STRATEGIC PROGRAMME DOCUMENT CENTRAL ASIA & SOUTH WEST ASIA (CASWA)

Transcription

1 STRATEGIC PROGRAMME DOCUMENT CENTRAL ASIA & SOUTH WEST ASIA (CASWA)

2 Danish Refugee Council/Danish Demining Group (DRC/DDG) Central Asia and South West Asia Strategic Programme Document (SPD) produced by: Danish Refugee Council Central Asia & South West Asia Layout & design: Angela Wachira (DRC/DDG) Danish Refugee Council Central Asia & South West Asia STRATEGIC PROGRAMME DOCUMENT

3 CONTENTS INTRODUCTION AND EXECUTIVE SUMMARY Brief overview of DRC-DDG in Central Asia and South West Asia EMERGENCY SITUATIONS: PREPAREDNESS AND RESPONSE TO ACUTE CRISES PROTRACTED DISPLACEMENT: TRANSITIONAL AND DURABLE SOLUTIONS RESILIENCE AND STABILITY: ROOT CAUSES Annex 1 / MIXED MIGRATION A DEFINING FEATURE OF THE AFGHAN DISPLACEMENT AXIS Annex 2 / RISK AREAS AND CAPACITY PRECONDITIONS

4 ACRONYMS AOG Armed Opposition Groups UNMACA United Nations Mine Action Centre of ANSF Afghan National Security Forces Afghanistan 4Mi Mixed Migration Monitoring Initiative UNHCR United Nations High Commission for CAP Consolidated Appeal Process Refugees CDR Crude Death Rate WASH Water, Sanitation and Hygiene CDRS Community Driven Recovery and Safety DMAC Directorate for Mine Action Coordination DDG Danish Demining Group DRC Danish Refugee Council ECHO EU Humanitarian Aid and Civil Protection department EOD Explosive Ordnance Disposal ERW Explosive Remnants of War GROW Growth, Resilience, Opportunity, and Work HAP Humanitarian Accountability Partnership HCT Humanitarian Coordination Team IASC Inter-Agency Standing Committee IED Improvised Explosive Device IDP Internally Displaced Person IHL International Humanitarian Law ISAF International Security Assistance Force MAPA Mine Action Programme of Afghanistan MM Mixed Migration MPC Multi-Purpose Cash NFI Non-Food Item NGO Non-Governmental Organisation RMMS Regional Mixed Migration Secretariat SAM Severe Acute Malnutrition SPD Strategic Programme Document SSAR Solutions Strategy for Afghan Refugees TA Tripartite Agreement 4 STRATEGIC PROGRAMME DOCUMENT

5 DRC/DDG Central Asia and South West Asia Offices TURKMENISTAN Tehran IRAN IRAQ Central Asia & South West Asia DRC/DDG Programme Offices Field Offices UZBEKISTAN TAJIKISTAN Mazar-I Sharif Herat AFGHANISTAN Taloqan Jalalabad Kabul Peshawar Kandahar PAKISTAN Isalamabad INDIA

6 INTRODUCTION AND EXECUTIVE SUMMARY In 2016, the Central and South West Asia (CASWA) Region experienced a spike in conflict and resultant displacement as well as increased mixed migration flows due to internal and external influences on the region. The combination of a sharp increase in conflict and long-term, protracted displacement necessitates a response that encompasses emergency interventions, support for solutions to displacement and analysis of the root causes of fragility. Particular concerns during the period include the marked deterioration of the security situation in Afghanistan, the lack of longer term legal status for Afghans in Pakistan, and lack of access to income generating opportunities and the labour market in Iran. The CASWA region covers the countries on the Afghan displacement axis, namely Afghanistan (country of origin with IDPs), Iran and Pakistan (hosting and transit countries for documented and undocumented refugees and migrants) and Tajikistan (hosting country for refugees). DRC will make a responsible exit from Tajikistan at the end of As a consequence of the eruption and continuation of conflict, DRC-DDG has witnessed a year where parts of the programme have shifted from development-oriented approaches to acute emergency support. DRC-DDG leverages its emergency platform to save the lives of the most vulnerable using multi-sectoral responses, including cash based modalities. In the upcoming strategic period, DRC aims to complement its immediate support through establishment of disaster risk reduction programming in Pakistan. DRC also seeks to maintain a focus on broader issues of a protracted nature particularly in Iran and Afghanistan and transcend the divide between humanitarian and development programming as part of the global DRC-DDG Vision 2020 strategy covering the period A key focus of the programme continues to be supporting efforts to unlock protracted displacement situations, in line with DRC-DDG s solutions platform. To this extent, DRC-DDG will continue supporting local integration through sectoral interventions in core areas of expertise, namely protection, livelihoods and mine action, while supporting safe and dignified return and reintegration where conducive. Livelihoods programming in particular will support economic integration and self-reliance in hosting areas. Mine action programming has refocused on supporting solutions by providing more flexible EOD response and developing close complementarity and integration between mine action and humanitarian interventions. Furthermore, DRC-DDG will continue to engage in advocacy around the Solutions Strategy for Afghan Refugees (SSAR), seeking to cement the position that the search for transitional and durable solutions is fundamentally a development issue that should be supported by governments and development actors alike through sustainable programming underpinned by multi-year funding and local partnerships. DRC-DDG will also continue to build its programming to address root causes for displacement, migration and conflict. In the upcoming strategic period, DRC-DDG will institutionalise in-depth conflict, stakeholder and situation analysis for each country in the region. DRC-DDG will also develop strategies for stabilisation programming, institutional capacity building and partnership with duty bearers, especially government agencies; this will include engagement with national and international actors. This will be rooted in an evidence base gathered through DRC-DDG s existing programs. Finally and crucially, DRC-DDG will improve understanding of Mixed Migration, a topic which has taken centre stage with the current European refugee and migration situation. This programming will focus on data collection and analysis as well as advocacy, but will move into the development of surge capacity 1 STRATEGIC PROGRAMME DOCUMENT

7 mechanisms suitable to the needs of mixed migration flows. DRC-DDG s Regional Strategic Programme Document (SPD) provides the rationale and goals for regional response to current conflicts and displacements in the CASWA region. The SPD defines the objectives and operational strategies within a three year timeframe ( ). It provides a broad overview of the displacement situation in the region and of the threats posed by conflicts and acute crises. The SPD reflects the alignment of DRC-DDG s strategic processes at the country and regional levels, as well as the increase in joint and complementary programming and shared programme staff. In 2016, DRC-DDG CASWA achieved significant progress in integration. Integration of support functions took place in Afghanistan, as did development of concrete concepts, submitted to donors, for joint and complementary programming which has resulted in two successful funding opportunities for The strategy is updated on an annual basis through country and regional reviews in order to capture new strategic, contextual and operational opportunities and constraints as well as the means to address them. DRC- DDG looks forward to working towards the realisation of this strategy in extensive collaboration with operational and strategic partners locally, regionally and globally. STRATEGIC PROGRAMME DOCUMENT

8 Brief overview of DRC/DDG in Central Asia and South West Asia DRC-DDG s approach in Central Asia and South West Asia (CASWA) aims to support the transition from humanitarian need to durable solutions for Afghans across displacement routes in Central Asia and South West Asia. DRC CASWA focuses on ensuring basic rights and services to Afghans across displacement routes, and providing coherent responses across a volatile and diverse region. DRC/DDG operates 3 country offices located in capital cities, equipped with finance, administration, logistics, procurement, safety and finance teams. 5 field offices in the region (Afghanistan) that are fully equipped and operational national staff expatriate managers & technical experts, * 5 dedicated regional resources, allocated across country offices and a support unit in Copenhagen, Denmark Presence and scope DRC-DDG established its operational presence in Afghanistan in 1999 through the mine action arm. Humanitarian and displacement solutions programming were established in 2011, and expansion into Iran and Pakistan took place in DRC operates in Tajikistan also but will make a responsible exit at the end of 2016 this ceasing operations in that country. DRC-DDG address the needs of refugees, IDPs and returnees across the region, as well as incorporating some sectors of the host communities and other conflictaffected communities where feasible. DRC-DDG country headquarters offices are located in: Kabul (Afghanistan) (DRC-DDG) Islamabad (Pakistan) (DRC) Tehran (Iran) (DRC) Key Expertise The programming of the DRC-DDG Regional Office is anchored around the Afghan displacement, and strives to ensure flexible and integrated responses for Afghan communities. The Regional Office, structured across Tehran and Kabul, hosts senior technical advisers dealing with program quality and monitoring; safety; finance and administration; and human resources. The Regional Office aims to support coherent programming across platforms Emergency, Solutions and Root Causes in key strategic sectorial interventions in the region, namely Protection and Livelihoods across diverse country contexts, as well as to ensure and improve accountability and transparency in terms of finance, procurement and human resources. The technical advisers provide ongoing support to the country programmes as well as surge capacity when required. 3 STRATEGIC PROGRAMME DOCUMENT

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10 The DRC/DDG Response Framework In order to more effectively respond to displacement, DRC/DDG has chosen to adopt a programmatic platform approach, in order to (1) develop a clearer programmatic identity, (2) strengthen the strategic link between vision and activities, and (3) provide better integrated solutions to displacement. the organization, as such primary activities will focus on in-depth analysis and aspects of peaceful coexistence and mine action programming. In the CASWA region DRC/DDG s activities can be grouped under the three platforms as follows: Based on DRC/DDG s operational history across ten sectors, three platforms have been developed: 1. The Emergency platform (responding to acute crisis) 2. The Solutions platform (addressing protracted displacement) 3. The Resilience & Stability platform (addressing fragility and root causes). The Resilience & Stability platform is a new departure for DRC and initial activities will focus on developing the necessary technical expertise within STABILITY RESILIENCE & EMERGENCY SOLUTIONS 4Mi data collection about mixed migration routes Stakeholder mapping Protection analysis across legal, physical, material safety Stakeholder mapping Analysis of possible interventions Development of strategy Capacity Building of national duty bearers EOD Response in support of National EOD Hotline requests Non-Technical Survey Mine Clearance Impact Assessment Conflict Sensitive Analysis Conflict Management Education

11 Distribution of multi-purpose cash to IDPs, returnees, refugees Identification of extremely vulnerable individuals and provision of individual protection assistance Mobile child friendly spaces Distribution of NFI kits Cash for Rent Cash for Shelter SHELTER & NON-FOOD SERVICES Reconstruction of damaged community infrastructure Disaster Risk Reduction Infrastructure Multi-Purpose Cash (MPC) Emergency Survey and Needs Assessments Risk education EOD response PROTECTION Awareness raising Development of peer to peer counselling networks Legal clinics Psychosocial clinics Training of qualified lawyers & counsellors Livelihoods COMMUNITY INFRASTRUCTURE & SERVICES Vocational training Business grants and start up support Employment linkages Provision of agricultural inputs Self Help Groups Cash for Work HUMANITARIAN MINE ACTION Risk education EOD response Non-technical survey Minefield/battlefield area clearance Impact Assessment Quality Management Internal Capacity Development ARMED VIOLENCE REDUCTION (AVR) Community Safety Planning

12 Acute crisis: preparedness and response to emergency Saving lives and providing immediate protection support on the basis of humanitarian principles is the foremost priority for DRC-DDG in the CASWA region. Despite the protracted nature of the Afghan displacement, humanitarian needs remain acute; changes in conflict, political dynamics and natural disasters generate multiple localized emergencies and pockets of acute humanitarian need. DRC-DDG CASWA aim to provide a flexible response to this need, while maintaining preparedness to respond to larger scale emergencies and in close coordination with the humanitarian community. Situational Analysis Emergency situations and humanitarian need in the CASWA region are driven by four factors. Conflict dynamics in Afghanistan have shifted in terms of geography, temporal trends and actors involved. Various political and economic dynamics have contributed to a change in the receptiveness of host governments and communities toward refugees. Natural disasters and seasonal factors continue to generate small scale emergencies. Finally, internal dynamics in Pakistan and Iran generate additional emergency need contributing to push and pull factors for the displaced in both countries. These internal dynamics are linked to geopolitical maneuvering and engagement in proxy conflict that can emerge as politically motivated push and pull factors for Afghans in those countries, particularly when they are undocumented. Conflict Dynamics within Afghanistan 2015 and 2016 have seen an intensification of the conflict in Afghanistan, most clearly demonstrated by the Taliban takeover of Kunduz in October, and repeated attacks on provincial capitals in the south. Civilian deaths and injuries in the first six months of 2016 numbered over 5,000 a record high, according to UNAMA. This marks a one per cent decrease in civilian deaths and a six per cent increase in civilians injured and an overall increase of four per cent in total civilian casualties compared to the same period last year. Displacement also reached unprecedented levels, with over 150,000 people leaving their homes due to conflict, according to OCHA. Conflict dynamics within Afghanistan have been marked by three major changes: 1. Geographic shifts. Conflict in Afghanistan has traditionally followed specific geographic trends: the southern provinces have been a Taliban stronghold, while north-western provinces, dominated by Northern Alliance, have experienced lower levels of conflict. In September 2015, however, Kunduz, located in the north-west, fell temporarily to the Taliban. This movement of the Taliban to Northern provinces represented both a geographic shift and an intensification of conflict as there was no reduction in conflict in the south. These trends have continued through 2016, with sustained attacks on Kunduz, as well as intense offensives against Lashkar Gah in the south. The broadening of the Taliban s geographic coverage represents a significant challenge for the ANSF, which has relatively limited manpower and resources. 2. Temporal shifts. Historically, conflict in Afghanistan has been limited to the fighting season. The Taliban issues a statement ahead of its spring offensive in April and fighting starts winding down in September. In late September and October 2015, however, the Taliban, rather than retreating, redoubled its attacks on Kunduz, which led to the fall of the city. Fighting continued into the end of the year and into the beginning of It is unclear whether these temporal shifts will last - conflict outside the fighting season may have been linked with an unusually warm winter. 3. Changes in conflict actors. Three major developments have occurred with regard to conflict actors. 7 STRATEGIC PROGRAMME DOCUMENT

13 a. Changes in Taliban leadership. Within the last 18 months, the Taliban has experienced three major shifts in leadership. The death of Mullah Omar was announced in 2015; his successor, Mullah Mansour, was killed in May The new leader, Mawlawi Akhunzada, is still consolidating power; this has led to increased levels of inter-aog conflict. b. IS became an actor in the Afghanistan conflict. Through 2015, IS had not been seen as a major actor: it represented a global Muslim movement, whereas the Taliban s goals were localized to Afghanistan, and therefore had more traction. In 2016, however, disaffected Taliban splinter groups linked with IS, and IS claimed responsibility for the July 2016 attack against Shia/Hazaras in Kabul. The strengthening of IS may be linked to the rapid changes in Taliban leadership. It is not yet clear whether IS will continue to gain ground. IS was also strengthened globally through neglect by counterinsurgency initiatives which were primarily focused on the threat posed by Al-Qaeda and the intensification of conflict in Syria and Iraq allowing IS to control large swathes of territory. c. Targeting of civilians. After 2009, the Taliban made significant moves toward compliance with IHL, with fighting season statements moving progressively toward protection of civilians and NGOs, including a special clause protecting the work of mine action organizations. This trend appeared to partially reverse in 2016; the fighting statement did not include a clause to protect NGOs (although mine action was still recognized as a neutral service). Modes of attack also appeared to inflict more damage on civilians, with ground engagements causing the highest number of civilian casualties (deaths and injured), followed by suicide and complex attacks and improvised explosive devices (IEDs), many of which are victim-activated by pressure plates, similar to a landmine. The coming strategic period is likely to be characterized by further spread of Afghan conflict, due both to the inability of the ANSF to combat the spread of conflict and also to instability within the Taliban. Shifts in the geographic pattern of conflict are likely to continue, as is the targeting of civilians. Due to the high number of ground engagements in built-up areas, the number of people affected by explosive remnants of war is expected to increase. The conflict is likely to generate death, injury, displacement and increasing levels of humanitarian need. The Shifting Political Response to Refugees. Returns to Afghanistan declined continuously since 2014, and were at record lows during the first six months of This trend was reversed following Eid celebrations in early July 2016, when the return of registered refugees and undocumented Afghans skyrocketed: in July and the first three weeks of August, over 47,000 registered Afghan refugees returned while 79,000 undocumented Afghans returned also from Pakistan. The dramatic increase in return to Afghanistan, predominantly from Pakistan, has coincided with a number of complex political and security developments within and between both countries. 1. Deterioration in host community-refugee relations. In December 2014, a terrorist attack was carried out on a school in Peshawar, killing 141 people. At least two of the attackers were Afghan. This attack represented a shift in relations between Pakistani host communities and Afghan refugees; from the time of the attack, tensions between the two communities have increased. In 2016, clashes between Pakistanis and Afghans occurred at the Torkham border, generating further deterioration in relations. 2. Chabahar port. In May 2016, Afghanistan entered into an agreement with India and Iran to support increased availability of goods through Iran. In Pakistan, Afghanistan s involvement in the agreement was seen as Afghan alignment with India in the Pakistan-India conflict. This message was disseminated in media channels, and resulted in increased friction between Pakistanis and Afghans. 3. UNHCR repatriation package. Pakistan-Afghanistan tensions, and the Chabahar port development, represent push factors for Afghans out of Pakistan. At the same time, UNHCR has increased its voluntary repatriation package from $150 to $350 per person as part of its regional resilience strategy introduced in This increased support operates as a pull factor, affecting decisions to return. Afghan refugees in Pakistan currently STRATEGIC PROGRAMME DOCUMENT

14 Acute crisis have permission to stay, through Proof of Registration cards, until March Renewal of these cards is currently uncertain, and if the cards are not renewed, then another mass influx of returns is likely during the strategic period. It is notable that political openness to refugees remains constant in Iran, with gradual improvements in service provision and tacit acceptance by the Government of the Islamic Republic of Iran that refugees are likely to stay in the country for several years. Iran is therefore unlikely to generate a return influx. Natural Disasters & Seasonal Factors Approximately 200,000 people were affected by natural disasters in Afghanistan during the first six months of 2016, according to OCHA, with additional caseloads due to flooding and landslides in Pakistan. Significant threats for the region are: 1. Flooding and monsoons. Flooding is a recurrent issue in Pakistan. Serious floods caused a humanitarian disaster in 2010; since 2010, flooding has been an annual event, causing damage to both human lives and infrastructure. Approximately 30% of mortality and economic losses associated with natural disasters in Pakistan are due to flooding, according to Pakistani government statistics. 2. Extreme winter conditions. Extreme winter conditions are a pervasive issue in Afghanistan, affecting the urban poor in particular. Winter is a seasonal occurrence for which traditional coping mechanisms as well as national emergency plans exist. However, a humanitarian response may be required when the means to cope with a severe winter have been exhausted in all 3 countries. Avalanches are also a concern in Afghanistan. 3. Earthquakes. In October 2015, an earthquake measuring 7.5 on the Richter scale struck Badakhshan in Afghanistan, with severe repercussions for populations in Peshawar. Overall, 400 people were killed and 2,300 were injured. The risk of earthquakes is also significant in Iran; Bam was struck by an earthquake measuring 6.6 on the Richter scale in 2003, though the Government of Iran has exceptionally strong emergency response capacity Host governments across the region have prioritized responses to natural disasters; each country has a disaster management authority and response plans. The resources and capacity available to government departments varies, with Iran maintaining the strongest response capacity. In all countries, humanitarian response may be required in case of large natural disasters or inadequate national response capacity. Regional Political and Security Dynamics Political and security dynamics can cause additional humanitarian need within the CASWA region. In 2014, the Pakistani government carried out military operations against AOG in North West Pakistan, leading to an inflow of refugees from Pakistan into Afghanistan. These refugees are settled in Khost and Paktika province. An intensification of Pakistani military operations in the North West would generate a greater flow of refugees and humanitarian need. DRC-DDG vision For over 30 years, the CASWA region has been characterized by multiple, localized emergencies, caused primarily by conflict, but also by natural disasters. Shocks are compounded by relatively weak governance and unaddressed structural development challenges. Local communities have reasonably strong coping mechanisms, but these mechanisms are being eroded due to prolonged and repeated displacement as well as intensification of conflict. DRC-DDG and other humanitarian actors need to meet a broad range of immediate needs in order to save lives; to maximize effectiveness, it is important that response mechanisms be flexible and adaptable to changes in context. DRC-DDG s emergency response is based on DRC s global Emergency Preparedness and Response Strategy. This strategy aims at responding effectively and comprehensively to humanitarian emergencies, and thereby increasing the scope and impact of DRC-DDG emergency interventions. DRC CASWA s overall objective in emergency response is to save lives and provide immediate assistance to populations affected by conflict, displacement and/or natural disasters. This is interpreted in country operations as follows: Afghanistan: DRC-DDG will seek to limit the immediate humanitarian consequences of displacement, and provide life-saving support to affected population in the case of acute crisis Pakistan: DRC will seek to reduce immediate suffering of displaced populations via emergency preparedness and response initiatives implemented directly and or through capacity building of duty bearers Iran: DRC will provide emergency protection assistance to extremely vulnerable households to meet basic but essential humanitarian needs. DRC will also participate 9 STRATEGIC PROGRAMME DOCUMENT

15 proactively in the UNHCR led Emergency Preparedness and Response Mechanism. In accordance with the global strategy, DRC-DDG CASWA predominantly focuses its life-saving emergency interventions in five specific sectors: Food security through multipurpose cash grants. MPC has been chosen as the primary response option due to the strength of markets in the region. Depending on the context, distribution modalities include physical cash, vouchers and bank cards; Protection in emergency contexts includes provision of psychosocial first aid and legal assistance, as well as through individual protection assistance for the most vulnerable populations including women, children, elderly, minorities and people with special needs; DRC will also advocate for impartial access to essential services for displaced individuals; Emergency shelter and distribution of core relief items includes standardisation and distribution of necessary non-food items, distribution of winterisation support (including fuel and blankets or through cash / vouchers) and construction of temporary shelters; Mine/ERW Risk Education, emergency survey and EOD activities take place in Afghanistan. Risk education aims to support vulnerable populations in identifying risks from landmines and ERW; survey and EOD activities focus on reducing the threat associated with ERW left behind after recent ground engagements. Emergency preparedness, in the form of disaster risk reduction, small scale community infrastructure and some emergency WASH intervention including hygiene promotion, takes place in Pakistan only but will be expanded in Iran through the strategic period. The five sectors all represent highly relevant life-saving interventions during an acute crisis and contribute to basic protection and subsistence. DRC- DDG is committed to maintaining technical capacity in all five sectors across the region. DRC-DDG further seeks at all levels to contribute to the broader emergency responses and humanitarian coordination in the region. This is implemented via a very active participation in Humanitarian Coordination Teams (HCTs), cluster coordination, refugee coordination and NGO forums from high-level strategy through to field-level coordination. In line with DRC s global emergency approach, DRC-DDG CASWA builds emergency programming on core principles, with the aim of remaining relevant in the evolving context. Key components include: DRC-DDG is self-implementing, rather than funds-channelling, in emergency situations. This gives DRC a unique knowledge about the situation on the ground, the humanitarian needs, and protection concerns and rights violations. DRC-DDG plays a key role in the ECHO-funded Afghanistanbased Emergency Response Mechanism. This group of 7 NGOs provides standardised MPC based cash assistance to meet lifesaving humanitarian needs. Standardised needs assessments, monitoring and evaluation, and assistance modalities are used. DRC is the coordinator of the ERM mechanism, and advocates on behalf of ERM partners and standardisation with other actors. The ERM structure is the basis for humanitarian programming in Iran, and further expansion is expected during the strategic period. DRC-DDG s mine action unit in Afghanistan enables rapid safe access into areas of recent conflict through emergency survey and EOD interventions. DDG s EOD/ survey teams are often the first actors on the ground following conflict. They are trained in the ERM needs assessment methodology and feed initial information back to DRC and other humanitarian organizations and agencies to improve planning and response modalities. Given the scale of needs in the CASWA region, emergency programming focuses on provision of life saving assistance, rather than early recovery. Early recovery needs are addressed through referrals to other DRC-DDG programs or to other agencies. This is due in part to restricted funding availability and capacity through the region. DRC-DDG currently has limited engagement in emergency preparedness, but programming is expected to start in Pakistan, in close coordination with disaster management authorities. During the upcoming strategic period, a framework for partnerships will be developed; a significant part of this is expected to focus on support for emergency preparedness. DRC-DDG s regional presence enables a swift response to upcoming emergency needs in the region. Support exists via scale-up support from other field bases/countries and internal staff deployments from the regional team. In addition, the regional office provides support on technical aspects, proposal development and support functions such as procurement, HR and logistics. STRATEGIC PROGRAMME DOCUMENT

16 Acute crisis DRC-DDG s regional office ensures a regional response strategy to relevant displacements to ensure coordinated support to populations of concern (including undocumented returnees and natural disaster affected). In the case of upcoming cross border crises, such as the influx of returns from Pakistan, DRC s regional office works to develop a coherent response on both sides of the border and to ensure that funds and resources are available to respond in the locations of greatest need. At the global level, DRC-DDG is rolling out an integrated webbased Emergency Platform. The Platform provides easy access to sector-specific tools, policies and resources and provides guidance and support to key emergency sectors including emergency funding, surge staffing, procurement and safety procedures in disasters and outlines DRC s new Corporate Emergency guidelines. Ultimately, the platform provides a programmatic identity of how DRC-DDG delivers in emergencies, improving the quality and predictability of assistance provided to beneficiaries. Operational Strategy DRC-DDG seeks to update Emergency Preparedness and Response Plans regularly, in consultation with field staff. The Emergency Response Mechanism is also in continual operation in Afghanistan, ensuring continued operational response. DRC-DDG s operational strategy is to ensure: A coordinated and integrated response across multiple, smallscale, localized emergencies and a rapid response capacity in all countries of Central Asia and South West Asia, via roll out of the Emergency Response Mechanism and Emergency Response and Preparedness plans; Support countries in establishing integrated programming based on an annual country based integrated needs assessment. Promote cash as the primary assistance modality in accordance with DRC Global guidelines, using modalities developed in Afghanistan, and establish relevant SOPs and procedures. DRC-DDG is also able to seek assistance from the Global Emergency Support unit which can give access to 1) DRC Emergency Funds, which is flexible and rapidly released capital to start up an intervention as well as to 2) DRC Emergency and Standby UN staff rosters both providing staff to DRC and/or to the UN. In recent operational history, DRC-DDG has been able to respond rapidly and with widely recognized quality support. DRC-DDG will strive to maintain its emergency response capacity across the region and maintain a strong ability to provide life-saving support. 11 STRATEGIC PROGRAMME DOCUMENT

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18 PROTRACTED DISPLACEMENT: TRANSITIONAL AND DURABLE SOLUTIONS Afghanistan represents the longest protracted mass displacement of the modern era, with the majority of Afghans having been displaced for over twenty years. Movement dynamics are driven by a complex interplay of political, economic and social factors, and the overall context is volatile, with mass movements of people both within countries and across borders. In 2015 and 2016, the situation has deteriorated dramatically. Afghanistan witnessed a 63% increase in conflict induced internal displacement between 2014 and is following similar patterns to 2015, by September 245,000 individuals have been newly displaced across the country in 2016 with forced displacements now recorded in 31 out of the 34 provinces. The UN estimated a total of 400,000 newly displaced IDPs as a result of the escalating conflict, with the Northern, Southern and Eastern regions of the country registering the highest numbers.the influx of Afghan returnees from Pakistan are liable to enter the protracted displacement caseload, with 300,000 returnees estimated by the end of 2016, causing increasing pressure on the system and prompting a UN led flash appeal in September DRC CASWA aims to support safe and dignified solutions across the region, with a focus on protection, mine action, conflict management, resilient livelihoods and access to basic services. Situational Analysis The caseload of protracted displaced in the CASWA region was, for years, unprecedented. Currently, Pakistan hosts 1.5 million documented and an additional 1.5 million undocumented refugees, Iran hosts 900,000 documented and up to 2 million undocumented refugees, and over 1 million internally displaced people within Afghanistan. Coping mechanisms have developed among Afghan displaced populations, but the evolution of the context has reduced the effectiveness of some of these mechanisms. Five major factors influence the wellbeing of Afghans in protracted displacement: Urbanisation The rate of urbanisation in Afghanistan has been 5.7% annually since 2001, according to a DRC/PIN study conducted by Samuel Hall in Similarly high urbanisation rates can be seen in Iran (over 2%) and Pakistan (2.8%). This urbanisation has been largely informal, without corresponding investments in infrastructure or basic services. Lack of planning has generated challenges in urban areas, including high levels of poverty and low community resilience, as well as growing income and gender inequality. Urbanisation does offer opportunities, however, with urban based economic activity now accounting for more than half of Afghanistan s GDP. Governments are starting to recognise the importance of urbanisation, with the Afghan government identifying urbanisation as an area requiring a National Prioritisation Plan. Urbanisation affects displaced populations disproportionately, due to movement patterns. The internally displaced, refugees and returnees are all attracted to urban areas, due to the fact that, in cities, they have improved access to basic services and economic opportunities. Urban areas also act as staging points for future movement. The move toward urban areas, however, poses significant risks: (1) those moving from rural to urban areas may not have the skills required to establish sustainable livelihoods, (2) displaced households who lack resources are likely to fall into urban poverty and (3) urban areas can pose increased protection risks, due both to weakening of traditional governance structures and increased threats posed by colocation with other ethnic and social groups. Rising levels of urbanisation also denotes a significant number of housing, land and property issues for the displaced, who tend to face rising rents, increased debts and threats of eviction without recourse to long term housing solutions and tenure rights. The Youth Bulge The population of the CASWA region is young: 22% of Afghans are under 25, as are 21% of Pakistanis and 17% of Iranians. This demographic bulge presents the region with exceptional opportunities, it also poses significant risks. The significant proportion of youth in the region provides a solid human resource base, with the intellectual capacity for technological innovation and entrepreneurship. At the same time, with a stagnant or contracting formal economy, it is challenging for the region to provide employment opportunities for youth, and there are increasing levels of disenfranchisement and dissatisfaction. Youth within displaced populations face particular risk. Those who have displaced recently risk having insufficient or inappropriate skills, leading to lack of livelihoods 13 STRATEGIC PROGRAMME DOCUMENT

19 opportunities. In unstable areas, youth are at risk of recruitment into armed groups. Youth are also at risk of being moved into mixed migration routes: currently over 25% of Afghans who arrive in Europe are under 18. Durable Solutions, Documentation, Access to Services and Legal Safety The legal status of the Afghan displaced is governed by regional political developments. Both Iran and Pakistan have hosted Afghan refugees for over 30 years, but integration into these countries has remained a second-best solution. Discussions on durable solutions remained primarily bilateral until the Solutions Strategy for Afghan Refugees was negotiated between Iran, Afghanistan and Pakistan in Discussions around the SSAR clearly show that return to Afghanistan is the politically preferred solution; as a result, relatively limited progress has been made with regard to documentation of Afghans. In recent years, however, return appears to be a less feasible solution due to the deteriorating context in Afghanistan. The SSAR strategy has not been adapted to changes in context, and no significant forward movement has been made on documenting the undocumented. UNHCR released in mid-2016 a resilience strategy for the region under the umbrella of the SSAR that advocates for the inclusion of the undocumented and documented into broader local integration schemes. Currently, at least 50% of refugees residing in Iran and Pakistan are undocumented, and within Afghanistan only 60% of the recently displaced have national ID cards, according to DRC data. Lack of documentation has significant consequences for all displaced populations in the CASWA region. For returnees, lack of documentation results in lack of support - 75% of undocumented receive no assistance, compared to 15% of documented, according to a DACAAR/Samuel Hall study. Undocumented refugees residing in Pakistan and Iran are at greater risk of harassment and extortion from authorities, and have reduced access to basic services provided by both government and NGO actors. Within Afghanistan, lack of a national ID card restricts access to health care and educational services. Lack of documentation may also compound existing vulnerabilities for households who are re-displaced; as they move from one location to another, access to basic services remains low due to lack of documentation, and coping mechanisms become exhausted. Mines, ERW and Physical Safety Afghanistan remains one of the most mine, ERW, and IED contaminated countries in the world. Contamination has been caused by a series of conflicts, from the Soviet invasion of 1979, in which millions of landmines were laid; and the civil war, which followed the Soviet withdrawal in The US-led coalition s intervention in late 2001 and subsequent International Military Force (IMF) and Afghanistan National Security Forces (ANSF) altercations with Taliban and other Armed Opposition Groups (AOGs) have added considerable quantities of unexploded ordnance (UXO) across the country. More recent conflict, particularly in the last six years, is characterized by an increased use of IEDs by AOGs in public spaces, resulting in high numbers of civilian casualties. Although 83% of known minefields recorded nationally (66.5% of total identified hazardous area in the country) have been cleared since demining commenced in 1989, 598 square kilometres of remaining minefields and battlefields remain to be cleared. 1,587 communities remain affected by mines and ERW in 257 of Afghanistan s 398 districts. Afghanistan is not expected to meet its 2023 deadline to clear all antipersonnel mines as required under the Anti-Personnel Mine Ban Convention. Whilst casualty rates from mines and ERW have fallen from a high of 700 victims per month in the 1990s to an average of 12 civilians per month in 2016, pressure-plate IEDs continue to cause an average of 88 casualties per month. Contamination from ongoing conflict, as well as UXO contamination from military bases and firing ranges recently abandoned by withdrawing IMF represent further risks to Afghan civilians. Displaced populations are at an increased risk of encountering mines, ERW, and IEDs as they are highly mobile and generally unfamiliar with the terrain they are moving through, which could potentially be contaminated with explosive weapons. IDPs and returnees are also often forced to settle on low-value land in peri-urban areas, which are disproportionately affected by mines and ERW. Economic Conditions and Material Safety Economic growth rates through the CASWA region are low. In Afghanistan, growth rates have fallen from 12% in 2012 to 1.2% in In Pakistan, economic growth remains moderate and stable at 4%, but unemployment is high and over 20% of the population is over the poverty line. The lifting of STRATEGIC PROGRAMME DOCUMENT

20 PROTRACTED DISPLACEMENT economic sanctions in Iran represents an opportunity for economic growth, but progress is slow, with continued administrative challenges to freeing up the banking sector. Low growth rates and high unemployment rates exacerbate the livelihoods needs of the displaced across the region. IDPs, refugees and returnees often have limited livelihoods options; according to a DACAAR/Samuel Hall 2015 study, 65% of those returning to Afghanistan are dissatisfied with their livelihoods options. DRC s data indicates that displaced populations do not have the skills to engage in the labour market or the capacity to maintain their livelihoods. 60% of DRC s beneficiaries in Afghanistan are illiterate, and the vast majority are reliant on casual labour as an income source. Income is low (82 USD/month for a household), and income is routinely outstripped by expenditure. On average, DRC s beneficiaries in Afghanistan spend 30 USD per month more than they earn this over-expenditure represents 36% of monthly income. Refugees in Pakistan experience conditions similar to the displaced in Afghanistan. Those in Iran face additional restrictions associated with the fact that there are government restrictions on the labour market, and only certain jobs are available to Afghans, with the majority in casual and menial employment. DRC-DDG Response A significant proportion of Afghans have been in displacement for up to 30 years; many of them have experienced not only protracted, but also repeated displacements across rural and urban areas. The political framework governing displacement does not reflect current contextual developments, and as a result, displaced populations face significant legal, physical and material risks. DRC-DDG and other humanitarian actors need to contribute to basic service provision, while also advocating for more sustainable transitional and durable solutions, for displaced Afghans. DRC-DDG s vision is based on DRC- DDG s Global Position on Solutions as well as its global learning on what drivers unlock protracted displacement. As such, DRC-DDG CASWA adopts two key positions; namely that 1) at the heart of any solutions work lies a focus on re-establishing citizenship and access to rights comparable to regular citizen and 2) the broad approach of CASWA Afghanistan Iran Pakistan Protection Improve legal, material and physical safety for the displaced, in particular for the most vulnerable, as a precondition for establishing durable solutions. Address the protection needs of vulnerable displaced and conflict affected populations through mine and ERW hazard reduction, armed violence reduction, access to appropriate legal and psychosocial protection mechanisms, at the community and stakeholders levels Ensure that access to rights and essential services of the most vulnerable among displacement affected people is protected. Improve access to formal and informal protection mechanisms for refugee communities through support for communities and duty bearers in developing stronger systems that contribute to durable solutions unlocking protracted displacement must be rooted in international normative/legal frameworks and commitments. DRC-DDG CASWA s overall objective with regard to protracted displacement is to empower displacement affected populations to become more self-reliant in pursuing safe and dignified solutions. DRC-DDG aim to achieve this objective through the two pillars of protection and livelihoods programming. The objective is interpreted in the different countries as follows: Livelihoods Strengthen the capacity of men and women in or following displacement to attain sustainable livelihoods and gain social and economic empowerment and reintegration Empower individuals and communities, in particular vulnerable households, to become more self-reliant through high quality, integrated programming. Improve access to and productive use of land and infrastructure through clearance of mine and ERW hazards. Empower displacement affected people to become more selfreliant in pursuing transitional and durable solutions Support and strengthen displaced, returnee and host communities capacity to attain sustainable livelihoods and gain economic empowerment focusing on most vulnerable individuals 15 STRATEGIC PROGRAMME DOCUMENT

21 Underlying the overall objective is a focus on improved M&E, program quality and advocacy. Specifically, DRC-DDG aim to collect, analyse and share data from existing programs to strengthen capacity of the organisation, humanitarian community and other relevant stakeholders to advocate for, and develop and implement viable transitional and durable solutions. DRC-DDG CASWA predominantly focuses solutions interventions on the following program modalities: Protection. Within the broad framework of protection, DRC- DDG in the CASWA region focus on ensuring non-discriminatory access to essential services and to also provide specialised services to women and girls, particularly to address sexual and gender based violence, and to children, especially those with disabilities. To achieve this DRC- DDG works with formal authorities and community governance mechanisms. Service provision focuses on;»» Legal support, including for accessing documentation. DRC-DDG operates stationary and mobile legal clinics in Afghanistan, and conducts awareness raising about basic services throughout the region. Referral mechanisms are also being developed across the region.»» Psychosocial support is provided through development of peer counselling networks, operation of psychosocial clinics, community based initiatives, operation of child friendly spaces and development of referral pathways through the region. Livelihoods. DRC-DDG aim to work at the individual and community levels to achieve livelihoods objectives, and to focus particularly on vulnerable groups, including women and girls. DRC- DDG aim to work at the micro, small and medium scale, including with some less vulnerable groups, to implement livelihoods programs that improve overall market conditions for the displaced. The broader goal of livelihoods programming is strengthening integration or reintegration in or following displacement, and supporting social and economic empowerment.»» Skill development programming includes vocational training and training in softer skills, including entrepreneurship, business development and financial management.»» Market support includes provision of business grants to small and medium sized enterprises, setup of income generation workshops, and market linkages at both the micro and small scale»» Empowerment of vulnerable groups includes establishment of self-help groups, selection of vulnerable individuals to participate in income generation workshops, and market linkage and access programs. Mine Action. DDG aims to provide mine action services to improve physical security and livelihoods opportunities for the most vulnerable communities in Afghanistan. This will provide a safer environment by reducing casualties and returning formerly contaminated land to productive use. The results ultimately contribute to stabilization and poverty reduction. DDG s activities will focus on urban and peri-urban communities in 12 provinces across Afghanistan. The reason for this is twofold; (1) Urban areas are increasingly affected by large scale ground conflict (resulting in large amounts of unexploded ordnance in populated areas), and (2) periurban areas are often in close proximity to mine/erw affected areas and are located and where IDPs and refugee returnees are forced to settle.»» State Support: DDG will also work towards helping the Government of Afghanistan in reaching their obligations under the Anti-Personnel Mine Ban Convention (APMBC) by aiding in the transition of responsibility and development of the Directorate for Mine Action Coordination (DMAC), to ensure sustainable national ownership of the mine action program in Afghanistan. In particular, DDG will focus on helping the DMAC to develop its emergency ERW hotline response capacity, as well as its quality management system (QMS).»» Armed Violence Reduction (AVR): AVR activities will be introduced into DRC-DDG Afghanistan s programme in 2017, including the introduction of concepts and processes for conflict analysis, mediation and management. AVR programming will be STRATEGIC PROGRAMME DOCUMENT

22 PROTRACTED DISPLACEMENT embedded into the DRC- DDG urban hubs as part of their service delivery to individuals. It is DRC-DDG s opinion that a durable solutions agenda should not only be concerned primarily with return perspectives but also with improved quality of asylum and local integration. DRC-DDG also provide programming on the basis that return must be accompanied by conscious measures to reintegrate, particularly with regard to return of populations which have been in long-term displacement. By consolidating solutions work in three sectors, DRC-DDG aims to improve the depth of its interventions, to have a substantive impact on both return conditions and local integration possibilities. DRC-DDG is committed to maintaining technical capacity in all five sectors across the region, and to developing coherent programming approaches in all countries in the region. Operational Strategy Pursuing transitional and durable solutions for refugees and IDPs is often politically sensitive. In the countries of origin, the sensitivity lies in working alongside what are typically flawed stabilisation processes with the ultimate aim of building institutions that can protect the rights of people - in particular those affected by conflict and displacement-without being seen as a political actor. In the hosting countries, restrictive policies for refugees hinders programming that promote more local solutions. DRC-DDG s key strategies for supporting durable solutions are through protection and livelihood programming that supports improved access to services. DRC-DDG s operational strategy is as follows: Do No Harm is a key element of interventions in the CASWA region, and requires regular monitoring of the political, economic and security situations across the three countries. Cross border and facilitation of return programming is likely to be limited during the strategic period due to the current situation in Afghanistan. DRC-DDG will proactively engage in and promote the Solutions Strategy for Afghan Refugees in country forums and also engage with global initiatives focussing on the Afghan displacement. DRC points for engagement include providing assessments of the feasibility of return, developing data collection mechanisms and disseminating relevant data and advocating for adaptation of the SSAR to the current context. DRC-DDG is likely to retain an urban focus in its programming due to the movements of displaced populations to urban areas, the rapid growth of urban areas and the lack of comprehensive services in these areas. Appropriate programming modalities, such as the establishment of service provision centres (urban hubs), will be piloted. Linkage to existing services and other humanitarian actors will be a key part of DRC-DDG s programming. Urban hubs, legal clinics and psychosocial clinics provide referrals to other humanitarian actors; this helps to achieve scale for humanitarian interventions. Referrals and information sharing between DRC-DDG s different programme units will also be a focus for improvement. Developing the capacity of emerging dedicated national and regional institutions in support of displacement/mixed migration issues will be important for DRC- DDG. DRC-DDG will seek continued development and support of the civil society sector in all countries in the CASWA region to support the solutions agenda for forcibly displaced/migrants. DRC-DDG will support coordinated and effective interagency research and advocacy for durable solutions, in close coordination with mixed migration initiatives and Friends of the Solutions Strategy for Afghan Refugees networks. DRC-DDG will reappraise its role in the mine action sector in Afghanistan during this strategic period. DRC-DDG plans capitalize on niche areas where it can truly add value and have a positive impact. Two planned niche areas are (1) Specialized EOD capacity to support DMAC and the regional government authorities; and (2) Close and complementary integration of Mine Action activities with DRC programme sectors to provide a value-added holistic package of services at the community level. 17 STRATEGIC PROGRAMME DOCUMENT

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24 Addressing Root Causes to Displacement: to promote peaceful, inclusive and resilient societies The displacement dynamic in Central Asia and South West Asia is driven by the failure of the Afghan state to provide protection and service delivery. Other states in the region have varying degrees of capacity and willingness to protect the rights, not only of displaced people, but also of their own communities. In this context, it is essential for DRC-DDG to understand and analyse the underlying causes of conflict. DRC-DDG has the ability to reinforce local authorities capacity to deliver services and protection and to support the development of community coping mechanisms with regard to protection and resilient livelihoods. By linking emergency and solutions programming to a longer and more preventive perspective, DRC-DDG responses may be able to support improved understanding of what works in a fragile environment. Situational Analysis Underlying conditions for Afghans, both within their country and abroad, are severe. The chronic nature of the situation is clear from statistics on Afghanistan: in 2014, GNI per capita was approximately 680 USD and GDP growth was at only 1.3%, only 31% of the population had access to improved sanitation, maternal mortality was at 396 deaths /1000 live births and literacy rates were at 38%. Conditions for refugees living in Iran and Pakistan are significantly below those for citizens, as refugees suffer from disadvantages including lack of access to services, discrimination and poor economic outcomes associated with lack of social cohesion. Poor living conditions are the result of a result of a complex crisis that can be traced back to the 1979 Soviet invasion. Since then, an intricate interplay of factors at the international, national and local levels has resulted in continued state fragility and poor outcomes. Political Dynamics The countries in the CASWA region vary dramatically in terms of stability and governance mechanisms. Afghanistan conforms to the definition of a failed state. The state is experiencing gridlock between the President, Ashraf Ghani and the CEO, Abdullah Abdullah. Consensus between these groups is complicated both by ethnic dynamics and by widespread corruption within the government. Since Ghani s election, confidence in the government has declined sharply: The proportion of Afghans who say that the national government is doing a good job has fallen from 75.3% in 2014 to 57.8% in Similarly, confidence in government institutions fell, according to an Asia Foundation report and 90% of Afghans report that corruption is a problem in their daily lives. In Pakistan the Government has been facing significant opposition from political parties, particularly from PTI (headed by Imran Khan) who have arranged countrywide demonstrations ( Dharna ) against rigging in last election and corruption in Civil military relations remain unpredictable and rumours of military coup were commonplace. However, the military did not take any steps towards seizing formal power and on several occasions also indicated clear support to the civil government. No major actions or interference in government affairs was seeing from the army; similarly there were no initiatives to discontinue or overthrow the elected government The Iran government has demonstrated stability, capacity and willingness with regard to provision of basic services. The lifting of economic sanctions opens economic growth, but Iran s political factions will fight over the direction of the economy and to what extent to open it to foreign investment. Iran s hard-line conservatives may continue to resist and undermine moderate President Hassan Rouhani s 19 STRATEGIC PROGRAMME DOCUMENT

25 economic reforms. The main areas of focus will be the oil and natural gas sector. But Iran s weaker elected institutions the president and parliament will have difficulty overcoming opposition from unelected institutions, which are dominated by conservatives and the supreme leader. Economic Factors International aid has been an economic driver in the CASWA region; 33% of Afghanistan s budget comes from overseas development assistance and $16 million was pledged at the 2012 Tokyo conference. The 2014 drawdown of international forces was accompanied by economic contraction. In terms of trade, there is significant interaction between all countries in the region. For Afghanistan, 33% of trade is with Pakistan, 28% with India and 6% with Iran; similarly strong trade connections with regional neighbours are apparent for Pakistan and Iran. Official statistics do not reflect the large trade in illegal goods, including opium, which have important consequences for conflict and household economics. Market opportunities in the region relate to development of natural resources (minerals, gas), development of an agricultural value chain and formalisation of market activity that currently occurs in the informal sector. Blockages to markets for displaced populations include lack of appropriate skills, lack of access to markets and lack of access to credit. Security/Conflict Drivers Conflict drivers in the region include: Division of Resources. Division of scarce resources both natural and man-made is a significant source of conflict. Some of the most significant subjects of tension are land and water; one study points out that land division in certain areas is a reasonable proxy for the power and influence of various political groups. Other resources to be divided are mineral wealth and utilities/public services. Ethnic/Cultural Tensions. Ethnic tensions are present throughout the region. Among Afghan populations, there are divisions between Pashtuns, the dominant ethnicity, and other groups, including Tajiks and Uzbeks. Hazaras, from the Central Highlands, experience discrimination in Afghanistan and Pakistan, but due to the fact that they are Shia, are more welcome in Iran though they face subsequent discrimination for being illegal in the State. The Kuchi, a nomadic group which is less trusted by sedentary populations, also experiences discrimination. Poverty at the Household Level. Poverty at the household level is a significant driver of conflict; it causes conflict over scarce resources and household assets. Coping mechanisms used to reduce poverty, such as debt and lines of credit, also create conflict between households and storekeepers. Among the Afghan displaced, over 70% are in debt; this indicates high poverty levels and potential for conflict. Negative consequences of poverty include increases in criminality, and higher risks that unemployed youth will be recruited by AOGs or groups involved in conflict. Regional and International Initiatives The Solutions Strategy for Afghan Refugees was negotiated in 2011 and represented the first political agreement between Afghanistan, Pakistan and Iran about return. The focus of the SSAR was on return as the preferred durable solution. Engagement around the SSAR continues, but does not reflect the worsening humanitarian situation in Afghanistan. Brussels Conference. On 5 October 2016, the European Union and the government of Afghanistan co-hosted the Brussels Conference of 70 countries and 20 international organizations and agencies. Participants endorsed an ambitious reform agenda presented by the Afghan government and undertook to ensure continued international political and financial support for Afghanistan over the next four years. The total sum committed by the international community is 13.6 billion. The regional stakeholders and the international community also reaffirmed their commitment to a political process towards lasting peace and reconciliation. Quadrilateral Talks. The Quadrilateral Coordination Group, consisting of Afghanistan, Pakistan, the US and China, has been meeting since 2015 with the aim of providing a platform for peace talks. Establishing peace talks with the Taliban is a key objective for this group, but this has not been achieved to date. STRATEGIC PROGRAMME DOCUMENT

26 RESILIENCE AND STABILITY DRC-DDG s Response DRC-DDG CASWA s programming around fragility and resilience takes its point of departure in the Resilience and Stability platform, which is still a developmental process within the organisation itself. Principles for this platform speak, in part, to the OECD- DAC 10 principles for international interventions in fragile states. The below shorter selection of the key principles remains of the utmost importance in this region: Focus on delivery of services to - and protection of people, and their rights: The definition of fragile states is around the failure or risk of failure of the state in delivering services to - and protection of - people, with poor legitimacy as a result. In response, DRC-DDG will strengthen the focus on delivery of services to and protection of people. This will include a strong focus on working with duty bearers to ensure that they are accountable, capable and responsive to community needs. Strengthen the demand for good governance focus on the interface between state and citizens: It is DRC-DDG s position that state building should be owned by the people living in the state. Interventions in fragile states have more often than not focused on state building, organisational structures, capacity building at central level, assuming this will automatically lead to improved service delivery and protection capacity towards the population. DRC- DDG s added value is the potential to focus on the demand side for good governance, which implies supporting communities and lower level administrative structures to formulate their demands in terms of service delivery and governance. Building resilience is a long process: Resilience programming for communities on the move is an essential element in the context of multiple displacements. DRC-DDG works with resilience programming that considers both households and communities, including building strong linkages between the two so that governance activities deepens the effect of livelihood strategies. DRC-DDG CASWA s overall objective is to develop a strategy to address fragility through linking local governance mechanisms with key national and international stakeholders. Potential practical interventions to be undertake in the strategic period include: A comprehensive conflict analysis that includes in-depth political, social, economic and security analysis, at the local and national levels Stakeholder mapping of national and global actors, with the aim of improving analysis, fundraising options and networking possibilities Training of duty bearers and local governance actors in international and national laws and norms, as well as how to discharge duties appropriately Secondments, both of DRC staff into government authorities, and of government staff members into relevant DRC programs. Though this is currently not feasible in Iraq, Afghanistan or Pakistan. Technical support for government initiatives including needs assessments and M&E activities. Operational Strategy Key programmatic strategies for pursuing the objectives of reducing patterns of recurrent conflict and displacement will be defined through an analysis exercise to be conducted in the upcoming strategic period. DRC- DDG s operational strategy is focused on the following directions: Analyse possibilities of adapting Community Driven Recovery and Safety type of programming to the CASWA context and conflict scenarios. Analyse capacity to engage in work on small arms and light weapons management and physical security and stockpile management where access is possible Enhance delivery of MRE to at-risk populations, in particular along displacement axes Develop high quality, sustainable EOD services for affected populations where relevant and feasible, with particular focus on Afghanistan. Engage with relevant external actors on resilience; community stability and conflict sensitivity including alignment with the SSAR and local government priorities Engage in continued research on conflict patterns and stability in CASWA. 21 STRATEGIC PROGRAMME DOCUMENT

27 STABILIZATION & POVERTY REDUCTION IN URBAN & PERI-URBAN ENVIRONMENTS Emergency ERW Response & Needs Assessments focusing on urban and peri-urban areas Tailored Risk Education delivery, including IED awareness Survey & Clearance of UNMACA / DMAC Priority Tasks Support DMAC to achieve nationalization & sustainability Handover of land & OTHER HUMANITARIAN ACTORS DMAC hotline information delivery Land tenure analysis Ongoing assessment of livelihoods opportunities Follow-up Livelihoods projects KEY EMERGENCY RESPONSE TO RECENT CONFLICT-RELATED DISPLACEMENT AND ERW CONTAMINATION STABILIZATION AND ONGOING HUMANITARIAN ASSISTANCE STABILIZATION AND ONGOING HUMANITARIAN ASSISTANCE STRATEGIC PROGRAMME DOCUMENT

28 Annex 1: MIXED MIGRATION A DEFINING FEATURE OF THE AFGHAN DISPLACEMENT AXIS The Global Mixed Migration Context The humanitarian imperative and protection of rights of the displaced have been evolving, in a context of unprecedented proxy warfare and asymmetric conflict and human movement. The past three years to the end of 2016, dramatically illustrated that inter-regional mass movements of refugees and migrants have become more combined and complex. What was once a clearer separation of those forcibly displaced inside their home country (IDPs) and those forcibly displaced outside of their home country (refugees and asylum seekers) are now entwined with large movements of migrants who are moving across shared routes to the safer third countries and the EU. These migrants are compelled by a diverse range of push/pull factors of which economic may be a dominant but not sole factor. The movement of this new mixed migration is characterized by four critical elements: First, they are organized, facilitated and transported by smugglers; networks of which have increased exponentially and are often permitted to thrive by certain state officials. Second, both groups face similar hardships and abuses (often severe and sometimes lethal) during their journey, irrespective of their category or status. Third, both groups move irregularly and consider that they are forced into illegality by policies. For migrants, international immigration and labour migration policies have become more restrictive. For refugees, the ability to apply for asylum in preferred destination requires them to illegally enter. Fourth, both groups often attempt to enter similar destination countries and arrive together and many have the intention to remain permanently in those target destinations. IDPs, of course, lack the legal protection afforded to asylum seekers and refugees by virtue of not having crossed an international border, however, the protection risks faced are often the same particularly when they are without documentation. The situation is not likely to change in the short term: the number of IDPs, refugees, asylum seekers and irregular migrants on the move or displaced at present is higher than ever. The root causes behind these large-scale displacements are not likely to reduce as they are linked to major drivers including endemic poverty, protracted conflict, climate change, global economic and welfare inequality, poor governance and increased virtual proximity through technology (encouraging aspirational migration and the establishment of cultures of migration ). In addition, the presence of large and growing Diasporas has been shown to be a powerful draw for new and successive waves of refugees and migrants. Mixed Migration for the Afghan Displaced In 2015, UNHCR reported 856,723 arrivals by sea to Greece from Turkey; approximately 20% of these were Afghans. The high numbers of Afghans arriving in Europe was an anomaly, but it was one that could be anticipated. Displaced Afghans engage regularly in regional and international migration, often for reasons to do with trade, labour and security. Some of those who arrive are fleeing persecution, threats to their lives and dignity in Afghanistan; others experience human rights violations along the route. In 2016, an additional quarter of asylum seekers in the EU in 2015 were from other relatively new origin countries, including 193,000 from Afghanistan (up from 23,000 in 2013 and 39,000 in 2014). 45% of Afghan asylum seekers to the European Union, Norway and Switzerland in 2015 were young adults those ages 18 to 34, of which 80% were men. Three contextual factors define the Afghan migration route: 1. The Afghan context is steadily deteriorating, generating more displacement and greater incentives to migrate. Afghanistan was marked by troubling political, economic and security trends in 2015, and 2016 has demonstrated little to no improvement. The National Unity Government experienced increased challenges, generating a decline 23 STRATEGIC PROGRAMME DOCUMENT

29 in confidence from 75% to 56% in The economic growth rate fell to 1.2% in 2015, and civilian casualties from conflict in the first six months of 2016 rose to the highest levels since UNAMA started collecting data. This chronic fragility on social, political, economic and security fronts generates push factors for Afghans to move. 2. The routes followed by Afghan refugees and migrants are complex and poorly understood. Afghans move, not only to Europe, but also eastward, such as to Indonesia and Australia. Western routes pass through Pakistan, Iran and Turkey; eastern routes pass through India and Indonesia to Australia. Afghans decide on precise migration routes based on a variety of factors, including available information, ethnic and family networks, policy changes in destination countries and changes in home environments. All migratory routes are linked to urbanization: urban areas represent economic opportunity, and act as staging points for future movements. 3. Afghans are acutely vulnerable to violations of rights at home and across mixed migratory routes. 71% of Afghan refugees and migrants arriving in Europe experienced war and/or conflict before they left Afghanistan, with 43% experiencing internal displacement. Although Afghans often start migrating to reach safer environments, they face serious risks along the routes. According to initial indications from Greece, 52% of Afghans witnessed or experienced protection incidents during the journey, including detention, theft, physical assault and shooting. There is also a considerable number (estimated 1/3) of Afghans arriving in Europe began their journey in Iran, these are largely undocumented Afghans. DRC s Response to Mixed Migration DRC CASWA assists populations caught up in mixed migration in the following ways: Protection Focused Programme Interventions include monitoring protection grievances and risks, conducting referrals, awareness raising with migrants, providing direct basic support and selfreliance promotion as well as duty bearer capacity building. These interventions take place under all DRC scenarios and can be considered to be integrated in all programme themes: emergency situations; solutions and work with root causes. The Urban Service Hub Approach has been developed in Afghanistan in response to migration patterns that revolve around urban hubs. DRC aims to set up multi-sectoral service centres in urban locations in Afghanistan; these service centres will provide immediate humanitarian support, legal and psychosocial assistance, employment information and information on demining and physical safety. Service hubs will also provide information about basic protection risks along migration routes. The approach will be piloted in Afghanistan in 2017, and expanded through the region if appropriate through the strategic period. Initial steps in Iran with this model are also proving positive. 4Mi Migration Monitoring was developed as an attempt to address the need for better data. The 4Mi is an innovative, low-cost approach to collect and analyse data on mixed migration flows, and particularly on protection risks. The approach is based on long term data collection, over years, grassroots data collection, using monitors who are removed, to the degree possible, from the refugee/asylum system, and conducting in depth questionnaires with a smaller number of people, in order to gain a better understanding of protection risks at locations of origin and along migration paths. STRATEGIC PROGRAMME DOCUMENT

30 DISPLACEMENT MITIGATION MAPPING Improve capacity to manage conflict and reduced physical insecurity at the individual level Improved awareness of and access to basic rights through formal justice system Increased access to sustainable and conflict-sensitive employment and/or income SHOCK PEOPLE WHO HAVE NEVER LEFT HOME OR MOVED BACK (RURAL) RETURN HOME, PLACE OF ORIGIN POPULATIONS AFFECTED BY CONFLICT AND DISPLACEMENT INTERNALLY DISPLACED (RURAL OR URBAN) URBAN HUBS RESETTLE IN PERI-URBAN AREAS RETURNEES (URBAN) MOVE ACROSS INTERNATIONAL BORDERS Reduce physical insecurity Improved access to peacebuilding and conflict resolution mechanism Improve access to sustainable income generation Improve access to justice from formal and informal systems Improved access to peacebuilding and conflict resolution mechanism Improve resilience to shock Mitigate movement across international borders by insuring 1, 2 & 3 25 STRATEGIC PROGRAMME DOCUMENT

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32 Annex 2: RISK AREAS AND CAPACITY PRECONDITIONS This annex focuses on DRC- DDG s operational capacity and comparative advantages: the support systems and organization that complement the strategic outlines for These are the enabling factors that will support DRC-DDG to implement its programme and advocacy strategy. In , DRC CASWA will work consistently with capacity objectives. The organizational capacity and progress on the support side is governed by a) a comprehensive set of policies and standards (the DRC Programme Handbook and Operational Handbook among other documentation) and b) a Results Contract and a Key Performance Indicator (KPI) system which is a mutual agreement between DRC- DDG Country Programme and the Regional Programme; and between the Regional Programme and DRC s senior management team in Copenhagen. Furthermore, the various business areas are regulated by other tools and instruments like CHS self-assessments; compliance assessments; internal audits; safety assessments as well as when external partners, primarily donors are performing due diligence. DRC CASWA would; however, also like to be able to report more systematically to external actors on capacity progress. The aspiration for 2016 is to ensure that DRCs capacity results are monitored as part of a systematic risk mitigation mechanism. Below are some of the key business areas supporting DRC-DDG s regional strategy and a description of key risks in each business area: External Relations and Coordination DDRC-DDG is striving to support coordination, cooperation and advocacy initiatives between actors. At the regional level, DRC-DDG engages with major advocacy platforms, such as the Brussels Conference, as well as ensuring information sharing and bilateral coordination with key stakeholders including UNHCR and IOM. Regional coordination can be challenging due to the fact that agencies have different regional setups, and there is no clear hub location. In this setup, however, DRC s focus on information sharing helps to align a variety of actors. Regionally, the CASWA office also aims to identify cross-border funding opportunities, establish evidencebased advocacy messages and support country fundraising through identification of donors, proposal development and report writing. The CASWA office will also develop a stakeholder mapping and a partner capacity building framework in the strategic period. At the country level, DRC aims to engage with key stakeholders, in particular; To develop stronger links with government actors in Afghanistan and Pakistan, and maintain current positive links with BAFIA in Iran. The Government of Pakistan suspended DRC s operations and registration in 2015 leading to a severe drawdown of activities and reduction of staff. DRC, through continuous mediation, made significant progress in 2016, obtaining a No Objections Certificate in late 2016, allowing DRC to restart some activities. Obtaining formal registration in Pakistan through the Ministry of Interior will be a key strategic objective in To represent the international NGO community, where relevant in HCTs, coordination forums, cluster mechanisms and working groups To engage intensively, including through capacity building, with local partners and NGOs. 27 STRATEGIC PROGRAMME DOCUMENT

33 BUSINESS AREA External Relations And Coordination SELECTED KEY RISKS AND RISK MITIGATION (Global and Local Tools) Insufficient ability to advocate and communicate DRC s mandate and policies negatively affects perceptions, credibility and support; inability to represent DRC at highest level with national governments may negatively affect programming, inability to align programming with relevant coordination mechanism such as clusters, HCPs undermines DRC s ability to fulfill its mandate; CAPACITY RESULTS Selected annual performance indicators Identify and proactively engage with key regional and international forums relevant for Afghan displacement Improve and support co-ordination with key stakeholders (government, embassies, UN, donors) Develop a stakeholder mapping for the region Develop a partner capacity building strategy for the region Engage in evidence generation and dissemination to start development of an advocacy platform Funding and grants management As of September 2015, DRC-DDG currently has 19 active grants in the CASWA region, and engages with 9 multi and bi-lateral donors. The funding opportunities for the Afghan displacement are currently shrinking, and as such, no aggressive growth strategy is envisaged. DRC-DDG aims at retaining donors interest and plans to grow in certain areas/sectors as per its operational objectives. Assuming no additional deterioration in the funding context, DRC-DDG does not foresee a significant downscaling in the next three years. At all times, DRC-DDG strives to maintain a strategic partnership with donors and to be recognised as an accountable and transparent partner. BUSINESS AREA Funding And Grants Management SELECTED KEY RISKS AND RISK MITIGATION (Global and Local Tools) Insufficient funds weakens DRCs ability to implements its strategies and to respond to needs; inadequate compliance and contract management reduces DRC credibility as a responsive partner. DRC tools and mechanisms: OP Handbook; donor compendium and donor focal points; budget monitoring; GMS; internal audit and compliance visits CAPACITY RESULTS Selected annual performance indicators: Donor diversity: The collective DRC-DDG portfolio consists of at least 7 donors, thus ensuring financial resilience and continued engagement Donor satisfaction: No donor audit includes major recurrent issues, ineligible costs or other inconsistencies that scores high on the risk matrix. Support country fundraising by identifying donors, proposal development, report writing Develop regional funding opportunities STRATEGIC PROGRAMME DOCUMENT

34 Risk Areas and Capacity Results Programme quality measures, including relations with beneficiaries In 2016, DRC-DDG will interchange its previous humanitarian accountability framework HAP with the newly recognized Core Humanitarian Standards. With support from HQ and newly developed assessment framework, DRC-DDG foresees a relatively seamless transition during which DRC-DDG will retain a high level of organizational commitment to accountability and quality measures. BUSINESS AREA Programme Quality Measures SELECTED KEY RISKS AND RISK MITIGATION (Global and Local Tools) Insufficient capacity to ensure appropriate implementation of projects; lack of monitoring and evaluation resulting in inaccurate reporting of results and inability to learn and improve; insufficient feedback and accountability measures limit impact and relevance of programmes. DRC tools and mechanisms: PH minimum standards; project management tools are among others GMS, project kick off and closure meetings; MEL MOPs and CASWA MEL regional strategy; CHS transition tool and self-assessment; Beneficiary feedback handbook CAPACITY RESULTS Selected annual performance indicators Fraud and complaints handling: fully functional and compliant gate A code of conduct reporting procedure Common Humanitarian Standards function as the backbone of DRC- DDGs accountability self-appraisals and is rolled out to all countries Project implementation guidelines are developed and rolled out Safety and Security BBecause of the high level of violence and instability in the region, safety and security is a major focus of DRC-DDG management. The region remains one of the most dangerous for aid workers. In Afghanistan and Pakistan, guards are needed at compounds and accommodation sites. Movements in the region must be planned in advance and are subject to the security situation at the given time. DRC- DDG is continuously liaising with the security actors among the international community such as INSO. These platforms inform daily operational access and regularly dispatches security assessments. One concern on the part of the DRC-DDG mine action programme in Afghanistan is that as the transfer of the mine action coordination body from a UN entity (UNMACA) to a government entity (DMAC) occurs, perceptions on the part of the Taliban and other AOGs of the neutrality of mine action organizations may change. Historically mine action has always been recognized as an essential humanitarian service by all parties to the conflict in Afghanistan and has enjoyed protection under the mine paki symbol; however the transition process from the UN to government could provoke targeted attacks on mine action actors, and requires careful monitoring over the strategic period. DRC-DDG in CASWA continues to maintain a strong and very robust safety management system, which includes a field staffed network referring to the Regional Safety Advisor and to the global Safety and Security Unit in HQ, Copenhagen. The safety management system includes constant and updated sharing of safety relevant information; rigorous risk and access analysis; constant (re)evaluation of appropriateness of safety levels and strictly adhered to protocols on travel, visitor and spouse policies. Personal safety awareness / hostile environment awareness trainings are generally required for all staff members who work or travel to high risk areas. Finally, Senior Management Teams at regional and country level are periodically trained in crisis and incident management. Selected annual performance indicators for safety and security are: 29 STRATEGIC PROGRAMME DOCUMENT

35 BUSINESS AREA Safety And Security SELECTED KEY RISKS AND RISK MITIGATION (Global and Local Tools) Insecurity and other access impediments constrain DRCDDG s implementation, as well as monitoring and reporting capability, diluting overall programmatic quality and impact. DRC-DDG tools and mechanisms: Safety Level System (MOSS compliance); certification of Safety staff; safety and security protocols across CASWA; PAST and HEAT training; CMT and IMT training; alert mechanisms; Access assessments / risk assessments. CAPACITY RESULTS Selected annual performance indicators: General compliance, Safety: The Safety Level System (SLS) is updated for all locations and levels 4, 5 and 6 areas are at least 91% MOSS compliant A Personal Safety Training curriculum is developed and rolled out A Staff Welfare Monitoring Mechanism is developed and rolled out Critical Incident Management Plans are reviewed and refresher training is provided Regional SOPs are institutionalised. Preparedness: Up to-date risk analysis for all locations in place, reviewed quarterly Strategic planning, monitoring & evaluation DRC s strategic management processes aim at: Operationalising DRC s Response Framework at all relevant programme levels; Defining the strategic vision and direction of the programmes; Developing scenarios for possible programme developments and facilitate programmes adaptation to changes in the context; Defining overriding targets, operational strategies and approach; Ensuring that the programmatic goals are adequately supported through capability factors ; Managing (and minimising) risks; Providing direction for proactive fundraising, and to reduce donor driven planning 1. Annual strategic reviews, the Strategic Programme Document (SPD) and result contracts are essential tools used by DRC/DDG s regional and country level SMT to achieve the above. 1 Reference DRC Programme Handbook Strengthening Monitoring, Evaluation and Learning (ME&L) is an organisational priority for DRC, and particularly in the CASWA region. In CASWA, a regional framework has been developed in 2016; rollout will take place in An improved ME&L will allow DRC-DDG to create an evidence-based, enhanced programme learning and subsequently reinforce programme quality. This will respond to the push from donors towards improved evidence-based programme design and impact assessment, which helps generate evidence of change, impact and quality programming. BUSINESS AREA Strategic Planning, Monitoring & Evaluation SELECTED KEY RISKS AND RISK MITIGATION (Global and Local Tools) Inability of DRC programming to evolve with the context thus diluting programmatic impact; inability to understand policies and frameworks governing the regional displacement and migration dynamics, or inability to translate DRC global positions into adequate programming aligned with local context or global trends and policies weakens oversight and enforcement; Insufficient robust M&E (including datamanagement) reduces quality of decision making. DRC tools and mechanisms: Results contract; EPRPs; MEL MOP standards and selfassessments. RD participation in E-SMG and CD participation in Annual conferences; CAPACITY RESULTS Selected annual performance indicators: Strategic planning: joint DRC-DDG SPD and annual action plans at regional as well as country levels are further aligned and updated annually CASWA M&E framework is rolled out in all countries, including training program staff and use of common tools Knowledge management framework, including use of GMS, is generated Countries are required to engage in research or learning initiatives in support of the 4 DRC-DDG themes (Acute Crisis; Solutions; Root Causes and Fragility and Mixed Migration.) STRATEGIC PROGRAMME DOCUMENT

36 Risk Areas and Capacity Results Financial administration DRC-DDG s financial administration is guided by the constantly updated manuals, standards and tools from HQ and the regional office in Kabul, as well as by donor guidelines. In 2015, DRC-DDG CASWA saw the institution of a regional team including a Head of Finance and Administration and Human Resources Manager, which added to the understanding of potential risk areas. DRC-DDG provides support to the country offices (CO) in administration and finance. While there has been tremendous capacity development (via training and added staffing) of country/ field offices over the past strategic period, the regional staff is instrumental in close monitoring of systems and procedures to ensure a transparent, effective and accountable financial administration. BUSINESS AREA Financial Administration SELECTED KEY RISKS AND RISK MITIGATION (Global and Local Tools) Insufficient fraud mitigation and detection result in increased risks of misappropriation of resources and dilution of programmatic impact; insufficient delivery capacity leads to slow and / or ineffective resource usage, diluting programmatic impact; inadequate financial reporting constrains effective decision making and best use of financial resources. DRC tools and mechanism: OP handbook and MOPs; Fraud Investigation training; CoC procedures and CoC training package; internal audit, project meeting protocols, Compliance reviews and segregation of duties. CAPACITY RESULTS Selected annual performance indicators: Internal compliance: Bi-annual internal compliance checklist complete for key locations (major offices) Compliance High risk areas actioned within the Quarter, for internal and external audits. Fraud and corruption cases dealt with in the prescribed manner and time Fraud risk training conducted in country. Master budgets developed for each country Cost sharing policy and tools developed for each country in the region Financial liability matrix and risk management framework rolled out Co-funding management Logistics DRC-DDG CASWA does not have regional logistics capacity, but each country office has logistic/procurement staff. The RO team focuses on systems development and compliance. An ongoing capacity building of local technical and managerial capacity will be pursued, if feasible, via periodical training. BUSINESS AREA Logistics SELECTED KEY RISKS AND RISK MITIGATION (Global and Local Tools) Goods and services not delivered on time because of internal workflows or lack of understanding of procedures or processes or because supplier or freight restrictions / import barriers limiting DRC s ability to deliver programmes with intended impact. DRC tools and mechanism; OP handbook; procurement and log s standards; pre-approved supplier lists; mapping of warehousing capacity, Asset tracking and management. CAPACITY RESULTS Selected annual performance indicators: Goods, Services and Construction works are sourced (procured or donated) according to DRC procurement procedures, donor policies and applicable country laws. All procurement activities are documented and tracked from initial request to payment request. All country offices have officially appointed procurement committees with clear system of receiving and reviewing and awarding bids. (SQ, RFQ, ITB). This will measure procurement procedure and documentation demonstrates transparency, competitiveness and fairness. This will reduce fraud and corruption risk. Stocks and Assets is stored and managed according to DRC warehousing and inventory procedures and relevant quality, safety and security standards prevent loss or damage. Stock and assets can be traced from its reception to its intended point of use or distribution. 31 STRATEGIC PROGRAMME DOCUMENT

37 Organization and Human Resources (Staff development etc.): In reflection of the regional strategy, the DRC-DDG teams in the various countries are both supported and guided by the RO and a regional desk in Copenhagen, as well as a designated desk for DDG. The desks ensure that the overall mainstreaming and direction of the global and regional strategies are followed, but also adapted to the changing needs and political situations in each of the countries. They also coordinate fundraising activities. Regional synergies and coordination are reinforced by trimester, as well as topical, regional meetings, and in particular the regional Annual Review. Its purpose is to analyse needs, socioeconomic developments, security and risks as well as to set joint regional and country-level targets. DRC-DDG staff have strong technical expertise and experience in a variety of sectors. Being decentralised, DRC- DDG devolves considerable authority to field based managers, who have both the responsibility and the authority to undertake actions to achieve the objectives of the programmes. Not only does this encourage cost-effective programming but it enables innovative approaches to be tested against the complex conflict and displacementrelated issues facing the region. HR related issues are handled at both country and regional levels and accompanied by nationally contextualized but regionally aligned handbooks for both national and expatriate staff, as well as by a strong set of procedures and policies governing recruitment, R&R, per diem, physical and mental health; insurance, etc. BUSINESS AREA Organization and HR SELECTED KEY RISKS AND RISK MITIGATION (Global and Local Tools) DRC is not able to attract the competent resources; retain these or develop staffing capacities sufficiently weakening quality programming. DRC tools and mechanisms; Management values; Induction trainings; Recruitment procedures; staff policies and handbooks; staff welfare associations; staff development policy in CASWA. CAPACITY RESULTS Selected annual performance indicators: Support DRC-DDG integration process in Afghanistan Develop and roll out regional induction package Monitor and support development and implementation of HR manuals, as well as legal advisory processes Each staff has a timely performance appraisal (probation and annual) and each staff has a personal development plan which is monitored and implemented. All supervisors attend training on supervisory skills and responsibilities All staff have contextualized training on the DRC Code of Conduct and the sanction mechanisms. STRATEGIC PROGRAMME DOCUMENT

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