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Northeast Nigeria Strategy

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Northeast Nigeria Strategy NIGERIA Northeast Nigeria Strategy EMERGENCY RESPONSE AND RECOVERY (2019‑2021) OVERVIEW The crisis in northeast Nigeria is one of the most severe in the world today. Across the six affected states of Borno, Adamawa, Yobe, Bauchi, Gombe and Taraba, it is estimated that 10.2 million people are in need of humanitarian assistance, of whom 52% are women and girls. Children make up 63% of those in need of help. The most acute humanitarian needs are concentrated in Borno—and areas near its borders in Adamawa and Yobe—where the crisis shows no sign of abating. In July 2016, CRS launched an emergency villages since late 2018, most having taken Cover picture: In Maiduguri, northeast Nigeria, Falmata relief operation in Borno, providing vulnerable refuge in Monguno or Maiduguri. CRS expects Bukar is living in a transitional shelter provided by CRS families with humanitarian relief through this trend to continue throughout 2019. for families displaced by violence. Of the 10.2 million people in need of humanitarian assistance in the region, comprehensive programming to assist them 63% are children. Photo by Michael Stulman/CRS with food, living supplies, water, sanitation Phased approach and hygiene (WASH), and shelter. As the CRS Nigeria has identified four phases of humanitarian crisis has moved into the Early the response: (1) Emergency, (2) Transition, Recovery phase, CRS Nigeria is recalibrating (3) Recovery/Reconstruction, and its sectoral focus and geographic approach. (4) Development/Resilience. A fifth phase, This revised strategy is designed to guide acute emergency, will continue to be a common Publication date: May 2019 the CRS senior management team in rapid thread throughout the life of the intervention, decision‑making, and support field teams in and will be attended to through contingency For more information, please contact: the implementation of lifesaving resilience planning. Jerry Farrell, Deputy Country Director for programming. Emergency and Recovery [email protected] Since mid‑2018, the context has changed Recovery and Development Emergency Transition dramatically due to the emergency of a Reconstruction and Resilience well‑armed, well‑organized Boko Haram splinter group, Islamic State West Africa Province (ISWAP). More than 100,000 new internally Acute Acute Acute displaced people, or IDPs, have fled their Emergency Emergency Emergency 1. UNOCHA; Nigeria: 2018 Humanitarian Needs Overview, November 2017 2 NORTHEAST NIGERIA STRATEGY: EMERGENCY RESPONSE AND RECOVERY (2019-2021) PHASE DEFINITIONS As families and communities move along the trajectory toward sustainability, the following criteria will define each phase of the emergency, and what needs to be in place for a community to move into the next phase—ultimately informing CRS’ programmatic approach. Each of the four phases is defined by the following parameters: conflict level/security, institutional capacity, leadership, availability of services, access to services, condition of infrastructure, and population movement. Emergency Transition Recovery/Reconstruction Development/Resilience • Highly unstable • Stable • Very stable • Very stable Conflict‑level/ • Frequent security incidents • Infrequent security incidents • Few to no security incidents • No security incidents security • Regular institutions* not functional • Regular institutions available, • Most institutions functional and • All institutions functional, active Institutional or active but not fully functional active, but require support and and require minimal support capacity of official • Emergency response‑related • Emergency response‑related strengthening structures institutions might be active institutions functional and active** • No clear leadership or weak • Population organized with clear • Clear, strong leadership linked to • Clear, strong leadership linked to leadership local leader institutional leadership institutional leadership • Decision‑making is fractured and • Few or no links to institutional • Consistent decision‑making • Consistent decision‑making Leadership inconsistent leadership • Robust leadership structure (VDC/ • Decision‑making is inconsistent WDC, Emir/Shehu>DH>Ward Head>Village Head) • Lack of services (health, nutrition, • Services provided primarily by aid • Services provided primarily by • Services implemented fully by food security, WASH, education, actors government institutions with government institutions with Access to services markets, shelter, non‑food items) support from aid actors minimal support from aid actors • Access to services for vulnerable • Access to services for vulnerable • Access to services for vulnerable • Access to services for vulnerable groups is nonexistent. groups is weak groups is strengthening groups is strengthening • Lack of crosscutting interventions • Crosscutting themes implemented • Crosscutting themes implemented • Crosscutting themes implemented Access to services (gender, protection, disabilities, but weak fully, primarily by aid actors fully by official institutions psychosocial support, elderly support) • Infrastructure is damaged or • Infrastructure is partly functional • Infrastructure is being • Infrastructure is fully functional Condition of partly functional and mostly provided by aid actors rehabilitated/reconstructed and is and operated by the government infrastructure mostly functional • Movement is fluid • Outflow stable and influx high • Little to no influx or outflow of • No influx or outflow of IDPs/ Population • High influx and outflow of IDPs/ • IDPs/refugees are returning IDPs/refugees refugees movement*** refugees to their places of origin or are • Population is fully settled relocating * VDC/WDC, LGA, MDAs (PHC, MoH, ADP, MoAg, RRR, etc.) state government SEMA, and NEMA ** SEMA, NEMA, PHC, LGA, RRR, etc. *** Roads, power, water, schools, banks IMPLEMENTATION APPROACH AND TRIGGERS FOR MOVEMENT BETWEEN PHASES Emergency Transition Recovery/Reconstruction Partnership Working with local NGOs, when Gradually delegating responsibilities such as Working through local NGOs to which programming responsibilities are appropriate, their focus being on trainings to local NGOs delegated community sensitization and activity monitoring Private Working with the private sector, when Engaging the private sector to outsource Linking beneficiaries to the private sector for sustainability of services sector appropriate (local vendors, service services such as rehabilitation providers) Market Delivering assistance through the Supporting the market Strengthening the market approach market Engagement with Coordination and information sharing Coordination and information sharing Strengthening the institutions institutions and leadership Implementation approach Implementation Crosscutting issues Protection, gender and inclusion are Protection, gender, inclusion and social Full‑scale protection, gender, inclusion, youth and social cohesion mainstreamed into programming; the cohesion are mainstreamed into programming programming is implemented emphasis is put on access to services Types of intervention Food security and nutrition Food security Livelihoods Water, sanitation and hygiene • Food assistance (voucher, in‑kind) • Market‑based e‑voucher – Move to partial • Asset restoration • Sanitation • Referrals ration • Vocational skills • Water provision • Sensitization • Financial education • Infant and young child feeding Livelihoods and agriculture • Strengthening social safety nets Health • Systems strengthening messaging • Asset restoration • Access to financial services • Business grants and livelihoods • Nutrition Shelter and NFI diversification Agriculture • Maternal and child health • Emergency shelter • Cash for work • Seed system security • Disaster risk reduction • Improving agricultural Governance • Seed system security • Advocacy – For humanitarian • Non‑food items production • Improving agricultural production assistance to reach areas of • Pest management Water, sanitation and hygiene • Pest management greatest need • Sanitation Shelter Shelter and infrastructure • Capacity strengthening – • Water provision • Transitional shelter rehabilitation Identifying capacity and • WASH non‑food items • Housing, land and property • Housing, land and property bridging gaps • Women’s hygiene kits* • Disaster risk reduction • Semi‑permanent/rehabilitation/ • Community‑level structure • Shelter and settlement non‑food items permanent strengthening – linked to local • Community infrastructure governance * Underwear, bucket with lid, rope, pegs, Water, sanitation and hygiene pack of reusable pads, detergent for • Sanitation washing. Modifications are underway to • Water provision include bath soap and wrapper. • WASH non‑food items CRS will vary its implementation approach through • Health • Nutrition phase progression from emergency to transition to • Maternal and child health recovery/reconstruction. This variation will cover partnerships, private sector engagement, market Triggers for progression All transition‑phase criteria are met All recovery‑phase criteria are met plus: N/A systems approaches, engagement with institutions plus: • Beneficiaries are food secure and meet their and leadership, and crosscutting issues. This table • Beneficiaries have stable food basic needs captures key intervention types for each phase. access • Beneficiaries have regained basic assets • Livelihoods opportunities exist in the communities GEOGRAPHIC PRIORITIES CRS and its partners will provide relief and NORTHEAST NIGERIA recovery assistance to families
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