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Emergency Plan of Action (EPoA) :Population Movement

Emergency Appeal: population movement MDRIQ006; Glide n° OT-2014-000074-IRQ Date of issue: 30 June 2014 Date of disaster 10 June 2014 Operation manager: Farid AIYWAR Point of contact: Mohammed Abdisatar, Acting Secretary General Operation start date: 10 June 2014 (DREF) Expected timeframe: 6 Months Overall operation budget: CHF 6,400,292 Number of people affected: 400,000 (based on figures Number of people to be assisted: 180,000 persons. from IRCS) Host National Society presence: 300 staff and volunteers are involved in this operation, while IRCS has around 4,000 staff and active volunteers nationwide. Red Cross Red Crescent Movement partners actively involved in the operation: ICRC, French Red Cross, Turkish Red Crescent, Qatar Red Crescent, and a Swedish Red Cross consortium including Norwegian Red Cross and German Red Cross. Other partner organizations actively involved in the operation: UN agencies are working closely with the Ministry of Displacement and Migration (MoDM) in and the Government of Kurdistan to ensure a coordinated assessment and response. (Refer to the Coordination section for details)

A. Situation analysis

Description of the disaster The humanitarian situation in Iraq took a dramatic turn on June 10, 2014, with the deterioration of the security situation in Ninewa, Salah Al-Din, and Diyala provinces. Fighting carried out by armed groups reached major cities in the country including (the second largest city in Iraq), Samara, Baquba, and . While the precise displacement figure remains difficult to ascertain, the Iraqi Red Crescent Society (IRCS) has been on the ground since the displacement began on the June 10, and has recorded that 80,558 families or 400,000 persons have entered the Kurdistan Region of Iraq (KRI). The security situation continued to deteriorate by mid- June, with the Kurdistan security forces – the Peshmerga - re-taking large parts of Ninewa, much of , as well as Rabiyah and the border crossing to Syria from the armed groups. Violence in has displaced An internally displaced girl from Tal Afar receives her hot approximately 5,000 Internally Displaced Persons (IDP) meal from the IRCS volunteers, Sinjar office. families to Zimmar (north-west Dahuk). An additional Photo:Ibrahim Malla/IFRC 3,000 families have arrived in Sinjar. Both settlements are located in what are considered Internally Disputed Boundary areas, where access is limited. At the same time the armed groups have taken Tal Afar in Ninewa, with the consequent displacement of over 6,000 families and armed groups continue to advance South, having taken control of parts of Baquba (Diyala province). Clashes continue around and more recently in Beiji. Additionally, based on reports from IRCS, more than 4,000 families have moved to Hamadamiya, in the outskirts of Mosul, which sits in the Governorate and is part of the ‘Red Zone’ where hostilities are on-going. The IRCS and ICRC are providing the most essential relief support in this area.. Page | 2

Kurdish troops are on high alert at the borders, but Kurdistan remains a ‘Safe Zone’. Entry into Kurdistan is closely monitored through regular checkpoints at the border, as well as in the region, and priority is given to those with Kurdish residency permits or who can demonstrate they have a ‘sponsor’. The three routes taken by the IDPs to date are from the west to the east of Mosul, to other parts of Ninewa Governorate, and north to Dahuk and Erbil. Further attacks on either Mosul or Diyala / Salah al-Din Governorates, could lead to further major displacement of the remaining population. Taking into account the current IDPs caseload, it will be a struggle for either Dahuk or Erbil (the current hubs for the IDPs) to absorb increased numbers in either host families or camps (five camps are currently being established, with a maximum capacity of 7,000 families per camp (35,000 persons in total). There are also still considerable numbers being accommodated in schools, mosques and camps.

Summary of the current response Overview of Host National Society The IRCS has a branch in each of the three Governorates in the Kurdistan region (the three Governorates are Dahuk, Erbil and Sulaymaniyah). The Head of the Dahuk Branch is leading the coordination of relief for Kurdistan during emergencies and crises.

The IRCS is providing hot meals and NFI’s to IDPs for the first 24 to 72 hours in this crisis. The IRCS has pre- agreements and a tendering process for the delivery of food and non-food items from major distributors in Erbil, and had capacity in its regional warehouse for 250,000 food parcels and 50,000 NFI’s. The IRCS’s capacity, however has been hampered by the loss of their strategic warehouse in Salah Al-Din (in the Red Zone). As a result, IRCS in the region is unable to restock.

The IRCS was the first organization to respond to the needs of the IDPs and rapidly activated its disaster response systems reaching 4,000 families in the first two days of the disaster. The Headquarters deployed a team of four IRCS Headquarter DM staff, plus the manager of Dahuk Branch and the disaster coordinators from Ninewa, Erbil, Sulaymaniyah, Dahuk, Kirkuk, and Salah Al-Din Branches. The national response team was divided into three teams (Sheikhan / Mosul, Badria / Dahuk, and Khazer / Erbil) and is conducting assessments of the needs in each area. The IRCS headquarter and other branches continue to provide technical advice and support.

The IRCS has 200 volunteers and professional staff actively engaged with the field activities in the Kurdistan region. Volunteers are trained in relief distribution and basic first aid1. It should be kept in mind that there are already thousands of Syrian refugees and IDPs from the Anbar Governorate in the Kurdistan region who are dependent on the support they receive from central government and IRCS. The ongoing conflict could undermine services provided to these operations particularly around stock and volunteer availability.

Overview of Red Cross Red Crescent Movement in Country The IFRC Secretariat has in conjunction with its offices in Baghdad and Beirut, deployed three officers to Erbil to support the IRCS’s assessment and response planning. This team is working closely with the Federation Country Representative in Baghdad.

The IFRC has also provided a DREF (CHF 364,486), to support the NS to replenish and provide NFI stocks for 20,000 people (4,000 families) as a start up for the planned emergency appeal. This plan further develops this support and is the basis for the proposed emergency appeal. The IFRC has also provided a DREF (CHF273,000) earlier this year for three months (Feb-May2014) to support 25,000 people affected by the Anbar Crisis with Food aid and NFI’s.

The ICRC has been helping displaced people since the beginning of the year. So far, the ICRC has provided food and other aid to over 150,000 people who have fled the fighting. The ICRC has carried out distributions in Anbar, Baghdad, Diyala, , , Babel, Al Qadissiya, Salah al-Din, Kirkuk, and Nineveh.

Following the fruitful discussions with the ICRC, it is obvious that there is work being done by all components of the Movement to enhance cooperation and operational consistency between Movement partners. Both international components of the Movement are in discussion to support the response to this crisis in a coordinated manner and are working to improve joint communications, through a planned PNS conference call and other possible joint communications. Practical discussions are also underway between both organizations to establish the complementarities and possible areas of collaboration. Some ICRC staff in Baghdad have been relocated to the Erbil sub-delegation to support the ICRC operation in Kurdistan Region of Iraq.

There are Five partner National Societies involved/ supporting the humanitarian assistance in Iraq as outlined below:-

1 While the IRCS has extensive experience in relief planning and distribution as well as good logistics capacity, additional training of volunteers on IFRC procurement and systems may be required. Page | 3

French Red Cross • On-going WATSAN and Hygiene Promotion for the Syrian refugees in Dahuk • Plans to extend support to IDPs within this same area • Vocational training for young men • Individual grants (USD 1,000) for small business start-up. • French Red Cross and Danish Red Cross are now launching a partnership to respond together with the IRCS to the needs in the Dohuk Branch. This operation will include Water, Sanitation and Hygiene Promotion activities in camps and in the communities. FRC and DRC are still seeking additional funding to continue scaling-up their response. PNS Consortium • The consortium in Baghdad is providing support to the IRCS in first aid training (German Red Cross, and finance systems Norwegian Red Cross • The consortium was created in early 2013, Its objectives are: and Swedish Red Cross) - To strengthen the IRCS capacity in first aid, Health Care in Danger, International Humanitarian Law, Planning, Monitoring, Evaluation Reporting, Finance Development, Strategic Planning. - IRCS’ support to the Syrian crisis. Qatar Red Crescent Water & Sanitation activities in Kurdistan region of Iraq Red Crescent of the Providing NFI’s to the NS’s stocks Islamic Republic of Iran Turkish Red Crescent Providing Relief items to the Sinjar region

Overview of non-RCRC actors in country Erbil is the commercial hub of the region and has also become a hub for most agencies, including UNFPA, WFP, ACTED, Save the Children, Norwegian Refugee Council, UNICEF and UNHCR. The cluster system has been activated and various agencies are carrying out assessments to identify needs and gaps and develop contingency plans should the situation continue to escalate. IFRC is engaged in the coordination efforts through the cluster system, in order to avoid duplication and is supporting IRCS to engage, however, further support in this area may be needed. In the meantime, relief efforts of various agencies are continuing. • An interagency chartered plane carrying emergency supplies for children in Iraq arrived in Erbil on 17 June. The plane contained 33 metric tons of UNICEF supplies, including tents, blankets, schools-in-a-box , recreation kits, hygiene kits and Early Childhood Development kits. • UNICEF, in coordination with IOM, distributed hygiene kits, jerry-cans in Kalakh transit camp. • IOM distributed family emergency packages to IDP families in Al-Shikhan (northern Ninewa) and distributed food packages and hygiene kits provided by WFP and UNICEF respectively. • The WFP is launching an initial emergency operation to provide food assistance to 43,500 of the most vulnerable IDPs. In its initial response, WFP will deliver approximately 550 metric tons of food a month, at a cost of $1.5 million. • UNICEF, in coordination with Disaster Managamenet and Crisis Center (DMC), have provided bottled water and hygiene kits to 6,000 IDPs families in to date. In Dahuk, UNICEF also distributed drinking water, latrines and showers.

Needs analysis, beneficiary selection and scenario planning Ongoing assessments indicate that displaced families continue to move, often on a daily basis. IDPs settlements appear to be unorganized, which makes it challenging to establish the needs. According to information received from the UN OCHA and UNAMI, out of the total 500,000 persons they report as displaced. Food, water, emergency shelter and NFIs assistance are the main needs of the IDP’s, who are residing , with relatives, in host communities, in mosques, schools, tents, unfinished buildings and government buildings, as well as the newly established camps. Some IDP’s are being hosted by relatives, while others have rented apartments or hotel rooms. It is being reported that these IDP’s are now beginning to struggle to find financial resources to support themselves beyond the end of the month and both host families and IDPs are becoming increasingly vulnerable due to financial constraints. Market conditions are sufficient to meet the current demands of IDP’s in the region. However, should the situation worsen, it is likely there will be both shortages in most essential household items, as well as increases in food and non-food item prices. The IFRC assessment team had no opportunity to carry out any market assessment to be able to give more accurate indication of the thresholds of the markets, but a simple extrapolation indicates that if the population were to increase beyond IRCS Sinjar office- Dohuk branch volunteers conduct field assessments to measure the needs of IDPs sheltered in unfinished buildings. Photo: Ibrahim Malla/IFRC Page | 4 its current capacity (including existing additional IDP’s from the earlier Anbar crisis) there will be shortages. This is compounded by the current fuel shortage, which will be a significant driver of cost increases across the board.

A comprehensive mapping of regional logistics needs to be undertaken, looking into options of supply sources (e.g.Turkey, Iran).

Beneficiary selection will be closely coordinated with local authorities and with the ICRC to ensure the complementarity of the assistance provided. Further assessments will take place to define the most vulnerable communities. There are undoubtedly gaps in needs in heath, water and sanitation that have not been assessed and do not form part of this plan. These sit outside the IRCS’s current areas of focus and there are a number of other agencies on the ground looking at these sectors. Should this in future become an activity in which IRCS wishes to be involved, further specific technical assessments would be required. Based on the latest developments and the continued conflict in the Ninewa, Salah Al-Din and Diyala governorates, IRCS has requested IFRC to provide support to enhance its response capacity in case of further IDP movement.

B. Operational strategy and plan

Overall objective To strengthen the capacity of the IRCS to respond in the Kurdistan Region of Iraq (KRI) and to provide essential assistance to 180,000 IDPs resulted from the recent violence .

Proposed strategy The uncertainty of the current situation and the possibility of further clashes, makes the analysis and planning around triggers challenging. Building on a rapid analysis at field level and based on the capacities of IRCS, the possible scenarios that can unfold in the coming days or weeks include: • Increasing population movement inside Iraq with patterns of displacement from areas where serious clashes are taking place. • The number of IDPs increasing (potentially in a worst case scenario to well over one million) and the humanitarian needs that would ensue.

Currently, the security situation in Iraq, and especially in Ninewa, Salah Al-Din and Diyala governorates, remains tense and could escalate. Based on this, the IFRC will focus its support to IRCS in the Kurdish Region of Iraq and will develop further information on the situation and security recommendations, based on the assessment of the security expert currently on the ground and in coordination with the ICRC and UN. As part of this plan, the assessment team recommends that further security recommendations and plans are developed to support IRCS in case of further escalation. Based on the assessment and discussions with IRCS and other stakeholders, the following operational strategy is recommended at the current time. The timeframe will be for the duration of the plan / appeal six months (extendable): i) Enhance the emergency preparedness of the IRCS in Kurdistan region (Suleimanieyah, Dahuk, and Erbil governorates). This will be achieved by replenishing the existing three warehouses stocks to their maximum capacity of 7,000 families/warehouse/branch. In addition, two additional warehouses will be established with the capacity of 7,500 each, which will be a stockpile of at least 50% of total capacity. Emergency stocks will primarily be food and non-food items. This will enable immediate assistance to be provided to at least 36,000 families. ii) Assist IRCS in building operational capacity to provide assistance to the population, which is or might be affected by the population movement (IDP’s).

As outlined above, the main strategy at present, is in line with the capacity of the National Society and is complementary to the work of other actors. This is to focus on the pre-positioning of food and non-food assistance. The pre-positioned items would include: • Household package for a family: 4 blankets, 1 kitchen set, 1 hygiene kit, 2 Jerry cans, 1 thermos, 1 lantern and 1 stove. • Food basket for a family (approx. 20 days): 5 kg rice, 2 kg sugar, 1 kg lentil, 1 kg beans, 1 Lt oil, 1/2 kg spaghetti, 1/2 kg pasta, 1 kg tomato paste, 1/2kg tea.

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The current crisis in Iraq has underlined the need to enhance the response capacity of IRCS and the IFRC is working in close cooperation with the ICRC and PNSs to ensure that capacity building for disaster preparedness and response is done in coordination with their planned response. In order to strengthen the National Society’s capacity to respond to the needs of IDPs, the assessment team has focused planned support around the strengthening of National Disaster Response Teams (NDRT). These teams exist in the National Society but will be strengthened through this planned support and will conduct needs assessments to determine the appropriate time and situation in which to use the pre-positioned stocks. In addition, the IFRC plans to send, upon the confirmation of funds, a team to support IRCS, both in their response and in the planned capacity building. This team will also support the National Society to carry out further assessments and to adapt their planned response to the evolving situation and to the activities of other organizations. The team will consist of: an Operations/Relief Coordinator; a Logistics delegate; a Reporting delegate and security delegate; to support IRCS. Also regular missions will take place from MENA Zone Office and Baghdad Office to provide targeted management and technical support to the National Society and the team in the country.

Operational support services In order for the intervention to meet its objectives, additional assistance will be provided by the National Society headquarter to IRCS branches in the areas of Disaster Management, Logistics, Administration, Finance, PMER, Communications, Security and Resource mobilization.

Additional technical support, including Information Management, PMER, Resource Mobilization, Communications and Logistics will be provided by the IFRC as needed and in a coordinated manner.

Human Resources The IRCS has more than 8,375 staff and volunteers nationwide and 200 staff and volunteers involved in this operation in the Kurdistan region. The IFRC and ICRC contributed and are committed to continue to support the National Society in enhancing the skills of staff and volunteers.

Logistics and supply chain IRCS has before this conflict had six strategic warehouses across the country, however, the strategic warehouse in Salah Al-Din governorate which was supposed to be the major warehouse for Kurdistan region is no longer accessible. The IFRC will provide support to IRCS for their three existing and two additional warehouses that will be required to support the current operation.

The appeal will cover the logistical resources necessary for the IRCS to implement its distribution, monitoring and evaluation activities. Continued support, as far from the onset of the operations, will be given to IRCS supply chain management capacities.

For the IRCS to efficiently run the logistics aspects of this appeal, the IFRC will provide technical support from its country representation, Zone office and GLS – Dubai office.T he appeal will follow IFRC procurement rules and regulations.

IFRC will also liaise and coordinate actions with the ICRC, logistics cluster and other key actors to ensure that the logistics operation uses all information to be as efficient and effective as possible.

Information technology (IT) Radio and ICT equipment (Mainly VHF) will be procured and installed to enhance the capacity of targeted branches to communicate and relay information on emerging needs in a timely manner.

Communications IFRC Zone will support the IFRC Country Representation and IRCS with communications for the appeal. An IFRC Audio Visual delegate was deployed on June 24 to support IRCS capacity in generating quality audio visual content to profile the response of the IRCS and promote the beneficiaries’’ needs. IFRC Communications surge support will be deployed to support IRCS in positioning the National Society as a key responder and to coordinate awareness and publicity activities and sensitize the public, media and donors on the situation and the response. The IFRC senior Communications officer is working closely with the IRCS’ head of communications at to promote and share communications products developed at both sides to position the National Society’s response both within the Movement and externally. The IFRC communications team will ensure a strong visibility through different internal and external communications platforms, including social media, IFRC website (MENA Zone page), as well as IFRC Newswire and daily updates. Page | 6

Information will be continuously shared with the IFRC country representation and zone offices for further dissemination with partners and donors. • Positioning IRCS: as a key responderwith a focus on the most important humanitarian needs of the displaced families • Voicing the beneficiaries: generating products which voice the needs of the beneficiaries as well as the added value support provided by the National Society to the beneficiaries. • Volunteers profiling: promoting the critical role played by the volunteers in difficult circumstances • Updated Key messages: update key messages to address the current situation. English and Arabic are available and will be updated as needed • Stories, photos, videos and news pieces: to be provided on a daily basis and shared through IFRC platforms and with the National Society for their local use. • Social media: through IFRC channels. Retweets from the NS page remains important to generate followers. • Liaising media interviews mostly with international media: Continue to support the National Society in responding to media requests. When security allows, facilitate media trips to affected areas. • Facts and Figures: Promoting IM products (maps, infographics, factsheets, etc.) through different communications platforms. • Statements and Press Releases: to highlight the emerging needs and position the National Society as well as the Movement response through external media. Hold press briefings, as warranted.Support the launch of this appeal and other major milestones throughout the operation through beneficiary centred diverse content, including web stories, blogs, video footage and photos. • Share any communications material created through this appeal with IFRC for use on various communications channels including the IFRC MENA web page, www.ifrc.org/MENA. Material developed in English should be translated into Arabic for use. Arabic material can also be posted to the IFRC.org Arabic pageProvide the IRCS communication team with communication training, including the development of a standard communications package for emergencies. Supply appropriate equipment, if required (photo and video camera)As security might reduce the possibility of doing a field visit, training should be organized for the DM team so they can collect material (photos, quotes) as they go to the field.

Information management: Managing information during a humanitarian emergency is a crucial part of any operation. Information management has already started playing a key role in the Iraq operation to make the National Society and all Partner National Societies recognize the importance of gathering reliable data on the locations of people in need, what they urgently need, who is best placed to assist them, and the value of this information for effective and timely humanitarian assistance. An infographic/visual update (map, graphs and timeline) (annexed) is initiated supporting the coordination processes to collect, analyze and share information about the situation among the partners.

The MENA Zone office will support IRCS in data collection and creating information products for better decision making: • Data collection tool • Fact & Figures - monthly • Infographic (a quick visual update of the situation, map with IDP figures and movement and a timeline of deliverables and important events as the situation develops) and graphs • 4Ws map when the PNSs initiate activities

Moreover, MENA zone information management support will be available to build HNSs capacity if need be. (Training staff in assessments, data collection, analysis and creating various information products).

Resource mobilization in emergency operations: IFRC continues through its Resource Mobilization team to support IFRC Iraq country representation and IRCS with donor and government relations and mapping, targeted advocacy activities, evidence based positioning materials, partners and Movement meetings, partners communication. In addition to that, the Resource Mobilization team will support the IFRC country representation and IRCS on efficient reporting ensuring quality and timing submission of reports to donors. Planning, monitoring, evaluation & reporting (PMER) Monitoring and evaluations will be done regularly by the National Society staff and IFRC team, with adherence to IFRC’s standard guidelines and focus on a results-based monitoring system. The monitoring team will ensure objectives are achieved based on the designed response plan. A Monitoring report will be produced and published during the intervention to update on the progress against objectives as well as any change in operation that might Page | 7 occur.The IFRC continues to engage and have open communications with the Iraq Red Crescent and beneficiaries to ensure a continuous improvement of the efficiency, effectiveness, relevance, sustainability, accountability, and impact of the assistance delivered. A Final Report will be made available three months after the end of the operation (by 15 March 2014).

Administration and Finance The IRCS Finance Department ensures appropriateness of the accounting records and the adequacy of internal control systems to ensure and safeguard the interests of the Partners and beneficiaries in order for the funds to be spent efficiently and effectively while attaining programme objectives. The IRCS has taken steps to increase the efficiency and effectiveness of the Finance staff through the computerisation of the Finance process as well as building the skills of the technical staff accordingly. Security The overall security situation in many parts of Iraq remains a challenge. The geographical focus of this appeal is the Kurdistan Region of Iraq, which enjoys a better security situation compared to other parts of the country. IRCS HQ and branches are experienced in working under such circumstances and have developed knowledge of the challenges and constraints of implementing operations. IFRC has deployed a security expert to develop better understanding of the situation and to support the development of additional security measures as per operational requirements in close consultation with all concerned stakeholders on the ground. Results will be shared on request when ready.

DETAILED OPERATIONAL PLAN Water, sanitation and hygiene promotion

Outcome 1: Hygiene items provided to 36,000 internally displaced families (180,000 perons) as soon as needed Output 1.1: Hygiene kits are pre-positioned in the National Society’s warehouses (3 existing and 2 additional warehouses) Activities planned Month J J A S O N D Conduct an assessment by IRCS staff / volunteers in coordination with the Authorities and Movement partners to identify targeted distribution of stocks as needed Procure and pre-position and stock pile the Hygiene kits and Jerrycans for immediate distribution to the IDPs as the need arises Organize hygiene promotion and awareness sessions targeting IDPs who are exposed to risk of communicable diseases. Monitor the evolving situation to respond to the hygiene needs and use of stocks and hygiene promotion

Shelter, settlements and household items

Outcome 1: Immediate most essential non-food items to meet the needs of 36,000 internally displaced families (180,000 persons) are met as soon as needed Output 1.1: Most essential non-food items for 36,000 families are pre-positioned in the National Society’s warehouses (3 existing and 2 additional warehouses) Activities planned Month J J A S O N D Conduct an assessment by IRC staff / volunteers in coordination with the Authorities and Movement partners to identify targeted distribution of stocks as needed Procure and pre-position/store NFI’s for immediate distribution to the IDPs Monitor the evolving situation to respond to the non-food needs and use of stocks Food security, nutrition and livelihoods

Outcome 1: Immediate food needs of 36,000 internally displaced families (180,000 persons) are met as soon as needed Page | 8

Output 1.1: Essential food for 36,000 families are pre-positioned in the National Society’s warehouses (3 existing and 2 additional warehouses) as soon as needed Activities planned Month J J A S O N D Conduct an assessment by IRCS staff / volunteers in coordination with the Authorities and Movement partners to identify targeted distribution of stocks as needed Procure and pre-position non-perishable food in monthly increments for distribution as required to the IDPs Monitor the evolving situation to respond to the food needs and use of stocks

Disaster preparedness and risk reduction

Outcome 1: The emergency response planning is clearly designed to respond to both short and long-term needs. (The disaster management capacity of the National Society is strengthened to enable it to respond to the consequences of the crisis) Output 1.1: The National Disaster Response Teams (NDRT) has been strengthened to provide efficient response to emergency situations Activities planned Month J J A S O N D Support the IRCS at the branch level in updating contingency, crisis and response plans. Conduct relief and logistics training for staff and volunteers as required Conduct basic/rapid needs assessment training/refreshers for National Disaster Response Teams as required.

Budget

Please refer to the enclosed budget sheet.

ANNEX 1: PROGRAMMING AREAS COMMON TO ALL SECTORS

Human resources:

HR planning table Position Title Sector Area Time (months) Specific roles, responsibilities, tasks Operations Coordinator Coordination 6 months Operational planning, implementation and internal/external coordination. Logistics Delegate Logistics 6 months To establish and maintain pipeline and supply chain management Reporting Delegate PMER 6 months Establish and maintain reporting, monitoring and evaluation systems as per Federation reporting procedures and requirements Security Delegate/Consultant Security 1 month To continue and ensure the establishment (extendable) of an effective security framework Finance Officer Finance 6 months Follow up on all financial related tasks to insure effective and compliant financial procedures as per the IFRC standards

ANNEX 2: ASSUMPTIONS AND RISKS TABLE TEMPLATE

Assumptions and risks table

LIST IF SPECIFIC CAN CONTROL; MITIGATE / ASSUMPTIONS & AFFECTED INFLUENCE; OR ONLY RISKS SECTORS OR Impact FACTOR-IN Likelihood Likelihood STATE ‘ALL’ 1. Deterioration of security The potential threats can be mitigated by situation: establishing a security management framework in the Kurdistan region. IFRC personnel, sites, etc., will need to be in compliance with the MSR. Security briefings, security regulations, H M and contingency plans will need to be instituted in order to mitigate as much as possible the volatility that may impact the region within the short term.

The Economic situation will be constantly 2. Increase in Basic Living monitored and considered for and eventual H M Costs: operational plan revision

Contact Information

For further information specifically related to this operation please contact: • Iraq Red Crescent Society: Mohammed Abdisatar, Acting Secretary General, email : [email protected] or International department ([email protected] ) • IFRC Iraq Representation: Farid Abdulkadir, Iraq country representative; phone: Mob: +9647901922416 Email: [email protected] • IFRC MENA Zone: Dr Hosam Faysal, DM Coordinator, Mob +961 71 802 916; Email: [email protected] • In Geneva: Christine South, Operations Quality Assurance Senior Officer; phone: +41.22.730.45.29; email: [email protected]

For Resource Mobilization and Pledges: • In IFRC MENA Zone: Samah Hassoun, Senior Resource Mobilization Officer, Mob: + 961 70 480 488, Email: [email protected]

For Performance and Accountability (planning, monitoring, evaluation and reporting enquiries) • In IFRC MENA Zone: Nadine Haddad, Senior PMER Officer, Mob +961 70 802 775, Email: [email protected]

How we work All IFRC assistance seeks to adhere to the Code of Conduct for the International Red Cross and Red Crescent Movement and Non-Governmental Organizations (NGO’s) in Disaster Relief and the Humanitarian Charter and Minimum Standards in Disaster Response (Sphere) in delivering assistance to the most vulnerable.

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

The IFRC’s work is guided by Strategy 2020 which puts forward three strategic aims: 1. Save lives, protect livelihoods, and strengthen recovery from disaster and crises. 2. Enable healthy and safe living. 3. Promote social inclusion and a culture of non-violence and peace. EMERGENCY APPEAL 27/06/2014 MDRIQ006 Iraq : Population Movement Inter-Agency Shelter Multilateral Response Bilateral Response Appeal Budget CHF Budget Group Coord. Shelter - Relief 0 0 Shelter - Transitional 0 0 Construction - Housing 0 0 Construction - Facilities 0 0 Construction - Materials 0 0 Clothing & Textiles 1,008,000 1,008,000 Food 540,000 540,000 Seeds & Plants 0 0 Water, Sanitation & Hygiene 756,000 756,000 Medical & First Aid 0 0 Teaching Materials 3,600 3,600 Utensils & Tools 1,080,000 1,080,000 Other Supplies & Services 1,440,000 1,440,000 Emergency Response Units 0 0 Cash Disbursements 0 0 Total RELIEF ITEMS, CONSTRUCTION AND SUPPLIES 4,827,600 0 0 4,827,600 Land & Buildings 0 0 Vehicles 0 0 Computer & Telecom Equipment 63,600 63,600 Office/Household Furniture & Equipment 80,000 80,000 Medical Equipment 0 0 Other Machinery & Equipment 0 0 Total LAND, VEHICLES AND EQUIPMENT 143,600 0 0 143,600 Storage, Warehousing 0 0 Distribution & Monitoring 0 0 Transport & Vehicle Costs 354,112 354,112 Logistics Services 0 0 Total LOGISTICS, TRANSPORT AND STORAGE 354,112 0 0 354,112 International Staff 295,500 295,500 National Staff 19,500 19,500 National Society Staff 24,000 24,000 Volunteers 32,000 32,000 Total PERSONNEL 371,000 0 0 371,000 Consultants 7,500 7,500 Professional Fees 0 0 Total CONSULTANTS & PROFESSIONAL FEES 7,500 0 0 7,500 Workshops & Training 140,000 140,000 Total WORKSHOP & TRAINING 140,000 0 0 140,000 Travel 85,000 85,000 Information & Public Relations 25,000 25,000 Office Costs 6,000 6,000 Communications 6,000 6,000 Financial Charges 2,000 2,000 Other General Expenses 0 0 Shared Office and Services Costs 41,852 41,852 Total GENERAL EXPENDITURES 165,852 0 0 165,852 Partner National Societies 0 0 Other Partners (NGOs, UN, other) 0 0 Total TRANSFER TO PARTNERS 0 0 0 0 Programme and Services Support Recovery 390,628 0 390,628 Total INDIRECT COSTS 390,628 0 0 390,628 Pledge Earmarking & Reporting Fees 0 Total PLEDGE SPECIFIC COSTS 0 0 0 0

TOTAL BUDGET 6,400,292 0 0 6,400,292

Available Resources Multilateral Contributions 0 Bilateral Contributions 0 TOTAL AVAILABLE RESOURCES 0 0 0 0

NET EMERGENCY APPEAL NEEDS 6,400,292 0 0 6,400,292

EMERGENCY APPEAL BUDGET V2012.06