Emergency Plan of Action (EPoA)

Iraq: Population Movement

Emergency Appeal n°: MDRIQ008 Glide n°: OT-2016-000069-IRQ

Date of launch of EA: 07 July 2016 Expected timeframe: 9 months
Expected end date: 07 April 2017
Emergency Appeal amount: CHF 3,406,903
Number of people affected: Over 10 million people Number of people to be assisted: 90,000 people
Number of people displaced: 3.4 million nation-wide; 131,000 displaced recently in/around Anbar, Nineveh, Salah al-
Din and Kirkuk governorates (as of 03 July)
Host National Society: Iraqi Red Crescent Society (IRCS): Number of Branches: 18. Number of volunteers: 7,300
volunteers
Red Cross Red Crescent Movement partners active in Iraq: ICRC, American RC, British RC, Danish Red Cross,
Emirati Red Crescent, French Red Cross, German Red Cross, Red Crescent Society of Islamic Republic of Iran,
Italian Red Cross, Japanese Red Cross, Kuwaiti Red Crescent, Norwegian Red Cross, Qatari Red Crescent, Swedish
Red Cross, Turkish Red Crescent
Other partner organizations involved in the operation: Government of Iraq (Ministry of Displacement and
Migration/MoDM, Kurdistan Regional Government of Iraq (KRG-I), UN agencies and clusters

Summary
The humanitarian situation in Iraq is severe and has recently escalated with the displacement of large numbers
of people affected by fighting in Anbar and Nineveh governorates. It is estimated that the conflict has led to
approximately 3.4 million people becoming internally displaced across Iraq, with more than 10 million people
overall requiring humanitarian assistance and protection. Since March 2016, the number of people displaced by
fighting has reached approximately 131,000 people and continues to rise.

The Iraqi Red Crescent Society (IRCS) has been responding to the needs of families and individuals displaced
in both Anbar and Nineveh and surrounding affected areas. However it has used much of its relief stock in the
operation and is seeking support from partners in order to be able to continue to respond. In keeping with its
humanitarian mandate and role as a first responder in Iraq, the IRCS seeks support to deliver lifesaving
information and assistance which includes the following:
- Food: ready to eat through provision of field kitchen for first 3 to 4 days of any new wave of
displacement, and appropriate and culturally acceptable monthly family food ration.
- Non-food items and emergency shelter: kitchen sets, jerry cans, blankets, emergency shelter
materials and messaging.
- Water: bottled drinking water, water trucking and deployment of water plants.
- Sanitation: emergency latrines
- Hygiene: hygiene and personal care items and awareness campaign
- Health and first aid: provisions of first aid kits and supplies, and deployment of medical personnel and
trained volunteers to provide health care and first aid.
- Psychosocial support: provision of psychosocial support to IDP’s and host communities.

Given the scale and scope of the needs and over-stretched capacity of other humanitarian actors on the
ground, additional support is needed. The IFRC, in keeping with its mandate to support member National
Societies, is launching this emergency operation focused on supporting IRCS to meet its national
auxiliary role and mandate to provide life-saving, emergency relief to displaced people in Iraq. The
IFRC-supported emergency operation is meant to enhance support and operations carried out by other
Movement actors in Iraq by focusing on supporting IRCS to fulfil its recognised emergency response role. The
support provided through this operation will be complemented by an IFRC Iraq Country Operational Plan which
will aim to enhance IRCS’s broader response capacity, including contingency and preparedness measures for
projected future population displacement and other hazards including health emergencies, as well as IRCS
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capacity building and support in coordination. The IFRC-supported operation will be implemented in full
consultation and coordination with all Movement actors in Iraq.

A. Situation analysis
Description of the disaster

During the first half of 2016, humanitarian needs in parts of central and northern Iraq continued to rise as
Iraqi state military and allied forces embarked on a military offensive to retake areas in northern and central Iraq
including Fallujah, which have been occupied by organized non-state armed groups over the past 2 years.
The violence and humanitarian crisis in Iraq remains at alarming levels. Wide-spread violence puts the overall
1
civilian death toll for 2016 stands at more than 6,700 and close to 3,000 injured. In 2015 total casualties stood
2
at 16,115, whereas the figures for 2014 and 2013 stood at 20,030 and 9,851 respectively. Estimates indicate
that as the military operation progresses the total anticipated number of displaced persons in Iraq by the
end of 2016 will reach approximately 5 million or more. It is expected that this gradual displacement will
continue at a steady pace as the military moves towards Mosul city.

Anbar
rd
Since 23 May, the battle for the city of Fallujah has led to intense levels of fighting, levelling public and private
infrastructure as well as leading to further population movements as families attempt to. Based on information
available, the fighting has led to the displacement of more than 87,000 people from Fallujah and surrounding
3
areas over the previous few weeks . Most displaced people from Fallujah have been taken to Ameriyat al
Fallujah, a town around 30km south of the city, where existing humanitarian infrastructure was prepared in
4
anticipation of these flows but has proven inadequate to support the full number of people . However, people
are also fleeing areas north of Fallujah towards the east, and are being hosted in local schools and in the Al
5
Ahal camp . As Iraqi military move further into western Anbar, it is estimated that over 400,000 people could be
displaced as a result of the fighting that would ensue with armed groups by the end of the year.

Nineveh, Salah al-Din, Kirkuk

In and around Nineveh governorate, Iraqi security forces have continued an offensive to retake territory which in
recent days has resulted in the displacement of thousands of people both within and into Salah al-Din and
Kirkuk governorates. More than 14,000 people have been displaced from the town and surrounding areas of
6
Shirqat in Salah al-Din alone . As of 30 June 2016 it was estimated that over 30,000 people were displaced in
the areas around Mosul, with 500 families very recently displaced into Salah al-Din governorate. More are
expected in the coming weeks. Since clashes around Mosul escalated in late March, over 20,700 people
displaced in Makhmur district have found shelter in Debaga. The rapid movement of people means the number
displaced may be larger, and it is estimated that around 200,000 civilians remain in the Shirqat city, which is
under the control of non-state armed groups. People displaced are in dire need of safety, shelter, water, food
and health care. Almost 6,500 Iraqi families from Mosul and Ba’aj districts in Nineveh and from Salah al-Din
have fled into Syria. As the battle for Mosul escalates, more Iraqis are expected to flee towards Syria.

Summary of the current response

A 2.1 Overview of Host National Society

Established in 1932, the IRCS is one of the few organisations in Iraq with a presence in all governorates of the
country, giving it a unique role and advantage over other humanitarian actors in the country. The IRCS has over
7,300 registered volunteers and approximately 1,200 staff in 18 branches across Iraq (see Figure 1 below). It

1
Estimate based on UNAMI figures and media reports as of 03 July. Data available here
http://www.uniraq.org/index.php?option=com_k2&view=itemlist&task=category&id=159:civilian-
casualties&Itemid=633&lang=en
2
Source: https://www.iraqbodycount.org/analysis/numbers/2015/
3
from IOM Displacement Tracking Matrix, UNHCR flash update here:
http://reliefweb.int/sites/reliefweb.int/files/resources/20160622%20Iraq%20Flash%20Update.pdf
4
Source OCHA Humanitarian Bulletin:
http://reliefweb.int/sites/reliefweb.int/files/resources/OCHA%20Iraq%20Humanitarian%20Bulletin%20%28May%202016%29.
pdf).
5
OCHA Humanitarian Bulletin:
http://reliefweb.int/sites/reliefweb.int/files/resources/OCHA%20Iraq%20Humanitarian%20Bulletin%20%28May%202016%29.
pdf)
6
Source: http://reliefweb.int/sites/reliefweb.int/files/resources/20160705%20Iraq%20Flash%20Update.pdf
 Page |3

focuses its work on helping the wounded and reducing their suffering during crisis, searching for missing people
and offering medical assistance. IRCS also seeks to help people affected by natural disasters inside and
outside the country such as floods, earthquakes, volcanoes and epidemics, where it opens dispensaries and
first aid centers in addition to train volunteers on first aid to prepare them for response.

Figure 1: Map: IRCS staff and volunteer capacity by branch (May 2016)

The IRCS plays an important role in humanitarian response at the national and local level; it is a part of the
national system of intervention in disaster and emergency situations, through its membership in Iraqi
government operations and coordination bodies, through which it seeks to provide and distribute emergency
humanitarian relief aid, set up camps to shelter growing numbers of those affected, and provide them with basic
services, The human resources of the IRCS constitutes one of the main pillars in responding to humanitarian
challenges faced in Iraq. In 2015 the IRCS was able to reach internally displaced people through 420,000 relief
interventions including food, water, NFIs, shelter and emergency health.

IRCS teams implement awareness raising campaigns around explosive remnants of war unexploded ordinance
(UXO) in Iraq. It aims to reduce causalities and save the lives of people affected directly or after landslides and
floods indirectly in areas that are contaminated with these items. The program targets mostly children and
young people in local communities through dissemination of public information, education and training at their
schools or camps for the IDPs and liaison with their local communities. The IRCS coordinates with the Iraqi
Ministry of Health and Environment and Civil Defence directorate. In 2015 IRCS staff and volunteers delivered
awareness messages in Babel, Baghdad, Basra, Najaf, Wasit, Karbala, Dewanyia, Thi-Qar, Muthana, Kirkuk
and Diyala through schools lectures, sport festivals, painting gallery and workshops as well as through
distribution of printed materials which explain explosive remnants of war, their shapes and types and how to
avoid them. Through these activities the IRCS reached over 20,300 people including over 5,300 IDPs.

In the area of health, the IRCS has been providing medical and social services to the displaced Iraqi population
and Syrian refugees in an effort to support the over-stretched health facilities in the country. The IRCS’s health
department has provided psychosocial support (PSS) to more than a 100,000 individuals and First Aid to more
than 2 million persons in 2015. In addition, health education and promotion activities have been ongoing
through teams of Health Promoters and Community-Based Health and First Aid (CBHFA) volunteers to elevate
hygiene awareness and practices and prevent common diseases. These activities are integrated within the
primary health care approach to community health promotion, and complements the Mobile Medical Units’ work
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within IDP and refugee camps. Referrals to the two IRCS-run hospitals were also being provided. The hospitals
have a total capacity of 120 beds and are able to perform general surgery and delivery services.

Increasing access to safe water and improved sanitation is a priority of the IRCS in emergency response. IDP
camps and informal sites often do not have adequate water sources nor sanitation services including waste
disposal services or latrines, increasing the risk of infectious disease. IRCS teams estimate that a large number
of the IDP camps in Iraq lack the recommended daily water of adequate quality. The IRCS provides assistance
through supplying safe water and adequate sanitation for IDPs camps. Crowd management is another area
where water and sanitation is of utmost importance especially during religious occasions in Iraq, which
mandated the IRCS to interfere by providing humanitarian services such as pure drinking water which is an
important public health problem to avoid spread of infectious diseases. In 2015 IRCS specialised water and
sanitation teams set-up 15 reverse osmosis stations with an average capacity to produce of 1-2 cubic meters of
water per hour, reaching over 38,000 people.

A 2.2 Current response to the central Iraq population displacement crisis

The IRCS has been responding to the needs of families and individuals displaced in both Anbar and Nineveh
and surrounding affected areas. In Anbar, IRCS has deployed its volunteer network from its branches in Anbar,
Babel and Najaf governorates, and has provided support with non-food items from its pre-positioned stock,
emergency food, and drinking water, health care services and psychosocial support. Between late May and late
June, the IRCS provided emergency assistance to over 12,000 families displaced from the offensive on
Fallujah.

This assistance has included:

- More than 92,000 loaves of bread provided, prepared in IRCS-run bakeries and distributed daily
- More than 7,000 hot meals, prepared in IRCS-run field kitchens
- 4,400 family food parcels
- 57,000 bottles of water distributed
- Provision of emergency health and psychosocial support services to over 20,000 people

For those affected by the fighting in and around Nineveh, the IRCS has continuously responded to the needs of
those displaced. In late June 2016 more than 8,000 people fleeing from Nineveh to Debaga camp near
Makhmour, Erbil governorate, were supported with hot meals and family food parcels. The IRCS was carrying
out additional distributions taking place in the first week of July as a result of the displacement of more than 300
more families at the time of writing (July 2016).

A 2.3 Overview of Red Cross Red Crescent Movement in country

The International Federation of Red Cross & Red Crescent Societies (IFRC) established its Representation
Office in Iraq in 1994, with the aim of supporting the Iraq Red Crescent Society (IRCS) to implement its
humanitarian work throughout the country.

The priorities of this emergency operation are in line with the overall priorities of the IRCS as well as the IFRC’s
long-term approach in Iraq. The IFRC Iraq Operational Plan, to be launched in July 2016, will provide the overall
framework for support to IRCS in the medium and long-term. This emergency operation will be linked to the
Operational Plan for Iraq with the view of a more long term support to the population movement crisis.

The IFRC’s Operational Plan for Iraq is structured around the following overarching priorities:
1. Support to on-going IRCS emergency response and preparedness activities
2. Support in the enhancement of IRCS capacity in response and longer term programmes and services
3. Enhancement of coordination and information sharing

Due to the fluid, heterogeneous and protracted nature of the crisis in Iraq, these strategic priorities and related
activities will run in parallel and will aim to ensure IRCS is able to continue to meet its core humanitarian
mission and mandate in response whilst continuing to build its capacity in key areas including supporting post-
relief needs where this is feasible. At the same time, supporting and facilitating IRCS and partner coordination
will be prioritised in order to ensure a joined up and complementary approach throughout all programmes and
operations.

Cooperation between IFRC and IRCS is strong and is structured through a permanent task force engaged in the
planning and management of the overall emergency response. This includes ongoing relief activities as well as
contingency planning in Baghdad. Coordination mechanisms also exist amongst RCRC Partners both in IRCS
Headquarters in Baghdad and at an operational level from Erbil.
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IRCS will be responsible for the implementation of the operational plan. Support to the emergency operation will
be provided by the IFRC Iraq country office as well as the IFRC Regional Office, based in Beirut, notably in
terms of technical guidance, monitoring and evaluation and resource mobilisation.
7
Table 1: Red Cross Red Crescent actors active in Iraq
Movement member Interventions
ICRC Health, food, WASH, CTP, logistics, RFL, capacity
building
Consortium of German RC, Norwegian RC, Capacity building, health & WASH
Swedish RC
American Red Cross Disaster preparedness
British Red Cross Food, NFI’s
Danish Red Cross Health, PSS, CTP & capacity building
Emirati Red Crescent Food, health
French Red Cross WASH, relief, logistics, CTP & capacity building
German Red Cross NFI’s, shelter, logistics, health & CTP
Red Crescent Society of the Islamic Food
Republic of Iran
Italian Red Cross Food
Japanese Red Cross Food & NFI’s
Kuwait Red Crescent Food
Norwegian Red Crescent Capacity building
Qatar Red Crescent Food, NFI & WATSAN
Swedish Red Crescent Food, NFI, CTP & capacity-building
Turkish Red Crescent Food, NFI’s & shelter

Besides IFRC and ICRC, 10 Red Cross Red Crescent Movement Partner National Societies are operational
in-country working alongside IRCS. These include the Danish Red Cross, French Red Cross, German Red
Cross, Norwegian Red Cross, Swedish Red Cross, Qatari Red Crescent, Kuwait Red Crescent, Red Crescent
of the Islamic Republic of Iran, Turkish Red Crescent. In-country coordination is led by IRCS and support is
provided by the IFRC.

The ICRC operation in Iraq is its third largest globally, with a total budget of CHF 119,530,069 and operating
across the country through 822 staff (some 732 Iraqis and 90 international). The ICRC delivers assistance and
protection for those in and fleeing from fighting affected areas. In 2014 and 2015, the ICRC supported the IRCS
in establishing and equipping disaster management centres, and supporting the IRCS and partner National
Societies in their activities and operations.

During the first six months of 2016 the ICRC provided:

- Water to over 800,000 people adversely affected by the conflict was made available as a result of
rehabilitating and constructing over 18 water supply systems
- Food to over 440,000 displaced people, covering their essential needs for one month, was distributed
along with soap, detergents, personal hygiene items, cooking tools, cutlery, stoves, jerry cans, and
blankets
- Health Care to over 800,000 people was made available through support to hospitals with medical
consumables and equipment, vaccination campaigns, medical training and physical rehabilitation
services
- Visits to 33,000 Detainees were carried out, ensuring proper treatment and living conditions and
exchanging 15,000 messages between them and their families

The ICRC has been able to reach areas and victims of the armed conflict that are hard to reach (west Ramadi
areas, Khaldyiah, Habaniyah Majar and Nukhieb in Anbar, Salah al-Din, Nineveh, Babel and Dyiala, etc.) and
prioritises assistance to areas and victims of the conflict where other organisations have a limited outreach/
presence. The ICRC's emergency relief package consists of items sufficient to help families cope for a period of
one month.

7
‘Active’ refers to both RCRC actors with physical presence and programmes in Iraq, as well as those supporting through
financial, human or technical resources but with no presence in-country
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A 2.4 Red Cross Red Crescent coordination

The IRCS headquarters maintains daily communication with the IFRC Iraq Country Office in Baghdad. In
Kurdistan Region of Iraq (KRI) daily communication is maintained between the IFRC Office and the IRCS
branch in Erbil. As a critical step towards the establishment of a sustainable coordination platform, the IFRC is
guiding, supporting and facilitating IRCS in strengthening of coordination mechanisms including:

a. Partners’ meetings to bring key Red Cross Red Crescent stakeholders together on a regular basis to
discuss and plan activities that will improve collective capacity, coordination and impact.
b. Task force meetings which allow RCRC stakeholders to remain constantly engaged with monitoring for
imminent threats and proposing preparedness and planning measures.
c. Technical working groups, the first being established to guide and support the strengthening of the
existing Relief Distribution Committee – responsible for caseload targeting, planning and
implementation of distributions. Apart from technical working groups, IFRC will undertake regular one-
one meeting with in-country Movement partners to updates on their respective operation and build
synergies on ongoing and planned activities.
d. Joint/coordinated monitoring visit to identify gaps and capture best practices that will help improve
organization of distribution and maintain relevance of assistance.
e. Coordination in capacity building to IRCS between IFRC and Partner National Societies (PNS) staff, as
well as cluster coordination to reinforce Red Cross Red Crescent presence in this forum.

All aforementioned coordination activities are currently being strengthened through IFRC support, with the
view to ensure of a coordinated RCRC response to a population displacement crisis that is expected to increase
in numbers and geographical scale.

Non-RCRC actors in country: The IRCS closely coordinates with the Iraqi Government and humanitarian
organizations to continue an efficient and effective response to the needs of IDPs and refugees in Iraq. The
IRCS as an auxiliary to the Government is a member of the National Disaster Response Committee chaired by
the Government Department of Migration and Displacement.

External coordination: Shelter and non-food household items, food cluster, WASH cluster meetings are held
every 2 weeks with national and international humanitarian organizations. IFRC has been actively represented
in Erbil on shelter and NFI meetings and general coordination events. These meetings facilitate
implementation in the field with respect to scope of support and identification of beneficiaries (avoiding
duplication and enhancing synergies).

IRCS and the wider Red Cross Red Crescent stakeholders cooperate and collaborate where possible, with a
considerable UN and NGO presence. All interagency standing committee (IASC) clusters have been activated
and there are more than 100 NGOs alone in the KRG-I. IRCS has prioritized those agencies with which it
engages, primarily from the UNDP, UNHCR, WHO, UNOCHA, UNICEF and WFP. There is some engagement
with the following IASC clusters: Camp Coordination and Camp Management (CCCM) Cluster, chaired by
UNHCR; Shelter/NFI Cluster, chaired by UNHCR; Food and Nutrition Cluster, chaired by WFP. NGOs with a
large presence in Iraq, though mostly based in KRI, include Médecins Sans Frontières (MSF) (various
countries), Oxfam, ACTED, Danish Refugee Council, and ADRA.

Needs analysis, beneficiary selection, risk assessment and scenario planning

A 3 Needs analysis, beneficiary selection, risk assessment and scenario planning

A 3.1 Needs analysis

IRCS is operating in an on-going crisis characterized by quickly changing scenarios with scaling armed
interventions, shifting frontlines, polarization, resulting in disrupted access, massive sudden displacement, and
direct threats to humanitarian workers. The impact of the protracted and acute crisis in Iraq has resulted in a
continuous growth in the number of people in need of humanitarian assistance. Those displaced in both central
and northern Iraq since March 2016 (when Iraqi security forces launched the next phase of a major offensive in
8
Anbar governorate) number over 131,000 people to-date and growing.

8
See UNHCR Flash Update 05 July 2016, available at
http://reliefweb.int/sites/reliefweb.int/files/resources/20160705%20Iraq%20Flash%20Update.pdf
 Page |7

In and around Nineveh governorate, Iraqi security forces have continued an offensive to retake territory which
in recent weeks has resulted in the displacement of thousands of people both within and into Salah al-Din and
Kirkuk governorate. More than 8,400 people have been displaced from the town and surrounding areas of
Shirqat alone. The rapid movement of people means the number displaced may be larger, and it is estimated
that around 200,000 civilians remain in the Shirqat city, which is under the control of non-state armed groups.
People displaced are in dire need of safety, shelter, water, food and health care.
rd
In Anbar, the operation to retake the city of Fallujah, which began on 23 May, has now largely come to an end,
though the offensive is continuing into the north and western parts of Anbar governorate in the. Most people
displaced by the fighting are now staying in both formal and informal camps and temporary sites including at
towns such as Ameriyat al Fallujah, Khalidiyah and Habbaniyah. The camps are overcrowded and are not able
to host additional families, with many now living outside these sites with no shelter and exposed to the harsh
Iraqi summer weather. Whilst authorities expect returns to begin by August, damage to infrastructure and
concerns around unexploded ordinance and explosives (UXO) littering Fallujah in the aftermath of fighting will
pose an ongoing threat to people’s lives and livelihoods for many months to come. It is therefore likely to be
some time before the displaced population can sustainably return to the city; as such emergency, lifesaving
support will likely be required on a continuous basis in that period, as basic facilities and livelihood opportunities
in and outside the camps are overstretched and limited.

The displacements taking place in Anbar and Nineveh and neighbouring governorates add to an estimated 3.4
9 10
million internally displaced persons (IDPs) across the country , sharply rising from 479,000 IDPs in May 2014.
11
Estimates indicate that 12 million Iraqis may need some form of humanitarian assistance by the end of the
year, up from 10 million in 2015.

The IRCS has been responding through the crisis and is continuously monitoring the situation and the emerging
needs across the country. In terms of the population displacement crisis taking place in both central and
northern Iraq, the following immediate needs have been identified:
- Protection
- Food
- Water
- Shelter and essential non-food items
- Hygiene and sanitation
- Access to healthcare, including psychosocial support
12
A 2014 report by a consortium of UN agencies, NGOs and media development organisations highlights the
importance of access to information for Iraqi communities and their ability to cope with the current humanitarian
crisis. According to the report, the priority information needs among displaced people are threefold: more
information about their places of origin and family members who were left behind; better information on aid
services, criteria and procedures for registering for assistance and information about the future including the
possibility of resettlement and asylum.

IDPs, especially displaced women, are not only in need of physical assistance in the form of shelter, food, water
or health care. More than ever, they are also in need of timely, accurate and trusted life-saving and life-
enhancing information to reduce the factors contributing to their vulnerability and suffering and ultimately stay
healthy and safe. It is critically important that new displaced people are provided with clear information along the
displacement route, to minimize misunderstandings and the likelihoods of incidents such as separation of
minors.

IFRC will support IRCS in continuously assessing and adjusting its relief and volunteer training activities. To the
extent possible IFRC/IRCS together with in-country RCRC partners will undertake a coordinated monitoring visit
to distribution sites and interact with beneficiaries to identify gaps, analyze relevance and appropriateness of
provided assistance and inform changes to be made in package, distribution modalities etc. In addition, IFRC
will stay in contact with other humanitarian actors on the ground to coordinate to build synergies on best
practices. Special attention is given to cross cutting issues, including gender, diversity, persons with disability,
and age so as to ensure inclusiveness in terms of needs, requirements and cultural acceptance.

9
Source UNHCR: http://reliefweb.int/sites/reliefweb.int/files/resources/20160622%20Iraq%20Flash%20Update.pdf
10
Source IOM Displacement Tracking Matrix, DTM Round 46 May 2016: http://iomiraq.net/file/9547/download
11
Source: http://reliefweb.int/report/iraq/iraq-humanitarian-needs-overview-2016-november-2015
12
Source :
http://reliefweb.int/sites/reliefweb.int/files/resources/Understanding%20the%20Information%20and%20Communicatio
n%20Needs%20of%20IDPs%20in%20Northern%20Iraq.pdf
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A 3.2 Beneficiary selection

Operating in a complex emergency where needs are continuously changing and vary depending on the actual
situation in specific areas, IRCS bases its response on the seven Fundamental Principles of the Red Cross Red
Crescent, including neutrality and impartiality. Accordingly, there is no discrimination as to the selection of
beneficiaries based on their nationality, race, religious beliefs, class or political opinions. The response of IRCS
is based on needs assessment alone, which is particularly important given the scarcity of resources.

This operation targets in particular population movement in Anbar governorate, notably IDPs living in camp and
non-camp settings that have moved from their homes due to ongoing fighting, as well as those newly displaced
and anticipated to be displaced in and around Nineveh. Given ongoing fighting and presence of unexploded
explosive ordinance (UXO), damaged infrastructure and reduced livelihood opportunities in areas affected by
fighting, it is likely that the affected population will be unable to sustainably return to their homes and will
continue to be in need of emergency assistance for the coming months and possibly beyond.

Continuous assessments are carried out by IRCS volunteers. Volunteers are both operating in and from those
affected communities. IRCS has already deployed volunteers on different spots and are well-placed to assess
the situation of IDPs living in camps, non-camps settings and host families. Host communities will be supported
where possible based on need and vulnerability, however in keeping with the role and mandate of the IRCS,
and due to limited resources, support to the most vulnerable of these will be considered more carefully at a later
stage of the operation through the carrying out of household economic security and livelihoods feasibility
assessments in targeted areas where fighting has ceased and UXO cleared; these assessments will help inform
planning for sustainable return and rebuilding of communities in the medium-term. The needs of other
vulnerable groups, particularly the approximately 250,000 Syrian refugees inside Iraq, will also be considered
and where possible included in the response, focusing on life-saving relief and where support gaps exist. These
and other relevant activities will be included under the IFRC Iraq Operational Plan.

Special focus is put on proper coordination with other agencies, which will ensure a more targeted support. The
components and the target of this operation are outlined in Table 2.

Table 2: Components and targets of the emergency operation

Component
Emergency cooked food
Food ( emergency family food ration )
NFIs and emergency shelter
Water, sanitation and hygiene
Health, first aid and psychosocial care
Target population
A total of 15,000 families or 90,000 recently displaced vulnerable
people in central and northern Iraq will be provided with emergency
lifesaving assistance.
15,000 families will receive 3 to 4 days food package for 1 month.
15,000 families will receive NFI packages (these could include cooking
set, blankets, water jerry cans) and emergency shelter support
(including tarpaulins, rope, framing materials and shelter kits for use by
volunteers supporting the most vulnerable IDPs with shelter
construction)
15,000 families to receive drinking water through mechanisms
including but not limited to provision of bottled water, water trucking, or
water treatment units;
Provision of emergency latrine facilities to people in informal
settlements.
15,000 or more families will receive basic health and first aid support
as well as psychosocial care through provision of mobile medical
teams, first aid kits and supplies, referral arrangements, infection
control and deployment of trained Psychosocial teams.

A 3.3 Risks and mitigation measures

Large parts of central Iraq are classified as high-risk areas and a robust security set-up and heightened security
awareness is essential when operating Iraq. IFRC will operate from Baghdad and Erbil as it is considered a
strategic hub in terms of its location and connection with other parts of the country. Travel from Kurdistan
Region to other territories of Iraq is not allowed due to safety reasons. Most of the roads are either blocked or
not operational and flights are unusually over booked. The relative perception of security in Kurdistan may
change in a short notice in case of major events may happen. IFRC will maintain liaison with in-country RCRC
Partners, UN and other agencies to update its travel routing. Implementation is ongoing, but with heightened
security awareness, as well as close and constant monitoring of the regional, country and local situation. Any
security concern resulting from operation or external threat will be tackled in consultation and with advice of
 Page |9

IFRC Security Unit in Beirut and Geneva as well as ICRC. Risks and mitigation measures are outlined in Table
3.

Table 3: Risks and mitigation measures

Risk Mitigation
 Continuation and The response strategy of IFRC/IRCS is adjusted according to the aggravated
further escalation of needs and capacity of IRCS/IFRC.
the fighting

 Mobilization capacity As part of the contingency planning process, response and preparedness
is hindered by actions will be identified to guide the action upon different scenarios.
severing of roads,
insecurity Current security plan is revised and procedures are updated taking into
consideration a possible further escalation of the fighting and its implication to
the operation
 Inconsistent aid IFRC continues mobilizing resources to the Operational Plan in 2016, and
delivery due to lack of have the minimum stock available for immediate dispatch.
sustainable funding:
IRCS and RCRC IRCS and RCRC partners’ strategic planning addresses future sustainability
partners will have to of funding, IRCS structure and services.
plan for future
sustainably to IFRC will support IRCS to establish a community engagement and
strategic planning accountability mechanism, appropriate to the context, to have beneficiaries’
including voices and their opinion reflected on package and distribution planning.
sustainability of
operations
 Volunteer rotation, IRCS with support from IFRC ensures that standard procedures are applied,
and security proper visibility of volunteers, and volunteers are trained to reduce the risks.

 Humanitarian access
is limited
IFRC provides insurance to IRCS volunteers, and supports the claim process
IRCS continues to negotiate access
IRCS continue the dissemination and advocacy on the Fundamental
Principles and humanitarian Mandate

IFRC continues working with IRCS to enhance logistics and mobilization

capacity of IRCS when access is granted.
 Humanitarian IRCS and IFRC responses will have to be flexible and highly mobile.
response will occur in
multiple locations at
the same time
 Extreme seasonal IRCS and IFRC responses will have to be flexible and incorporate the
weather will impact possibility for extreme seasonal weather
humanitarian needs
and response.

A 3.4 Scenario Planning

In Anbar, although Fallujah and the surrounding areas have been declared liberated from organized non-state
armed groups immediate life-saving needs are likely to persist for some time. Livelihoods and infrastructure
have been shattered and the area is still contains a large amount of unexploded ordinance and improvised
explosive devises (IED’s). It is therefore likely to take several weeks or month before people are able to return
to their homes. In Nineveh, the military offensive will likely continue until Iraqi security forces have captured
Mosul city. The possibility for people to sustainably return to their homes in Nineveh and surrounding
governorates remains unclear. Nonetheless, of the more than 131,000 people displaced to-date since March
2016, it is expected that some proportion of these will return to their homes or move to urban centres, away
from formal and informal camp settlements.

The outlook and scenario that is anticipated across the country is one where Iraqi security forces continue to
make advances along the Euphrates river and surrounding areas (so-called ‘Anbar corridor’) over the next few
months, whilst also aiming to advance along up the Tigris river and surrounding population centres (so-called
‘Mosul corridor’), gradually isolating and eventually making an attempt to capture Mosul from non-state armed
 P a g e | 10

groups currently in control of the city. This scenario is materialising already as displacement numbers continue
to rise. Based on this scenario, up to 472,000 people could be displaced in Anbar and another 600,000 in
Nineveh and Kirkuk by the end of 2016. In Mosul city there is estimated to be between 1.2 and 1.5 million
inhabitants that would be affected by the fighting that would take place as the Iraqi military and allied forces
move to take control of the city.

B. Operational strategy and plan

IRCS has been responding to the population displacement crisis in central Iraq since the beginning of the
military campaign. On behalf of IRCS and based on an articulated direct request, IFRC is launching this 9-
month emergency operation. The scope and scale of the operation will be reviewed based on the evolving
situation and it may be extended to continue its assistance for people newly displaced by ongoing fighting.

Overall objective

This operation will support the IRCS in fulfilling its mandate by providing a targeted response to the needs
emerging from the massive displacement resulting from the ongoing military operations affecting Anbar
Governorate – (Fallujah, Ramadi, Heet, Haditha, Ru’ua, Ka’im) and Nineveh corridor (including governorates of
Nineveh, Salah al-Din, Erbil and Kirkuk).

The overall objective is: to deliver emergency lifesaving assistance to 90,000 of the most vulnerable and
recently displaced people in central and northern Iraq.

The specific objectives of the operation are:

- To meet the food needs of displaced people for 3-4 days followed by emergency food ration for 1
month.
- To deliver essential non-food items and emergency shelter for basic needs.
- To supply drinking water and hygiene kits and emergency sanitation to ensure life, dignity and reduce
the risk of disease.
- To provide health care, first aid and psychosocial support to prevent a deterioration of peoples health
and support their personal resilience.
- To strengthen the capacity of staff and volunteers through provision of on-job training and practical
demonstration.
- To enable IDPs to access timely, accurate and trusted information that contributes to reducing their
vulnerability and to engage in two-way communication

Proposed strategy

As an auxiliary to the authorities in Iraq, the IRCS has a recognised and expected role as a first responder
when it comes to internally displaced persons. Specifically, it is expected to provide immediate relief to
displaced persons for at least the first 15-30 days of displacement, with the first 3 days in particular requiring an
anticipated role of providing emergency food and urgent relief. Some additional support would also be provided
for a further 15 days before handing over on-going support services to other humanitarian actors. The IFRC will
prioritise enabling the IRCS to meet this mandated role. Due to the protracted nature of the displacements
and already overstretched capacity of other humanitarian actors on the ground, it is anticipated that the most
vulnerable of the already and soon to be displaced populations will require emergency relief support for
extended periods, particularly as sustainable return to their homes in the near future remains unlikely. The
strategy of the emergency operation is to therefore focus on enabling the IRCS to provide emergency, life-
saving relief to the most vulnerable displaced population.

There are significant degrees of uncertainty associated with predicting future displacement, yet all
available information and analyses indicate this will continue for the foreseeable future. The present emergency
plan will focus on an estimated 90,000 people in acute need of support, according to the IRCS’s own
assessments. For the 9 month planning period for this operation, this represents an average caseload of
approximately 10,000 people every month which the IRCS will aim to support. As the operation evolves and
further displacements take place, the population targeted by the operation may be increased. Flexibility is
therefore a key aspect of the emergency operation’s response strategy.

As the situation evolves, IRCS will gradually undertake further needs assessment. However, given the new
influx of IDPs from armed fighting, IRCS has chosen to focus on rapid distribution of lifesaving emergency relief
package. With resources mobilized from its own sources, IRCS runs field kitchens for distribution of cooked
food, drinking water, health, first aid and psychosocial support to people arrived to in new locations.
 P a g e | 11

The operation includes capacity building of IRCS staff and volunteers in the form of training including general
induction, quick refreshers on beneficiary selection, organization of distributions, monitoring and reporting. It will
carefully select a team who has proven hands on skills and experience from previous relief operations to
facilitate or co-facilitate such trainings. Volunteers will In addition, a quick demonstration of how to set up
emergency shelter will be organized for volunteers prior to their deployment.

In order to improve IRCS disaster management and logistical capacity, the operation will also aim to strengthen
the IRCS emergency operations center in IRCS headquarters through the provision of computers and
telecommunications tools, as well as augment the quality of IRCS warehousing and other logistical capacity
including the provision of a truck, forklift, and fire safety equipment. This capacity building support under the
emergency operation is based in part on an IRCS capacity assessment carried out in late 2015, and will be
complemented by more comprehensive DM and Logistical capacity building for IRCS over the medium and
long-term which are included under the separate IFRC Iraq Operational Plan.

The IFRC will aim to strengthen RCRC Movement coordination and information management systems in Iraq,
initially working through an existing Task Force group chaired by IRCS and including active PNS. The Task
Force, a platform of IRCS, IFRC and in-country RCRC partners, will continue to meet, exchange and update on
operation and bring issue on the table for discussion and find solutions. IFRC will keep partners updated on the
progress of operation through updates, reports and bulletins. Dedicated information management and
communications capacity under the operation will ensure the timely provision of high-quality IM and
communications products to partners and RCRC stakeholders.

As situation evolves, it will gradually undertake needs assessment in the form of a real time evaluation (RTE),
beneficiary satisfaction survey and coordinated mission with in-country Movement partners to re-strategies its
approach, modalities and relief package.

In addition, IFRC will support IRCS introduce a culturally appropriate and practical ‘Community Engagement
and Accountability’ approaches, including sharing life-saving and actionable information and feedback
mechanisms such as a ‘suggestion box’ for the benefit of receiving beneficiaries’ feedback to inform the
provision of services, distribution plan and modalities as well as participatory monitoring of operation.

Operational support services

B 1.1 Needs in IRCS operational and strategic capacity building

Supporting IRCS operations, and increasing its capacity to deliver humanitarian assistance to meet the needs of
the affected people throughout Iraq, remains of critical importance.

IRCS assistance to the vulnerable population has grown in the past years. Due to this scaling up of activities,
the financial burden on core infrastructure and organizational running costs has significantly increased and there
is an increasing need for strong operations coordination, robust financial and administrative management, as
well as technical skills and capacity in the different sectors to ensure effective and efficient delivery of
humanitarian assistance. Special attention will also have to be paid to continuously recruit, train and equip staff
and volunteers to ensure that they can effectively respond. Without the provision of basic training packages,
equipment, salaries and incentives for key roles, IRCS is unable to attract, retain and support the personnel who
are on the frontline of the humanitarian response in Iraq.

In order to quickly enhance IRCS capacity in key areas relevant to the emergency operation - disaster and crisis
management as well as logistics - the IFRC through this operation will also support to IRCS core capacities in
these areas through provision of training, assets and systems development, including the strengthening of IRCS
headquarters emergency operations centre with IT and telecommunications equipment, and strengthening of
key warehousing and transportation capacities, including provision of a truck, forklift and fire safety equipment.
These emergency capacity building initiatives will be coordinated with other RCRC actors supporting the IRCS
in the same or related areas, and all efforts will be made to ensure common standards and approaches are
applied. The capacity building support provided under this emergency operational plan will be complemented by
more structured and in-depth capacity enhancement of the IRCS over the medium and longer term under the
Iraq Operational Plan.

B 1.2 Human resources

The IRCS has approximately 8,500 staff and volunteers nationwide. The IFRC contributed and is committed to
continue to support the National Society in enhancing the skills of staff and volunteers.
 P a g e | 12

The IFRC has a small but growing country office in Iraq, which is structured to provide critical support to the
IRCS. The country office currently consists of the following delegate roles:
- Head of Country Office (HoCO)
- Operations Manager
- Disaster Management Delegate
- Logistics Delegate

To support the implementation of the present emergency operation, additional capacity will be sourced through
a short-term Communications Delegate (3 months) to support with initial emergency operation communications
needs, as well as an Information Management Delegate (9 months) to facilitate the gathering, presentation and
analysis of operationally-relevant information. Both roles will be crucial in ensuring sufficient capacity with both
community level and public-facing communications as well as information management for enhanced
coordination, situation analysis and decision-making.

A small (2 person) national staff team also provides important administrative, financial management and
logistical support.

In addition to the core delegation, short-term support is provided in relation to specific technical areas and
initiatives:
- Community engagement and Communication consultants – linked to Mosul Dam collapse early warning
and communication initiative
- Surge support from IFRC MENA and PNS as needed and available

The IFRC delegation is based in two locations, one in Baghdad and another in Erbil. This allows for
comprehensive support to the IRCS at both a strategic and operational level. The IFRC Iraq delegation is
supported by the IFRC MENA Regional Office in Beirut, and in particular for this operation will be supported by
the regional Emergency and Crisis Unit (ECU). The ECU consists of qualified and experienced technical staff
that are available to provide both remote and short-term surge support to the Iraq team, including in the areas of
disaster management, disaster risk reduction, information management, food security, livelihoods, health and
WASH. The regional Development and Partnerships Unit will also support the Iraq team in the areas of PMER,
communications, finance and resource mobilization. This support capacity may be complemented by other
RCRC members contributing technical resources outside of the scope of this operation.

B 1.3 Logistics and supply chain

B 1.3.1 Mobilization and procurement

Due to the urgency of needs, the IFRC will look to mobilize available pre-positioned relief stock from its regional
warehouses in Dubai and/or Las Palmas. Items which are not immediately available or pre-positioned will be
procured either through international tender or through procurement from local Iraqi suppliers. Procedures will to
the extent possible be streamlined to minimize delays in channeling of relief to the target population, whilst
continuing to maintain full accountability and quality control measures. Procurement of assets in support of the
operation and for enhancement of the IRCS logistical capacity – including a truck, forklift and other warehouse
equipment – will also be carried out in adherence to all relevant IFRC and local procedures and standards. The
IFRC Iraq logistics delegate will directly engage in all logistical processes including in particular procurement.
Considering urgent nature of the operation, IFRC with support IRCS, will explore procurement of emergency
food items locally. This is considered to be the feasible option in terms of taking relatively short time for
procurement and choice of culturally appropriate food.

B 1.3.2 Warehousing

The storage capacity of IRCS in support of the operation is significant. IRCS maintains a network of relief
warehouses, all available for the storage of food and NFI relief goods. These are located geographically across
the country, captured in the table.

Table 4: IRCS warehouse capacity

Zone Governorate Capacity – square meters
North Erbil, Duhook, Sulaymania, Mosul and Kirkuk 4,015
Middle Baghdad, Diyala, Salah al-Din, Anbar 5,546
Mid-South Babel, Wasit, Dewanyia, Karbala and Najaf 2,968
South Missan, Thi-Qar, Muthana and Basra 2,219
TOTAL 14,748
 P a g e | 13

This capacity consists of:

- 1 regional warehouse in Baghdad
- 1 cold-storage warehouse in Baghdad
- 5 strategic warehouses in Baghdad, Salah al-Din, Babel, Diwaniyah and Nissan
- 18 IRCS branch warehouses at branch locations

Due to insecurity the strategic warehouse in Salah al-Din governorate, meant to be the major warehouse for
Kurdistan region is limited. However access to remaining IRCS warehouses as well as capacity to scale-up
storage space through short-term rental of commercial warehousing if necessary will allow the IRCS to ensure
sufficient storage capacity for the operation.

B 1.3.3 Transportation

Delivery of relief items will be channeled either via Erbil to Baghdad or directly to Baghdad, depending on
multiple factors but with a view to getting relief to the target population in good condition and in the least amount
of time. IFRC will facilitate the channeling of relief goods – in-kind and funds for local procurement – prior
handover to the IRCS, which will be responsible for internal coordination, safety and security of relief
consignment, storage and distribution. The emergency operation will cover the logistical resources necessary
for the IRCS to implement its distribution and monitoring activities.

For the IRCS to efficiently run the logistical aspects of the operation, IFRC will provide technical support via the
Iraq Country Office/Operations Management, the Regional Office in Beirut and GLS – Dubai office. 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. IFRC will also engage with
the Logistics, Food and NFI/Shelter Cluster coordinate all possible logistics related issues.

B 1.4 Information technologies (IT)

The scope of the operation does not directly include information technology, though provision of IT and
telecommunication assets will be part of IRCS emergency capacity building activities. However, it should be
mentioned that the first phase of the IRCS Resource Management System has been completed with support of
the IFRC. The second phase is in progress and expected to be finalised by mid-July. The overall system will
enable the IRCS to better manage volunteers and staff and ensure improved warehouse and assets
management. Training in Open Data Kit (ODK) has been conducted in 2016 to assist the IRCS in better
collection of data and data analysis. Telecom training and telecom infrastructure support (HF, VHF and Satellite
phones) has also been provided to IRCS. These efforts have enhanced the overall capacity of IRCS to respond
and will be continued under the Operational Plan.

B 1.5 Communications

In support of Iraqi Red Crescent Society, the operation will include communication activities to illustrate
challenges and response, in line with the IFRC’s overall communication support to IRCS. The communication
action will focus on two primary areas: the human face of the population movement crisis, and the humanitarian
action of Iraqi Red Crescent Society

The IFRC will carry out pro-active media engagement on behalf of IRCS, driving the media agenda towards
positive coverage of IRCS action in leading international news media (print, broadcast and online media).

Audio visual products will be developed in two stages of the response – early response, including video
interviews with volunteers and affected families, and high quality still photography combined with relevant
background stories. These materials will be used online by the IFRC and IRCS in their communication efforts,
and shared with targeted media outlets.

In the second stage, a number of short thematic videos will be produced, based on identified priorities. The
approach will be of telling the story of the emergency directly by those who are living through it, highlighting
challenges overcome, and expectations of what the future will hold. These videos will be produced during
August, and will require a professional audio-visual expert to be assigned to the task.

The communication team in Beirut will illustrate the work of the National Society through web stories, targeted
new media pieces produced for online community engagement, graphics, etc. using materials received from
IRCS.
 P a g e | 14

A dedicated multi-language web section on www.ifrc.org will aggregate content streams, including all video
products, photo galleries, profiles and vignettes of volunteers those assisted, as well as relevant operational
data for public use.

The Red Cross Red Crescent experience in community engagement strongly demonstrates that listening to
people’s voices and better understanding of their needs and aspirations is crucial to reduce their vulnerability
and truly put communities at the core of the Movement humanitarian assistance and be accountable to them.
The strategy and approach aims at ensuring that the needs, complaints, suggestions and concerns of IDPs are
timely and regularly listened to and acted on. Red Cross Red Crescent activities will ensure that the concerns of
all IDPs are regularly collected and inform and improve the way people are received, protected and looked after
now and in the long term. Communications will be two-way; our experience suggests that fulfilling the needs of
people on the move imply also listening to their voices and understanding better what their needs and desires
are as well to the host communities.
The strategy entails:
1. providing information to IDPs to support them in staying safe, healthy, informed and to promote their
wellbeing. This could include health promotion messages including actionable tips and
recommendations
2. facilitating two-way communication with IDPs to receive their feedback, including about services and
other information needs. This will focus on developing a feedback mechanism to engage IDPs,
physically and virtually (including suggestions box at registration centers and developing a
questionnaire to be administrated through phone-based surveys – RAMP/ODK or through a paper-
based questionnaire). This will include feedback about our services.

The Red Cross Red Crescent supported operation will take into account feedback from beneficiaries to ensure
that programmes and services are adapted to the changing needs of those in need. Data and information
collected through the IRCS first line responders and volunteers will inform the revision of communication
materials for IDPs as well as consistent messaging, balanced information through a range of communication
channels including face-to-face interviews.

B 1.6 Security

The security situation in Iraq remains unstable. Sporadic security incidents are reported across the country,
particularly military operations continues. Iraq was declared a Level 3 emergency, the highest level of
emergency response within the UN system due to the current IDP crisis which has come on top of the still-
existing Syria crisis. IRCS has access to most of country, including areas difficult to reach by international
agencies

Under the ongoing operation, IFRC operates from Baghdad with its strategic hub in Erbil, Kurdistan which is
considered to be a safer zone. Most of in-country RCRC partners, UN, INGOs and other humanitarian actors
are also based in Erbil and Duhook of Kurdistan.

IRCS headquarters and branches are experienced in working under such circumstances and have developed
knowledge of the challenges and constraints of implementing operations. An IFRC security expert based in its
MENA Regional Office will remotely provide security advice and visit Iraq time to time to assess the security
situation and support the development of additional security measures as per operational requirements in close
consultation with all concerned stakeholders on the ground. In addition, IFRC Delegates i.e. HoCO and
Operations Manager are experienced in working in complex emergency situations including Syria and Iraq and
Disaster Management Delegate comes with experience in Security management. The HoCO/Operations
Manager will maintain liaison with ICRC, UNDSS and public authorities to take appropriate measures when/if
the situation dictates.

The potential threats can be mitigated by establishing a security management framework in the Kurdistan
region. IFRC personnel, sites, will need to be in compliance with the Minimum Security Regulations. Security
briefings, security regulations, 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.

IFRC deployed staff will continuously monitor the security operating environment with full dedication to the task.
Assessment missions will be carried out and the coordination mechanism in security and safety aspects will be
maintained with ICRC, UNDSS and other key security professionals in the field. Adjustments in operational
aspects
 P a g e | 15

B 1.7 Planning, monitoring, evaluation and reporting (PMER) and Information management
(IM)

IFRC is conducting its planning in close coordination with IRCS Headquarters. The IFRC country office is
responsible to plan, monitor and report on the implementation of the operation. The IFRC country office will
follow up on the implementation of grants under the Appeal, and is responsible to ensure that all grants are
implemented according to donor’s requirements and earmarking as well as high quality and timely reports. All
activities are planned and monitored with IRCS technical counterparts in the headquarters who collect
assessment and reports from the branches and sub-branches.

Sound emergency information management is critical the success of the operation. To facilitate the
development of appropriate systems and products, a workshop will be held at the beginning of the operation
with IRCS and in-country RCRC stakeholders, facilitated by the Information Management Delegate, to identify
IM needs and develop products and systems necessary improved coordination, analysis and decision-making.

The IRCS headquarters will conduct regular field monitoring to ensure activities are delivered as per the plan.
Post-distribution monitoring and beneficiary satisfaction surveys, RTE and joint/coordinated monitoring visit will
be carried out, with technical support from the IFRC Regional Office. This data is considered essential for
informing learning and improving future operations as well as complementing the recovery phase assessment
and planning.

An evaluation workshop is planned by the end of the operation. The main aim will be to capture and internalise
lessons learned while at the same be a refresher training for staff and volunteers responding to similar
emergencies.

B 1.8 Administration and finance

The IFRC Operations Manager with support of the Logistics Delegate, Disaster Management Delegate and the
Administration and Finance Officer will oversee procurement, quality control of food and NFIs as well as ensure
that financial and reporting guidelines and requirements are adhered to. The IFRC Regional Finance Unit
together with the field finance staff will continue to provide support to the IFRC Iraq Country Office in terms of
financial management and budgeting. It will also ensure that all financial commitments are in line with approved
budgets, and follow up with the National Society finance counterparts to ensure smooth cash flow and reporting.
C. DETAILED OPERATIONAL PLAN
Quality programming / Areas common to all sectors

Outcome 1: Continuous assessment and analysis is used to inform the design and implementation of the operation.
Output 1.1 Participation in assessments and continuous collection of information from local branches
Activities planned Month 1 2 3 4 5 6 7 8 9

Beneficiary Perceptions and Satisfaction Survey

Real Time Evaluation
IRCS/IFRC and in-country PNSs coordinated monitoring mission
Establish a Community Engagement and Accountability mechanism, including
information dissemination and two-way communication systems
Workshop for the development of emergency information management (IM)
products and systems including regular situation reports and analysis, in-
country RCRC 3Ws, and others as relevant
Lessons learnt workshop

Emergency food (cooked food and food ration)

Outcome 1: Food needs of IDPs living in camp, non-camps and host families are supported reduced through provision of cooked food
and food rations
Output 1.1 15,000 families or 90,000 people are provided with two round of food (cooked food for 3-4 days and food ration for 1 month)
Activities planned Month 1 2 3 4 5 6 7 8 9
Beneficiary selection
Deployment of field kitchen in strategic spots for distribution of cooked food
Procurement of food ration (relevant to cultural context) as per the Sphere
Standard
Distribution of food ration for 1 month
Distribution reports

NFIs and emergency shelter

Outcome 1: IDPs in camp, non-camps and host families are able to live with privacy, safety and security through provision of essential
non-food items and emergency shelter solution
Output 1.1 15,000 families or 90,000 people received NFI package of cooking set, blankets, water jerry cans & emergency shelter materials i.e.
tarpaulins, plastic sheet, etc.
Activities planned Month 1 2 3 4 5 6 7 8 9
Beneficiary selection
Procurement of NFIs and emergency shelter materials (relevant to cultural
context) as per SPHERE and local standards
Deployment of volunteers
Coordination with Shelter/NFI cluster in delivering appropriate shelter solutions
Distribution of NFI and emergency shelter materials and support with
construction for the most vulnerable
Distribution reports

Water, sanitation and hygiene

Outcome 1: Vulnerable people’s health and dignity are improved through increased access to appropriate and sustainable water,
sanitation and hygiene services.
Output 1.1 15,000 families or 90,000 people have access to drinking water, hygiene kits and hygiene awareness; communities are supported to
reduce open defecation.
Activities planned Month 1 2 3 4 5 6 7 8 9
Beneficiary selection
Essential water supplies distributed to target population through a combination
of mechanisms, including but not limited to water trucking, bottled water and
mobile water treatment units as available
Provision of emergency latrine facilities to people in informal settlements
where not covered by other actors
Procurement of locally appropriate hygiene kits
Distribution of hygiene kits targeting women, adolescent and elderly
Develop/reprint and distribute IEC materials on hygiene for public awareness
Distribution reports

Health, first aid and psychosocial care

Outcome 1: Risk of deterioration of health is reduced through provision of first aid, health care and psychosocial support
Output 1.1 15,000 families or 90,000 people receive first aid, health care and psychosocial support
Activities planned Month 1 2 3 4 5 6 7 8 9
Deployment/continuation of IRCS mobile medical team
Replenishment/procurement of first aid kits and materials
Deployment/continuation of IRCS psychosocial support team
Coordination with government or non-government medical services for referral
cases and infection control/public health in emergencies
Records of medical service and psychosocial care
NS capacity building
Outcome 1: NS emergency response capacity to deliver timely and relevant humanitarian assistance through provision of trainings,
logistics/warehouse and improved emergency operation center is strengthened
Output 1.1 NS formed National Disaster Response Team and conducted on-job training and refreshers courses of staff and volunteers in relief,
assessment, distribution, monitoring, etc.
Activities planned Month 1 2 3 4 5 6 7 8 9
Conduct training needs assessment
Identify staff and volunteers with right profile (age, education, gender,
geography, etc.)
Develop standard curriculum in coordination with in-country Movement
partners
Facilitate trainings and refresher courses
Develop a pool/roster of trained staff and volunteers
Output 1.2 NS established well-functioning operation centers and warehouses
Activities planned Month
Review and update available NS capacity assessment data in DM and
Logistics
As appropriate, provide IT and tele communication tools, and equipment to set
up operation center
As appropriate, provide equipment i.e. fork lift, truck, fire safety measures, etc.
for warehouses
ANNEX 1: PROGRAMMING AREAS COMMON TO ALL SECTORS

Human resources:

Position Title Time Notes

Direct HR Resources
Country Representative n/a – core funded
Operations Manager 9 months Appeal based funding
Disaster Management Delegate 9 months + British RC providing fully funded delegate
Logistics Delegate 9 months + British RC providing fully funded delegate
Communications Delegate 3 months Appeal based funding
Information Management Delegate 9 months Appeal based funding
Disaster Management Officer 9 months Appeal based funding
Admin and Finance Officer 9 months Appeal based funding

Indirect support HR Resources

Short term missions and consultancies

ANNEX 2: ASSUMPTIONS AND RISKS TABLE
LIST IF SPECIFIC

Likelihoo

Impact
AFFECTED CAN CONTROL; MITIGATE / INFLUENCE; OR ONLY
ASSUMPTIONS & RISKS

d
SECTORS OR FACTOR-IN
STATE ‘ALL’
The response strategy of IFRC/IRCS is adjusted according to the
Continuation and further escalation of the fighting ALL H M aggravated needs and capacity of IRCS/IFRC.

As part of the contingency planning process, response and

preparedness actions will be identified to guide the action upon
different scenarios.
Mobilization capacity is hindered by severing of roads,
ALL M H
insecurity
Current security plan is revised and procedures are updated taking
into consideration a possible further escalation of the fighting and its
implication to the operation
IFRC continues mobilizing resources to the Operational Plan in 2016,
and have the minimum stock available for immediate dispatch.

Inconsistent aid delivery due to lack of sustainable funding:
IRCS and RCRC partners will have to plan for future
sustainably to strategic planning including sustainability of
operations
Volunteer rotation is high and personal security is at risk
IRCS and RCRC partners’ strategic planning addresses future
sustainability of funding, IRCS structure and services.
ALL H H
IFRC will support IRCS to establish a community engagement and
accountability mechanism, appropriate to the context, to have
beneficiaries’ voices and their opinion reflected on package and
distribution planning.
IRCS with support from IFRC ensures that standard procedures are
applied, proper visibility of volunteers, and volunteers are trained to
reduce the risks.
ALL M H
IFRC provides insurance to IRCS volunteers, and supports the claim
process
IRCS continues to negotiate access

IRCS continue the dissemination and advocacy on the Fundamental

Humanitarian access is limited ALL M H Principles and humanitarian Mandate

IFRC continues working with IRCS to enhance logistics and

mobilization capacity of IRCS when access is granted.
Humanitarian response will occur in multiple locations at the
ALL H H IRCS and IFRC responses will have to be flexible and highly mobile.
same time
Extreme seasonal weather will impact humanitarian needs and IRCS and IFRC responses will have to be flexible and incorporate the
ALL H H
response. possibility for extreme seasonal weather
EMERGENCY APPEAL OPERATION 05/07/2016

APPEAL Iraq: Population Movement

Inter-Agency Shelter
Multilateral Response Bilateral Response Budget CHF Expenditure CHF
Budget Group Coord.

Shelter - Relief 540,000 540,000 540,000

Shelter - Transitional 0 0 0
Construction - Housing 0 0 0
Construction - Facilities 0 0 0
Construction - Materials 0 0 0
Clothing & Textiles 210,000 210,000 210,000
Food 975,000 975,000 975,000
Seeds & Plants 0 0 0
Water, Sanitation & Hygiene 441,720 441,720 441,720
Medical & First Aid 75,000 75,000 75,000
Teaching Materials 0 0 0
Utensils & Tools 362,500 362,500 362,500
Other Supplies & Services 0 0 0
Emergency Response Units 0 0 0
Cash Disbursements 0 0 0
Total RELIEF ITEMS, CONSTRUCTION AND SUPPLIES 2,604,220 0 0 2,604,220 2,604,220

Land & Buildings 0 0 0

Vehicles Purchase 50,000 50,000 50,000
Computer & Telecom Equipment 20,000 20,000 20,000
Office/Household Furniture & Equipment 0 0 0
Medical Equipment 0 0 0
Other Machinery & Equipment 10,000 10,000 10,000
Total LAND, VEHICLES AND EQUIPMENT 80,000 0 0 80,000 80,000

Storage, Warehousing 0 0 0
Distribution & Monitoring 39,500 39,500 39,500
Transport & Vehicle Costs 43,500 43,500 43,500
Logistics Services 0 0 0
Total LOGISTICS, TRANSPORT AND STORAGE 83,000 0 0 83,000 83,000

International Staff 242,000 242,000 242,000

National Staff 45,000 45,000 45,000
National Society Staff 45,000 45,000 45,000
Volunteers 1,500 1,500 1,500
Total PERSONNEL 333,500 0 0 333,500 333,500

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

Workshops & Training 50,000 50,000 50,000

Total WORKSHOP & TRAINING 50,000 0 0 50,000 50,000

Travel 2,000 2,000 2,000

Information & Public Relations 28,250 28,250 28,250
Office Costs 18,000 18,000 18,000
Communications 0 0 0
Financial Charges 0 0 0
Other General Expenses 0 0 0
Shared Support Services
Total GENERAL EXPENDITURES 48,250 0 0 48,250 48,250

Programme and Supplementary Services Recovery 207,933 0 0 207,933 207,933

Total INDIRECT COSTS 207,933 0 0 207,933 207,933

TOTAL BUDGET 3,406,903 0 0 3,406,903 3,406,903

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

NET EMERGENCY APPEAL NEEDS 3,406,903 0 0 3,406,903 3,406,903

 MDRIQ008
OT-2016-000069-IRQ
6 July 2016

Iraq: Population movement

Turkey

Nineveh
!
\
Kirkuk

Syria

Lebanon
Salah al-Din Iran

!
\
\ Baghdad
!
Iraq Anbar 131,000 displaced recently
in/around Anbar, Nineveh,
Salah al-Din and Kirkuk

!
\ Jordan governorates

Saudi Arabia
0 125 250
Km
Kuwait !
\ Kuwait I
Th e ma ps used d o no t imp ly th e exp ression of a ny op inio n on th e pa rt o f the Inte rna ti ona l Fede ratio n of th e Red Cross an d Red Cre scent So cietie s o r N ation al So cietie s con cern ing th e leg al status of a
te rritor y o r of i ts au th ori ti es - M ap d ata sour ces: E SRI, DE VINFO , HDX /CO D, In te rna tion al Fed era ti on - MDRIQ0 08 .m xd - M ap p rod uced b y E O IM/G VA