the British Danish and Spanish Red Cross, with remote participation and support from the Austrian, Finnish, and Netherlands Red Cross provided key insights and guidance which were invaluable to forming the plans for the urban approach and longer term migration programming. Selection of target population The needs and vulnerabilities of the migrant population are multi-layered and multi-faceted. Being housed in overcrowded spaces with limited facilities, many migrants face problems that come with lacking some basic assistance, congested living spaces and lack of privacy. Many are also vulnerable with regard to personal protection and lack of certainty about their future. The Red Cross approach is to prioritize families and individuals who are the most vulnerable, or who have not received any assistance to address particular vulnerabilities. At the same time, in accordance to its Fundamental Principle of Impartiality, the Red Cross will not discriminate against people who evidently need such help as it can provide. The target population to be reached are migrant families and individuals of all ages and genders, especially those from marginalized groups, in the accommodation/reception centres on both mainland Greece and the islands where the Red Cross is active, as well as the urban settings through Red Cross Multi-Functional centres (MFC). Outreach health teams will cover migrants and Greek communities living in urban settings and have difficulties accessing health services. Through cash transfer programming17, vulnerable Greek households, mainly senior citizens, families with many dependents or without breadwinners, will be selected for cash grants, following criteria set by the HRC Social Welfare Division. Under interventions that seek to build the capacity of the National Society, the target recipients include staff and volunteers of the Hellenic Red Cross at headquarters and branch levels. Risk assessment Adhering to the principle of ‘do no harm’ is fundamental to how the Red Cross Red Crescent Movement approaches any intervention. As presented in the attached risk matrix, there are many potential issues from the risks, assumptions and constraints identified and described. Some of these can be planned for and mitigation actions adopted, while others are still evolving and the impact upon implementation of the revised plan of action is yet unknown.
17 Discussions are currently on the way among cash partners in Greece on the future of the cash programming for migrants
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Feasibility, scenario planning and planned review The HRC, IFRC and Red Cross Red Crescent partners have a mutually shared commitment to address the current migrant situation in a timely manner with all available resources. Consultation has been made throughout the preparation of this revised plan of action among all involved through the sharing of information and concept papers, and meetings to discuss the feasibility, roles and responsibilities of all partners in achieving the goals of this operation. The focus of this revised plan of action is for HRC, IFRC and partner national societies to start shifting away from emergency response and provision of relief items, and focus more on the integration of interventions with longer-term benefits, and enhance outreach to both migrant and host populations through greater community engagement and communications. The interventions included in this plan have considered the extent and resources available for these programmes, and the risk issues identified. The HRC has a long history of supporting health and medical interventions and has built up its competency and capacities to deliver quality health services over the years. With partner support, these services will be offered through the accommodation/reception centres and Red Cross multi-function centres in both the Attica and Northern regions as well as through HRC-run educational health station (EHS) in Athens and health outreach services. The centres will constitute the backbone of this integrated operation, and tie together all services provided by the Red Cross for a more holistic benefit for both migrant and host communities. For example, all centres offer health and psychosocial support (PSS) services for more comprehensive and longer-term health benefits. The inclusion integration of community engagement and accountability (CEA) across all programmes will also bring greater focus on areas for improvement and the strengths of Red Cross interventions as a whole. The progress of this plan is highly contingent upon the evolving nature of the migrant situation in Greece. While steps are already being taken to commence with this plan, it is necessary that all areas will continuously monitor and assess their activities, and based on results, adjust the plan and budget accordingly, taking into consideration the possibility of new funding and the findings of regular monitoring. B. Operational strategy and plan This revised plan of action aims to provide immediate and subsequent support to the most vulnerable migrants and related host communities in alignment with Red Cross principles, procedures and commitments. It focuses on the integration of humanitarian interventions with longer-term benefits, and enhanced outreach to both migrant and host populations through greater community engagement and communications. This plan has been deliberated and agreed upon by HRC, IFRC and Partner National Societies through the inclusive compilation of concept papers and face-to-face meetings. The concept, justification, implementation methodology and other aspects of each component is elaborated upon in these Concept Papers, which have been shared with HRC, IFRC and Partner National Societies. Transition from emergency relief to greater integration and long-term programming: Given the current uncertainty regarding both the economy and the future of the migrant population, it is necessary to build bridges among communities to increase social inclusion and understanding to avoid possible crisis situations. Since the HRC began actively responding to the migrant crisis on a large scale, efforts have been in emergency response and the distribution of relief goods. In addition to responding to immediate needs, the Red Cross is now looking to enhance sustainable gains through i.e. (1) integration of interventions to promote a more holistic long-term benefit to both migrant and Greek population; and (2) integration of communities for greater social acceptance and understanding. Now, more than 17 months since this operation began, the response of the Red Cross under this plan of action is redirected from emergency relief to focus on greater integration and long-term sustainable gains. This plan of action seeks to clearly articulate the integrated interventions to be undertaken: address crisis-affected communities’ needs, align with financial resources received or projected to be mobilized, define implementation approaches as well as what is practically achievable within the anticipated timeframe.
Overall objective The overall objective of this revised plan of action is to provide immediate and subsequent support to the most vulnerable migrants and related host communities in alignment with Red Cross principles, procedures and commitments.
Proposed strategy This revised plan of action comprises of the following six integrated building blocks. 1. Accommodation/reception centres; where migrants have access to basic health care services, hygiene and health promotion, first aid, psychosocial support (PSS) and restoring family links (RFL) services; Continuation of some emergency WASH interventions as well as rehabilitation and management of Red Cross run Lavrio centre is also under this approach.
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2. The Urban Approach; where through Multi-Function Centres (MFCs), Educational Health Station (EHS), and mobile health outreach, migrants living outside accommodation sites receive information, advice, health services and PSS to assist transition and improve integration in urban environments; 3. Building Bridges; under which interventions such as communication campaigns, community engagement and accountability (CEA) actions, multi-cultural community events and public campaigns, focus on increasing acceptance of migrants and refugees within Greek communities; 4. Basic Assistance – Relief and Cash Transfer Programming (CTP); which will provide a selected number of eligible households in both the Greek and migrant communities18 with unconditional/unrestricted cash grants to cover basic needs; 5. National Society Development; all interventions will aim at enhancing the Hellenic Red Cross’ capacity in volunteer management and support services (ICT, finance and logistics) to carry out its mandate and support the implementation of this response action at all levels; 6. Other Key Programmes, including Disaster Management Development and Restoring Family Links (RFL), which will aim at building HRC’s capacity in preparing for emergencies, together with enhancing its capacity to respond in times of crisis as needed. RFL is also integral to HRC’s key programmes and will be fully supported by the ICRC.
Summary budget allocation The overall revised appeal budget for this plan of action is CHF 50,550,446. This figure includes CHF 3,624,972 for the deployment of the emergency response units (ERUs) during the initial response phase of this appeal and other bilateral components. Funding received towards this appeal – based on the revised operational budget – is CHF 31.4 million, or 67 per cent in both hard and soft pledges. On-going activities (e.g. relief, WASH) under the respective sectors within the framework of the previous Emergency Appeal and budget of CHF 31,531,458 will continue and complete in April 2017; after which this revised plan will come into effect. The budget allocation of CHF 18,539,710 for the revised programme areas is as follows:
Multilateral Total budget Proportion of Sector Bilateral (CHF) (CHF) allocation (CHF) actual budget (%)
Accommodation/Reception - 8,304,533 8,304,533 44.8% Centre Approach
Urban Approach 343,098 1,994,992 2,338,090 12.6%
Building Bridges Approach - 256,590 256,590 1.4%
Basic Assistance - 2,542,763 2,542,763 13.7%
Other Key Programmes - 1,049,208 1,049,208 5.7% (Disaster Management/RFL)
National Society Development - 801,660 801,660 4.3%
Coordination and Operational - 3,246,866 3,246,866 17.5% Support
Total 343,098 18,196,613 18,539,710 100%
Implementation methodology Integrated programming Under this revised plan of action, interventions complement one another, and require support across all building blocks. This integrated approach aims to maximize the effectiveness of all interventions, maximize engagement with communities as well as lead to more sustainable outcomes for both communities and the Red Cross. It is essential that all partners working under this plan have a good understanding of all building blocks and how these integrate, and are
18 The discussions with cash partners about the future cash programming for migrants in Greece is underway.
P a g e | 12 able to explain to communities the support available from HRC, IFRC, Partner National Societies, and the wider Red Cross Red Crescent Movement. Integrated in this context means that sectors are required to work closely together in planning, budgeting, implementing, monitoring and evaluation. Integrated under this plan indicates most interventions will be primarily in the same locations, but people’s needs will determine the level of implementation for each sector. Support provided will be driven from a “needs” basis. Aiming for a holistic and integrated approach towards addressing the needs faced by the communities also includes active coordination with other humanitarian agencies to avoid overlapping of services. Enhancing resilience and building for the future These interventions seek to assist migrant communities to accept their different life circumstances and move forward into a new positive reality. Most have migrated, fleeing conflict and persecution, and many continue to face adversity and discrimination in their new surroundings. The Red Cross offers support to adapt and to be better able to cope with their individual contexts as well as to better integrate into local host communities — be it for shorter or longer term. Through psychosocial support activities, language skill-building, multi-cultural activities, information dissemination, casework follow-up and RFL, migrant communities can be supported and learn improved coping strategies, while preparing for their possible future circumstances. Capacity development and sustainability The training of HRC volunteers and field personnel in various sectors including community-based health services, hygiene promotion, psychosocial support services, and cash grant distribution, will continue to improve the quality and timeliness of Red Cross services to people who need them. Skills training is aimed at building on capacities already existing within the HRC branches, and have been deployed in response to the emergency phase of this operation. While the HRC traditionally supports social welfare, first aid and nursing services as part of its core services, the demands of migrant operation required a quick build-up of programmatic and support service skills on the job – a challenge to which the HRC volunteers and staff have admirably risen. In order to further build on gains already made under this operation, capacity development activities in various sectors including disaster management, volunteer management, logistics, finance, administration and information technology are being built into this plan of action to ensure better institutional capacity for future HRC programming and preparedness to respond in future potential crises. As part of the latter IFRC and partners aim to support the enhancement of disaster management development of the National Society. Protection, gender and diversity The IFRC Migration Policy links Assistance, Protection and Humanitarian Advocacy for Migrants: "Assistance to migrants goes hand in hand with efforts to protect them against abuse, exploitation, and the denial of rights. In making these efforts National Societies will respect the migrants' own interest, and the imperative of doing them no harm. To enable migrants to overcome abuses and pressures, National Societies can provide legal advice, refer them to other relevant and competent organizations or entities, or undertake discreet or public forms of humanitarian advocacy." In alignment with the Red Cross Red Crescent Movement's approach to protection and relevant guidelines, protection considerations will be embedded in all areas of the operation. The protection related activities elaborated in this plan of action are based on the Red Cross Red Crescent framework for minimum standards of protection through ensuring Dignity, Access, Participation and Safety. All programmes under this plan of action will align with the Red Cross commitment19 to take into account gender, inclusion and diversity - for example, by targeting women-headed households, pregnant or lactating women, and men and boys made vulnerable by the disaster or crisis, who have been forced to migrate. The following considerations apply: • prevention of sexual and gender-based violence, especially in accommodation/reception and community facilities; • protecting children in all aspects of the operation; • designing and developing health facilities that are ‘mother and child friendly’ spaces; • disability inclusion model for all interventions (which recognizes that people who have disabilities have the same fundamental rights as other members of the community); • adapting infrastructure for people living with disabilities or who are aged/frail and require access points, latrines with handrails etc.; • involving the most vulnerable groups within community engagement and local decision-making processes;
19 IFRC Minimum Standard Commitments to Gender and Diversity
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• including sensitivities to gender, age and cultural differences, for example, that single women or UAMs and their needs be considered through tailored actions, especially for shelter and protection; and, • incorporating gender strategies into the design and implementation of all interventions and activities. In light of the evidence-based needs to provide migrants in open accommodation and reception centres in Greece with protection and the current or desired involvement of the Red Cross Red Crescent components in protection-related activities in Greece, it is important that the Movement meaningfully work together in order to have a greater impact for the people it serves. A Movement Protection Working Group chaired by the ICRC has been formally established in February 2017 to offer to all Movement partners in Greece a framework for strategic and operational collaboration in the field of protection. The aim is to ensure a coordinated, coherent and effective Red Cross Red Crescent response to the protection needs of migrants in Greece and ultimately greater protection for the migrants. It is expected that the Working Group will provide guidance on the roles and responsibilities of each component of the Movement in the field of protection in Greece as well as produce guidelines and a plan of action to better answer the protection needs of migrants. Joint trainings and technical support in basic protection standards and procedures of staff and volunteers will be carried out in the course of 2017 to ensure that the protection elements are taken into account throughout the implementation of this plan. Greece is a complex context with many organizations and entities, varying from site to site. It is crucial that all staff and volunteers have access to information on who (migrants) may be referred to depending on their specific needs. Identifying a referral pathway and establishing standard operating procedures that are viable in each site, should be systematically done and all staff and volunteers will be trained in how to properly identify cases and then properly refer them, when their needs exceed or differ from assistance available within the Red Cross. Actors referred to should be aware and in agreement with the referral, they should not be operating in a way that compromises the safety of the migrants or collides with the RC/RC humanitarian principles or code of conduct. As the Red Cross cannot meet all needs or step into other actors responsibilities such as child protection services or state protection measures for victims of trafficking, a referral pathway that works, should be high priority. The IFRC will ensure that a Protection expert works alongside trained personnel from the HRC. In response to the rising need to support the increasing number of migrants living in urban centres, the preferred strategy of the HRC is to strengthen and reposition their existing services. These will be carried out through the Multifunction Centres (MFCs) in Athens and Thessaloniki, and the health outreach service. Strengthening the work of the MFC in Athens and establishing a MFC in Thessaloniki will provide integrated protection and health outreach work, with HRC being in a strong position to bear witness to the challenges that urban migrants and refugees face. The role of the MFC is to deliver a range of services to support migrants in their journey to more effectively integrate into Greek society as integration will benefit both the migrant and Greek community regardless of the duration of time any migrant spends in Greece. Where appropriate, caseworkers and volunteers may mobilize outreach services to meet migrant needs where there is a clear lack of direct service provision. This may include activity or gender-based group work to better support integration or to address issues of social isolation within the community. MFCs will act as a centrally located and accessible entry point to Red Cross services for the migrant community; will provide relevant and crucial information; and serve as a safe space for migrants to confidentially raise concerns. Protection information dissemination is central and strongly incorporated into the response strategy in terms of protection; providing information about risks, prevention and possible assistance related to violations. Providing information directly impacts the migrants' capacities to make informed choices in relation to their own safety and to seek assistance when violated. The mobile health outreach activities will support the realization of migrants' right to a system of health protection that provides equality of opportunity for them to enjoy the highest attainable standard of health by providing free healthcare in an area accessible to them, in a language they can understand. However, the evidence base for the protection needs of refugees and migrants in urban settings is not very strong, therefore there needs to be triangulation of information received through the Red Cross services with information from other organisations working in this field to build some stronger evidence. Inclusion of CEA in all components of the action will bring greater focus on areas of improvement for Red Cross interventions as a whole, based on beneficiary feedback, in alignment with the commitment of the Red Cross to ensure meaningful involvement and participation of beneficiaries in all actions. Assessments, evaluation and lessons learnt Constant monitoring and assessments are conducted to accommodate the constantly changing situation and ensure that planned interventions address existing needs. These on-going assessments are generally informal in nature with findings shared with partners during regular meetings or through group emails. These help different sectors and partners avoid overlap or duplication of activities while facilitating integrated programming between sectors. A lessons learnt workshop is planned in 2017 through which the National Society will assess its current capacities, and identify opportunities for improvement in service delivery for this operation as well as in preparation for future crises. Further, lessons learnt from the pilot cash transfer programme will be utilized to inform the new phase of the
P a g e | 14 programme. Finnish Red Cross will be conducting an internal review in March this year on the impact and relevance of the Red Cross basic healthcare operations. Together with ECHO and external partners discussion and planning on longer term health service provision is ongoing and will most likely take place in April this year. In addition, a case study on the integration of CEA activities to emergency response unit (ERU) deployments is also being planned. Community engagement and accountability (CEA) The facilitation of community engagement and accountability (CEA) interventions is planned across all building blocks to ensure people have access to information and the voice of migrant and host communities is taken into account. Within the migrant communities, individuals and groups understand their needs and capacities better than any external party. Consultation with the people the Red Cross serves is important to ensure interventions address real needs while helping identify the most vulnerable groups and this will continue to be conducted where possible. CEA will facilitate two-way communication among the Red Cross, migrant and host communities. Several means by which information can be shared and feedback can be given and obtained include: focus group discussions, individual interactions, group consultation meetings, community information billboards, posters, brochures, leaflets, the HRC phone information hotline, the IFRC Internet Virtual Volunteer information platform for migrants, service recipient questionnaires and suggestion boxes. These tools will be available on-site at accommodation/reception centres and Multi-Function Centres, and will help the Red Cross identify areas for improvement in service delivery while providing qualitative data to measure service impact. This information will be regularly analysed and shared with Red Cross teams and other relevant stakeholders to garner appropriate response. In all these interactions, culture-specific sensitivities surrounding gender, ethnicity, age, disability, and other factors that may increase vulnerability will be taken into consideration. Operational support services
Human resources In Greece, the IFRC Country Office is currently led by a Head of Country Office with an operations manager and international delegates specializing in the areas of logistics, procurement, cash transfer programming, health, finance and administration, community engagement and accountability (CEA), field coordination, psychosocial support (PSS), water, sanitation and hygiene promotion (WASH), emergency communications, and planning, monitoring, evaluation and reporting (PMER). The IFRC Regional Office for Europe continues to support the operations team with policy, advocacy, grant management and a wide range of technical assistance as needed. For this revised appeal the HR structure will be slightly changed with a total of 318 staff from the IFRC, HRC and partner National Societies involved in the implementation of this plan. Staffing needs have been budgeted considering the current status of the operation. For example, if Greek authorities gradually cover some of the health provision services or provide some of the staff required, then the human resource requirements (and related budget) will be significantly reduced. Red Cross Red Crescent HRC staff National Staff Delegates Hellenic Red Cross 22 10 - IFRC 34 33 16 Austrian Red Cross - - 5 British Red Cross 2 15 1 Danish Red Cross 15 - 2 Finnish Red Cross 1 35 12 Luxembourg Red Cross 19 - 2 Spanish Red Cross 16 59 19 Total 109 152 57
In 2017, some 964 active HRC volunteers will be involved in the operation in addition to 240 planned new recruitments (160 HRC volunteers + 80 migrant volunteers). Volunteers, including migrant volunteers, are compensated in accordance with HRC policy.20 Part of the phase out strategy for this operation includes the handover of roles and responsibilities to national HRC counterparts supported by locally recruited temporary workers. As such, the process of recruiting national staff for positions previously held by international delegates is ongoing and will continue in the coming months.
20 EUR 5 per day, or EUR 10 if in exceptional circumstances they work more than 6 hours.
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Logistics and supply chain Logistics activities continue in managing procurement, clearance, storage and delivery of operational requirements in accordance with IFRC’s logistics standards, processes and procedures. Sourcing of items is done primarily from local markets and EU countries to save time, minimise carbon footprint emissions and avoid excessive red tape. With the phasing out of in-kind distributions, the focus of IFRC’s support will shift towards strengthening the logistics function of the National Society to address future needs. Capacity building of HRC logistics staff and volunteers is a primary component of developing the National Society and this continues through both formal and on-the-job training. Much of the existing logistics competencies have been built during the emergency phase of this operation, and despite the lack of formal logistics management training, HRC staff and volunteers have provided adequate and effective response in service delivery. Presently, HRC staff working in logistics continue to respond to different programmes, guided by the expertise of in- country IFRC logisticians. However, there has been no proper assessment of these capacities as yet, given the demands of the current operation. With the support of HRC management, this is planned to be done in 2017 to assess the potential for developing this area in the HRC, and establish a plan for action in order to prepare for future needs. Management of current warehouses will continue until the end of 2017 to store contingency stocks.
Information Management (IM) With the push to further track, quantify, monitor and demonstrate output from interventions, the need for dedicated Information Management is increasingly apparent as work progresses, particularly in an operation that is complex and fluid in nature. The use of a data management system can increase accountability and monitoring of Red Cross activities as well as provide a base of knowledge from which more qualified decision making can take place, and subsequently, greater quality and efficiency in service delivery. The information management system for this operation seeks to: • Track, monitor and report on Red Cross activities accurately • Improve accountability to stakeholders through clear evidence-based reporting • Provide data to support qualified decision-making in support of this plan of action • Develop an internal beneficiary identification system for greater access to Red Cross services and traceability An individual beneficiary identification system will be created to identify those who will be accessing Red Cross services. This system will improve and speed up access to services as well as avoid double counting and unnecessary multiple identification requests. It will also allow better tracking of migrant movements and identify patterns on the use of Red Cross services. Collected information will be stored in a safe database complying with Data Protection regulations to be processed and presented in a secure internal online system for it to be consulted and analyzed. Information about RC services received by an individual and some basic details will be stored in his/her “file”. Those having the correct access level will be able to check the list of services received by the beneficiary and adapt the response given. This will be especially important in the case of the health activities, where some essential information about patients conditions will be available for those involved in the sector. Reporting tools can be shared with other parties, including the local authorities, to provide a complete overview of Red Cross activities. This will not include personal information of people being served. The proposed database of people served by RC actions is intended to help the Red Cross address the needs of special groups or those with particular vulnerabilities. IFRC, HRC and Spanish Red Cross will work together in positioning and implementing an information management system and tools. The Spanish Red Cross IM/ODK team will assess IM needs, and provide collection and reporting tools to each programme sector, together with how to use these in the field. IFRC, together with programme teams will provide indicators and determine the areas where data is to be collected, as well as to disseminate the tools and templates to the field teams. The HRC will support field implementation and follow-up for the project. Volunteers and field staff are central to the data collection process, and those participating will be provided training on the ODK tools at the different branches and field sites. CEA will support the IM process by ensuring two-way communication with migrant communities regarding activities and information. IM team will work with all field teams to build buy-in and full involvement in the data collection and reporting processes. IM/ODK tools used will facilitate improved monitoring of data collected and the implementation of reporting tools once the activity is in full swing and customized collection and reporting tools have been shared with the different programme areas. HRC will be involved at all stages of implementation, and are slated to take over the project progressively.
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Planning, monitoring, evaluation, & reporting (PMER) The existing planning, monitoring and evaluation and reporting system of the National Society is supported with the presence of a PMER delegate in-country and technical support from the regional office. Working with an HRC PMER officer, capacity building efforts continue through provision of formal and informal training. Closely linked with PMER, the information management element is critical in improving data collection and managing information of this operation. In this regard, close collaboration and support from the Spanish Red Cross IM team and IM delegate in the Europe Regional Office helps facilitate this. In addition, hiring of local resource to promote information management activities is in the process. The IFRC Regional Office for Europe`s PMER and other operational units support monitoring of the operation through regular visits. Monitoring tools specific to this operation will be developed in collaboration with the regional IM and PMER team. The developed monitoring tools will capture quantitative data and qualitative data for review and sharing with the operation team members. A lessons learned workshop is planned to be organized in the coming months through which National Society will assess its capacities and identify opportunities for improvement in providing valuable services to the affected people.
Communications All communication activities directly support the response operation, and aim to raise awareness and sensitize the public, media and donors on the emergency situation, humanitarian needs and Red Cross Red Crescent response across Greece. In addition to regular communications activities to support the emergency appeal and position Red Cross, communications will focus particularly on sensitizing host communities as part of the Building Bridges block with the objective of increasing acceptance of migrants and refugees. These communications activities address the following objectives: i. Increase acceptance of migrants and refugees living in Greece and across Europe (BB block). ii. Position HRC as a key humanitarian actor in the migration crisis in Greece, by providing real-time information/data about the changing situation in Greece and to disseminate the work of the HRC and the emergency operation. iii. Strengthen the communications capacity of the HRC during and after the emergency period. Activities carried out by HRC in response to the population movement emergency will be illustrated through a variety of communication channels, including news stories, audio visual products (photographs, videos, B-roll footage, etc.), press releases, etc. Special attention will be paid to sensitizing and outreach to communities through the Building Bridges approach to increase acceptance of migrants and refugees. Communications materials produced by the IFRC communications and the HRC communication team will be shared with all National Societies for use in resource mobilization and awareness raising efforts in their domestic markets. In addition, materials will be published on both IFRC and National Society online platforms in order to further raise the visibility of in-country activities. The joint HRC/IFRC communication team will manage national and international media requests related to this operation, as well as actively pitch stories to the media, focusing on the action of HRC, and the challenges and experiences faced by migrants in Greece. In 2017, communications will produce more in-depth stories, advocacy efforts, and strongly targeted media relations will become priority. The new communications focus, including increasing the communications capacity among the HRC staff and supporting advocacy outreach, will be introduced gradually as operations move away from the emergency mode. To ensure that comprehensive communications efforts can continue, the human resource capacities of the communication department of the National Society will need to be increased. Given the ongoing operations, an IFRC communications officer will continue to support development of current HRC capacity and oversee recruitment of additional Greek national communications staff.
Security Security management under this operation has proven a vital component, given the environment under which it is being conducted. Protest demonstrations by various public, civil and student groups are reported as frequent and generally directed against the government. However, instances of anti-migrant reactions by host community members around reception and accommodation sites have also been reported. In accommodation centres in Athens, tensions are high due but not limited to dissatisfaction with living conditions, food items and cash transfers, and vary among migrant community members, local authorities and humanitarian workers themselves. In the islands, triggers for tense relations include the continuing arrival of migrants into Chios, Lesvos and Samos, which worsens overcrowding; the constant changes in policies and procedures together with a protracted process for asylum seekers; and the lack of personal protection of vulnerable migrants. Contending with the prevalence of crime and exploitation of vulnerable people together with the onset of the freezing weather from the north, the bid to
P a g e | 17 ensure proper survival and personal safety continues to stretch all parties in their various roles, and can only serve to exacerbate existing conditions. Sites where the Red Cross is active have undergone security risk assessments (SRA), developed contingency and evacuation plans and implemented mitigation measures for context-specific security. Field teams have had security training and been instructed on contingency plans and standard operating procedures (SOPs). Between August and November 2016, HRC and IFRC staff have participated in training for personal security awareness, fire safety (with the fire brigade training department), and relocation for field staff and volunteers. All HRC staff and volunteers are encouraged to complete the IFRC Stay Safe courses for personal security, management and volunteers. The IFRC security unit supports and works with the IFRC Head of Country Office and the IFRC Operations Manager by monitoring the current security situation, and providing strategic security risk management advice. IFRC and various partners continuously monitor the security environment, share information and respond to changes in the threat and risk situation, if any, by implementing adequate security risk reduction measures as needed. A Safety and Security Working Group which includes the Red Cross and other international organizations has been established to oversee and support humanitarian workers regarding key safety and security issues.
Administration, Finance and Information Technology (IT) Due to the current status of the HRC, the challenging financial situation in the country, and the possibility of restrictive interventions by the Greek tax and finance authorities, the risk associated with HRC managing the whole operation is considered to be significant. Despite HRC’s efforts in mobilizing key personnel to support this operation, more is still required to cater to the demands of this operation. IFRC has allocated more personnel support staff in finance, administration and HR which is critical in sustaining this operation. To date, a seven-member team (with ad hoc support from other regions as necessary) is now in place to ensure the following measures: • Ensure timely and appropriate expenditures and payment to suppliers, tracking of commitments, as well as smooth cash flow necessary for the operation implementation. • Assist and support HRC in ensuring compliance and timely reports as per IFRC as well as donor standards. • Perform internal audits and proper documentations as per donor requirements • Support in areas of staff accommodation, travel plans and office management. • Certain expenses, incurred directly by HRC will still need to be transferred in reasonably spread tranches, with a limited level of risk associated. Those expenses will be accounted for by the branches and divisions under the guidance of HRC headquarters in accordance with the existing internal financial management and administration systems of the NS that assures the accountability. • Perform technical support and guidance to HRC regarding its annual statutory contribution to IFRC • IFRC finance and admin unit in the regional office providing support to the operation through availability of cash and finance support, recruitment of delegates, and other administrative and VISA issues.
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C. DETAILED OPERATIONAL PLAN
1. Accommodation/Reception Centres Accommodation centres on mainland Greece and reception centres on the islands, provide temporary accommodation for migrants entering the country, after they receive their permits of stay from the Greek authorities. Here, migrants are provided with food, essential non-food items, shelter, WASH, basic healthcare and psychosocial support (PSS), and interpretation services. On the islands, these are specifically called Reception and Identification Centres (RICs) which also receive and process the paperwork for migrant arrivals. Accommodation and reception centres are the responsibility of the Greek authorities. Government agencies, NGOs and international organizations provide goods and services to migrants housed in these facilities. The Hellenic Red Cross (HRC) is one of these actors, and has managed the Lavrio accommodation centre for some 20 years to date. All migrants are governed by Greek laws and regulations, within the country’s borders, regardless of their wish to seek asylum or to move to a different country. Registered migrants are generally eligible for public health services.21
Under this revised plan of action, the Accommodation/Reception Centres building block aims to support the Hellenic Red Cross to continue meeting the needs of migrants through the integration of services such as health, psychosocial support (PSS), cash transfer programmes (CTP)22, and restoring family links (RFL) at sites where the Red Cross is actively conducting response
Needs Analysis: At these accommodation/reception centres or sites, the HRC is supported by the Red Cross Red Crescent Movement to assist incoming migrants with food, non-food items, shelter, water, sanitation, hygiene promotion (WASH), health and psychosocial support (PSS) services and complemented with cash grants, Restoring Family Links (RFL), and community engagement and accountability (CEA) services. In-kind goods are currently being replaced with cash grants. From December 2016, Red Cross Red Crescent partners have been active at 14 sites on the Greek mainland and on the Islands. Under this revised plan of action, interventions will either continue or begin at the following locations. Any other request for assistance from the government on possible new sites will be taken into consideration. • Northern Region: Kordelio Softex, Nea Kavala, • Athens/Attica Region: Lavrio, Ritsona, Skaramagas • Islands: Chios, Lesvos, Samos All interventions under this revised plan of action will be implemented by the Hellenic Red Cross (HRC) with the support of the IFRC, Austrian Red Cross, British Red Cross, Danish Red Cross, Finnish Red Cross, German Red Cross, Luxembourg Red Cross and Spanish Red Cross. At all sites where the Hellenic Red Cross is active, partners have agreed to support the implementation of Red Cross interventions: Skaramagas and Ritsona (Spanish Red Cross); Kordelio and Nea Kavala (Finnish Red Cross supported by German and Austrian Red Cross); Lesvos (Danish Red Cross), Chios and Samos (mainly HRC with IFRC support). Rehabilitation of infrastructure and integration programming in Lavrio will be undertaken by Luxembourg Red Cross, while health, PSS and CEA activities are implemented by HRC supported by IFRC. Overall, interventions will be conducted and managed in cooperation among HRC, IFRC and the respective partners. Migrant accommodation/reception centres also house services by other organizations and government agencies. These include the Greek Armed Forces and ministerial representatives managing the sites or infrastructure together with various organizations with various activities and services. All agencies aim to work collaboratively and complementarily to best serve the migrant communities. The situation is continuously monitored In order to ensure non-duplication of activities and more efficient use of
21 Acute cases have 100 per cent access to public health services; chronic cases have access depending on their ailment and services available. 22 Refer to ‘basic assistance’ for CTP
P a g e | 19 resources. Sometimes organizations, including the Red Cross, have had to step in to cover the gaps, but also withdrawn in cases where services are adequately provided by other humanitarian agencies. All recreational and educational activities are coordinated with the relevant Greek authorities and approved by them prior to implementation. In Lesvos, the Ministry of Migration Policy invited and approved plans for PSS from HRC and Danish Red Cross. All activities for minors are coordinated so that it will not overlap with the schedule of public schools. The Red Cross’ development and implementation of volunteer community-based activities, such as community-based first aid trainings, are acknowledged by the Ministry of Health as important and will be implemented at most sites. Population to be assisted: Red Cross services are available to all with specific activities and facilities adapted and designed targeting identified vulnerable groups. These include: • Women and children, including who require safe spaces and activities to help empower and integrate them into social and school communities • Men, especially single men, who generally receive little attention despite trauma, and have limited social or family support • Adolescents who have little support in terms of education or forward planning for their uncertain futures • People with acute and chronic health problems, or with the inability to integrate socially • Women and children chosen to participate in hygiene promotion activities (e.g. menstrual hygiene management, hand-washing and oral hygiene). Sectors of Intervention: Assessments indicate a continuing need to address the lack of basic goods, health and psychosocial support services for those living at these reception and accommodation centres. While the distribution of relief items has been essential throughout the operation, the expansion of cash program is planned to cover these needs. The selection of these activities is based on several factors, including: • The Ministry of Migration Policy (MoMP) decision to keep several sites open longer, including Kordelio, Nea Kavala, Lavrio, Ritsona and Skaramagas on the mainland; and, Chios, Kos, Lesvos and Samos on the islands. • Clear direction from the government to provide continued assistance at these sites • The consistent need for basic health care, PSS, food, and essential non-food items and emergency WASH which needs to be addressed directly at these sites • Prolonged support needed by the GoG to address the needs of migrants • The on-going influx of migrants, despite the drop in numbers, improved registration process in islands increasing the movement to mainland and the likely scenario of Dublin returns from other EU member states. • HRC’s long-established support of Lavrio which will continue through the supply of basic health care, medical supplies and PSS. The Luxembourg Red Cross will support the rehabilitation of infrastructure and implement an integration programme to cover vulnerable individuals and families there. 1. Health With the influx of migrants, the already stretched Greek Public Health system has had difficulties to cope to meet the needs of the migrants, particularly in the islands. The intervention of Red Cross has been essential in addressing the gap in health service provisions. This includes providing BHC, vaccinations and accompanied referrals; disseminating information in preventing disease and promoting good health and hygiene practices; and support for the psychosocial wellbeing of those in these sites supported by the Red Cross.
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At Skaramagas, Ritsona, Nea Kavala, Kordelio, Lavrio and Chios, basic healthcare services will be available five days a week, although discussion with MoH is on-going to adjust the schedule according to population numbers and need. The services include addressing the needs of people with acute and chronic diseases; routine and campaign vaccinations; medical consultation, dispensing medication and referral of patients to specialists or secondary care23. Depending on needs and other service providers’ presence and capacity per site, the Red Cross BHC consultations will include ante-natal care and health issues connected with sexual and reproductive health including sexual and gender-based violence and dental services. A health team includes a general practitioner, a paediatrician, nurses, assistant nursing staff (for registration and follow-up) and midwives, where needed supported by translators who will be on-site to provide these important translation services. In Skaramagas, basic dental services will also be provided to migrants above 18 years of age. In Lavrio, a team comprising a general practitioner and a nurse will offer basic health care services to some 400 residents, and administration of medicines with the support of IFRC. Preparations for accommodation centres closing, and /or shifting to part-week services due to small population numbers will also be in place with existing health team made mobile to serve new centres, should the government request it. HRC continues to provide medical services to the residents of the HRC-managed Lavrio Accommodation Centre. Doctors of the World or Médecins du Monde (MDM) supports HRC in this respect with a team of medical staff until the end of May 2017. Discussions with MDM are currently ongoing regarding plans beyond May. The implementation of community based first aid training to the migrants on the sites will also continue. 2. Psychosocial Support (PSS) The proposed PSS activities are geared towards the identified needs of migrants and refugees and will be conducted by HRC staff and volunteers. Areas of operation are Skaramagas, Ritsona, Lavrio, Nea Kavala, Kordelio, Lesvos and Samos until end-2017 or until this service is no longer needed. Danish Red Cross will support HRC at sites on Lesvos; Spanish Red Cross in Attica and Finnish Red Cross in the Northern region. HRC itself will be supported through its volunteers from both Greek and migrant communities, and staff seconded from the municipal authorities to the Red Cross. Activities across the accommodation/reception centres mentioned will differ based on their respective vulnerable groups, and ensure no overlap with services offered by other organizations. Using a participatory approach, migrant communities will be consulted in the development of activities and will participate in conducting most of these activities as well. They include: • Community and family support activities, including sensitization and mass communication on constructive coping mechanisms, awareness raising on sexual and gender- based violence (SGBV), supportive parenting programmes, capacity building and recreational activities, and activating social networking communities such as women’s groups and youth clubs. This component focuses mainly on adolescents and young men who have not received such support from other organizations and have been identified as one of the most vulnerable groups in this respect. • Focused non-specialized support for migrants, including case management for customized service delivery and assistance, information and referrals. Culturally appropriate group and individual psychosocial support, and supportive counselling will also be conducted, depending on the group or individual involved. This also includes assisted referral for SGBV cases. • Child-friendly services targeting different age groups, including child-friendly spaces and other related services aimed at improving the well-being of children and their families. • Informal education which might include language classes, crafts, art, etc. At all sites, relevant PSS training and support will be offered to HRC volunteers and staff involved in the operation.
23 Accompaniment services are provided when available
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3. Lavrio Accommodation Centre Rehabilitation The Lavrio Reception Centre was built 70 years ago to accommodate refugees from Eastern Europe and has long been managed by the HRC. Historically supported by the State, and under the responsibility of the Ministry of Migration Policy (MoMP) since September 2016, the Lavrio Accommodation Centre currently relies on European Emergency funding to keep it running. This site comprises three buildings with a capacity of 300 residents in total. The buildings are very old and have inadequate health and safety standards, outdated plumbing and electricity and exposed building structures. Three assessments have been conducted on-site from August through December 2016 to identify the needs of residents, determine the rehabilitation measures to be taken, and estimate the related costs, time and resources needed to ensure local standards are complied with for safe and healthy living conditions for residents. A Greek engineering and architectural firm is currently conducting a structural and mechanical, electrical, plumbing (MEP) and architectural study of the Lavrio Reception Centre´s buildings, to obtain the relevant building permits in order to proceed with the longer-term rehabilitation of the Lavrio Reception Centre. Works will also be planned in a manner to minimize inconvenience to the residents, and to ensure safe continuation of the current services provided at the centre. Residents affected will be relocated to a safe location for the duration of the works as needed. Suitable options for temporary relocation will be looked into. Preparation for this will also be coordinated with CEA activities to ensure all residents understand the need for this move and to assure them of safer and healthier accommodation when they move back. Through CEA activities feedback from residents will be obtained on their satisfaction on services provided and needs and concerns they might have. The HRC and Luxembourg Red Cross continue to achieve close working collaboration with the Ministry of Migration Policy to ensure smooth implementation of the programme in Lavrio. The rehabilitation works of Lavrio also included the refurbishing and fixing of the community kitchen which was necessary for the preparation and provision of food to the residents of Lavrio. The process began in December 2016 and was completed by January 2017 after which HRC started providing Lavrio with food parcels (see Basic Assistance), complemented by purchase of supplementary cooking material (fresh food) to provide food to residents in Lavrio which will continue within the framework of this Appeal until March 2018. Integration Programme Over some 300 current residents of the Lavrio Reception Centre (RC), seven persons were granted refugee status by the Greek State and 148 were granted the asylum applicant cards. Among them, 24 people are long-term based in Lavrio, as they arrived in the Red Cross between 2002 and 2015. Considering the essential need to be the main actor of one’s own life and the fact that the Lavrio RC is overcrowded, HRC and LRC would like to explore the feasibility of implementing a test integration program on a small scale with the 10 most vulnerable cases (families or individuals) that have expressed their will to be supported in order to move on with their lives outside of the Red Cross. The programme will be divided in 2 phases: 1. Feasibility study over 3 months (March to June 2017): based on each beneficiary’s integration development plan, an appointed social worker will assess the steps needed to accompany them in their autonomy and the feasibility to successfully implement their integration development plan. In the expected resettlement areas, contacts are going to be made with the relevant local authorities, social services and potential local associations working with refugees in order to get a comprehensive picture of the resettlement opportunities and challenges. 2. Implementation period over 6 months (July to December 2017): the programme will consist in empowering and supporting individuals or families with the information and basic necessary means to resettle and integrate the Greek society: a. Securing of a job and integration in the Greek social security system (education and health), b. Securing of a house/apartment in the Attica region, c. Support in language/educational/cultural integration needs,
P a g e | 22 d. Provision of the necessary funds to furnish the house/apartment, e. Provision per month, over 6 months, of the necessary funds to pay the rent (including the guarantee) and the bills (water, electricity, heating/AC). Cross-cultural activities will be implemented for residents in Lavrio to create interaction opportunities among migrant, refugees and Greek host communities. These activities aim to facilitate improved understanding and acceptance between migrant and host communities. Activities include visits to museums and city tour with Greek host volunteers, National day celebrations, culinary and music exchanges, exhibitions and cine-forums, and public talks about relevant aspects of Greek and migrants cultures. 4. Water, sanitation and hygiene promotion (WASH) The Red Cross will discontinue WASH hardware interventions in April 2017 and hand over this role to the government authorities or other WASH organizations. However, if there is need, especially in the sites of Nea Kavala and Softex Kordelio, partner national societies may extend support for a short period until the government completes the necessary permanent water and sanitation infrastructure. Where possible, other WASH agencies will assume responsibility for cleaning campaigns and activities while hygiene promotion activities and education are integrated into Red Cross health interventions. Where other WASH agencies are unavailable, the Red Cross will continue to support cleaning campaigns with focus on food waste and communal facilities, among others. All hygiene promotion activities will be conducted with the support of migrant community volunteers. The distribution of non-food items, including hygiene items and diapers, which was originally part of this appeal and plan of action, is being phased out to be replaced by cash transfer programming (Multi-Purpose Cash) fully covering the Minimum Expenditure Basket (MEB)24. Given the evolving nature of this operation and the bid to empower and restore the dignity and independence of migrant communities, cash transfer programmes are highly feasible with the availability of functioning markets and relocation of migrant families.
24 The Minimum Expenditure Basket (MEB) is defined as what a household requires in order to meet basic needs – on a regular or seasonal basis – and its average cost. Under this operation, contents of the MEB are agreed upon by organizations implementing the Cash Transfer Programme in order to ensure an equitable distribution of essential items to all recipients. 25 The Minimum Expenditure Basket (MEB) is defined as what a household requires in order to meet basic needs – on a regular or seasonal basis – and its average cost. Under this operation, contents of the MEB are agreed upon by organizations implementing the Cash Transfer Programme in order to ensure an equitable distribution of essential items to all recipients.
P a g e | 23 information from open data kit (ODK) databases and paper will be crunched and shared with Red Cross teams and other stakeholders in order to garner appropriate response. Community-based CEA activities will be conducted using focus group discussions (FGDs), individual face-to-face interactions, and group consultations. Monitoring progress and impact of services will be conducted with set indicators and regular reporting to field coordinators, team leaders and other stakeholders. Field visits will also be carried out to measure progress and assess the need for adjustments where needed. Objectives Indicators Means of Verification Assumptions • Stable political situation in the Outcome 1 country and security in the centres Basic needs of migrants are met at # of migrants with access to Red Cross Migrant population at centres • Continued support and cooperation accommodation/reception centres through services at accommodation/reception centres Sector registry (record book) from Greek government authorities Red Cross health, PSS, RFL, WASH services and social inclusion activities. • Technical staff and interpreters are available • # of consultations • # of vaccinations • # of referral cases to secondary level healthcare • # of accompanied referrals • Health registry • # of migrants trained by the Red • Vaccination registry Cross in first aid26 • Sector registry Output 1.1 • Continued support and cooperation • Head count of participants at health Migrant population in • # of participants in health from the Ministry of Health education/hygiene promotion accommodation/reception centres are education/hygiene promotion • No major disease outbreaks sessions sessions provided with basic health care, including • Availability of Ministry of Health • # of health and hygiene promotion • List of first aid services offered health education, hygiene promotion resources sessions • List of attendees at Red Cross first • % of people who increased their aid training knowledge after health education • Surveys and hygiene promotion sessions (broken down by gender and activity) • %of target population wash their hands with soap after using the toilet • # of direct focused non-specialized PSS services provided to migrants (including case management, • Children continue to need support Output 1.2 information and referrals, and • Sector registry of services while living in Migrant population in accommodation/ culturally appropriate group and • Registry of migrants accessing child- accommodation/reception centres reception centres received psychosocial individual PSS and supportive friendly services • Successful cooperation with other support (including non-specialized PSS, counselling) • List of children participating in child- organizations to support community and family support.) • # of community and family support friendly service development and continuity of services provided to migrants activities • # of visits by migrants to child- friendly services
26 Cross-reference with Urban Approach
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• % of migrants surveyed satisfied with PSS services Output 1.3 # of national staff and volunteers who National staff and volunteers are equipped • Attendance records receive relevant technical training to with skills and methods to facilitate relevant • Training reports HRC volunteers are available for training provide PSS support PSS activities for refugees and migrants • # of national staff and volunteers who receive training to support their Output 1.4 • Training attendance records own well-being and apply self-care National staff and volunteers will need PSS National staff and volunteers have access to • List of PSS sessions held for strategies and peer support PSS, including peer support national staff and volunteers • # of PSS sessions attended by volunteers and staff Output 1.5 Nea Kavala and Kordelio Migrant population in Kordelio and Nea The Ministry of Migration Policy and military accommodation/reception centres Kavala has access to emergency water and Situation reports/ other activity reports finish the works at the centres, according to communities have access to at least 50 litres sanitation until permanent infrastructures are plan of water per person per day. in place • # of beneficiary satisfaction surveys and focus group discussions • Beneficiary satisfaction surveys conducted related to programmes • Findings from focus group provided by the Red Cross discussions Output 1.6 • % of sites where the Red Cross is • Photos of existing community Implementation of Red Cross programming is Migrants are confident that the Red Cross active has at least one CEA channel suggestion boxes at improved by taking into account migrant welcomes constructive feedback and is willing • # and type of feedback received accommodation/reception centres feedback and engage them actively in the to act on their suggestions through various Red Cross CEA where the Red Cross is active implementation of Red Cross activities channels • List of migrant facilitators and • # of migrants engaged as facilitators volunteers supporting Red Cross and volunteers in implementing Red activities/services Cross services • # of buildings refurbished (3) • # of people with safe access to electricity (300) • The number of residents does not • # of people living in structurally safe • Location and photographic evidence increase during the implementation buildings (300) Output 1.7 of water and sanitation facilities once period • # of appropriate, functional, Residents of the Lavrio Reception Centre is rehabilitation is completed • Relevant authorities such as the renovated toilets, accessible to provided with safe and healthy living • At-built dossier municipality, Ministry of Migration disabled people and adapted for conditions • Work reception documents and other stakeholders, continue to women/girls’ needs (25) • Activity report support the rehabilitation of the • # of appropriate, functional, Lavrio Accommodation Centre renovated showers, accessible to disabled people and adapted for women/girls’ needs (25) • List of cross-cultural activities and • # and type of cross-cultural activities • Adequate resources Output 1.8 community dialogues and community dialogues in which • Willing participants • Activity reports
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Social integration is promoted through cross- migrant and host community • List of attendees at cross-cultural cultural activities participated by members of members participate activities and community dialogues both host and migrant communities (Lavrio) • # of migrant and host community • Post-activity survey findings/notes members participating in cross- cultural activities and community dialogues • Participant response regarding cross-cultural activities and community dialogues Output 1.9 • Landlords agree to rent to migrants 10 residents formerly staying at the Lavrio At least 10 individuals live autonomously by • Social workers’ feasibility study • Availability of work opportunities for Reception Centre, have resettled and are the end of the implementation period. • Migrant individual reports migrants integrated into Greek society (Lavrio) Output 1.10 • Contract with contractors Residents in Lavrio Reception Centre is # of migrants with access to food in Lavrio • Salary sheets provided with food • Delivery sheets
Activities Output 1.1: Migrant population in accommodation/reception centres are provided with basic health care, including health education, hygiene promotion and first aid
Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1.1.1 BHC consultations 1.1.2 Refer patients to secondary level of medical services when needed (referral form) 1.1.3 Accompany referred patients to services and get feedback from secondary level for medical files 1.1.4 Support transportation of patients to referral point (bus tickets, taxi voucher when needed) 1.1.5 Provide antenatal care to pregnant women 1.1.6 Provide dental services in Skaramagas centre 1.1.7 Provide gynaecological services in Skaramagas and Ritsona 1.1.8 Carry out vaccination campaign and/or routine vaccination in cooperation with Ministry of Health and other agencies 1.1.9 Implement health and hygiene promotion activities 1.1.10 Carry out first aid services by HRC Samaritans 1.1.11 Procure and distribute First Aid kits for Samaritans 1.1.12 Conduct First Aid training for the community 1.1.13 Training of community volunteers on health/hygiene promotion 1.1.14 Elaborate IEC materials and translate into Arabic and Farsi Output 1.2: Migrant population in accommodation/reception centres received psychosocial support (including non-specialized PSS, community and family support.) Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1.2.1 Make PSS available for migrants 1.2.2 Provide culturally appropriate group and individual PSS and supportive counselling
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1.2.3 Provide practical information for migrants 1.2.4 Provide casework services 1.2.5 Refer migrants to other services or agencies as required 1.2.6 Conduct outdoor games and recreational activities for different target groups, including football, volleyball, board games, cinema, etc. 1.2.7 Conduct skill-building/educational activities for different target groups, including workshops and language classes 1.2.8 Support migrants in organizing activities on their own Output 1.3: National staff and volunteers are equipped with skills and methods to facilitate relevant PSS activities for refugees and migrants Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1.3.1 Conduct relevant PSS for PSS staff and volunteers 1.3.2 Carry out on-the-job training and coaching of PSS staff and volunteers 1.3.3 Conduct volunteer management training in Lesvos Output 1.4: National staff and volunteers have access to PSS, including peer support Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1.4.1 Provide PSS support to staff and volunteers engaged in the operation through individual and group sessions, and peer support 1.4.2 Refer staff and volunteers to relevant services if/when needed Output 1.5 Migrant population in Kordelio has access to emergency water and sanitation until permanent infrastructure is in place. 1.5.1 Operate and maintain water supply system Output 1.6: Implementation of Red Cross programming is improved by taking into account migrant feedback and engaging them actively in the implementation of Red Cross activities Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1.6.1 Set up two-way communication channels (information kiosks, suggestion boxes, beneficiary satisfaction questionnaires, etc.) 1.6.2 Promote the set-up of committees participated by refugee/migrant population representatives 1.6.3 Conduct surveys and focus group discussions (FGD) among migrant population residing in centres for opinions, needs and suggestions regarding Red Cross services 1.6.4 Regularly compile and analyse information, and respond to migrants (from ODK data, hotline, surveys, FGDs, information kiosks, Red Cross staff and volunteers, and from suggestion boxes) 1.6.5 Promote active participation of migrant population in Red Cross activities at accommodation/reception sites through involvement of migrant volunteers and consultation with community leaders Output 1.7: The Lavrio Reception Centre provides safe and healthy living conditions to its 300 residents. Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1.7.1 Finalize the structural, MEP and architectural study 1.7.2 Acquire/rent and prepare temporary shelter for residents during the works 1.7.3 Obtain building permits 1.7.4 Tender for construction firms
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1.7.5 First relocation of residents 1.7.6 Structural works 1.7.7 MEP works 1.7.8 Architectural works 1.7.9 Submission of works documentation to authorities for certification 1.7.10 Second relocation of residents 1.6.11 Structural works 1.6.12 MEP works 1.6.13 Architectural works 1.6.14 Submission of works documentation to authorities for certification Output 1.8: Social integration is promoted through cross-cultural activities participated by members of both host and migrant communities. Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1.7.1 Conduct initial assessment for implementation of cross cultural activities 1.7.2 Conduct cross cultural activities and community dialogue for migrant and host community (exhibitions, video forums, culinary activities, etc.) Output 1.9: 10 residents formerly staying at the Lavrio Accommodation Centre, have settled and integrated into Greek society. Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1.8.1 Selection of residents 1.8.2 Develop resident integration strategy 1.8.3 Settlement and integration of former residents Output 1.10: Residents in Lavrio Reception Centre is provided food Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Purchase fresh food, prepare meals and provide to residents of Lavrio
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2. The Urban Approach
Needs analysis: While accommodation and reception centres temporarily house incoming migrant individuals and families, these locations do not present a long-term solution for suitable accommodation or daily family life. Since 2016, together with the government authorities and other NGOs, international humanitarian agencies have been engaged in relocating migrant families and individuals into urban centres. This aims to provide improved living conditions for these families as well as social amenities such as schools, hospitals and shops to help people regain a sense of normality in daily living. Under this revised plan of action, the Urban Approach aims to further support the Hellenic Red Cross to develop and deliver appropriate, efficient and cost-effective response to the needs of vulnerable migrant communities newly relocated to urban environments.
The aim of this Urban Approach is to support the Hellenic Red Cross (HRC) to develop and deliver an appropriate, efficient and cost effective response to support the needs of migrants living in urban environments. UNHCR, mainly, but also some other agencies and independent initiatives are currently engaged in the relocation of migrants into urban centres as part of a planned response to improve living conditions for the displaced population. The relocation scheme has moved 19,12927 migrants to urban accommodation as of January 2017. For 2017, UNHCR have plans to ask for funding from the European Union for a further 15,000 places. Organizations working with migrant communities in urban centres believe there are a further 4,000-5,000 migrants in Athens and around 600-800 in Thessaloniki who may be impoverished or living in informal and/or unsafe accommodation but no factual figures are available at this stage. In response to the rising need to support the increasing number of migrants living in urban centres, the preferred strategy of the Hellenic Red Cross (HRC) is to strengthen and reposition their existing services. By strengthening core services, the HRC will significantly increase their capacity to meet the needs of migrant communities and will also strengthen their overall operational capacity to provide high quality services that will also benefit other vulnerable groups as well. These will be carried out through the Multifunction Centres (MFCs) in Athens and Thessaloniki, the Educational Health Station in Athens (EHS providing primary health care services), Nursing at Home services (providing health outreach services) and mobile health teams. Population to be assisted: The principle target population will be migrants of all ages who live in urban settings and have difficulty in accessing up-to-date and accurate information and advice, accessing health services or who need direct support in integrating within communities where they have been relocated. Priority will be given to the most vulnerable groups to ensure the greatest impact from limited resources can be achieved. Therefore, services for the elderly, the disabled, and single headed households will be prioritized. It should also be noted that Greece has hosted a large number of documented and undocumented migrants for many years. In line with the Fundamental Principle of Impartiality, the Red Cross will seek to provide support to this group where crisis needs have been identified. Multi-Function Centres (MFCs) There are two Multi-Function Centres planned under the Urban Approach. One is based in Athens to serve the Athens/Attica region, while the other will be set up in Thessaloniki to serve the Northern region of Greece. The role of the MFC is to deliver a range of services to support migrants in their journey to more effectively integrate into Greek society as integration will benefit both the migrant and Greek community regardless of the duration of time any migrant spends in Greece. MFCs primarily provide a space for the migrant community to access Red Cross services, serving the following objectives as well. i. A centrally located and accessible entry point to Red Cross services for the migrant community. These include follow-up to casework services, orientation by trained volunteers, language support, psychosocial support (PSS), and access to Restoring Family Links (RFL) services. Each MFC will also provide outreach services to migrants in their vicinity who cannot easily access essential Red Cross services.
27 UNHCR data January 2017. Accommodation scheme.
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ii. MFCs provide a safe space for migrants to confidentially raise concerns regarding relocation of existing support mechanisms; to empower migrants to reassess their individual needs and determine the type of support they really need; to increase their confidence in Red Cross services; and, to regain their own autonomy in everyday living. iii. For HRC to better engage with both migrants and host communities in urban environments and understand their needs. With assistance as needed from trained staff and volunteers, this will include provision and receipt of relevant, timely and reliable information. iv. Through CEA services, MFCs can bring communities together for engagement and feedback for better programme planning, implementation and evaluation. The delivery of Red Cross services to the migrant community will take into account: early engagement with migrants to enhance service effectiveness; addressing issues early to prevent their escalation into crisis needs; acknowledging migrants are resilient and should be empowered to make their own choices; working in partnership with local authorities and other agencies; and, sustainability of services and how gains made can be maintained for the future. For many migrants, there is limited access information about services and rights in their own language, to be able to directly request assistance, to where their children can play safely. The Multi-Function Centre in Athens is centrally located in Exarchia for easy access to areas where foreign diaspora is located and where large migrant communities congregate. In the vicinity are also other relevant services such as refugee, medical and relocation accommodation services. As of mid-January 2017, around 6,684 migrants are estimated to be residing in the sites of Eleonas, Skaramagas, Elliniko, and Schisto, with many more placed in relocation schemes, living in private rental and unofficial residencies. If there is no dramatic change in migrant numbers, the MFC Athens estimates serving a possible 12,000 people per year through its hotline or at the centre itself. In Thessaloniki, the MFC is currently being planned and sourced, and expected to begin functioning by April 2017. It is estimated some 5,000 migrants are living in urban areas in Thessaloniki. If this number remains consistent, the Red Cross expects to provide related information to at least 1,250 people from host and migrant communities per year. Services available at the MFCs will assist migrants in strengthening their ability to cope and manage their needs and act as a conduit that facilitates access to appropriate support and effective integration into Greek society. These include: orientation with trained volunteers to support integration needs; safe and child-friendly spaces; information resources in different languages; support and advice on migration issues (‘migrant advice bureau’) in collaboration with the Greek Council for Refugees; social welfare services, psychosocial support; a telephone and Internet information service hotline in 12 different languages; Greek and English conversation courses and practice; homework assistance for school children; RFL services; and basic health care services. Where appropriate, caseworkers and volunteers may mobilize outreach services to meet migrant needs where there is a clear lack of direct service provision. This may include activity or gender-based group work to better support integration or to address issues of social isolation within the community. The Educational Health Station (EHS) and health outreach programme Access to basic health care is more difficult for migrants in urban areas than at accommodation/reception centres. Several factors influence access to health care such as knowledge of the existing facilities, complicated bureaucracy in accessing the Greek public health system, financial capacities for transportation and medicine, and language barriers. Supported by IFRC and partner national societies, the HRC seeks to increase its capacity to address this concern through: • The Educational Health Station (EHS) in Ambelokipi, Attica region providing primary health care services • The Health Outreach Programme in partnership with HRC’s existing Nursing at Home service in Ambelokipi for vulnerable Greek households. • In Thessaloniki, the health outreach programme will be adapted on a needs basis through mobile health teams who are currently providing health services at the sites in Nea Kavala and Kordelio. In addition, existing Nursing at Home service for vulnerable Greek households will be supported with possibilities to expand to support migrant population as needed. The target population for these services will be vulnerable migrants of all ages living in urban settings and who have difficulty accessing health services. Specifically, for the Nursing at Home services linked to the mobile health outreach program, the target population will be vulnerable people in the migrant, Greek and long-established immigrant communities who have mobility challenges or social problems. Direct recipients of these programme activities will be those with healthcare needs, while indirectly, their families
P a g e | 30 and social networks will benefit as well. These services will be supported in Attica in partnership with Spanish Red Cross, and in the Northern region (Thessaloniki and Kilkis) by the Finnish Red Cross mobile health team. It is estimated the total target population will be as follows: Health Services Target population Outreach services (Attica and Northern Greece) 6,400 Nursing at Home – Attica 668 Nursing at Home – Thessaloniki 150 Educational Health station 4,500
Opportunities and challenges: With the fluctuating numbers of migrants in urban settings, the Red Cross will need to continuously reassess their exact locations in Thessaloniki and Kilkis (Northern Greece) and in Chalkida and Athens (Attica region) to enable the effective and efficient organization of outreach services. The outreach approach supports the national health system through reducing pressure on existing health structures while avoiding creating a structure parallel to the public health care system. It also builds on the existing capacities and services of the HRC, of which the Nursing at Home service is well-respected and highly appreciated by the Greek population. These services will be further strengthened by the mobile outreach health service approach which will expand to encompass both host and migrant communities.
Objectives Indicators Means of Verification Assumptions Outcome 2 • # of visits to the MFCs • Sector registry/records Through provision of appropriate individual • # client visits by health outreach • Recipient satisfaction survey findings and community based interventions (health team in urban areas including MFC • Recipient satisfaction survey findings and PSS), dissemination of relevant • % of migrants surveyed in MFCs or information migrants’ vulnerability is reduced through urban approach who in urban environments. indicate relevance of Red Cross services for them Output 2.1 • # of information materials produced • Information materials • Adequate resources Red Cross provides relevant, timely and • # of calls to the hotline • Hotline registry reliable information connected to the main • # of visits to the virtual volunteer • Website metrics information needs of migrant communities platform Output 2.2 • # of beneficiary satisfaction surveys • Beneficiary satisfaction surveys Implementation of Red Cross programming is and focus group discussions • Findings from focus group Migrants are confident that the Red Cross improved by taking into account migrant conducted related to programmes discussions welcomes constructive feedback and is willing feedback and engage them actively in the provided by the Red Cross • List of migrant facilitators and to act on their suggestions implementation of Red Cross activities • # and type of feedback received volunteers supporting Red Cross through various Red Cross CEA activities/services channels • # of migrants engaged as facilitators and volunteers in implementing Red Cross services
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Output 2.3 • # and type of PSS service provided Monthly psychological and educational • Migrants value and attend the PSS Psychological support services are provided • # of children’s visits to structured support sessions and specific activities • Parents are able to attend with their • # of parenting or mother/father child children sessions and workshops conducted • Parents of migrant children are willing to help facilitate child activities
Output 2.4 # of people attending Greek and English Monthly educational activity report • Migrants are able to attend planned Integration and resilience of migrants are language classes educational activities enhanced through the provision of Greek and • Volunteer human resources are English language classes willing to deliver educational activities Output 2.5 • # of training sessions Monthly report • Good collaboration with Greek Staff and volunteers from Athens receive PSS • # of staff and volunteers (150) ODK registry Council of Refugees and other legal pre- and post-deployment as well as on a aid providers needs basis Output 2.6 • # of migrants received practical Monthly report Good collaboration with Greek Council of Migrants are offered practical assistance assistance ODK registry Refugees and other legal aid providers (migrant advice bureau, administrative, etc.) • # of face to face casework interventions including referrals, RFL requests, personalized service that compliments self- help by explaining legal rights, available services and how to access these Output 2.7 • # of consultations registered at the • Health registry • Continued support and cooperation Health care services to meet the needs of EHS • Vaccination registry from the Ministry of Health vulnerable migrants are provided by the Red • # of vaccinations • Sector registry • No major disease outbreaks Cross • # of referral cases to secondary level • Health outreach records • Availability of Ministry of Health healthcare • List of health promotion/hygiene resources • # accompanied referrals promotion sessions • # of client visits by health outreach team (basic health care consultations registered during health outreach ) • # of Nursing at Home visits • # of health promotion/hygiene promotion sessions • # of participants health promotion/hygiene promotion sessions Output 2.8 • # and type of cross-cultural activities • List of cross-cultural activities and Social integration is promoted through cross- and community dialogues in which community dialogues cultural activities participated by members of migrant and host community • Activity reports both host and migrant communities members participate • List of attendees at cross-cultural activities and community dialogues
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• # of migrant and host community • Post-activity survey findings/notes members participating in cross- cultural activities and community dialogues • Participant response regarding cross-cultural activities and community dialogues
Activities Output 2.1 Red Cross provides relevant, timely and reliable information connected to the main information needs of migrant communities Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 MFC Athens 2.1.1 Establish information counter containing relevant and accurate information 2.1.2 Ensure service directory is available and used by social workers, and telephone hotline 2.1.3 Conduct case work services 2.1.4 Operate telephone hotline with multi-lingual interpreters Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 MFC Thessaloniki 2.1.5 Identify premises for multi-function centre in Thessaloniki and set up MFC office space and public service areas 2.1.6 Establish resource centre for migrants with public access during office hours 2.1.7 Deliver integration services to migrants referred by partner organizations and health outreach teams 2.1.8 Develop resources for migrant population (e.g. guides and information leaflets) 2.1.9 Recruit volunteers as cultural mediators to support assisted orientation services 2.1.10 Deliver assisted orientation services supported by trained cultural mediators 2.1.11 Review impact of assisted orientation service 2.1.12 Evaluate assisted orientation services supported by trained cultural mediators 2.1.13 Establish confidential database to collect basic information on client services 2.1.14 Train staff and volunteers including cultural awareness, client confidentiality, working with interpreters, basic first aid Output 2.2: Implementation of Red Cross programming is improved by taking into account migrant feedback and engage them actively in the implementation of Red Cross activities Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 2.2.1 Set up 2-way communication channels (billboards, information kiosk, suggestion boxes, BSS questionnaires) in centres where Red Cross implement its programs
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2.2.2 Conduct surveys and focus group discussions (FGDs) among migrant population and host communities to know their opinions, needs and suggestions regarding the services that Red Cross provides. 2.2.3 Regular compilation, analysis and response to migrants and host community feedback (from ODK monitoring templates, hotline, surveys and FGD, information kiosks, Red Cross staff and volunteers, and from suggestion boxes) 2.2.4 Promotion of the active participation of migrant population and host communities in the definition and implementation of activities of the MFC (volunteers from migrant and host communities and setting up of committees) Output 2.3 Psychological support services are provided Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 2.3.1 Training of psychological therapist using personal recovery model 2.3.2 Clinical supervision of psychological therapist 2.3.3 Conduct sensitization sessions to increase awareness of MHPSS issues among staff and migrants 2.3.4 Conduct referral training for centre staff 2.3.5 Conduct individual and group sessions 2.3.6 Thessaloniki MFC – health outreach team provides PSS consultations Output 2.4 Integration and resilience of migrants are enhanced through the provision of Greek and English language classes Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 2.4.1 Conduct Greek and English courses Output 2.5: Staff and volunteers from Athens receive PSS pre- and post-deployment training as well as on a needs basis Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 2.5.1 Conduct group psychoeducational and coping workshops in Athens 2.5.2 Conduct individual and team resilience sessions in Athens 2.5.3 Front line staff and volunteers trained in protection related issues relevant to their field of work, such as cultural awareness, information and referrals to appropriate services, psychosocial support, working with interpreters, client confidentiality Output 2.6: Migrants are offered practical assistance (paralegal, administrative, etc.) Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 2.6.1 Ensure facilities are equipped with computers/internet/email for self-service 2.6.2 Provide individual or group orientation and clarification Output 2.7: Health care services to meet the needs of vulnerable migrants are provided by the Red Cross Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 2.7.1 Hold consultations at the EHS 2.7.2 Vaccinate children
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2.7.3 Refer patients to secondary level of health services 2.7.4 Carry out assessments in Thessaloniki, Kilkis and Attica 2.7.5 Health outreach team conducts consultations in identified areas 2.7.6 Transfer children to the vaccination programme 2.7.7 Refer patients to secondary health care level accompanied by translators and cultural mediators 2.7.8 Conduct household Nursing at Home services for vulnerable migrant and host population households Output 2.8: Social integration is promoted through cross-cultural activities participated by members of both host and migrant communities (MFC) Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 2.8.1 Identify type of activities and resource persons 2.8.2 Conduct intercultural activities and community dialogues participated by migrant and host community members
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3. Building Bridges Needs Analysis: Greece has long been a primary gateway for immigrants, particularly those coming across the sea. Traditionally, Greek people have demonstrated strong solidarity with refugees and migrants, with the general population sympathetic towards the circumstances faced by most migrants. However, the large numbers of incoming migrants with no clear strategy by the authorities regarding the future of the migrant population combined with the uncertain economic and social climate in the country, the situation is exacerbating existing tensions. This is particularly worrying in the islands where small populations are now living together with thousands of refugees and migrants. As such, there is a need to build bridges between the host and migrant communities to both reduce tension, and facilitate inclusion and understanding. The Hellenic Red Cross (HRC) is opportunely placed to work with both host and migrant communities in raising awareness, promoting greater understanding and mitigating hostility. Also, the National Society’s role as auxiliary to the government, gives it a strong position to advocate for quality accommodation and access to services for both Greek and migrant communities. These endeavours will help build the HRC brand in-country, and help facilitate programmes and access to recipient communities while building partnerships and enhancing funding opportunities for the National Society in the long term.
Under this revised plan of action, the Building Bridges block aims to support the Hellenic Red Cross in increasing acceptance of migrants and refugees among Greek communities through an integrated approach using community engagement and accountability (CEA) activities and public campaigns to raise awareness and mutual understanding.
The aim of the Building Bridges approach is to support HRC to effectively promote increased understanding and acceptance of migrants and refugees through direct engagement with sectors of the community which influence critical aspects of integration including housing and accommodation, employment, education and access to services. These targeted audiences include property owners/real estate agents, small business owners, teachers and municipalities. This aligns and specifically complements activities and support services planned under the Urban Approach with a focus on migrant and refugee clients/audiences. The HRC is opportunely placed to deliver this outreach to host communities, because volunteers and branches are Greek communities and provide both existing insight and access to the broader Greek community/public, with potential to expand. In addition, the National Society’s role as auxiliary to the government, gives it a strong position to raise awareness and advocate for migrant rights, quality accommodation and access to services for both Greek and migrant communities. These endeavours will help build the Hellenic Red Cross (HRC) brand in-country, and help facilitate programmes and access to recipient communities while building partnerships and enhancing funding opportunities for the National Society in the long term. Population to be assisted: Among the main groups who are selected for participation under this building block are: • Greek host communities: with tailored materials for key target groups, such as small business owners, landlords, teachers, and neighbouring communities • Migrants and refugees: with greater orientation and information on how to access services and to integrate with Greek host communities • Red Cross branch staff and volunteers: as ambassadors with training and materials on how to better advocate for greater harmony and understanding among their own networks • Government authorities • Partner organizations and donors • European neighbour states and audiences as a whole Building Bridges focuses on creating opportunities for positive interaction between migrants, refugees and Greek communities through campaigns, inter-cultural activities facilitated via the MFCs and Lavrio accommodation centre, inter-agency inter-cultural events, and access to practical information. Volunteers and branches are key to outreach with communities, and will be equipped with information and material to engage their communities directly through direct outreach, and “word of mouth” advocacy and
P a g e | 36 sensitization. Building Bridges delivers on the increasing acceptance of migrants and refugees in Greece, and also supports regional efforts of National Societies to do the same. Three cross-cutting areas will be the focus of Building Bridges in achieving its objectives: • Communication: Understanding public perception will help develop suitable activities, campaigns and communication materials. Using a baseline survey, the Red Cross will be better able to design more effective materials per target audience; monitor and evaluate outreach efforts; and give credence to the Red Cross as a true community-based organization. The baseline survey will also serve to measure impact of service delivery, together with feedback from stakeholders, media monitoring and digital metrics. • Community engagement and accountability (CEA): CEA will be included in all components of the revised plan of action. This includes identifying CEA focal points at individual reception and multi-function centres. These officers will (1) facilitate communication among migrants, refugees and host communities; (2) establish effective feedback mechanisms; (3) help inform strategic development of communications channels; and, (4) coordinate interactive multi-cultural activities among migrant and Greek communities for greater mutual understanding. • Volunteers: Red Cross branch staff and volunteers will be pivotal in understanding the current context and needs of individual communities. Both staff and volunteers will also play a key role as Red Cross ambassadors in public awareness-raising and sensitization campaigns. Integration: Building Bridges is a transversal approach to engagement and outreach. Public awareness campaigns, communications and sensitization events for a broader public audience can be delivered from HQ. For specific inter-cultural activities between migrants and Greeks, the Multi-Function Centres (MFCs) play a key role in hosting and facilitating activities. As such, the Urban Approach building block will have provision for budget and indicators that support the Building Bridges objective to increase acceptance of migrants and refugees. For instance, CEA officers will have remit in their roles to deliver activities. Activities that will be conducted to achieve the aims of the Building Bridges component include: 1. Research on public perceptions of migrants and refugees: This research provides institutional rigor in the Building Bridges approach, and will inform strategy for CEA, advocacy and communications, policy guidance for operation in Greece, and the broader European context; it also underpins monitoring and evaluation as a baseline survey, and as an opportunity for the Red Cross for greater visibility in both Greece and European markets. 2. Sensitization material: This include a sensitization manual for key audiences with potential for direct relationship with migrants and refugees, who influence access to key sectors of integration including housing market, employment and education—landlords, small business owners, and teachers. 3. Media campaigns: A campaign for the Greek public based on findings of research, targeting online media to promote solidarity between Greek and migrant communities, using an approach which profiles ordinary Greek citizens talking to Greek audiences about their experience and understanding, and addresses misconceptions, concerns about migration, and also profiles positive interaction. 4. Inter-agency sensitization events: In collaboration with Save the Children, International Rescue Committee, CARE and Oxfam, Red Cross is planning a Refugee Week- type event or series of events aimed at sensitizing Greek communities and providing opportunities for interaction between Greek and migrant communities. These are standard sensitization actions common across all European countries. 5. Cross cultural events: Cultural activities, arts and sporting events are a positive point of interaction between migrant and Greek communities, promoting common ground, cooperation and respect among between different communities, and opportunities for leaders from both communities to lead on interaction and social inclusion. Activities hosted by MFCs and facilitated by CEA staff in the urban environment and budgeted in the Urban Approach will include conversations for language-building, sporting events, film nights and other self-led activities from these communities.
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6. Website: The HRC’s website will be updated and be more inclusive of stakeholders and audiences, to provide easily accessible information for Greek communities, media, migrants, partners and donors. 7. Volunteer print newsletter: To encourage more effective outreach, branches and volunteers will take on the role of ambassadors and informally carry the message of sensitization to their communities, while also improving branch and volunteer engagement, knowledge and understanding of HRC, and promote dialogue between branches, HQ and divisions. 8. Branch outreach material: By providing communication materials, branding and training to key branches, branches can undertake their own activities and sensitization within their community, breaking down myths and understanding concerns about migration, and also building the reputation of the National Society. Locations: Because the primary audience of Building Bridges is Greek host and migrant communities, activities will be delivered from Lavrio, multi-functional centres, and also in communities lead out by branches. Public campaigns will be delivered from Athens and Thessaloniki, targeting Greek communities in each city in proximity to Red Cross services delivered in urban areas, and communities with significant population of migrants and refugees living in the community. Monitoring for engagement and impact will be underpinned by baseline surveys, feedback surveys from audiences, media monitoring and digital metrics. This work will be carried out by a consultant, and managed by the communications delegate.
Objectives Indicators Sources of verification Assumptions Outcome 3: • 150,000 people reached via public • Base line survey • Support from HRC governance to Targeted Greek audiences have increased awareness campaigns • Social media metrics, media coverage establish and resource necessary opportunity to access information, events and • positive feedback from inter agency and web analytics communications channels activities which promote greater event attendees • Feedback surveys conducted at • Integration of communications and CEA understanding and acceptance of migrants intercultural events approach across operation and refugees • Feedback survey conducted by MFC CEA facilitators inter cultural activity Output 3.1: • materials produced and delivered to • Receipt of delivery of materials to target • Support from HRC governance to Campaigns are delivered, targeting key stakeholders, small business owners x audiences establish and resource necessary external audiences resulting in the provision 80, landlords/estate agents x 80, • Social media metrics, media coverage communications channels of communications and operational municipalities x 6. and web analytics information and materials to promote • 150,000 people reached across media • Event feedback survey acceptance and social inclusion and digital media • positive feedback from inter agency events Output 3.2: • Launch of new website • Social media metrics and web analytics • Support from HRC governance to Digital channels are established, including • Launch of 2 social media channels establish and resource necessary website upgrade and social media accounts, • sustained growth in viewers/followers communications channels resulting in Greek audiences having monthly increased access to information via these channels Output 3.3: • Volunteer feedback on print magazine • Feedback survey • Support from HRC governance to Internal communication for volunteer and • 3 community outreach events instigated • Branch reporting on outreach establish and resource necessary branch engagement is established, resulting by targeted branches using Building communications channels in volunteers, and branches having increased Bridges material • Support from branches access to information via these channels Activities
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Output 3.1: Campaigns are delivered, targeting key external audiences to provide information and materials to promote acceptance and social inclusion Activities 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Month 3.1.1 Research on public perceptions of migrants and refugees 3.1.2 Sensitization material for stakeholders (municipalities, real estate and property owners, small business owners) 3.1.3 Media launch sensitization campaign 3.1.4 Inter-agency events Output 3.2: Establish digital channels – website upgrade and social media accounts Activities 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Month 3.2.1 Conduct internal consultation on web needs 3.2.2 Tender and engagement of web designer 3.2.3 Update web content and launch of website 3.2.4 Report monthly on engagement and impact Output 3.3: Internal communication for volunteer and branch engagement is established, resulting in volunteers, and branches having increased access to information via these channels Activities 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Month 3.3.1 Volunteer quarterly print magazine 3.3.1.1 Design print magazine concepts 3.3.1.2 Launch quarterly print magazine 3.3.1.5 Review engagement 3.3.2 Materials for branch community outreach 3.3.2.1 Consult key branches (Chalkida, Kilkis, Lesvos) 3.3.2.2 Deliver outreach materials and trainings to branches 3.3.2.3 Evaluate outreach activities
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4. Basic Assistance Relief At the core of the Basic Assistance approach is to meet needs through identifying and consistently providing migrants with necessary food and non-food items. While the provision of in-kind goods is being phased out and replaced with the provision of multi-purpose cash grants, the distribution of some 7,000 ‘Syria type food parcels’28 is still on- going under the framework of the previous Appeal and is expected to be completed by end of April 2017. The provision of the food parcels are currently taking place where there are established cooking facilities. From December 2016 - January 2017, a total of 736 food parcels have been distributed in the Multi-function Centre in Athens, Lavrio, UAM shelter in Patras, Ritsona, Alexandria (northern Greece), Filoxenia (Thessaloniki), and Kos island. Cash Transfer Programme The Cash Transfer Programme is divided into two categories – 1) Host Community Cash Transfer Programme; and 2) Migrant Community Cash Transfer Programme. 1. Host Community Cash Transfer Programme Needs analysis: Greece continues to face a protracted economic and financial crisis of its own which has resulted in economic recession, high unemployment, decline of household incomes and an increase of poverty rates. State social benefits and programmes target cases of extreme poverty, and do not address the needs of households bordering on the poverty line. As such, previously middle-class households have now become economically vulnerable, but are not included in these social programmes. At home, electricity has become a premium as many of these households cut back on heating in the winter, leave bills unpaid or simply cut off their power supply due to their inability to meet the bills.29 Some other coping mechanisms include burning of unsuitable and dangerous materials (i.e. charcoal) in fireplaces which pollute the environment and even lead to death due to carbon monoxide poisoning. This exposes households not only to the cold and its related health consequences, but also undercuts efforts to retain a normal daily life. Location of services: Under the Host Community CTP, assessments are currently ongoing to determine sites for implementation. Priority, however, is being given to locations where the Red Cross is already serving the migrant community. Each site will also require the presence of trained Red Cross staff and volunteers to facilitate the programme. People to be assisted: There are two groups of target recipients. Under the Host Community CTP, up to 2,000 target vulnerable households come from the host Greek community which include mainly senior citizens, families with dependents, and those unable to find gainful employment for a long time. Other criteria for eligibility is set by the HRC Social Welfare Division. The programme: The Hellenic Red Cross plans to implement a Winter Cash Transfer project for vulnerable Greek households in 2017-2018. The aim of this project is to help target vulnerable households cope with the unseasonal winter by supplementing heating and electricity costs, together with appropriate household linens or warm clothing. Target recipients: This programme seeks to serve 2,000 households in four locations where HRC has branches. Criteria for the target 2,000 vulnerable households is the same as for the 2016-2017 Winter Cash Transfer Programme, and is set by the Social Welfare Division of HRC, in line with State criteria. These include: o Senior citizens with an annual income of below €6,500 o Families with two adults and two dependent children (with disabilities or chronic disease of either adult or child) with an annual income of €13,800 and below o Single parent families with at least one dependent child (with disabilities or chronic disease of either adult or child) with an annual income of €8,000
28 These items were initially slated to be distributed in August 2016 in conjunction with the joint interagency strategy of establishing communal kitchens at some of the sites in order to permit migrants to to cook, maintain a level of self-determination, and provide an additional activity during the day. However, this plan was not able to materialize in some sites due to various reasons. The specifications of the ‘Syria food parcel’ follow those designed for the Syria Operation which consist of cooking items which are culturally appropriate. 29 Source: The World Bank, Social Protection and Labour Global Practice, Greece Social Welfare Review. Weathering the Crisis: Reducing the Gaps in Social Protection in Greece, October 2016, p.37.
P a g e | 40 o Families with three children or more (with disabilities or chronic disease of either adult or child) with an annual income of €13,800 o Long unemployed family breadwinners with an unemployment card Priority is also given to recipients who pay rent or pay a main residence bank loan. These target households are selected among those already being reached with services of the HRC branches supporting migrant centres, or will be assessed and selected with the cooperation and support from the municipal authorities’ social services. As mentioned, HRC social workers will assist the selection process to ensure compliance with the set criteria, and collect necessary documentation to register new recipients. Selection of locations for implementation is still under assessment. The HRC CTP team will focus on locations where there is a HRC branch with administration and/or social work staff and volunteers to support the selection process and the distributions. Priority will be given to locations where the HRC branches have been actively involved to the emergency appeal operation in refugee camps. HRC role in implementation With technical support from IFRC, HRC staff and volunteers carry out the preparation, assessment and implementation of this project. Social workers at branch level are also being sought to support roll-out of the project, and help select recipient households. Including time for assessments, preparation and selection of households, this programme is expected to last six months. Actual transfer of cash will be conducted in three monthly installments from October through December 2017. HRC branch staff and volunteers will be briefed about project objectives, implementation and FAQs, and conduct all activities, including community engagement and accountability (CEA). The HRC CTP team is based in Athens, and use HRC fleet or external car/taxi services as necessary. Local travel will be needed in visiting branches where assessments, preparation, distribution and post-distribution monitoring will be conducted. Cash transfers proper In terms of value, the amounts for the previous 2016-2017 programme will be used, according to family size. It is estimated and budgeted at €80 for overall heating (€50) and electricity (€30) per household. €40 is budgeted for one to five individual household members while the sixth and seventh member is budgeted for at €25. Feedback has been positive from recipients on these amounts from the previous programme. An overview of (i) estimated expenses and (ii) amounts transferred on a monthly basis are below:
Estimated expenses supported by the Winter Cash Transfer project Winter cash transfer programme: Amounts transferred per family size monthly Per household Cost € Family size 1 2 3 4 5 6 7 + Heating expenses 50 Electricity supplement 30 Transfer value Individual household member (1-5) 40 Amount €120 €160 €200 €240 €280 €305 €330 Individual household member (6-7) 25
Possible means of transferring the cash could be prepaid cards, bank transfers or through cash envelopes which will be decided based on HRC capacities and cost- effectiveness criteria. In order to further inform stakeholders regarding the programme, HRC can organize a press conference with donors and partners present, to inform the public, and strengthen its visibility and branding. Monitoring and evaluation The project will be mainly monitored by the HRC branches with the support of volunteers and when necessary with the presence of the HRC CTP team member(s) or support from a near HRC branch/service that have been involved in the current winter project and carries this previous experience. In terms of exit strategy, this short-term project’s clear objectives, targets and timeframe will facilitate its closure without doing harm or creating unrealistic expectations among stakeholders in the future.
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2. Migrant Community Cash Transfer Programme Needs analysis: CTP has been part of the modalities in assisting the migrant population under this plan of action. Its role is, however, to be expanded with the distribution of food and non-food items being phased out. Given the evolving nature of this operation and the bid to empower and restore the dignity and independence of migrant communities, cash transfer programmes are highly feasible with the availability of functioning markets and relocation of migrant families to urban settings. The use of cash transfer programmes (CTP) is currently replacing the distribution of food and non-food items. The new phase of the cash transfer programming (CTP) is based on the request of the Greek government to move from in-kind support for basic needs through food and non-food items (NFIs) to the provision of a monthly unconditional Multi- Purpose Cash Assistance (MPCA) to Extremely Vulnerable Individuals (EVIs) living in camps, to meet their basic needs. Since early November 2016, the Ministry of Migration took upon itself to harmonize cash transfers across the country. As such, all cash-based programmes under this operation are standard in their programme definitions, communication materials and transfer amounts. To date, there are nine organizations implementing CTP, including IFRC, UNHCR and other international organizations. Migrant recipients are distributed debit cards which are loaded on a monthly basis, or restricted cash vouchers, with standard amounts according to the profile and needs of the household, depending on location and site-specific needs on both mainland and the islands. By November 2016, over 6,500 families living in formal migrant centres and urban locations were being assisted with cash grants. From April 2017, it has been agreed that migrant communities in centres where catering facilities have been discontinued, will receive higher amounts (to be determined) to cover the shortfall in food supply. Target population: The aim of the humanitarian community is to provide the newly arrived refugee populations with support for their basic needs until they can be integrated into the Greek society (and so can access work and Greek government support), or are resettled in a third country. A significant issue is people who do not have official government papers allowing them to stay in Greece. This is mainly due to people choosing not to enter the official asylum process, though there are some people are in the system who have lost their papers. Under this revised plan of action, only people who have official Greek government papers will be considered eligible for CTP. Working in coordination: The Red Cross is one of some nine international organizations implementing the CTP modality, including UNHCR, Catholic Relief Services (CRS), International Rescue Committee (IRC), Samaritan’s Purse, Oxfam, and Mercy Corps. The Red Cross is also part of an active Cash Working Group working, together with other cash actors and government bodies to harmonize CTP processes, procedures and methodology across the country. The current program was has been supported by the Austrian, British, Danish, Finnish and Spanish Red Cross partner national societies who collectively deployed six delegates to support the implementation of the activities. The CTP team itself comprises a HRC coordinator, cash coordinator, information manager, field team leader and Arabic-speaking officers. Amounts planned for distribution need to be harmonized among all partners and agreed by the Ministry of Migration. Currently, the cash transfer values in place are divided into two categories: Cash assistance amount provided (in €) Family size Recipients in centres who are Recipients in centres who have to provided food buy and cook their own food Individual over 18 years 90 150 Couple or parent and child 140 280 Family of three 190 340 Family of four 240 400 Family of five 290 450 Family of six 310 500 Family of seven 330 550 Family of eight or more 330 550
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Post-distribution monitoring will be conducted to ascertain if the above amounts are sufficient to cover all food needs as anticipated. Cross-cutting issues: The Red Cross’ primary motivation in any crisis response is to save lives, to alleviate human suffering and to support the right to life with dignity; therefore, all action is guided by the Fundamental Principles. To this end, the IFRC is committed to abiding by a set of minimum standard commitments to gender and diversity in programming. These standards are arranged around four key elements: dignity, access, participation and safety (DAPS) for all, especially for the vulnerable. Efforts in line with this guiding principle, are considered and built into the programme, some of which include the following: • disseminating information and consulting separately with women and men • ensuring distribution points are designed and adapted so that everyone especially pregnant and lactating women, older people and people with disabilities, can access them • register the full details of both adult family members as two heads of household (female and male) to demonstrate that their signatures and participation are equally valuable and necessary; • establish a recipient feedback and complaints system which is accessible for women and men, including those from marginalized groups. For example, both women and men staff are available to address complaints; the system does not rely solely on written complaints for those with higher levels of illiteracy; consideration is given to the times of day the feedback desk/office is open to accommodate greater access for everyone; and the location of the feedback desk/office has been considered from a safety and confidentiality point of view Red Cross interventions From November 2016 through January 2017, the IFRC cash team reached some 1,547 households in Athens (Ritsona), and the North (Kalochori, Oreokastro30, Sindos Frakaport, Sindos Kamalis, Softex Kordelio, Piera) with debit cards, which will continue until April 2017. At present, organizations using the CTP modality include IFRC, HRC, UNHCR/Catholic Relief Services (CRS), International Rescue Committee (IRC), Mercy Corps, Oxfam, and Samaritan’s Purse. IFRC is currently in discussions with UNHCR and other partners (IRC, CRS, Mercy Corps) on the future implementation of cash-based interventions in Greece, targeting migrants in the sites and urban settings. Host communities • % of households with negative • Post distribution monitoring surveys • Political authorities at national and coping mechanisms reduced (i.e. • Final Evaluations local levels are willing to accept cash Outcome 4: burning unsuitable and dangerous transfer programing in their area. The selected households have access to materials in fireplaces, using coal to • Socioeconomic conditions do not heating and other means of keeping warm warm the house, not having deteriorate in targeted area. without adopting harmful strategies satisfactory heating, not using • No natural disaster affects the heating at all to save money for targeted locations during the project. other needs, etc.) • % of households who used money for heating • % of households who used money to supplement to their electricity bill. • % of households who use money to purchase necessary winter items to keep warm
30 Oreokastro was closed in January 2017.
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Output 4.1 • # debit cards distributed (1,000) • Red Cross registration and distribution • Red Cross staff (at least 2 persons Vulnerable households received • % of total cash amount spent summary forms on a national level and presence of unconditional cash assistance through debit • % of households received cash • Financial reports from delivery one social worker in each location) cards transfers on time mechanism providers and volunteers are available to • Feedback/complaints system reports implement the project as planned. • Post-distribution monitoring Output 4.2 • # debit cards distributed • Post distribution monitoring surveys Migrants received unconditional cash • % of total cash amount spent • Final Evaluations assistance through debit cards • % of households received cash transfers on time 5. National Society Development Output 4.1 Vulnerable host Greek households received unconditional cash assistance through debit cards Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 4.1.1 Distribute unconditional cash assistance to vulnerable households through debit cards 4.1.2 Promote advocacy and sensitization on cash programming at a central level (Ministry of Labour) 4.1.3 Assessment 4.1.4 Conduct final selection of HRC branches/locations 4.1.5 Conduct advocacy and sensitization on cash programming at the local level (local authorities) 4.1.6 Recruit and train staff and volunteers 4.1.7 Identify and register recipients for the programme 4.1.8 Prepare and disseminate communication tools (including feedback/complaint system) to recipients and other stakeholders 4.1.9 Conduct a CTP Level II training for HRC staff 4.1.10 Prepare and distribute cash 4.1.11 Conduct exit surveys 4.1.12 Conduct post-distribution monitoring 4.1.13 Carry out end of project evaluation/lessons learnt/potential revision of SOPs Output 4.2 Migrants received unconditional cash assistance through debit cards 4.2.1 Site mobilization/orientation on CTP intervention and selection of beneficiaries (registration and verification) 4.2.2 Prepare and distribute cash 4.2.3 Conduct exit surveys 4.2.4 Conduct post-distribution monitoring 4.2.5 Carry out end of project evaluation/lessons learnt/potential revision of SOPs Needs analysis: During the last few years, the Hellenic Red Cross has suffered a serious institutional and financial crisis that is being followed up by the IFRC Compliance and Mediation Committee (CMC). The IFRC Europe Regional Office has been providing support to the HRC since 2011 when the Secretary General of the Hellenic Red Cross Society requested support from the IFRC in overcoming some of the challenges that the NS has been facing. The situation is not solved yet. The ongoing legal litigation among
P a g e | 44 different parties has led to an institutional paralysis as the current Board of the HRC has a limited mandate; the revised status of the HRC have not entered into force yet; and elections to ensure a full-capacity Governing Board have not taken place. The Hellenic Red Cross, following the suggestion of the CMC; developed a comprehensive “Business/Recovery Plan” supported by Pricewaterhouse & Coopers (PWC). Unfortunately, due to the ongoing legal litigation and institutional paralysis, most of the reforms proposed by the Plan have not been implemented, leaving the Hellenic Red Cross in a situation of legal, financial and institutional stagnation. In this particular context, it is not possible to agree, define and implement a full-fledged organizational development (OD) plan to support the Hellenic Red Cross. However, developing the capacity of the Hellenic Red Cross (HRC) is an integral component of the appeal as the impact of the operations is dependent on the strength of the National Society. Given the dispersed locations of the operation, well-functioning HRC branches and volunteers teams are key to the effective delivery of services on the ground. Therefore, capacity building efforts will focus on strengthening the volunteer network and management mechanisms, improving overall processes and support systems, equipping HRC staff and volunteers with adequate skills and knowledge and equipping the HRC with necessary equipment and facilities with the aim of providing sustainable solutions for the National Society in the longer term.
Under this revised plan of action, the IFRC will support Hellenic Red Cross in strengthening its volunteer network and management systems, and improve its operational support services with the aim of providing sustainable solutions in the longer-term. National Society Development activities will primarily be focused at the HRC Headquarters in Athens with direct and indirect linkages with respective HRC branches involved in this operation. Population to be assisted: HRC staff and volunteers will be the direct recipients of this intervention, indirectly serving the migrants of this operation. Partner coordination: The Swiss Red Cross has committed to supporting the National Society Development in the implementation and training of the LogIC Warehouse Inventory System for the HRC staff. Hellenic Red Cross welcomes other Partner National Societies to support the other components. 1. Volunteer Management HRC has created for the very first time, a targeted volunteer pool to meet the needs of the migration operation, since October 2015. So far, 1,262 Red Cross volunteers have supported the activities in all the operational sites, offering 129,965 hours of voluntary work (as of December 2016). From this total number, 862 were existing volunteers from all the HRC Divisions (Nursing, Samaritans/Rescue and Social Welfare) and 400 new Red Cross Volunteers have been trained and specialized to support the different operational sectors. The volunteer management approach aims to set up a Volunteer Management Model (VMM) within the migration operation, which would promote common volunteering practices and standards. Within this scope, the Fast Track Training31 model was introduced in the beginning of the operation and formed the basis of training the volunteers. Considering how the operation has developed, in particular the success of mobilizing the participation of migrant volunteers across all sites, there is a need to offer a more targeted and standardized approach in the recruitment, training and management of migrant volunteers living in the sites and those in the urban areas using the same model. Therefore, the VMM will continue to assess needs and build the volunteering capacity of the HRC, including the migrant volunteers, for the operation and HRC branches involved. The VMM will focus on the following: • Further expand the structure of the volunteer management team (VMT). The VMT cooperates with all the operational sectors and HRC divisions/branches in ensuring adequate recruitment and training of volunteers as needed. Lack of human resources for volunteer management has made it challenging in recruiting volunteers in remote areas and retaining volunteers across the country. Given the dispersed geographical locations of the operation, it is important to ensure that key volunteer management
31 This training course is structured in five sessions of four hours each (20 hours in total). The topics covered in this training include the Red Cross Movement and sector approaches.
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support is available in strategic locations. The VMT will provide technical advice on voluntary policy issues during the operation, consisting of: one volunteer manager, one volunteer officer covering Attica and the islands, and one more for northern Greece. • Standardize volunteer policy for the HRC with a Volunteer Management Manual comprising volunteer policy, the Code of Conduct and all the necessary guidelines for recruitment and management of volunteers within the operation. • Promote volunteerism and increase recruitment of new volunteers in the NS through national and local campaigns. Strong collaborations with the communications and CEA teams are important in driving this forward. • Draft training curriculum for the HRC volunteers according to the needs of the programmes for natives as well as for migrant volunteers. The migrant volunteers will be trained in English or in their native language whenever an interpreter is available. • Implement basic training for Red Cross and migrants’ volunteers. 8 basic training sessions for 20 Red Cross volunteers each (7 courses/4hrs each). 8 basic training sessions for 10 migrant volunteers each (5 courses/3hrs each). • Set up a new centralized national-wide web database for all the HRC volunteers, with updated volunteer profiles, skills and availability for improved and efficient volunteer mobilization. • Cooperate with educational institutions and the corporate sector for the sensitization of their students/professors/staff on migration issues in addition to attracting potential volunteers 2. Logistics Presently, the HRC staff working in logistics continue to support the operation and responding to different programmes, guided by the expertise of in-country IFRC logisticians. However, there has been no proper assessment of these capacities as yet, given the demands of the current operation. With the support of HRC management, it is planned to assess the potential for developing this area in the HRC, and establish a plan for action in order to prepare for future needs. These would include: 1. Developing technical logistics capacities during emergency and normal times, such as response and preparedness for emergencies, procurement and sourcing, warehouse and fleet management 2. Supporting the establishment, maintenance and use of a coherent and consistent logistics system 3. Strengthening National Society interaction and coordination with the global Federation-wide logistics system It is proposed that with support from the IFRC Regional Office and other Red Cross partners, a clear assessment of the HRC’s present and potential capacity for logistics development should be conducted. Findings and recommendations should be shared and discussed with HRC management, and following agreement and approval, a plan of action together with a budget developed and shared with partners for funding and implementation. Staff and volunteers should be trained both at headquarters and branch levels, especially as the latter is usually at the frontline of any response. A training of trainers (TOT) is also recommended in order to ensure sustainability over the longer term as well as to ensure ownership and empowerment for self-development within the National Society. Progress and the need for alterations can be measured through establishment of a baseline at the time of assessment. Used to both inform the plan of action as well as provide a yardstick by which future endeavours can be determined, this may be used to help fine-tune tools, methodology and overall planning as needed. A training and the implementation of IFRC Warehouse Management tool “LogIC” (Logistics inventory and Control System) will be organized and conducted with funding and technical support of Swiss Red Cross. One specialist will be deployed to Greece for a period of two weeks in mid-February 2017 to train the HRC Logistics/Warehouse team on the operating system for proper monitoring of stocks and reporting. 3. Administration, Finance and Information Technology (IT)
P a g e | 46 a. Administration and finance While progress in administration and financial processes has been made, IFRC continues to support HRC in its procedures, modernization and upgrading of the National Society’s current administration and finance systems. In its present state, the accounting system used by the HRC is only able to cater to a limited number of users and is ill- equipped to reach international requirements. Software systems and server upgrades are necessary to increase and optimize finance and administrative works. Several complementary services such as Payroll, Accounting and Human Resources are currently working independently of each other, therefore it would help all systems to be linked. The addition of an automated system to manage administrative approval processes will help reduce paperwork, and monitor deadlines for payments and termination of contracts. Under systems development, the National Society is planning to install a new Human Resource database system – SAP (SAP - systems, applications and product) as well as for payroll functions, The National Society is planning to upgrade the current Payroll system to link it with Finance and HR. For this to happen, a new data server and system should be installed. b. Information Technology (IT) The existing structure of IT at the HRC headquarters is cumbersome using several network providers with different service packages. This structure does not allow for cooperation among the different departments to work together seamlessly which often slows down processes and causes miscommunication. The creation of a structured cabling network together with an IP telecommunication centre at the HRC headquarters is proposed to bring together all operational support services for a more efficient and effective working platform. Using fiber optics for internet connection, the two main parts of this proposal suggest: 1. A structured network, which enhances direct computer security and control; more rapid communication; secure document storage and management; a significant reduction in Internet service costs. 2. An IP telecommunication centre, which reduces communication costs, upgrades services, installs an active firewall for secure communication; connects all peripheral departments in the central telecommunications system. The HRC’s website was created in 2007 and has not undergone any upgrading since. Given how the National Society’s role and function has greatly expanded, this provides an opportunity to upgrade in order to meet current user needs with the use of new accessible technology. Characteristics of the new website will include multi-device accessibility, and support a database of HRC volunteers. This database will also serve as a tool for mobilization in times of emergency and information dissemination. In addition, HRC aims develop and upgrade its HR, Administration and Finance Information Systems which aims to support some of the following functions: • sharing of digital documents • implementation of e-protocols • digital signatures • linking of Human Resources, Payroll, Finance and Procurement systems
This system is expected to facilitate direct exchange of information, reduce bureaucratic red tape and enhance security of operational documents. Other efforts include the installation of standard email functions and upgrading of internet servers at the HRC headquarters. In terms of hardware, there is a considerable need for some additional computers (desktop and laptops). The IFRC support services coordinator is working closely with HRC to set up this system. This may be a consolidation of existing systems or an entirely new system that allows for further customization and future expansion. The IFRC support services coordinator also works closely with the HRC head of operations to review the process which is likely to require support in both terms of finance and technical assistance.
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Objectives Indicators Sources of verification Assumptions Outcome 5: NS capacity is strengthened in volunteer • The National Society meet management, logistics and IT, admin and Progress reports from VM, Logs Admin, IT No major changes to the operational needs operational needs in a more efficient finance, contributing towards an adequate and Finance No major changes to the National Society and effective way response and ensure development and sustainability
• 8 x 20 (hours) basic training for Red Cross volunteers Output 5.1 (Volunteer Management) • 8 x 10 (hours) basic training of Data base, evaluation reports Relevant recruitment and training delivered to Available Volunteers in place migrants’ volunteers Training attendance volunteers • 240 new volunteers recruited in 2017 • 1 operation manual for VM • 12 volunteer and staff coordination • HRC Volunteer Policy/Rules and Output 5.2: (Volunteer Management) meetings VM staff in place (2 HRC experts on regulations, Operation staff, Sector Relevant support is provided to volunteers volunteering, 3 Volunteer Focal Points for • 7 volunteer recognition events leads & Volunteers and staff through a standardized VM policy, Mainland, North and Islands, part time admin • 300 volunteer training material • Meeting Minutes monitoring meetings & technical (welcome pack) produced and staff, 1 HRC IT expert for the web data base), • Event reports and attendance list advice/events and other materials disseminated PNSs’ expert for technical support • Logs inventory list • 300 volunteer visibility material procured and disseminated Output 5.3: (Volunteer Management) Database update with current info for all RC Funding available Centralized online national database for all Volunteers within the operation (1500 Database IT specialist in place RC Volunteers mobilized volunteers) Output 5.4 (Logistics) Assessment report produced • Assessment report Available resources Existing capacity of the HRC Logistics • Plan in place department is assessed
Output 5.5 (Logistics) Two training sessions provided • Training agenda, attendance list, Participation of key Logistics staff Relevant training provided to HRC HQ travel documents Logistics staff on operation and logistics • Pre- and post-training evaluation emergency response Output 5.6 (Logistics) One training conducted • Training report Willingness and commitment of HRC Warehouse inventory system is improved • Attendance list management for availability of staff for through LogIC training training Output 5.7 (Admin/finance/IT) # of systems upgraded (3) • Systems licence • Receipts of purchase
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HR, Administration and finance systems developed and upgraded (HR, Payroll, e- Application) Output 5.8 (Admin/finance/IT) # of staff trained (6) • Training reports Availability of staff HRC HR, administration and finance staff • Attendance list provided with training Output 5.9 (Admin/finance/IT) Network upgrades • Service and purchase receipts Improved internet connectivity and security • Invoices • Feedback from staff Output 5.10 (Admin/finance/IT) • # of projectors purchased (2) • Receipts of purchase Equipment purchased and utilized • # of laptops purchased (5) • Purchase orders • # of desktops purchased (10)
Activities Output 5.1 (Volunteer Management) Relevant recruitment and training delivered to volunteers Activities Month 15 1 2 3 4 5 6 7 8 9 10 11 12 13 14
5.1.1 Conduct relevant recruitment 5.1.2 Conduct recruitment and training activities Output 5.2 (Volunteer Management) Relevant support is provided to volunteers and staff through a standardized VM policy, monitoring meetings & technical advice/events and other materials Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 5.2.1 Volunteer management manual 5.2.2 Conduct monthly volunteer and staff coordination meetings, daily conduct and volunteer mobilization 5.2.3 Hold volunteer recognition events 5.2.4 Produce 300 items of training materials, 10,000 leaflets/flyers, 15 banners, 300 t-shirts/polo shirts/hats/vests/jackets Output 5.3: (Volunteer Management) Centralized online national database for all Red Cross Volunteers mobilized Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 5.3.1 Set up HRC web data base 5.3.2 Update and maintain data 5.3.3 Mobilize online volunteers at national level Output 5.4 (Logistics) Existing capacity of the HRC Logistics Department is assessed with IFRC’s Logistic Development tool Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 5.4.1 Conduct joint IFRC/PNS assessment of HRC Logistics 5.4.2 Discuss with HRC management and finalize HRC Logistics organogram according to the standard Logistics structure Output 5.5 (Logistics) Relevant training provided to HRC HQ Logistics staff on operation and logistics emergency response Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 5.5.1 Organize LogIC training under warehouse management Output 5.6 (Logistics) Warehouse inventory system is improved through LogIC training Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
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5.6.1 Organize Basic Logistics Training including all sectors (warehousing, transport, procurement and fleet) Output 5.7 (Admin/finance/IT) HR, Administration and finance systems developed and upgraded (HR, Payroll, e-Application) Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 5.7.1 Develop and upgrade HR, administration and finance systems (HR, Payroll and e-Application) 5.7.2 Update HR system 5.7.3 Update Payroll system 5.7.4 Update e-Application system Output 5.8 (Admin/finance/IT) HRC HR, administration and finance staff provided with training Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 5.8.1 Provide training for HR, admin, finance for HRC staff Output 5.9 (Admin/finance/IT) Improved internet connectivity and security Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 5.9.1 Improve telecommunication systems 5.9.2 Cabling works Output 5.10 (Admin/finance/IT) Equipment purchased and utilized Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 5.10.1 Purchase and utilize equipment
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6. Other Key Programmes 1. Disaster Management Capacity Development Needs analysis: Mass population movement has affected Greece since 2015, stretching the existing Hellenic Red Cross (HRC) response capacity. Although the numbers of new arrivals of refugees and migrants have significantly decreased after the agreement between EU Turkey in March 2016, the evolution of the situation remains unpredictable, the reasons for migrants and refugees fleeing from the countries of their origins are far from resolved and the questions raised with the EU-Turkey agreement, the potential for an increase of arrivals to Greece remains pending. Apart from the threat of new sudden influx of arrivals, Greece continues to be prone to hazards such as earthquakes, tsunamis, landslides, wildfires, floods and contamination from hazardous material. The heavy influx of migrants has also highlighted vulnerabilities of urban areas with dense populations, poor planning and heavy reliance on critical infrastructure, while islands suffer the lack of natural resources, isolated locations and disproportionate coastal zones.
Under this revised plan of action, the IFRC will support the Hellenic Red Cross in improving its disaster preparedness and response capacity in a sustainable manner.
Current HRC disaster response capacity As Greece’s major disaster risks have been rapid-onset natural and technological disasters, the HRC has focused its disaster response strategy on the development of rapid deployment capabilities. The Samaritan, Rescuer and Lifeguard Division (SRLD) Rescue Team is a pool of highly trained staff and volunteers deployed to conduct search and rescue operations in emergencies. Disaster response in urban areas is particularly challenging, mainly due to traffic congestion and poor urban planning. In all three divisions of the HRC volunteers are trained in disaster response. However, training curricula vary considerably and focus on each Division’s core mission. The recent migrant crisis and protracted deployment of staff and volunteers has revealed the need to standardize the training of all HRC volunteers in disaster response. Despite efforts in training, gaps remain in operational planning and organization. Emergencies affecting a single branch are managed locally; yet the HRC does not have a system to address a disaster which may affect more than one branch, or requires resources beyond those available in just one Branch. Until now, the HRC/SRLD has been successful in deploying resources in the field, usually by assigning incident command to the nearest paid staff member. However, this places too much pressure on a single person who might not possess the needed capacities in this role and often limits the tactical capabilities of the mission. The HRC has traditionally had limited technical resources. All local branches have first aid and emergency care equipment. However, supplies are limited and are organized on an individual team basis, not with mass-casualty incident in mind. Some local branches are progressively being equipped with basic rescue and disaster response equipment. The bulk of disaster response supplies such as tents, beds, blankets, kitchenware and relief kits, are stored and maintained in the Central Storage Unit in Athens. The recent migrant crisis has revealed gaps in resources at the local branch level, and the need for the HRC to increase its stock of disaster relief equipment and supplies. The HRC focus on disaster management development for 2017 is to strengthen its disaster response capacities in strategic locations from where the possibility of sudden migrant influx will be addressed. These include: • Athens headquarters – central point for disaster response as well as for national-level disaster management systems development • Thessaloniki – disaster response centre in the Northern Region • Alexandroupoli branch – located near the land border with Turkey in the North • Key islands: Chios, Kos, Lesvos and Samos – apart from multi-lateral support, disaster management capacity building in Lesvos will also be supported through the Danish Red Cross bilateral programme.
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The overall HRC DM capacity development plan will link with the Red Cross Red Crescent regional disaster response team (RDRT) system and regional contingency planning for population movement. Among the disaster response tools to be developed are: • Establishment of a Disaster Response Plan in the National Society Establishing a Disaster Response Plan is the initial step to develop other, disaster response mechanisms. If needed, the Hellenic Red Cross will be supported by the IFRC Regional Office for Europe to develop this plan. • National Disaster Response Teams (NDRTs) Developed as an incident management team, the NDRT will comprise highly trained individuals in disaster response such as search-and-rescue, emergency pre-hospital care, emergency shelter, restoring family links, psychosocial services, psychological first aid and relief distributions. It will also comprise expertise on information management and communications equipment as well as other operational support functions. Terms of Reference will be prepared, outlining the purpose, scope, functions, core competencies and other key roles of the NDRT. Standard Operating Procedures will provide guidelines for each phase of NDRT deployment, including roles and responsibilities, incident management and equipment. • Branch Disaster Response Teams (BDRTs), volunteer development and training The BDRT is a branch-level version of the NDRT with a similar structure and function. Through the BDRT, HRC aims to build on volunteer skills at the local branch level through training and better organization. Each BDRT will consist of staff and volunteers from the HRC local branch, and six pilot branches are planned to begin this programme: Alexandroupolis, Chios, Kos, Lesvos, Samos and Thessaloniki. These have been selected given their proximity to the border with Turkey and with Thessaloniki being a main hub that serves accommodation/reception centres in the Northern part of the country. A specialized course will be developed for BDRT training at all selected local branches. There will be a manual for instructors and one for students, both in Greek. An instructors’ course will be conducted to develop instructors from the local branches, who will in turn train their respective branches, supported by the Disaster Management focal point. A BDRT team leader course will also be conducted for potential team leaders. • Disaster preparedness contingency stocks The HRC disaster preparedness supplies will be supplemented emergency accommodation for 1,000 people as well as non-food items for some 20,000 people. The latter includes thermal blankets, sleeping bags, food-to-go kits, hygiene kits and tarpaulins. Basic disaster response equipment and supplies will also be purchased to fill the gaps once risk analysis and resource mapping have been done. Contingency stocks will be prepared based on the possible following scenarios. o Scenario 1 - Massive influx of migrants to Greece: HRC will be prepared to provide 10,000 new arrivals with immediate basic assistance supporting them through initial arrival period (2-5 days). This basic assistance includes blanket/ sleeping bag, hygiene items and food to go kit. HRC is also prepared provide first aid and rescue services to arrivals as needed. o Scenario 2 - Emergency shelter need: HRC will be prepared to set up tented site to accommodate 1,000 people in 48-72 hours if appropriate site is provided. This includes family tents, tarpaulins, insulated pallets (flooring), heaters (kerosene), foldable beds, mattresses bed linen including blankets. In addition, people accommodated to the site will be provided with hygiene kits. HRC is also prepared provide FA services at the site as a short-term intervention. o Scenario 3 – Need for NFI distributions continue after March 2017: The operation will have contingency to support 6,000 people with NFIs (hygiene kits) for 3 months in case the given cash amount is not covering the full MEB beginning of April. Working with partners: The HRC has, in recent years, gained prominence both nationally and regionally. It has participated in the organization of European Union consortium exercises, strengthening its relationships with national civil protection agencies including the General Secretariat for Civil Protection, the Hellenic Fire Service, and National Ambulance Service. Its current role in supporting the Greek government’s response to the migration crisis continues to demonstrate its capacities as auxiliary support to the government as well as its strength as a relevant partner in the Red Cross Red Crescent Movement.
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Target population: Direct recipients of this programme are the HRC staff and volunteers in their respective locations, indirectly supporting migrants who are in transit, newly arrived, residing in urban areas or living in temporary sites. Monitoring will be conducted through monthly technical and financial reports to track progress against this plan and make informed management decisions. One simulation exercise is planned to test the systems developed and allow lessons learnt for future development. Community engagement and accountability will be ensured by the active participation of HRC local branches and the involvement of civil protection agencies at all levels of government. The development of the NDRT will require effort over considerable time. Adherence to this plan with set indicators and consistent monitoring will help ensure good progress is being made. After the end of this programme, the system is expected to be capable of self-assessment to drive continuous improvement. Ownership: To better instill a sense of ownership and ensure sustainability, this programme will be led by HRC. It will make extensive use of existing subject-matter expertise of HRC staff and volunteers in disaster management and training programme design. Lessons identified during previous emergencies in Greece and abroad will be used to develop a robust disaster management system. External expertise will be sought from Red Cross partners in topics where HRC expertise may be lacking, such as RFL in disasters. 2. Restoring Family Links The HRC’s main goal in providing RFL services is to assist migrants in establishing contact with their families through the Red Cross via mobile Wi-Fi communication sets, battery charging units for recharging mobile phones and provision of Wi-Fi services. HRC also provides free three-minute calls for the newly arrived migrants as part of its RFL services, funded by ICRC. Response to emergencies such as shipwrecks is also included in close cooperation with the ICRC Forensic Advisor. Identification and registration of unaccompanied children (when possible), advocacy and prevention on secondary separation and collection of tracing requests are also conducted whenever needed. Currently, RFL services are available in Lesvos, Samos, Chios, Kos, Idomeni and the Attica region with varying capacities, through RFL field officers, volunteers, and doctors and nurses. At the moment due to the migrants stranded in the north and Attica region, there is urgent need for increased communications services in assisting migrants to re- establish contact with families abroad. There is need to scale up RFL services, taking into consideration the following elements: • The specificity of the RFL needs of the target population, migrants who are constantly on the move and who only stay at the entry or exit points for a limited time. • The new reality of people being stacked in the mainland with little access to communication means. • The development of new structures, such as hotspots and relocation or accommodation centres in different locations. • The structure and presence of the HRC in each of the proposed key points (e.g. presence of branch and local volunteers on Lesvos). • Need for more RFL volunteers - up to six technical staff mobilized, 20 experienced volunteers for the whole country, 50 new fast track RFL trainees in need of supervision. • There is urgent need for interpreters in Arabic and Farsi for RFL services. The proposed RFL strategy is as follows: • Possibility of a mobile RFL unit (complete with camper, personnel and RFL equipment) to increase flexibility and mobility of services to locations as required. • 6-8 members of the RFL services of the HRC ready to be deployed in any future similar crisis in order to support volunteers whenever and where it is needed. • Creation and maintenance of a network of RFL volunteers that will be able to respond to any future similar crisis. • Prepositioning of RFL equipment in most affected areas of entry or exit to be used for the present crisis but also for the response in a future possible influx. • Strong liaison with the RFL network.
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• A promotional package for RFL activities in Greece - Information about the RFL service and provision of printed flyers and promotional items at all locations by staff and volunteers to direct potential RFL beneficiaries and offer them the full set of traditional tracing services, including support and assistance for families’ members looking for presumed dead relatives. • Ensuring communication and transmission of relevant data received at NS level for disappeared persons with forensic services all over the country in order to facilitate identification processes and subsequent legal work (up to the delivery of death certificates). IFRC will continue to support HRC as RFL remains an integral part of this operation. However, there are no direct budget implications under this plan of action for RFL, which is fully supported by ICRC. Objectives Indicators Sources of verification Assumptions • NS response plan is in place Outcome 6: • # of NDRTs developed (01) • Active support from HRC executive HRC disaster response capabilities are • # of new training courses developed (03) • Report from Disaster Manager management improved • # of disaster risk analysis and management studies completed (01) Output 6.1: • NDRT TOR and SOPs (in Greek) • A pool of staff and Volunteers with the A National Disaster Response Team (NDRT) • # of trained NDRT members (24) • NDRT roster (in Greek) appropriate background is available is developed Output 6.2: • # of risk analysis studies completed (01) • Disaster risk analysis report (in Greek) • New staff are hired and start working no Hazards, threats, scenarios and resources • # of resource maps completed (01) • GIS-based resource map (in Greek) later than April 1, 2017. are mapped • Transactions are not hindered or delayed Output 6.3: by capital controls in Greece. • # of emergency shelter items Contingency stocks in place to prepare for • Equipment is in stock by accredited prepositioned • Inventory reports and listing new influx of arrivals (emergency basic suppliers, and items do not need to be • # of NFIs and food to go kits • Goods received notes items for 10,000 people and emergency back-ordered prepositioned shelter for 200 families) • There are no administrative delays in equipment selection and purchase. Indicator Sources of verification Assumptions • BDRT TOR and SOP (in Greek) • New staff are hired and start working no Output 6.4: • # of local branches receiving new • BDRT rosters (in Greek) later than April 1, 2017. Branch Disaster Response Teams are equipment • BDRT course Instructor Manual & • No major disasters, emergencies or developed and equipped with basic • # of Branch Disaster Response Teams Student manual (in Greek) mass arrivals of migrants occur to require equipment developed (6) • Branch inventory list a protracted and massive deployment of • # of volunteers trained (100) • Volunteer database/list disaster services staff and volunteers
Activities Output 6.1 A National Disaster Response Team (NDRT) is developed Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1.1.1 Develop NDRT Terms of Reference (TOR) 1.1.2 Approve NDRT TOR by HRC Board 1.1.3 Develop NDRT Standard Operating Procedures (SOPs) 1.1.4 Approve NDRT SOP by HRC Board 1.1.5 Recruit NDRT members
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1.1.6 Organize one NDRT course 1.1.7 Organize a simulation exercise Output 6.2 Hazards, threats and resources are mapped Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1.2.1 Analyze hazards and threats and scenarios 1.2.2 Map resources and identify resource gaps Output 6.3 Contingency stocks and NDRT equipment in place Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1.3.1 Procure NDRT equipment 1.3.2 Procure contingency stocks 1.3.3 Procure equipment for local branches Output 6.4 Branch Disaster Response Teams (BDRTs) are developed Activities Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 2.1.1 Develop BDRT Terms of Reference (TOR) 2.1.2 Approve BDRT TOR by HRC Board 2.1.3 Develop BDRT Standard Operating Procedures (SOPs) 2.1.4 Approve BDRT SOP by HRC Board 2.1.5 Organize one BDRT instructor course 2.1.6 Organize six BDRT courses 2.1.7 Organize one BDRT Team Leader (TL) course 2.1.8 Procure BDRT equipment
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Quality programming / Areas common to all sectors
Objectives Indicators Sources of verification Assumptions Outcome 7 • # of volunteers mobilized • VM reports • Resources available for volunteer Effective response to the operation is ensured • # partners coordination meetings • Meeting notes management Output 7.1 • # of assessments conducted and acted • Sectorial reports • Adequate resources The operation is informed by continuous and on • Other assessment reports detailed assessment and analysis is conducted • Situation reports to identify needs and gaps; and select vulnerable recipients for rendering relief services; plan is revised accordingly Output 7.2 • # of evaluations and/or lessons learnt • Evaluation reports • Adequate resources The management of the operation is informed conducted • Data collection reports by a comprehensive monitoring and evaluation • Monitoring systems in place • Monitoring reports system
Activities Output 7.1 The ongoing operation is informed by continuous and detailed assessment and analysis is conducted to identify needs and gaps; and select vulnerable recipients for rendering relief services; plan is revised accordingly Activities 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Month 1.1.1 Conduct ongoing assessments – FGDs, sectorial 1.1.2 Revise operation plans based on assessment findings 1.1.3 On-the-job training for PMER at national and key branch level 1.1.4 Mobilize volunteers for implementation of activities Output 7.2 The management of the operation is informed by a comprehensive monitoring and evaluation system Activities 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Month 1.2.1 Conduct a lessons learnt workshop and final evaluation at national level 1.2.2 Coordinate monitoring visits by HRC and IFRC (Europe regional team and Greece team) 1.2.3 Conduct evaluations (RTE, mid-evaluation, final evaluation) 1.2.4 Collaborate with IM in regional office on improve data collection system
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Contact information Hellenic Red Cross • Zefi Thanasoula, Head of Operations, phone: +30 210 3605631; email: [email protected] IFRC Country Office in Greece • Ruben Cano, Head of Country Office; phone: +30 695 750 8929; email: [email protected] • Tiina Saarikoski, Operations Manager; phone: +30 698 166 7750; email: [email protected] IFRC Regional Office for Europe • Matteo Ciarli, Operations and Programme Coordination Manager; phone: +36 1 888 4500; email: [email protected] • Olga Dzhumaeva, Partnerships and Resource Development Coordinator; phone: +36 1 888 4500; email [email protected] • Dorottya Patko, Planning, Monitoring, Evaluation and Reporting Manager; phone: +36 1 888 4500; email [email protected] IFRC Secretariat, Geneva • Susil Perera, Senior Officer, Response and Recovery phone: +41 22 730 4947, email: [email protected] Click here 1. Revised Emergency Appeal budget 2. Interim financial report 3. Response locations 4. Return to title page
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 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.
ANNEX 1: ASSUMPTIONS AND RISKS TABLE
1. ACCOMMODATION/RECEPTION CENTRES Impact of risk Probability of risk Description of risk Actions to mitigate if risk occurs (low, medium, high) (low, medium, high) Increased violence Medium High Remain distinguishable and remain untargeted Negative reactions towards the migrants among Medium High Sensitization of the local community in collaboration with the CEA the local population Government of Greece to only have small Medium high Medium high Have contingency plan to provide mobile services population in each of the camps There will be new sites needing Red Cross Re arrange current service provision to respond to some increase of the needs and Low Medium services will possibility to increase services based on the need and upon available funding GoG requests to continue on-site daily full BHC Continuous dialogue with authorities to propose alternative approach and service provision dependent on the population High Medium justification number resulting affecting the effectiveness of Continuous dialogue with donor to inform about the situation the operation Gov not able to take responsibility of WASH Hand over to other WASH actor or continuation of services until GoG able to take structures in the planned timeline on sites Red High Medium responsibility (upon funding available) Cross is temporarily providing WASH services Hygiene stocks for 1-2 months will be built to be able to at least cover this need in FULL MEB not in place Medium Low the Red Cross camps where present Construction – rehabilitation Prevention by involving all relevant authorities during the development of the study Granting the building permits take more time Medium Medium for validation, prior to the submission of the building permits. than foreseen For mitigation by asking a winding up cost/no cost extension. Prevention by contracting more than 1 contractor to spread the risk of delays. For Works take more time than foreseen Medium Medium mitigation by asking a winding up cost/no cost extension. Residents are reluctant to be relocated during High Low Prevention with CEA activities and mitigation with direct communication the rehabilitation works 2. THE URBAN APPROACH
Not getting funding for the urban health program High Medium Encourage NSs to mobilize other sources of funding.
GoG decision to define the locations NGO’s will be offering services (e.g. to request services to Good and regular communication with relevant GoG ministries about RC plans and High Low the islands or other regions that HRC has limited capacities. Ensuring flexibility of the funding terms. capacity) Developing contingency plan to mobilize existing resources (HR, agencies). High influx of migrants from Turkey or Dublin High Low Ensuring flexibility of the funding terms. returns start Deployment of existing resources in Attica and Islands 3. BUILDING BRIDGES HIGH MEDIUM Need for common Practical support from the leadership to Currently no strategy or Internal advocacy and explanation of benefits and opportunities for governance; strategy to align HRC implement management structure and recruit key roles as IFRC staff communications with limited technical capacity appeal outcomes Expectation that impact of advocacy will be MEDIUM MEDIUM Internal briefing; clear indicators measurable within the funding period
LOW MEDIUM Divert Building Bridges Unclear given how external the Contingency planning and strong project management of planned emergency Increased migrant arrivals resources to emergency risks are, and will affect the appeal activities need whole operation 4. CASH TRANSFER PROGRAMMING (CTP) Impact of risk Probability of risk Description of risk Actions to mitigate if risk occurs (low, medium, high) (low, medium, high) 4.a. HOST COMMUNITY CTP 1) Discussion with a bank for an agreement on the transaction fees to make Change of FSP or no cards available for the Winter Low High bank transfers to beneficiaries instead. CTP for host population 2) Collect information on beneficiaries’ bank accounts to be used instead. 1) Select the locations after an assessment and taking into consideration the strengths and weaknesses of each Branch Lack of additional HRC staff to be involved at the 2) Choose among HRC branches who have a social worker based there or in High Medium Branch level a close HRC branch to cover the needs on a pre- scheduled basis. 3) Open a position for a CTP field officer with social welfare background for 4 months for all locations to cover the gap.
The programme has been designed to be implemented by the current HRC Change in the current composition of the HRC CTP CTP team (2 persons) who curry the experience of the 1st Winter Cash project. High Medium team at the HQ level Since staff capacity on CTP in the National Society is still limited to 2 persons, any change in the team will seriously affect the project implementation 1) Current Government allowance is extremely low, is given with great delay and remains a gap according to the recent statistics. 2) Most probably and based on discussions at the Ministry of Labour there will Duplication Low Low not be heating allowance for the year 2017 as all benefits will fall under the Social Solidarity Income. The new social safety net programme of Greece. 3) No other agency or NGO implements a similar programme in Greece. 1) Cooperation with the local authorities’ social services at a municipal level based on prior assessment, discussion and agreement with the HRC branches. Difficulties to identify the planned number of Low Medium 2) Include some of the services in Athens and Thessaloniki among the households by the HRC branches/ services locations again in the project with different vulnerable households than those in the current winter project of 2016-2017 as they hold extensive beneficiaries’ lists. 4.b. MIGRANT COMMUNITY CTP Refugees/migrants transit between sites, looking for best humanitarian assistance. Financial assistance All camps in the country are covered with cash assistance and use a program overburdens site management team, with Low Low harmonized amount of funds an increased number of site residents, taking the site to over-capacity Close cooperation with government authorities and planning realistic Distribution delays due to administrative procedures Low Low timescales for the gaining of permissions to work Backlash from host community - Host community Putting a hard limit on the amount of cash that can be given to a beneficiary so protests at cash assistance, citing unfair support to Low Medium it is not above a politically unacceptable level. Standardizing NGO cash refugees over host community, potentially triggering activities to share risk and advocacy resources. political backlash Economic and social crisis. High rates of unemployment and social protests make Greeks more reluctant towards migrants/ asylum seekers. Currently the Greek economy is recovering and the Government is stable, a Low High Phenomena of xenophobia and attacks against change in this situation may happen but is unlikely. beneficiaries. Deterioration in political opinion towards response action.
Duplication during registration & distribution A system for checking duplication of beneficiaries between cash actors in Members of families might register twice, to receive Low Low place, and IFRC has IM team checking all records to ensure that duplications more money- economic cost for program & unjust do not happen. distribution of financial assistance E.g. Faults in registration, distribution, financial Creation of clear SOPs, provision of clear training, country level technical Low Medium management, etc. resources that can be consulted with any questions PFS is a UK registered company and has no records of failure of their system. The PFS banking system fails Low High As they are using the MasterCard network it would require a major issue with MasterCard to cause any significant impact on the program This has been noticed to be an issue particularly with elderly beneficiaries and The beneficiary cannot use the system due to lack of beneficiaries from countries with less developed financial systems. During and Medium Medium numeracy and/or literacy skills after the distribution of a card, training is provided and any people who are having issues are noted and provided with additional support The beneficiary, loses the card, loses their pin The CTP team have a help desk once per week on each camp that has been number, blocks the card, or has an issue with the Medium Low provided with assistance. A call centre run via the multi-functional centre is card that prevents it use that they cannot resolve. also available to flag issues. e.g. Attempts to cheat, higher pricing different from The CTP team and CEA will be available for beneficiaries to report any Low High the announced ones incidents of this, and will investigate involving the local authorities if required.
The CTP team have a help desk once per week on each camp that has been Many cards might be stolen or damaged- extra cost Low Low provided with assistance. A call centre run via the multi-functional centre is for replacement/ waste of time for Staff also available to flag issues.
The CTP team have a help desk once per week on each camp that has been Many cards might be stolen or damaged- extra cost Low Low provided with assistance. A call centre run via the multi-functional centre is for replacement/ waste of time for Staff also available to flag issues. Assess conditions of distribution points to ensure accessibility for disabled Mobility barriers for PWD or existing child care POCs workloads for women can hinder their access to Consult women to determine distribution schedules. Provide child care during distribution, especially if receiving the assistance Low Medium distribution if possible. Check beneficiary lists to ensure no households are requires travel long distances and wait to receive missed, and that efforts are made to distribute the cards to people who are not assistance able to access the distribution. Women and Afghans may be excluded due to limited literacy levels; low confidence to use cash and This has been noticed to be an issue particularly with elderly beneficiaries and limited knowledge of new technologies- leading to beneficiaries from countries with less developed financial systems. During and Medium Low misuse of cards or potentially exposing them to risks after the distribution of a card, training is provided and any people who are if they hand over cash assistance to strangers for having issues are noted and provided with additional support assistance 5. NATIONAL SOCIETY DEVELOPMENT Impact of risk (low, Probability of risk (low, high, Description of risk high, medium) Actions to mitigate the risks if occurred medium)
Most of the NSD actions are modest and self-contained, so they could be As a consequence of the ongoing legal litigation, High resumed if the paralysis doesn’t last too long. there is a legal limbo or institutional paralysis in the Medium IFRC and partner NS could continue supporting some of the actions using Hellenic Red Cross their existing capacities in Greece Low Most of the NSD actions are very basic and straight forward, so most likely Change in the leadership of the Hellenic RC Low they will be welcomed by a new leadership
The revised appeal and its budget will be an integral part of the agreement between IFRC and HRC Medium Low retention of the volunteers Medium Offer support services (meetings, incentives, tools and means)
Difficulties to secure longer Medium Volunteer term funding to continue High Keep close cooperation with all the stakeholders Management strengthening the VM system
Lack of effective willingness Medium from the three HRC divisions to Medium Initiatives to cover the needs by the existing HR in fragmented areas agree on a common VMM
Lack of support from NS senior High Medium To be assessed via a questionnaire it would be used as a go/no-go. management Logistics High Because the recommended action plan in the last step is developed using a Lack of funding Medium ‘project approach’, the NS and the IFRC would use a project proposal to fund raise across NS partners and external partners 6. OTHER KEY PROGRAMMES: DISASTER MANAGEMENT DEVELOPMENT Impact Description of risk Probability Mitigation actions
Mass new arrivals of migrants on the Aegean Medium Develop immediate response plan. Possibility to link with Regional and global Medium islands, or returnees from NW European countries. tools if needed Maintain good working relationships with the national civil protection authority High and local civil protection agencies and services (such as Fire Service, Change in civil protection policy Low Emergency Medical Service, Police, Coast Guard, local Civil Protection Directorate and Bureaus). Advocate the role of the Red Cross with civil protection authorities at all levels Maintain Red Cross unique role due to High Medium/Low of government to confirm the contribution of the HRC. Endeavor to establish complementarities specific agreements between the HRC and the authorities. High Start procurement procedure at an early stage. Include equipment Inability to procure specialized equipment on time High specifications in operational planning.
REVISED EMERGENCY APPEAL 03/03/2017 MDRGR001 Greece : Population Movement FedBudget MasterBudget Inter-Agency Multilateral Response Bilateral Response Appeal Budget CHF Budget Group 2015/05-2016/12 2017/01-2018/05 Shelter Coord.
Shelter - Relief 210,963 217,264 428,228 428,228 Shelter - Transitional 255,982 255,982 255,982 Construction - Housing 0 0 Construction - Facilities 1,078 1,863,941 1,865,019 1,865,019 Construction - Materials 127,991 127,991 127,991 Clothing & Textiles 1,520,111 452,618 1,972,729 1,972,729 Food 1,976,702 499,804 2,476,506 2,476,506 Seeds & Plants 0 0 Water, Sanitation & Hygiene 1,412,477 843,274 2,255,751 2,255,751 Medical & First Aid 291,608 1,008,269 1,299,876 123,549 1,423,426 Teaching Materials 319 232,312 232,631 1,120 233,751 Utensils & Tools 120,783 112,451 233,234 233,234 Other Supplies & Services 683,490 704,180 1,387,670 26,179 1,413,849 Emergency Response Units 0 3,281,874 3,281,874 Cash Disbursements 401,723 2,480,366 2,882,089 2,882,089 Total RELIEF ITEMS, CONSTRUCTION AND SUPPLIES 6,619,254 8,798,451 15,417,705 0 3,432,723 18,850,428
Land & Buildings 0 0 Vehicles 167,789 167,789 167,789 Computer & Telecom Equipment 27,458 365,058 392,516 392,516 Office/Household Furniture & Equipment 17,688 17,688 17,688 Medical Equipment 0 0 Other Machinery & Equipment 0 0 Total LAND, VEHICLES AND EQUIPMENT 27,458 550,535 577,993 0 0 577,993
Storage, Warehousing 190,923 183,891 374,814 374,814 Distribution & Monitoring 252,531 162,167 414,698 414,698 Transport & Vehicle Costs 274,016 1,080,441 1,354,457 1,354,457 Logistics Services 302,267 8,847 311,114 311,114 Total LOGISTICS, TRANSPORT AND STORAGE 1,019,737 1,435,346 2,455,083 0 0 2,455,083
International Staff 2,045,624 8,419,603 10,465,227 10,465,227 National Staff 504,142 3,877,710 4,381,852 55,556 4,437,408 National Society Staff 2,401,741 2,949,475 5,351,216 124,140 5,475,355 Volunteers 248,336 298,253 546,589 546,589 Total PERSONNEL 5,199,843 15,545,041 20,744,884 0 179,696 20,924,580
Consultants 150,239 110,796 261,035 261,035 Professional Fees 70,906 387,778 458,683 458,683 Total CONSULTANTS & PROFESSIONAL FEES 221,145 498,573 719,718 0 0 719,718
Workshops & Training 86,326 329,452 415,778 415,778 Total WORKSHOP & TRAINING 86,326 329,452 415,778 0 0 415,778
Travel 523,543 603,534 1,127,076 4,266 1,131,343 Information & Public Relations 99,199 348,872 448,071 448,071 Office Costs 250,941 582,919 833,859 3,648 837,507 Communications 81,602 124,167 205,768 4,640 210,408 Financial Charges 107,389 66,184 173,573 173,573 Other General Expenses 3,887 828,101 831,988 831,988 Shared Office and Services Costs 21,645 11,850 33,495 33,495 Total GENERAL EXPENDITURES 1,088,205 2,565,626 3,653,831 0 12,554 3,666,385
Partner National Societies 2,948,958 -2,948,926 0 0 Other Partners (NGOs, UN, other) 0 0 Total TRANSFER TO PARTNERS 2,948,958 -2,948,926 0 0 0 0
Programme and Services Support Recovery 1,118,710 1,740,316 2,859,025 0 2,859,025 Total INDIRECT COSTS 1,118,710 1,740,316 2,859,025 0 0 2,859,025
Pledge Earmarking & Reporting Fees 81,457 81,457 0 81,457 Total PLEDGE SPECIFIC COSTS 81,457 0 81,457 0 0 81,457
TOTAL BUDGET 18,411,093 28,514,416 46,925,475 0 3,624,972 50,550,446
Available Resources Multilateral Contributions 31,365,065 31,365,065 Bilateral Contributions 3,624,972 3,624,972 TOTAL AVAILABLE RESOURCES 0 0 31,365,065 0 3,624,972 34,990,037
NET EMERGENCY APPEAL NEEDS 15,560,410 0 0 15,560,410 Page 1 of 7
Disaster Response Financial Report Selected Parameters Reporting Timeframe 2015/4-2017/1 Programme MDRGR001 MDRGR001 - Greece - Population Movement Budget Timeframe 2015/4-2017/3 Budget APPROVED Timeframe: 22 May 15 to 31 Dec 17 Split by funding source Y Project * Appeal Launch Date: 02 Sep 15 Subsector: * Interim Report All figures are in Swiss Francs (CHF) I. Funding Grow RC/RC Raise Strengthen RC/ Heighten Joint working services for Deferred humanitarian RC contribution influence and and TOTAL vulnerable Income standards to development support for accountability people RC/RC work A. Budget 26,937,339 26,937,339
B. Opening Balance
Income Cash contributions American Red Cross 293,249 293,249 Belgium - Private Donors 216 216 BG Group 200 200 Bloomberg 9,919 9,919 British Red Cross 218,082 218,082 British Red Cross (from British Government*) 3,597,133 3,597,133 Cartier Charitable Foundation 100,000 100,000 Celesio 41,888 41,888 CERN Staff Association 14,710 14,710 Coca Cola Foundation 99,674 99,674 Croatian Red Cross 5,459 5,459 Cyprus Red Cross 11,074 11,074 Danish Red Cross (from Denmark - Private Donors*) 50,000 50,000 European Commission - DG ECHO 18,671,809 18,671,809 Experian 121 121 FedEx Services 191,275 191,275 Finnish Red Cross 66,690 66,690 France - Private Donors 1,904 1,904 Give Eur-Hope ASBL 89,305 89,305 Globalgiving Foundation Inc. 21,716 21,716 Google 11,046 11,046 Great Britain - Private Donors 7,447 7,447 Icelandic Red Cross 109,724 109,724 Icelandic Red Cross (from Icelandic Government*) 184,753 184,753 Informa 1,526 1,526 Ireland - Private Donors 110 110 Irish Red Cross Society 153,855 153,855 Japanese Red Cross Society 43,258 43,258 Lars Amundsen Foundation 200,000 200,000 Luxembourg Government 27,084 27,084 Luxembourg Red Cross (from Luxembourg 159,139 159,139 Government*) Medtronic Foundation 100,499 100,499 Metro AG 98,128 98,128 Mondelez International Foundation 7,574 7,574 Nestle 38,976 38,976 Norwegian Red Cross 554,569 554,569 Norwegian Red Cross (from Norwegian 356,589 356,589 Government*) Novartis 24,531 24,531 On Line donations 11,632 11,632 On Line donations (from Aland Islands - Private 64 64 donors*) On Line donations (from Albania - Private donors*) 2 2 On Line donations (from Andorra - Private Donors*) 8 8 On Line donations (from Antigua And Barbuda - 3 3 Private donors*) On Line donations (from Argentina - Private Donors*) 5 5 On Line donations (from Australia - Private Donors*) 847 847 On Line donations (from Austria - Private Donors*) 31 31 On Line donations (from Azerbaijan Private Donors*) 11 11 On Line donations (from Bahrain - Private Donors*) 297 297
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Disaster Response Financial Report Selected Parameters Reporting Timeframe 2015/4-2017/1 Programme MDRGR001 MDRGR001 - Greece - Population Movement Budget Timeframe 2015/4-2017/3 Budget APPROVED Timeframe: 22 May 15 to 31 Dec 17 Split by funding source Y Project * Appeal Launch Date: 02 Sep 15 Subsector: * Interim Report All figures are in Swiss Francs (CHF) On Line donations (from Bangladesh - Private 3 3 Donors*) On Line donations (from Belarus - Private Donors*) 2 2 On Line donations (from Belgium - Private Donors*) 169 169 On Line donations (from Bermuda - Private Donors*) 36 36 On Line donations (from Bhutan - Private donors*) 16 16 On Line donations (from Botswana - Private donors*) 5 5 On Line donations (from Brazil - Private Donors*) 234 234 On Line donations (from British Indian Ocean 3 3 Territory - Private donors*) On Line donations (from Brunei - Private Donors*) 102 102 On Line donations (from Bulgaria - Private Donors*) 74 74 On Line donations (from Canada - Private Donors*) 1,194 1,194 On Line donations (from Chile Private Donors*) 9 9 On Line donations (from China - Private Donors*) 411 411 On Line donations (from Colombia - Private Donors*) 1 1 On Line donations (from Costa Rica - Private 7 7 Donors*) On Line donations (from Croatia - Private Donors*) 24 24 On Line donations (from Cuba - Private donors*) 1 1 On Line donations (from Cyprus - Private Donors*) 351 351 On Line donations (from Czech private donors*) 64 64 On Line donations (from Denmark - Private Donors*) 22 22 On Line donations (from Dominican Republic - 4 4 Private Donor*) On Line donations (from Dominica Private Donors*) 5 5 On Line donations (from Ecuador - Private Donors*) 59 59 On Line donations (from Egypt - Private Donors*) 6 6 On Line donations (from Falkland Islands (Malvinas) 4 4 - Private donors*) On Line donations (from Finland - Private Donors*) 103 103 On Line donations (from France - Private Donors*) 939 939 On Line donations (from French Guiana - Private 80 80 donors*) On Line donations (from Germany - Private Donors*) 269 269 On Line donations (from Gibraltar - Private donors*) 26 26 On Line donations (from Great Britain - Private 3,631 3,631 Donors*) On Line donations (from Greece - Private Donors*) 72 72 On Line donations (from Guam - Private donors*) 4 4 On Line donations (from Guatemala Private donors*) 1 1 On Line donations (from Guernsey - Private donors*) 11 11 On Line donations (from Hong Kong - Private 377 377 Donors*) On Line donations (from Hungarian - Private 14 14 Donors*) On Line donations (from icelandic RC*) 1 1 On Line donations (from India - Private Donors*) 391 391 On Line donations (from Indonesia - Private Donors*) 90 90 On Line donations (from Ireland - Private Donors*) 79 79 On Line donations (from Isle Of Man - Private 2 2 donors*) On Line donations (from Israel - Private Donors*) 17 17 On Line donations (from Italy - Private Donors*) 101 101 On Line donations (from Japan - Private Donors*) 165 165 On Line donations (from Jersey - Private donors*) 2 2 On Line donations (from Jordan - Private Donors*) 23 23 On Line donations (from Kazakhstan - Private 7 7 Donors*) On Line donations (from Kuwait - Private Donors*) 204 204 On Line donations (from Latvia - Private Donors*) 4 4 On Line donations (from Lebanese - Private Donors*) 30 30 On Line donations (from Lithuania- Private Donors*) 32 32
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Disaster Response Financial Report Selected Parameters Reporting Timeframe 2015/4-2017/1 Programme MDRGR001 MDRGR001 - Greece - Population Movement Budget Timeframe 2015/4-2017/3 Budget APPROVED Timeframe: 22 May 15 to 31 Dec 17 Split by funding source Y Project * Appeal Launch Date: 02 Sep 15 Subsector: * Interim Report All figures are in Swiss Francs (CHF) On Line donations (from Luxembourg - Private 87 87 Donors*) On Line donations (from Malaysia - Private Donors*) 298 298 On Line donations (from Malta - Private Donors*) 94 94 On Line donations (from Mauritius Private Donors*) 4 4 On Line donations (from Mexico - Private Donors*) 70 70 On Line donations (from Netherlands Antilles - 1 1 Private donors*) On Line donations (from Netherlands - Private 68 68 Donors*) On Line donations (from New Caledonia Private 17 17 Donors*) On Line donations (from New Zealand - Private 224 224 Donors*) On Line donations (from Norway - Private Donors*) 163 163 On Line donations (from Oman - Private Donors*) 25 25 On Line donations (from Panama Private donors*) 23 23 On Line donations (from Peru - Private Donors*) 16 16 On Line donations (from Philippines - Private 72 72 Donors*) On Line donations (from Poland - Private Donors*) 89 89 On Line donations (from Portuguese - Private 109 109 Donors*) On Line donations (from Puerto Rico - Private 73 73 donors*) On Line donations (from Qatar Private Donors*) 112 112 On Line donations (from Republic of Korea - Private 30 30 Donors*) On Line donations (from Reunion - Private donors*) 24 24 On Line donations (from Romania Private Donors*) 9 9 On Line donations (from Russia - Private Donors*) 154 154 On Line donations (from Saudi Arabia - Private 126 126 Donors*) On Line donations (from Singapore - Private 1,240 1,240 Donors*) On Line donations (from Slovenia - Private Donors*) 3 3 On Line donations (from South Africa - Private 65 65 Donors*) On Line donations (from Spain - Private Donors*) 115 115 On Line donations (from Swedish - Private Donors*) 44 44 On Line donations (from Switzerland - Private 743 743 Donors*) On Line donations (from Syria Private Donors*) 72 72 On Line donations (from Taiwan - Private Donors*) 190 190 On Line donations (from Thailand - Private Donors*) 134 134 On Line donations (from Trinidad & Tobago - Private 29 29 Donors*) On Line donations (from Turkey - Private Donors*) 210 210 On Line donations (from Ukraine private donors*) 4 4 On Line donations (from Unidentified donor*) 1,212 1,212 On Line donations (from United Arab Emirates - 2,109 2,109 Private Donors*) On Line donations (from United States - Private 26,375 26,375 Donors*) On Line donations (from Vietnam - Private Donors*) 7 7 Red Cross of Monaco 16,192 16,192 Regus 22 22 Sidley Austin LLP 197 197 Spanish Red Cross 54,335 54,335 supreme master ching hai international association 87,805 87,805 Swedish Red Cross 457,105 457,105 Swiss Red Cross 196,106 196,106 Swiss Red Cross (from Swiss Government*) 110,512 110,512 Switzerland - Private Donors 2,310 2,310 Taiwan - Private Donors 28,939 28,939
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Disaster Response Financial Report Selected Parameters Reporting Timeframe 2015/4-2017/1 Programme MDRGR001 MDRGR001 - Greece - Population Movement Budget Timeframe 2015/4-2017/3 Budget APPROVED Timeframe: 22 May 15 to 31 Dec 17 Split by funding source Y Project * Appeal Launch Date: 02 Sep 15 Subsector: * Interim Report All figures are in Swiss Francs (CHF) TeliaSonera 1,160 1,160 The Canadian Red Cross Society 221,501 221,501 The Netherlands Red Cross 916,079 916,079 The Netherlands Red Cross (from Netherlands 1,084,690 1,084,690 Government*) The Netherlands Red Cross (from Netherlands Red 54,587 54,587 Cross Silent Emergency Fund*) Thomson Reuters 956 956 UL LLC -Underwriters Laboratories,LLC 1,287 1,287 United States Government - PRM 506,955 506,955 1,492,145 United States - Private Donors 1,881 1,881 United Way 19,730 19,730 C1. Cash contributions 29,382,397 29,382,398 1,492,145
Inkind Goods & Transport Finnish Red Cross 56,087 56,087 C2. Inkind Goods & Transport 56,087 56,087
Inkind Personnel Austrian Red Cross 7,208 7,208 British Red Cross 119,934 119,934 Danish Red Cross 9,210 9,210 Finnish Red Cross 120,222 120,222 German Red Cross 4,732 4,732 Norwegian Red Cross 40,945 40,945 Other 0 0 Spanish Red Cross 39,518 39,518 Swiss Red Cross 110,664 110,664 The Canadian Red Cross Society 8,326 8,326 C3. Inkind Personnel 460,758 460,758
Other Income Fundraising Fees -26,323 -26,323 C4. Other Income -26,323 -26,323
C. Total Income = SUM(C1..C4) 29,872,920 29,872,920 1,492,145
D. Total Funding = B +C 29,872,920 29,872,920 1,492,145
* Funding source data based on information provided by the donor
II. Movement of Funds Grow RC/RC Raise Strengthen RC/ Heighten Joint working services for Deferred humanitarian RC contribution influence and and TOTAL vulnerable Income standards to development support for accountability people RC/RC work B. Opening Balance C. Income 29,872,920 29,872,920 1,492,145 E. Expenditure -19,393,259 -19,393,259 F. Closing Balance = (B + C + E) 10,479,661 10,479,661 1,492,145
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Disaster Response Financial Report Selected Parameters Reporting Timeframe 2015/4-2017/1 Programme MDRGR001 MDRGR001 - Greece - Population Movement Budget Timeframe 2015/4-2017/3 Budget APPROVED Timeframe: 22 May 15 to 31 Dec 17 Split by funding source Y Project * Appeal Launch Date: 02 Sep 15 Subsector: * Interim Report All figures are in Swiss Francs (CHF) III. Expenditure Expenditure Grow RC/RC Account Groups Budget Raise Strengthen RC/ Heighten Joint working Variance services for humanitarian RC contribution influence and and TOTAL vulnerable standards to development support for RC/ accountability people RC work A B A - B
BUDGET (C) 26,937,339 26,937,339 Relief items, Construction, Supplies Shelter - Relief 307,296 211,017 211,017 96,279 Construction - Facilities 1,078 1,078 1,078 0 Construction Materials 0 0 Clothing & Textiles 1,553,403 1,525,794 1,525,794 27,608 Food 2,073,356 1,976,702 1,976,702 96,655 Water, Sanitation & Hygiene 1,572,921 1,480,561 1,480,561 92,360 Medical & First Aid 387,296 293,622 293,622 93,674 Teaching Materials 22,120 319 319 21,801 Utensils & Tools 212,459 120,783 120,783 91,676 Other Supplies & Services 716,889 695,126 695,126 21,763 Cash Disbursment 1,406,170 772,611 772,611 633,559 Total Relief items, Construction, Sup 8,252,988 7,077,615 7,077,615 1,175,373
Land, vehicles & equipment Computers & Telecom 32,371 32,537 32,537 -166 Office & Household Equipment 0 0 Medical Equipment 0 0 Total Land, vehicles & equipment 32,371 32,537 32,537 -166
Logistics, Transport & Storage Storage 228,964 206,693 206,693 22,271 Distribution & Monitoring 262,437 283,993 283,993 -21,556 Transport & Vehicles Costs 322,491 289,385 289,385 33,105 Logistics Services 309,822 307,267 307,267 2,555 Total Logistics, Transport & Storage 1,123,713 1,087,338 1,087,338 36,375
Personnel International Staff 2,639,950 2,268,747 2,268,747 371,203 National Staff 1,187,533 696,739 696,739 490,794 National Society Staff 2,802,623 2,237,634 2,237,634 564,989 Volunteers 267,138 282,868 282,868 -15,730 Total Personnel 6,897,244 5,485,987 5,485,987 1,411,257
Consultants & Professional Fees Consultants 176,013 151,383 151,383 24,631 Professional Fees 97,517 76,457 76,457 21,060 Total Consultants & Professional Fee 273,530 227,840 227,840 45,691
Workshops & Training Workshops & Training 127,995 86,628 86,628 41,366 Total Workshops & Training 127,995 86,628 86,628 41,366
General Expenditure Travel 549,204 534,154 534,154 15,050 Information & Public Relations 124,621 95,754 95,754 28,867 Office Costs 280,689 255,845 255,845 24,844 Communications 93,730 89,822 89,822 3,908 Financial Charges 90,747 112,515 112,515 -21,767 Other General Expenses 4,370 4,147 4,147 223 Shared Office and Services Costs 25,245 23,541 23,541 1,704 Total General Expenditure 1,168,606 1,115,777 1,115,777 52,830
Contributions & Transfers
Interim Report Prepared on 03/Mar/2017 International Federation of Red Cross and Red Crescent Societies Page 6 of 7
Disaster Response Financial Report Selected Parameters Reporting Timeframe 2015/4-2017/1 Programme MDRGR001 MDRGR001 - Greece - Population Movement Budget Timeframe 2015/4-2017/3 Budget APPROVED Timeframe: 22 May 15 to 31 Dec 17 Split by funding source Y Project * Appeal Launch Date: 02 Sep 15 Subsector: * Interim Report All figures are in Swiss Francs (CHF) III. Expenditure Expenditure Grow RC/RC Account Groups Budget Raise Strengthen RC/ Heighten Joint working Variance services for humanitarian RC contribution influence and and TOTAL vulnerable standards to development support for RC/ accountability people RC work A B A - B
BUDGET (C) 26,937,339 26,937,339 Cash Transfers National Societies 7,292,639 2,948,958 2,948,958 4,343,681 Cash Transfers to 3rd Parties 47,704 47,704 Total Contributions & Transfers 7,340,344 2,948,958 2,948,958 4,391,386
Operational Provisions Operational Provisions 96,377 96,377 -96,377 Total Operational Provisions 96,377 96,377 -96,377
Indirect Costs Programme & Services Support Recove 1,639,091 1,150,000 1,150,000 489,092 Total Indirect Costs 1,639,091 1,150,000 1,150,000 489,092
Pledge Specific Costs Pledge Earmarking Fee 68,443 69,589 69,589 -1,146 Pledge Reporting Fees 13,014 14,614 14,614 -1,600 Total Pledge Specific Costs 81,457 84,203 84,203 -2,746
TOTAL EXPENDITURE (D) 26,937,339 19,393,259 19,393,259 7,544,080
VARIANCE (C - D) 7,544,080 7,544,080
Interim Report Prepared on 03/Mar/2017 International Federation of Red Cross and Red Crescent Societies Page 7 of 7
Disaster Response Financial Report Selected Parameters Reporting Timeframe 2015/4-2017/1 Programme MDRGR001 MDRGR001 - Greece - Population Movement Budget Timeframe 2015/4-2017/3 Budget APPROVED Timeframe: 22 May 15 to 31 Dec 17 Split by funding source Y Project * Appeal Launch Date: 02 Sep 15 Subsector: * Interim Report All figures are in Swiss Francs (CHF) IV. Breakdown by subsector
Opening Closing Deferred Business Line / Sub-sector Budget Income Funding Expenditure Balance Balance Income BL3 - Strengthen RC/RC contribution to development Migration 26,937,339 29,872,920 29,872,920 19,393,259 10,479,661 1,492,145 Subtotal BL3 26,937,339 29,872,920 29,872,920 19,393,259 10,479,661 1,492,145 GRAND TOTAL 26,937,339 29,872,920 29,872,920 19,393,259 10,479,661 1,492,145
Interim Report Prepared on 03/Mar/2017 International Federation of Red Cross and Red Crescent Societies