Emergency Plan of Action (EPoA) Lesotho Food Insecurity
Emergency Appeal n° MDRLS004 GLIDE: OT-2016-000005-LSO Date of Issue: 22 January 2016 Expected timeframe: 6 Months Expected end date: 20 July 2016 Appeal budget: CHF 664,073 DREF start-up loan: CHF 84,369 Number of people affected: 180,880 Number of people to be assisted: 4,500 individuals, (900 households) Host National Society presence: Lesotho Red Cross Society, 9 staff members and 30 volunteers actively engage in emergency response in three districts of Lesotho - Qacha’s Nek, Thaba Tseka, and Mafeteng districts. Red Cross Red Crescent Movement partners actively involved in the operation (if available and relevant): IFRC Southern Africa Multi Cluster Office (SAMCO), Norwegian Red Cross, British Red Cross, and Japanese Red Cross Other partner organizations actively involved in the operation: Government of Lesotho (GoL) through the Disaster Management Authority is coordinating responses at country level. The UN-WFP plans to launch an appeal and will collaborate with government and other humanitarian partners.
A. Situation analysis
Description of the disaster Lesotho last had normal rainfall between April and May 2015. This made it difficult for Basotho (the Lesotho people) to be engaged in winter ploughing due to scarce moisture. The first rains were expected between August, September, October and November, but it is reported that vegetation conditions experienced in November 2015 were at their lowest in 15 years. According to the December 2015 FEWSNET1 report the strong El Niño event enhanced probabilities of below-normal rainfall and continued dry conditions in Southern Africa. Lesotho`s onset of rains was delayed by 30-40 days affecting land preparation and other agricultural activities. Of the few people who managed to plant their fields, the crops are dying off due to this prolonged dry spell. These conditions have also negatively affected livestock conditions due to poor pasture and limited availability of water.
The prolonged dry spells and drought not only affected maize production, but other crops such as sorghum, beans, peas and wheat have also been affected, and harvests are down and low yields are therefore expected. The drought situation resulted in a 51% cereal deficit of the required 247,000 metric tonnes. Out of 10 districts the five hard to reach districts in Lesotho are the most affected including Qacha’s Nek, Mokhotlong, Thaba Tseka, Quthing and Mafeteng. Table 1 below illustrates the decline in cereal production in the most affected districts, however some districts reported an increase in output on some cereals compared to the previous production year (2013/14) i.e. Leribe (Maize 4% and Wheat 179%) and Quthing (Wheat 81%).
An estimated 15-30 percent of Lesotho’s population are in need of humanitarian assistance to help them cope with this acute drought situation. The Lesotho Vulnerability Assessment Committee (LVAC) report for 2015 indicates a deterioration in the food security situation with the number of people in need going from 447,760 in the previous season to 463,936 this season (an increase in prevalence from 26% to 33%). On-going safety net interventions including school feeding, cash transfers and food assistance interventions by the GoL and NGOs have however covered a significant caseload of the food insecure population leaving 180,880 people (36,176 households) in need
1 http://www.fews.net/southern-africa/lesotho P a g e | 2 of immediate food assistance. These households will need food assistance over a period of three to eight months until at least June 2016.
Table 1: Percentage Change in Cereal production per district: Source LVAC 2015
Food prices have increased, with maize meal up from LSL 3.00 to LSL 6.90 per kg and are expected to continue increasing over the next 12 months as influenced by increasing demand, high import prices from South Africa as well as the inflationary effect of increases in fuel prices. The high import prices are also attributed to increasing demand of food commodities in South Africa due to food insecurity across the Southern Africa region. The UN-OCHA Southern Africa Humanitarian Outlook of November 2015 attributes the increase in food prices to the dependency of Lesotho on South Africa`s production (70% of cereal consumed in Lesotho) and currency value; as such the fall of the South African Rand (ZAR) against the United States Dollar coupled with a poor harvest experienced by South Africa. As a result of these factors it is projected that average maize meal prices will increase by 82% to 124%. Limited agricultural labour opportunities as well as projected poor terms in livestock sales as a result of the delayed start of the rainy season will also further affect household purchasing power and access to food commodities. Some households in Lesotho rely on remittances from South Africa, however these remittances continue to decline. According to FEWSNET the decline in remittances from South Africa is mainly due to retrenchments in the mining sector, the LVAC reports estimates that the remittances have reduced by 15%. Without humanitarian assistance households will likely experience Stressed (IPC Phase 2) and Crisis (IPC Phase 3) food security outcomes.
The significant increase in cereal prices and moderate improvement in overall incomes will decrease the amount of staple food that can be purchased by households particularly the very poor and poor households who will face deficits from August and November respectively. The purchasing powers of incomes are expected to decline by 80-120% using the price of maize meal (LVAC 2015).
Health and Nutrition The Demographic and Health Survey (2014) reported that Lesotho suffers from 33.2% stunting in children which is way above the unacceptable threshold of 20%. According to OCHA 51% of children in Lesotho suffer from some form of anaemia. The HIV/AIDS prevalence rate in Lesotho for adults aged 15 to 49 years is 23.4% according to UNAIDS2 54.8% of the total people living with HIV and AIDS being female. The food insecurity situation will affect drug adherence for patients on treatment.
The dry conditions which are being experienced and the projected drought situation for 2016 will also affect fresh water supplies, which will impact on the health risks and disease outbreaks for both the vulnerable population and their animals, due to the absence of water or the consumption of untreated stagnant water (Food and Nutrition Security Working Group of Southern Africa Update.)
Household Coping Strategies It is anticipated that in the absence of assistance to the food insecure population, people are not receiving assistance through the Safety Nets programme will engage in negative coping mechanisms, such as skipping meals as well as removing children from school to look for casual labour opportunities.
The declaration from the Government of Lesotho (GoL) on 21 December 2015 highlights that women and children, people with disabilities and the elderly are the most affected as they bear the brunt of traveling long distances to
2 http://www.unaids.org/en/regionscountries/countries/lesotho/ P a g e | 3 collect water for domestic use as water sources continue to dry up. A majority of farmers have failed to cultivate crops this summer due to inadequate soil moisture. This is ample proof to once again expect a very poor harvest for the 2016/17 cropping season.
Limited Access to Water Due to the drought it is anticipated that access to water for household consumption as well as livestock will be affected. The GoL is already projecting water shortages and anticipates that water rationing strategies will have to be implemented. Livestock deaths are already being reported and these are linked to water scarcity. The GoL indicates that it will conduct water trucking to affected communities using tankers as well as fast tracking on-going water projects for the lowlands. This however may need to be complimented with other interventions that will ensure safe water consumption.
Against this background, the Prime Minister of Lesotho declared a state of drought emergency in Lesotho and to call upon development partners and all the friends of Lesotho to assist in efforts to redress the situation.
Summary of the current response
Overview of Host National Society Lesotho Red Cross Society, as a volunteer member organization has 10 active divisions across the country with active community based branches and volunteers. A democratically elected committee manages each division, with the divisional secretaries present in each division. At national level, the Secretary General heads Lesotho Red Cross Society and reports to the National Executive Committee (NEC).
LRCS has previous experience in implementing disaster and relief programs throughout the country with support from Partner National Societies and donor agencies. Earlier this year LRCS supported four districts (Divisions) which were heavily affected by strong winds. Under this emergency response the LRCS delivered support to temporary shelter through the distribution of tarpaulins and shelter kits to more than 100 households.
The LRCS had previously implemented the Integrated Home Based Care and Food Security programme in five districts of Lesotho, and some of the activities included long term production of food in Homestead gardens as well as disseminating key nutrition messages reaching more than 1,800 households.
In 2012 and 2013 respectively, LRCS launched DREF operations reaching 600 food insecure households (2,400 beneficiaries) using the food for work initiatives in Mafeteng district. The operations were responding to the food insecurity crisis, water shortages and land degradation challenges in the district. The interventions also helped build the capacity of the local people in responding to similar disasters.
The LRCS is now launching an emergency appeal to assist 4,500 most vulnerable people (900 households) in three districts - Qacha’s Nek, Thaba Tseka, and Mafeteng, while WFP and other stakeholders are assisting Mohale’s Hoek, Mokhotlong, and Quthing. Proposed activities to support affected households are therefore planned as follows:
Immediate food distribution in the first two months (Jan and Feb 2016); Cash transfer programming to ensure targeted beneficiaries meet their household food needs Distribution of drought resistant seeds and fertilizers to support livelihoods recovery Training of affected communities on farming techniques, including farming practices which will minimise the impact of drought such as seed selection, inter cropping, intensified mulching, rotational cropping, and soil and moisture conserving practices like keyhole and trench gardening. This will also look at climate change and adaptation, promoting and sharing community indigenous knowledge, practices, looking at the fuelling factors for climate change and their relation to disaster response approaches, mapping community resources and capacities, and examining hazardous issues leading to climate change.
Overview of Red Cross Red Crescent Movement in country
Partner National Societies Norwegian Red Cross (NRC) is currently supporting the Integrated Community Based Health Care (ICBHC) programme, which is being implemented in one district of Mohale’s Hoek. Additionally, the Norwegian Red Cross supports the OVC CARE and Support Programme in two areas of Thaba Bosiu and Mafeteng.
Apart from the outgoing home based care and food security programme which was initially supported by the British Red Cross (BRC), the NS is now supporting the WASH programme in Mohale’s Hoek and Mokhotlong which has been going on for the past two years. Japanese Red Cross Society is fully committed to the prevention of HIV in two areas of Maseru and Quthing. It also supports different OVC care and support initiatives in those two areas.
P a g e | 4
Movement Coordination The IFRC will provide technical support to LRCS during the whole period of the implementation. A coordination structure will be designed, including coordination of RCRC Movement interventions at the country level, joint coordination of the operation, monitoring, sharing of updates on the progress made, challenges etc. This will be achieved through reporting on a monthly and quarterly basis.
Overview of non-RCRC actors in country The Government will lead the overall coordination of disaster response through its Disaster Management Authority (DMA) under the Office of the Prime Minister. The LRCS takes part in the coordination meetings held at DMA as part of monitoring and information sharing at national level. The District Disaster Management Team (DDMT) is the coordination platform for partner institutions (UN agencies, WFP, INGO’s, NGOs) its mandate is to build common strategies related to humanitarian response and policy issues. WFP plays a major role in the formulation of any response planning, and the funding of food distribution. This forum is well established and is chaired by the Office of the Prime Minister. The Ministry of Agriculture and Food Security also forms part of the DDMT.
Needs analysis, beneficiary selection, risk assessment and scenario planning
On 21 December 2015, the Government of Lesotho declared a drought emergency and appealed for support to address the food insecurity situation. The LVAC report highlights that a total 463,936 people are in need of food assistance however on-going Safety Net interventions are covering a significant caseload leaving 180,880 people in need of food assistance. The declaration illustrates that 180,880 - 11% of the population are in need of immediate food assistance and the government will require 584 million Maloti (USD 37 million) to address the food and water needs. The situation is expected to deteriorate further due to the projected poor rains in 2015, as a result of the El Niño effect which has negatively impacted on the Southern African agricultural production.
May 2015 to April 2016 Projected Livelihood Outcomes
SURVIVAL DEFICIT L/HOODS PROT DEFICIT TOTAL
BENEFICIARIES EITHER OR BENEFICIARIE EITHER OR BENEFICIARIES EITHER OR S
MT CASH MT CASH MT CASH
District Butha Buthe 3213 57 400,0 3855 11 80 3855 68 480
Leribe ------Berea 3456 61 367,35 3489 1 4 3489 61 371
Maseru 1063 19 117,21 1222 3 18 1222 22 135
Mafeteng 190927 351 2373,84 76281 2334 15535 76 281 2685 17909
Mohale’shoek 2027 71 441,96 3418 49 263 3418 120 705
Quthing 2880 51 373,72 8717 256 1672 8717 307 2046
Qachasneck 14 854 1046 9040,28 20861 423 3492 20861 1468 12532
Mokhotlong 578 10 79,32 13243 456 3556 13243 466 3635
Thaba tseka 17 681 311 1782,92 49794 1441 8079 49794 1753 9862
Total 65,678 1,976 14,977 180,880 4,974 32,698 180,880 6,950 47,675
Table 2. Lesotho’s Projected Livelihoods outcomes as per District. The Deficits are in all districts except Leribe. The food gaps in these districts are a result of decrease in cereal production and high food prices.
The GoL working with its humanitarian partners is implementing a range of Social Protection interventions however these activities are only supporting 40% - 60% of the affected population (LVAC Report 2015). The LVAC report recommendations highlight the need for interventions targeting the poor and very poor households to use:
1. Cash for Work 2. Child Grant programmes 3. Public Assistance P a g e | 5
The beneficiary caseload which will be targeted by the LRCS consists of the most vulnerable groups with limited capacity to do any work programme. As such the support/assistance from LRCS will be unconditional support to ensure immediate food needs of the households are met.
Beneficiary Selection The emergency appeal seeks to support beneficiaries in three most affected districts (Thaba Tseka, Mafeteng and Qacha’s Nek). In these districts, the LRCS is well established through its divisions and has a comparative advantage in terms of competency in food security programming. Mafeteng is mostly prone to desertification and water scarcity, which becomes a threat to both crop and animal production as well as to human beings.
The beneficiary targeting and selection criteria will be based on the most affected and most vulnerable for both food availability, but also on the ability to recover using available resources. The LRCS has its own targeting, beneficiary selection and registration strategies. LRCS will coordinate with the government and other humanitarian actors in the country in the development of the selection criteria to ensure the most vulnerable are reached by the assistance. The targeting will mainly focus on:
Chronically ill persons Persons with disabilities and the elderly Households with malnourished children under 5 Households with malnourished pregnant and lactating women Vulnerable households headed by women or children Orphans or vulnerable children (OVCs) Households with members on Antiretroviral Labour constrained households The very poor
The selection process will be participatory and done close coordination with the targeted communities, local authorities, and relevant stakeholders. The LRCS will use an open vote selection process in which community members identify the most vulnerable for inclusion in the operation. This will ensure buy-in from the community as the registration process will be transparent. LRCS staff and volunteers will then conduct beneficiary registration looking at the demographics of each selected family. This process will be carried out with the support of the local authorities and other Community Based Organisations (CBOs).
Risk Assessment Security conditions in all targeted divisions/districts are stable and will unlikely hamper the implementation of the activities of this emergency appeal. The LRCS and IFRC regional security team will, however, closely monitor the situation, and should there be changes, appropriate measures will be taken at that time. Safety of staff will also be ensured through using vehicles that are road worthy and that vehicles are not driven after dark.
There are certain risks associated with the implementation of a Cash Transfer Programme (CTP), however using a mobile money transfer modality minimizes the risk of fraud. The risk of price information and commodity shortages on the local market are also a consideration that will require close monitoring of the situation in the targeted districts, and adaptation of the programme appropriately. The process of engaging a mobile money company may take a longer time exposing targeted households to further impacts of food insecurity, as such LRCS will procure and conduct direct distributions in the first month while the CTP system is being established.
The targeting of beneficiaries for CTP must be sensitively handled to minimise the risk of the intervention creating social tensions in the households. In some cases some of the targeted beneficiaries may not be the ones who make decisions on the utilisation of cash in the household, which may result in diversion in the use of cash for other purposes not intended by the project. Reports from implementing partners and other stakeholders have suggested that there is a risk that the introduction of cash may result in Gender Based Violence (GBV) in targeted households. In this regard, LRCS will commit to educating its staff and volunteers on GBV to equip them to respond to such cases and avoid being the perpetrators themselves. LRCS staff and volunteers will be trained in and will conduct sensitisation and advocacy sessions highlighting the issues around potential abuse, particularly in relation to CTP. The NS will also provide a platform for discussing these issues and for educating communities on GBV and its effects at household level during the pre- distribution addresses, in public gatherings and during the actual implementation of food distributions and CTP activities. This will include integrating GBV screening services, for example screening, counselling and appropriate referral of cases, which might increase detection rates and improve the possibility to intervene and provide legal, medical and psychosocial-support services to respond appropriately to such GBV cases. To do so, LRCS will put in place strong monitoring systems to ensure that any incidences are reported and managed. Working with stakeholders from Government, LRCS will also ensure that counselling and mediation and conflict resolution sessions in the event that cases of GBV are reported.
P a g e | 6
The proposed medium term intervention carries risks related to agricultural production if inadequate rains impact on the success of the seed and fertilizer distribution, usage and impact on harvest levels.
B. Operational strategy and plan
Overall objective
The overall strategy is based on the need to improve food security and livelihoods at the household level, mitigate the consequences of the food and water shortages and increase resilience in three districts of Lesotho. The immediate food needs will be met through the provision of food assistance in the first two months through food distribution and then CTP to 900 households (4,500 beneficiaries). The rationale for the direct food assistance is to ensure access to food for food insecure households whilst the CTP system is being established. Markets are well established and functioning in the targeted districts. The LRCS is seeking a start-up DREF allocation of CHF 85,369 to support initial actions, such as beneficiary targeting and food distributions.
A medium term intervention will be the provision of drought resistant seeds (quick to mature) and fertiliser for the same 900 households above (4,500 people). The farming starter packs will be received by a proportion of the same beneficiaries who received cash transfers and who have the capacity to plant for next season. This will be based on individual capacity determined through a detailed assessment, which will be carried out by the LRCS staff, volunteers and local partners.
Trainings on farming techniques, food preservation and climate change and adaptation will also be key in ensuring that the project goals are sustained. Trainings will therefore be offered to 30 lead gardeners / farmers (10 in each district who will then pass on the knowledge to other community members.) 30 lead gardeners / farmers will be selected based on their willingness to participate, and their ability to learn and pass on their knowledge and skills to others in the community. On the job training and coaching will be provided by the lead farmers to their peers before, during and after the season. These trainings will be facilitated by volunteers and CBDRTs, who have sound knowledge and skills in farming and agricultural production.
This plan of action reflects the LRCS role as auxiliary to the GoL. It has been drawn from in-depth analysis of the LVAC, non-Red Cross partners, Government and in consultation with IFRC. The LRCS will also work in line with the Government’s Food Security Intervention Plan through two Ministries of Forestry and Land Reclamation and Agriculture and Food Security, and with the overall response plan defined by the Government of Lesotho. The objectives of these plans are to provide food assistance for the targeted beneficiaries and LRCS will deploy the main components of intervention below:
1. Immediate food assistance through direct distribution and support through cash transfer programming; 2. Livelihoods protection and reinforcement through seed and fertilizer distribution, as well as agricultural training 3. Health, water provision and hygiene promotion activities to ensure consumption of safe and clean water
The LRCS will be closely working with the GoL and inter-agency partners including World Food Program (WFP), DMA and Ministry of Forestry and Land Reclamation and the Ministry of Agriculture and Food Security in many aspects of the programs at national level.
Proposed strategy
This operation will provide immediate support to a total of 900 households (4,500 beneficiaries) in three of the most affected districts (Thaba Tseka, Mafeteng and Qacha’s Nek) to access basic needs through food aid for the first two months and cash transfers (via mobile cash transfer) over four months.
LRCS field staff and volunteers will support the targeting and registration process for the targeted beneficiaries. LRCS will also invite and coordinate with Government departments and community leaders in the targeted districts in the selection and registration process to ensure a transparent system is used in the selection of the most vulnerable households.
The National Society’s staff and volunteers will undergo training to improve their knowledge of planning and implementation of cash transfer programmes, assessment and targeting of beneficiaries and providing support to agricultural production.
Immediate intervention P a g e | 7
Immediate food aid and food support to assist 4,500 people (900 households) which are in a severe food insecurity situation in three districts of Thaba Tseka, Mafeteng and Qacha’s Nek through: Food aid for 4,500 people for two months (February and March 2016); Cash transfers for 4,500 people over four months (April - July 2016) to meet the immediate food needs of a household of 5.
Malnutrition Monitoring and Screening LRCS has limited capacity to support and respond to cases of severe and acute malnutrition; however, the NS will screen and refer these cases to the Ministry of Health. The NS will work with the Ministry of Health to train volunteers in tracking malnutrition indicators. However the households with malnourished people will be targeted with CTP whilst the malnourished will be receiving nutrition rehabilitation support from the Ministry of Health. The volunteers will also carry out social mobilization activities to encourage malnourished people to visit health centres.
Cash Transfer Programme Design and Implementation The proposed cash transfer value has been calculated based on the current market prices of a standard food basket according to the Sphere standards for a household of five: 50kg bag of maize, 7,5kg beans, 4.5 litres cooking oil. LRCS will contract a mobile money company or local banks to support the cash transfers. Currently there are two mobile operators with capacity to support the implementation of the operation i.e. Econet and Vodacom. The two companies will be requested to submit bids outlining how the Mobile Money Platform works, how they will support LRCS meet its project objective, the costs of transaction as well as reporting, and other support they will offer during the implementation of the operation. There are a number of local banks in Lesotho who will also be requested to submit bids outlining how they would support the implementation of the operation. LRCS will also consult and discuss with other agencies who have experience in implementing CTP to get feedback on performance of the mobile money operators and banks as this will also be considered in the selection of who LRCS will partner.
Based on the rapid assessment conducted by LRCS, the mobile money operators have given indications that they will be willing to provide free sim cards as well as educating targeted beneficiaries on the use of their mobile money platforms. LRCS will also support information dissemination and monitoring of the CTP closely to ensure challenges faced by beneficiaries will be quickly resolved. In addition to these sessions service providers will be requested to produce spreadsheets as a proof of payment to individual beneficiaries. LRCS will also be negotiating price reductions on handsets from a provider to be given to those beneficiaries who do not have existing handsets.
The management and implementation of the CTP will ensure that the Head of DM and the PMER unit at the LRCS HQ will closely monitor and supervise the implementation of the operation. To ensure fraud-control and transparent implementation of the activities “Hotline numbers” will be provided to beneficiaries and stakeholders in the targeted districts to ensure that in case of fraud, abuse or manipulation of the system the LRCS HQ will be alerted. The targeting and registration of beneficiaries will also be closely monitored by senior staff of the LRCS and the IFRC. The IFRC will recruit a CTP expert to support the National Society in setting up, implementing and reporting of the operation. The IFRC will also train and support NS staff develop and implement a Beneficiary Communication system that will include raising awareness on the targeting, complaints and feedback mechanisms as well as getting feedback on the effectiveness of the interventions. Monitoring systems will also be put in place to monitor utilization of cash, impact of the cash transfer intervention on prices on the market as well as challenges faced by beneficiaries in accessing their cash.
Medium-term intervention: LRCS will support 4,500 beneficiaries (900 households) with the following medium-term interventions:
Support to agricultural production through the provision of agricultural inputs (hybrid seeds of maize, beans and fertilizer for winter cropping). Provision of agricultural training to 30 lead farmers with each lead farmer being responsible for cascading knowledge and skills to 10 follower farmers. Training of affected communities on farming techniques includes but is not limited to farming practices, which will minimise the impact of drought, such as seed selection, inter cropping, intensifying mulching, rotational cropping, soil and moisture conserving practices like keyhole and trench gardening. Climate Change and Adaptation through trainings on establishing and promoting the share of community indigenous knowledge, practices and also looking at the fuelling factors for the climate change related possible response mechanisms, mapping their resource, capacities and hazardous issues leading to climate change.
The livelihoods assistance is also in line with the LVAC recommendation that vulnerable households should be supported with access to seeds and fertilisers.
These activities are accompanied by technical and specialized support in CTP, FS and Livelihoods (see below operational support services for details on required HR support) to create and strengthen the capacities of the NS to design, implement and monitor cash transfer and livelihoods programming. P a g e | 8
Under this, beneficiaries will be engaged in the following livelihoods and food security initiatives:
Community dams Land reclamation initiatives Silt trap construction Tree planting Reseeding of rangelands Soil and water conservation activities.
These are the activities aimed at improving community livelihoods through community engagement and participation. The activities are also aimed enhancing resilience capacity within communities beyond the disaster occurrence. From each beneficiary household, one member will participate in activities for a maximum of twenty days.
Health, provision of clean water and hygiene promotion Given the risks associated with limited access to clean and safe water there is need for LRCS to complement government efforts to enhance consumption of clean water in the affected households. Whilst the government is proposing water trucking and drilling LRCS staff and volunteers will conduct health promotion trainings and distribution of water purification tablets.
Lessons learnt from the previous LRCS Food Security program and DREF 2012 and 2014 will be incorporated to strengthen the current situation, with a major emphasis on the skills and roles of lead gardeners (use of existing capacities).
Operational support services
Human resources LRCS has six trained RDRT staff in Relief (1), Logistics (2), Health in Emergencies (1), and the other two in general emergency response, 24 staff trained as National Disaster Response Team (NDRT) and from 20 Community Based Disaster Response Team (CBDRT) in each district. All these trained personnel are available to support the implementation of this intervention within the LRCS. The Disaster Management Coordinator (DMC) heads this team. The LRCS also have two staff trained on CTP by the IFRC SAMCO in 2015.
To implement this appeal, LRCS will deploy the services of six staff (3 field officers and 3 support drivers). Additionally, existing staff will devote a percentage of their time to the programme delivery (the DM manager, finance officer, administration and logistics officer) together with the volunteers.
National Society positions:
1NS DM Manager at LRCS (30% of time) 3 District Field Supervisors (100%) 3 Drivers (100%) 1 Logistics Officer (25%) 1 Finance Assistant (50%) 30 volunteers for beneficiary selection and distribution of farming starter packs
A focus will be CTP training and support for appropriate LRCS HQ staff and volunteers. This support will be provided by a CTP expert from the IFRC and CTP trained personnel within the National Society throughout the duration of the project. The IFRC will train and reinforce NS capacities in Cash Transfer Programming focusing on targeting, beneficiary communication, payment mechanisms, procedures, monitoring, etc.
The DMC together with the RDRT personnel will technically support the operations in all the districts for the duration of the project by offering refresher trainings, internal procedures to establish all the delivery and monitoring process, and to support the capacity building of the NS Staff and volunteers.
P a g e | 9
IFRC secretariat positions: The IFRC will support the set-up of the operation particularly the CTP system. IFRC will recruit an Operations Manager with strong CTP experience to provide technical support and capacity building to the National Society in Cash Transfer Programming. The Operations Manager will support LRCS in conducting market assessments, designing and setting up the CTP system. Additional support will also be provided through:
1 IFRC SAMCO Delegate for technical and financial support (3 months) Logistics support through the deployment of an Logistics Officer as surge to support the procurement and establishment of the CTP system in-line with the IFRC Cash Based Programming SOPs PMER and Finance are regular positions within IFRC SAMCO that will dedicate time to the EA
The sharing of knowledge and experiences among NS will be supported and promoted at regional level, e.g. with the sharing of guides and registration/monitoring models used by IFRC.
Logistics and supply chain The cash distribution will be done in collaboration with the existing logistics capacity support of the LRCS and the additional logistical capacity from all the targeted divisions. Three LRCS vehicles will be used for transportation of staff and volunteers. IFRC will provide financial support in terms of fuel and vehicle maintenance costs. IFRC will provide technical support from its regional representation in order to assist LRCS to run the project as efficiently as possible. All procurement of goods and services will be done in accordance with the LRCS financial procedure manual and the IFRC procurement regulations. This means that all procurements will be conducted as an open tender and all the bidding process will follow the required processes.
The LRCS also have a warehouse where they can store any additional material important for the operation e.g. storage of food items, seeds, fertilizer and production tools prior to distribution (if required).
Communications Communication is key in addressing the needs of the people as well as in collaborating with key players in the operation, therefore a steady, timely and reliable flow of information is essential amongst all the role players. This flow will be maintained between those working in the field and other stakeholders, including the media and donors, to promote greater quality, accountability, and transparency. This will support the objectives of this appeal, e.g. to increase the profile, the funding mechanisms for LRCS and IFRC, and provide a platform on which to advocate in the interests of vulnerable and needy people.
Donors and National Societies will receive information and materials they can use to promote the operation. Relevant information and advocacy materials, including audio-visual products, will be channelled through IFRC and public websites: www.ifrc.org/africa as well as through social media such as the IFRC Twitter account.
The LRCS through its communications office also shares information on its website www.lrcs.org.ls as well as through its Face book pages.
Activities will include the following:
Produce press releases, facts and figures, key messages, people centred stories and beneficiary case studies, photos and videos that highlight the needs, gaps and achievements of the operation Hold public gatherings to sensitise communities about the activities in the appeal and the roles of community. Engage proactively with media (national and international) to highlight the needs of the food insecurity affected people and to profile the response of the Red Cross. This will include the use of established IFRC social media and digital resources. Engage media in field trips to affected areas Develop media packages, including facts and figures, issue briefs and audio-visual products for distribution to partner National Societies, other partner organizations and media Develop and produce communications products including key messages for partners to use for back donors and own audiences: identify spokespeople and ensure key messages are shared for use during media interviews Support field visits by communications colleagues from partner National Societies and donor agencies Support programme teams in designing and producing project-specific materials, including forms, banners, brochures, posters and signage. Further build the capacity of the National Society communications focal point, with special attention to video gathering, following on from audio-visual training previously provided to the National Society Gather photos, video, interviews with a focus on the small scale interventions being implemented through this appeal, for use in Africa region-wide campaign to be launched in 2016 on food insecurity P a g e | 10
Security There are no major security concerns at present. The LRCS will monitor the security environment, identify real or potential security related-risks in a timely manner and design and implement risk mitigation measures when and where required. The LRCS may liaise with organisations such as the Lesotho`s Mounted Police Service in order to obtain security related information or receive support in crisis or emergency situations that overwhelm the capacity of the NS. The staff and volunteers of LRCS will be encouraged to complete the IFRC Stay Safe courses as this enhances security and safety awareness and preparedness.
Planning, monitoring, evaluation & reporting (PMER) LRCS will build on its extensive experience and existing tools in Planning, Monitoring, Evaluation and Reporting through its PMER office. The operation will ensure that all aspects of the implemented components are monitored and specific tools are developed/ modified as necessary taking full considerations of gender, age and disability disaggregation of data. A project start up meeting will be held to share the operational process of the appeal. District project staff and divisional secretaries will receive training in monitoring of activities using relevant tools.
Monthly monitoring and reporting will be conducted on the food security situation through distribution and post distribution reports. Market and price monitoring will be conducted to check on the impact of the CTP on commodity availability, prices and inflation. Daily field updates will also build on to the development of monthly reports. LRCS works closely with district level stakeholders i.e. government and other humanitarian actors and they will be regularly consulted on how the situation is evolving, and any relevant adjustments will be made. The assessments will also ensure that there is no overlapping between agencies for effective use of donor funds. Field based assessments; data collection on feedback from beneficiaries, non-beneficiaries and other field level stakeholders of the project will be collected and analysed and inform the next phase of distributions/cash transfers. A beneficiary satisfaction survey and end of implementation evaluation will be conducted jointly by the NS and IFRC to get feedback and a lessons learnt workshop will be held at the end of the operation.
Monitoring the project's progress: close monitoring of turnaround time tasks and budget disbursement delays will be made. Monthly monitoring of activities will be in place with management tools that will be developed and a quarterly progress report will be prepared. Evaluations will be conducted after each activity of cash transfer distribution and seeds/fertilizer distribution, including beneficiary feedback, and capturing the volunteers experiences. LRCS are trained in relevant monitoring tool, and have the necessary equipment, and therefore will be able to sure this methodology for capturing feedback. Technical support from the IFRC SAMCO will be considered which may be through relevant communication measures such as emails, phone calls, or field monitoring visits. Planning meetings and consultations with community stakeholders will be conducted. A review and lessons learnt meeting will take place towards the end of the response. Systems to enable beneficiary communication will be established and to address accountability issues a complaints and feedback mechanism will be introduced. An interim monitoring visit by IFRC SAMCO/Africa Regional Office (ARO) DMU Final Evaluation to be carried out jointly by the LRCS and IFRC
The robust monitoring and reporting system will be used to track the outputs and outcomes of interventions. Particular attention will be given to monitoring the CTP activities, for example;
Cash utilization Inflation or price changes Effects of the CTP on local economy and commodity pricing Market monitoring to check on food items quality and availability Post distribution monitoring to check on the functionality of the Mobile Money transfer system and challenges faced by the targeted beneficiaries Sufficiency of the transfer value – is the transfer meeting the monthly food needs of the household?
This monitoring will help inform any revision needed in terms of coverage and timeframes. The operation will be regularly monitored by technical and management staff from IFRC SAMCO with field visits. IFRC SAMCO office representation and the Africa Regional Office DMU will provide ongoing support to the implementation.
P a g e | 11
Administration and Finance In accordance with LRCS finance manual, the IFRC will facilitate the cash transfers from the Emergency Appeal and ensure transparent and smooth administrative and financial support to the operation in close coordination with IFRC Nairobi.
Food Security, Nutrition and Livelihoods Outcome 1: Immediate food needs of 4,500 beneficiaries (900 households) are met over a period of six months Output 1.1: 900 households (4,500 beneficiaries) receive food aid and cash distribution in order to purchase food (CHF 68 per month per household) Activities planned Month 1 2 3 4 5 6 Information for local authorities awareness session Beneficiary, targeting identification and registration. Food procurement (maize, bean, sorghum, cooking oil) Food distribution for 900 households Establishment of CTP and payment mechanisms processes Operational training to staff and volunteers on CTP and monitoring on utilization and sufficiency of transfer to meet household food needs Validation of beneficiary list and establishment of an accountability mechanism (beneficiary communication, feedback systems, etc.) Training and Capacity Building in Transfer Cash Programming among the staff and volunteers Training on beneficiary identification, registration, rapid assessment and field data collection and analysis Selection and signing contract with Service Providers Cash distribution for four months April, May, June and July 2016 Procurement of mobile hand sets Mobile providers input into training of volunteers in mobile phone registration, provision of free Sim cards, reduced price handset provision to beneficiaries with no existing phone Monitoring and evaluation of the activity Outcome 2: Livelihoods of 900 households (4,500 beneficiaries) are reinforced to build community resilience in targeted regions
Output 2.1 Appropriate agricultural inputs (seeds, fertilizer, production tools) are distributed to 900 households.
Activities planned Month 1 2 3 4 5 6
Assessment to identify most vulnerable households that have capacity to work and have available land for planting Conduct specific needs assessment via Ministry of Agriculture to identify most appropriate items to be distributed depending on the market availability and period Assessment to establish capacity of local traders to provide proposed seeds and fertilizers Organize procurement of seeds, fertilizers and production tools for 900 farmers Training of lead farmers in agricultural production
(they will be trained on farming techniques, water harvesting techniques like dam maintenance, catchment design and maintenance, water hygiene this will be cascaded down to entire community Conduct distribution of seeds, fertilizer and production tools Monitoring and evaluation of the activity
Water, Health and Hygiene Promotion activities
Outcome 3: Immediate reduction in risk of waterborne and water related diseases in targeted districts. Output 3.1 Health and hygiene promotion activities carried out to targeted population
Activities planned Month 1 2 3 4 5 6
Training of volunteers, water committees and teachers on hygiene promotion (proper hand washing, water treatment and health education) Training of volunteers to monitor malnutrition indicators and conduct referrals and social mobilization exercises in targeted communities Hazard mapping and analysis in villages and schools and identify potential water sources Distribution of water treatment tablets House to house visits for hand-washing; water treatment and health education Monitoring and evaluation of the activity
Quality programming / Areas common to all sectors
Outcome 4: Continuous and detailed assessment and analysis is used to inform the design and implementation of the operation Output 4.1 Initial needs assessment are updated following consultation with beneficiaries
Activities planned Month 1 2 3 4 5 6
Inception meeting with implementation team– IFRC SACO and LRCS
Coordination and engagement with key stakeholders (DMA, MoAFS, Community leaders, NGOs, Red Cross and Red Crescent Movement, UN Agencies). Joint monitoring of operations by LRCS & IFRC
Evaluation of assistance impact in supported households (related to all food security activities) Lessons-learned and review meetings
Contact Information For further information specifically related to this operation please contact:
In Lesotho: Prof Teboho Kitleli, Secretary General. Phone: +266 22 313 911; email: [email protected]
IFRC Southern Africa Multi Cluster Office: Michael Charles, SAMCO Coordinator; mobile: +278-34132988; email: [email protected]
IFRC Africa Region: Farid Aiywar, Disaster Management Unit Coordinator; Nairobi; phone: + 254 731- 067489; email: [email protected]
IFRC Geneva: Christine South, Operations Quality Assurance Senior Officer; phone: +41.22.730.45 29; email: [email protected]
IFRC Region Logistics Unit (ZLU): Rishi Ramrakha, Head of Regional logistics unit; phone: +254 733 888 022/ Fax +254 20 271 2777; email: [email protected]
For Resource Mobilization and Pledges: In IFRC Africa Region: Fidelis Kangethe, Partnerships and Resource Mobilization Coordinator; Addis Ababa; phone: +251 930 03 4013; email: [email protected]
Please send all pledges for funding to [email protected]
For Performance and Accountability (planning, monitoring, evaluation and reporting): IFRC Region: Robert Ondrusek, PMER Coordinator Africa, phone: +254 731 067277; email: [email protected]
How we work All IFRC assistance seeks to adhere to the Code of Conduct for the International Red Cross and Red Crescent Movement and Non-Governmental Organizations (NGOs) in Disaster Relief and the Humanitarian Charter and Minimum Standards in 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.
International Federation of Red Cross and Red Crescent Societies
Detailed Budget
Currency: CHF Lesotho Food Insecurity (MDRLS004) Date: 22/01/2016
Activity Account Description Quantity Unit Cost Total
1. Early warning and emergency response preparedness 0
Outcome 1 0 The management of the operation is informed by a comprehensive assessment, monitoring and Output 1.1 evaluation system A0111 0 2. Areas common to all sectors (assessments, monitoring and evaluation) 21,600 Outcome 1 The management of the operation is informed by a comprehensive assessment, monitoring and 21,600 evaluation system
Output 1.1 Initial needs assessment are updated following consultation with beneficiaries and stakeholders
Volunteers and staff training for assessment and targeting process (30 volunteers, 10 A0211 3.00 Training 2,000.00 6,000.00 680 staff, 3 trainings with 10 vol/training) A0211 680 Briefing of stakeholders on the emergency Intervention a per district 3.00 meeting 700.00 2,100 A0211 680 Community mobilisation meeting x 3 9.00 meeting 500.00 4,500 A0211 680 Planning meeting 1.00 meeting 2,000.00 2,000 A0211 680 Review and Lessons learned meeting 1.00 meeting 2,000.00 2,000 A0211 700 Final Evaluation 1 lump sum 5,000.00 5,000 Total Output 1.1 21,600 3. Water, sanitation, and health education 3,890 Outcome 1: Safe access to water for human consumption and healthy life 3,890 Output 1.1. 900 households (4,500) beneficiaries received water, sanitation and health education A0311 667 Hazard mapping and analysis in villages and schools and identify potential water sources 120.00 volunteers/days 7.00 840
A0311 667 House to house visits for hand-washing; water treatment and health education 150.00 volunteers/days 7.00 1,050 A0311 662 Monitoring and evaluation of the activity - including per diem and hotel accommodation 1.00 lump sum 2,000.00 2,000
Total Output 1.1 3,890 6. Food security and livelihoods 487,880 Outcome 1: Immediate food needs of 4,500 beneficiaries (900 households) are met over a period of six 402,660 months Output 1.1: 900 households ( 4,500 beneficiaries) receive direct food distribution and cash distribution in order to purchase food (CHF 68 per month per household) Volunteers for targeting (identification, registrations and verification process) (30vol x 12 360.00 volunteers/days 7.00 2,520.00 A0611 667 days) water; sanitation and health issues included Cash transfer to meet basic needs for 900 households (68 CHF x household x 4 3,600.00 units 68.00 244,800.00 A0611 578 distribution)
Service Provider Charges for Cash Transfers (4%) 1.00 lump sum 10,000.00 10,000.00 A0611 578 Food distribution for 900 households (4,500 beneficiaries) (900 households x 2 1,800.00 units 68.00 122,400 A0611 520 distributions) January and February
A0611 Training and Capacity building for staff and volunteers in CTP and monitoring of CTP 1.00 Training 5,000.00 5,000.00 680 impact (5 days training), 3 trainings for 30p/training Handsets for Beneficiaries (assuming 30% do not already have handsets) 270.00 per handset 15.00 4,050 A0611 582 Hazard mapping and analysis in villages and schools and identify potential water sources 120.00 volunteers/days 7.00 840 A0611 667 150.00 volunteers/days 7.00 1,050 A0611 667 House to house visits for hand-washing; water treatment and health education Monitoring and evaluation of the activity (1 distribution x month) including per diem and 6.00 distributions 2,000.00 12,000 A0611 662 hotel accommodation Total Output 1.1 402,660 Outcome 2 Livelihoods of 900 households are reinforced to build community resilience in targeted regions 85,220
Output 2.1 Appropriate agricultural inputs ( seeds and fertilisers) are distributed to 900 farmers (4,500 persons) in rural areas
Specific assessment for seed distribution support. 3.00 Assessment 1,500.00 4,500 A0621 700 Seeds tools and fertilizers for 900 households (this include the cost of 50 kg base and 50 900.00 farmers kits 47.00 42,300 kg top dressing fertilizer - seed hybrid maize, beans,wheat and soghum) A0621 523 Agricultural Tools for 900 households (spades, digging forks, watering cans and hand 900.00 Tools 31.00 27,900 A0621 560 forks) Training for Lead Farmers in farming practices and limate change adaptation (each lead farmer will cascade training to10 beneficiary farmers) 3 trainings x 5 days 10 lead farmers 3.00 Training 2,000.00 6,000.00 A0621 680 per training) Volunteers for targeting (30 vol x 7 days), and for seeds and other assets distribution (30 360.00 volunteers/days 7.00 2,520.00 A0621 667 vol x 5 days) Monitoring and evaluation of the activity - including per diem and hotel accommodation A0621 662 1.00 lump sum 2,000.00 2,000 Total Output 2.1 85,220 National Society operation support costs (where not included in sector based activities) A0911 593 Fuel for 3 vehicles 18.00 months 300.00 5,400.00 A0911 593 Vehicle maintenance 3 vehicles ( twice during the programme) 6.00 units 550.00 3,300.00 A0911 662 NS DM Manager (30%) 6.00 months 470.00 2,820.00 A0911 662 NS Field supervisors x 3 18.00 months 850.00 15,300.00 A0911 662 NS Finance Assistance 50% 6.00 months 350.00 2,100.00 A0911 662 Lgistics officers (25%) 6.00 months 300.00 1,800.00 A0911 740 NS Communication costs (internet megabites and airtime and media posts) 6.00 months 400.00 2,400.00 A0911 710 Newspaper adverts 1.00 lump sum 3,000.00 3,000.00 A0911 730 Stationary 3.00 months 400.00 1,200.00 A0911 662 NS Drivers x3 18.00 months 400.00 7,200.00 A0911 667 Volunteer Insurance 30.00 volunteers 1.50 45.00 A0911 662 Per Diems and hotel accommodation 12.00 months 600.00 7,200.00 Total NS support costs 51,765.00 IFRC operation support costs A0821 600 IFRC Operations Manager for 3 months 3.00 months 8,000.00 24,000 A0821 799 IFRC SOCS for 3 months 3.00 months 1,203.00 3,609 A0821 662 Finance officer 50% contribution 2.00 months 1,200.00 2,400 A0821 661 Logistic officer 3.00 months 2,400.00 7,200 A0821 799 SOSC for Logistics officer 3.00 months 1,733.00 5,199 A0821 760 Financial Charges 1.00 lump sum 4,000.00 4,000 A0821 700 IFRC monitoring (Finance, PMER, DM Delegate) 6.00 1 2,000.00 12,000 Total IFRC support costs 58,408
SUB TOTAL BUDGET: 623,543
Programme support: 40,530
TOTAL BUDGET: 664,073