North Africa Mid-Year Report 2012

North Africa Mid-Year Report 2012 MAA82001 13/September/2012 This report covers the period 01/January/12 to 30/June/12. Awareness campaign activity, Nador (Morocco) April 2012/Morocco Red Crescent Overview The Plan of Action 2012 for North Africa aims to support the five National Societies (Morocco, Algeria, Tunisia, Libya and Egypt) to better preserve their integrity, independence and image, and help them adapt to the new needs and challenges according to the new context of political transition. Furthermore, in line with IFRC Strategy 2020, a special focus has been given to the support of the National Societies in the following action/priorities for the period 2012: 1. Continue to build a clear auxiliary role with the authorities, in accordance with the Movement statutes 2. Promote the Red Cross /Red Crescent Principles and Values, inside and outside the organisation 3. Strengthen the RC/RC Youth involvement and position the youth in the core of the RC/RC response 4. Improve disaster management capacities, especially for man-made disasters (civil unrest, urban violence, migration, traffic injuries) 5. Reinforce humanitarian diplomacy and organisational capacities The activities are being carried out according to the plan with a higher focus on the implementation of the civil unrest emergency appeal for Tunisia, Libya and Egypt which resulted in the following main outcomes: Reinforcing the structure and systems of the National Societies Strengthening of logistic capacities and upgrading first aid capacities for possible future crises Ensuring effective communication strategy Additionally, during this reporting period, the final phase of the EuropeAid funded project, Improving protection and living conditions of migrants in North Africa, was finalised. Implemented by the National Societies of Morocco, Algeria, Tunisia and Libya, the project resulted in the following outcomes: Conducting dissemination activities to raise awareness on migration issues Enhancing community resilience towards disasters Increasing involvement of young people

Promoting a wider understanding of the RCRC model for longer-term, sustainable development Moreover, three new initiatives have been identified and planned: Project of literacy of youth with the Moroccan Red Crescent, with the support of Lebara Foundation Project on organisational development and capacity building focusing on volunteers and youth, implemented by the Algerian Red Crescent with support from the Norwegian Red Cross Volunteer management and capacity building in disaster response and first aid implemented by the following National Societies in Morocco, Tunisia, Libya and Egypt Working in partnership Operational Partners Agreement Libyan RC, Egyptian RC, Tunisian RC, and ICRC Guidelines for contributions to the Movement response in Libya and Neighbouring Countries LRCS and ICRC Agreement for coordination and cooperation ICRC EuropeAid (European Commission) Norwegian Red Cross Lebara Foundation DFID Shared cost of national coordinators and specific communication activities of TRC Regional project Improving protection and living conditions of migrants in North Africa, ended in June 2012 and ran for the last 3 years Support to current project with ARC on volunteers management Support to current project Literacy of youth and dissemination of Principles and Values through YABC approach with Moroccan RC. Funding to specific activities related to OD/CB and DM for MRC, TRC and ERC for the second half of the year. Progress towards outcomes This section was structured under the main business lines of Strategy 2020 of the Federation. Project Goal _-Plan of Action 2012 North Africa Region: Support the five North Africa National Societies to better preserve their integrity, independence and image, as well as adapt themselves to the new needs and challenges of the most vulnerable. Outcome 1: National Societies Humanitarian standards are raised Output 1.1 National Societies statute is defined in conformity with RC/RC Movement standard 1.1.1 The 5 National Societies of the region have clear statutes in place.

The IFRC-North Africa Office is following the situation of current statutes of each National Society with ICRC in order to further develop their legal base reflecting the new challenges in the region. Output 1.2 Strategic planning and leadership programme development are well defined and implemented 1.2.1 The 5 National Societies of the region have a Strategic plan (between one and four years), 1.2.2 A leadership programme development is defined in each of the National Society and is implemented in at least two National Societies Initial steps have been undertaken to hold a specific session on strategic planning for the Tunisian Red Crescent (TRC). Assistance has been provided to the Libyan Red Crescent Society (LRCS) in order to develop its strategic plan. Job description of focal points for communication and for volunteers management at TRC and LRCS has been finalised. Enhancement of capacities and knowledge of three coordinators (youth and volunteers, communication and disaster management) at LRCS has been supported. Output 1.3 The National Societies legal bases are clearly defined, in accordance with the fundamental principles 1.3.1 National Societies legal bases are clearly defined in Algeria and Morocco The IFRC-North Africa Office is following the situation of the current statutes of each National Society with ICRC in order to further develop their legal base, reflecting new challenges in the region. During the reporting period, IFRC President visited TRC and LRCS. The visit enhanced the understanding of public authorities of the Fundamental Principles and the role of National Societies as auxiliary to the authorities. Outcome 2: National Societies Disaster response and preparedness are increased Output 2.1 The impact of disasters in affected areas on people s lives has reduced through effective and timely emergency response 2.1.1 The FIVE National Societies of the region have responded effectively and timely to natural disasters 2.1.2 Egypt, Libya and Tunisia Red Crescent have well implemented the on-going civil unrest emergency appeal plan of action (see the emergency appeal on: http://www.ifrc.org/docs/appeals/11/mdr82001rea3.pdf) The civil unrest appeal for North of Africa (Egypt, Tunisia and Libya) has been implemented, and most of its outcomes have been achieved. However, a three-month extension has been requested in order to continue the IFRC support on humanitarian diplomacy, organizational development and capacity building, with a focus on Libya. The LRCS responded to the urgent needs caused by tribal clashes in South-east and South-west parts of the country, mainly through sending blood units, distributing food items among affected families and deploying medical staff and volunteers. The LRCS established an emergency relief stock for 1,000 families in April 2012. The Egyptian Red Crescent (ERC) is assisting in basic needs the 2,000 migrants stranded at the Sallum border, through food distribution, restoring family links, providing first aid and storage and warehousing

of food items. DREF operations for cold wave were launched in Tunisia and in Morocco in February 2012 which resulted in bringing support to 10,900 vulnerable people. TRC is supporting a refugee camp in the Southern part of the country, from Libya crisis, through RFL(restoring family links) activities. Outcome 3: National Societies are contributing to civil society through efficient service delivery and advocacy, based on a clear vision regarding their role Output 3.1 An efficient internal communication system is in place at National and Branch level 3.1.1 Information Technology system is upgraded in Tunisia and Libya 3.1.2 An internal communication plan is defined in each of the fifve National Societies and has started to be implemented in two of the National Societies (Tunisia and another) An IT platform, including software for volunteers data base, intranet and internet, for the TRC has been set up. Internet equipment for 22 branches of LRCS has been provided. A 2012 Plan of action for both internal and external communication has been prepared with the TRC, including internal rules for communication and role description of focal points at branch level. Didactic material to support a basic introduction course for volunteers at TRC has been initiated. An internal communication strategy with the LRCS has been developed to support its management within headquarters and among branches. Output 3.2 A youth and volunteer policy is clearly defined, well know and effectively implemented at national and branch level 3.2.1 A youth and volunteer policy is defined in each of the five National Societies and has started to be implemented in two of the National Societies (Tunisia and Libya) A Cycle of volunteer management, including code of conduct and volunteer policy, is under revision, for both TRC and LRCS. Volunteers management training for focal points for the TRC and LRCS were conducted in the first quarter of this year: two courses were conducted in Tunisia in March (one for north sector and a second one for south-centre) and a course in February in Libya. A Training of Trainers on volunteer management was organized, from 28 th of June to 1 st July to set up the National Volunteer Management Team of the TRC.. A Pocket-guide on volunteer management and DVD was prepared for TRC and other visibility materials were supported. An IT platform with software for registration and database of volunteers of TRC was set up Preparation of two projects (one for Morocco and a second one for Algeria) on volunteers management and promotion were undertaken and will be implemented in the second half of the year. The Plan of Action for volunteers and youth is being implemented in TRC and LRCS. A brochure on Youth of the TRC has been produced in order to attract new volunteers and to explain the role of the youth in the National Society. The publication of the brochure Volunteers. Stay safe, a security guide for volunteers, has been supported(in Arabic and French). It will be disseminated on the coming months. Output 3.3 A strong culture of voluntary service is in place, promoting the RC/RC r principles and values, with a focus on youth 3.3.1 A Principles and Values promotion plan for volunteers is defined in each of the five National

Societies and has started to be implemented in two of the National Societies (Tunisia and Libya) The YABC program has been furthered in Morocco, Tunisia, Libya and Egypt. The reactivation of the YABC project in Tunisia took place in May; and in Libya, in April; An evaluation of the YABC project in Morocco took place in June; and a training on YABC was held in Egypt in May. The planning of next steps for YABC program for Morocco, Tunisia, Libya and Egypt has been initiated. An exchange encounter between TRC and LRCS YABC networks has been organised in Tunisia, in May, in order to share experiences on youth involvement and YABC implementation during the recent Arab civil unrest and emergency. A fact sheet and a video containing the main conclusions of the encounter has been prepared and produced for dissemination. Three publications have been prepared and produced for the dissemination of Principles and Values: Manual of YABC peer-educators and Guidelines for peer-educators working in community engagement together with the Department of Principles and Values of IFRC-Geneva, and a third tool on Principles and Values application Toolkit on Principles and Values. The three tools have a priority focus on North Africa region. Output 3.4 National Societies role and capacity in dealing with protection and assistance to migrants has improved and is recognized 3.4.1 The five National Societies of the region know and have integrated in their plan the IFRC policy on migration 3.4.2 Morocco and Tunisia Red Crescent are implementing migration projects (advocacy/prevention/assistance) The EuropeAid funded regional project improving protection and living conditions of migrants in North Africa finalised in June. Awareness campaigns have been implemented by the MRC with youth volunteers and local associations, gathering more than 2,700 participants. Survey to 1,000 youth on perception towards migration intentions has been conducted in Morocco. Output 3.5 National Societies are well prepared and engaged in climate change, civil unrest, road safety and emergency health related issues (Community- Based Disaster Risk Reduction/CBDRR) 3.5.1 Climate change risk reduction projects are implemented in Morocco and Egypt 3.5.2 A road safety project is implemented in one National Society 3.5.3 The Tunisian Red Crescent first Aid system is adapted to civil unrest response Two micro-projects have been implemented in Morocco as a result of EVC(write in full) conducted and in order to strengthen community resilience in the management of disasters including climate change effects (in Tanger and Guercif). The TRC started the road safety campaign for the summer season, mainly regarding first. Prevention aspects are included on the brochure under preparation as a part of the communication kit. Training of a National First Aid Team of TRC has been organised in June, training of a National Disaster Response Team has been also organised in May.

Output 3.6 Communities capacity to reduce their vulnerability related to public health/social services preparedness and response are increased (Community-Based Health and First Aid/CBHFA) 3.6.1 A vocational/literacy project for youth is implemented in Morocco 3.6.2 The first aid network and system is upgraded in Egypt, Libya and Tunisia A project on Literacy of youth and dissemination of Principles and Values through YABC approach in Morocco was initiated, supported by the Lebara Foundation. A regional technical workshop to set up the curricula, criteria and organisation of NDRT in each National Society was conducted in March, in Tunisia. Training for the set up of a National Disaster Response Team of LRCS was organised in June and equipment for 200 members were provided. A course for the ERC Intervention Team has been conducted in May. The National First Aid Team and the National Disaster Response Team of TRC have been set up. An assessment on logistic capacities of TRC was conducted from January to February. As a result a workshop on logistics for TRC has been organised in June and procurement system has been revised according to IFRC standards. An IT assessment of LRCS has been conducted in March for headquarters and some branches. The Blood Bank from LRCS has been rehabilitated, with installation of a satellite telecommunication system at headquarters, a warehouse has been acquired and rehabilitated and 12 branches have been rehabilitated as well. IT equipment for TRC (radio mobile station for ambulances) have been purchased and a VHF network with a repeater) has been set up. An assessment on logistic for LRCS (headquarters and some branches) has been conducted, a session on logistic procedures for DM/Logistic Coordinator was provided and a Logistics Plan of Action until June was established. Outcome 4 National Societies humanitarian influence has increased Output 4.1 A communication strategy for the general public and key stakeholders is defined and implemented, producing a strong and good image of the National Society 4.1.1 A communication strategy/plan is defined in each of the five National Societies and has started to be implemented in two National Societies (Tunisia and Libya) with a focus on Principles and Values and youth A communication plan of action internal and external- has been agreed upon and is currently being implemented at TRC and LRCS. It includes internal rules for communication and external communication strategy to support public image, as well as its donors and public relations. A communication kit for the TRC is under preparation (including information on the Movement, Principles and Values, National Society, Volunteers and specific awareness campaigns, such as summer advices and HIV/AIDS, household accidents and smoking prevention. A report on TRC volunteer action during the last cold wave has been produced and disseminated. The celebration for the International Red Cross and Red Crescent Day at TRC and LRCS has been supported. An IT platform, for intranet and internet network for TRC has been set up. Training of focal point for media and communication at branch level has been organised for TRC in June and for LRCS in April. A workshop on media and communication for LRCS leadership and staff has been conducted. Output 4.2 A resource mobilisation strategy is defined and implemented with an increasing degree of transparency 4.2.1 A resource mobilisation plan is defined in two National Societies

Initial steps have been undertaken to prepare a specific session on resource mobilisation for TRC. An OD Delegate participated at the course how to obtain EU funding organised in May, by the RC-EU Office. The EU calls for proposals are being followed-up and a plan of action on resource mobilisation at Office level is being prepared for the second half of the year, together with the Zone. Output 4.3 National Societies know the humanitarian position of the Movement on key international humanitarian challenges and are able to communicate and explain it to authorities, key partners, as well as the general public 4.3.1 The five National Societies of the region are well informed about the position of the Movement on key international humanitarian challenges 4.3.2 Support is given to Morocco and Tunisia in doing advocacy on migration Specific sessions on IFRC Strategy 2020 have been included in the different training sessions conducted for volunteer management and communication for TRC and LRCS. Two fact-sheets on migration risk of irregular migration and rights of irregular migrants have been prepared and produced together with the Migration Unit of IFRC-Geneva Secretariat. The Regional Office has participated at the Mediterranean seminar humanitarian consequences of forced migration, organised by CCM and the Italian Red Cross, with facilitation of sessions and workshops and supporting participation of youth volunteers from the five National Societies. A publication containing the key issues of the seminar has been produced and will be disseminating among National Societies. Output 4.4 National Societies have diversified partners inside and outside the Movement, including the United Nationals agencies, civil society and the private sector 4.4.1 The five National Societies of the region have strengthened (in quantity and quality), their partnerships inside and outside the Movement The new context has pushed National Societies to work with authorities and greater number of partners, including UN and INGOs. Outcome 5 National Societies are well governed and managed in a transparent and accountable way Output 5.1 National Societies governance subscribed to Federation-wide standards 5.1.1 Two National Societies subscribed to Federationwide standards to improve their governance systems A self-assessment on capacities of the TRC was facilitated by IFRC last year. Follow-up is foreseen on second half of the year. Four National Societies (Morocco, Tunisia, Libya and Egypt) shared information for DFID questionnaire that can easily be included on the Federation-wide reporting system.

Output 5.2 National Societies have a good financial/operational reporting system in place and are transparent in information-sharing inside and outside the Movement 5.2.1 Two National Societies have a good and transparent financial/operational reporting system in place Support for operational reporting system has been provided to the TRC focal point for volunteers management and communication Consultancy has been provided to LRCS to refine transparent narrative and financial reporting systems among branches and the LRCS headquarters Further support in reporting system in foreseen for the second part of the year for TRC and LRCS. Output 5.3 National Societies management structure fits with their strategy and priorities 5.3.1 Two National Societies have a management structure fitting with their strategy and priorities Three core positions at TRC and LRCS have been supported which are: coordinators of youth and volunteers, communication and disaster management. Reorientation of human resources of LRCS has been facilitated in the areas of: communicationreporting, health, logistics, volunteer and youth management and support of internal governance process. Output 5.4 National Societies get a well functioning coordination, human resources, planning and monitoring systems 5.4.1 One National Society has well functioning coordination HR, planning and monitoring system Specific sessions on Project/Programme Planning have been facilitated during the volunteers management courses of TRC Consultancy has been provided to LRCS to facilitate human resource development Further support in PPP is foreseen for the second part of the year for TRC and LRCS Stakeholder participation and feedback The Plan of Action focuses mainly on providing support to the five National Societies to better adapt to the needs of the most vulnerable. The elaboration of the Plan of Action and its implementation has been done in close collaboration with the concerned National Societies (Morocco, Algeria, Tunisia, Libya and Egypt), with the support of the MENA Zone and in consultation with partners. Nevertheless, two of the projects included in this plan of Action are involving directly local beneficiaries and other stakeholders. The EuropeAid funded project improving protection and living conditions of migrants in North Africa included three community components: - Two community resilience projects in Morocco from the EVC conducted with the community - An awareness campaign on principles and values and irregular migration risks with 18 other associations and gathering more than 2700 people in the community - A survey to 1000 youth on perception towards migration intentions On the other hand, the Lebara funded project on Literacy of youth and dissemination of Principles and Values through YABC approach is being implemented in close consultation with line Ministries and local community, together with MRC local branches.

Key Risks or Positive Factors Each of the five countries of North Africa appears to be embarking on a path of crucial political, social and economic change over the years ahead, and at this stage it is difficult to predict the duration of the current transition increasingly expected to lead to greater democratic governance. There is an increasing focus in Libya in terms of programming and resource allocation. Despite the fragile security situation, the cessation of hostilities and their direct consequences, including displacement and migration, has created a favourable environment to strengthen the Libyan RC in its effort to enhance its contribution to the post-conflict challenges. In Tunisia, the successful election held last year, has generated a sense of normalcy with increasing opportunities for the Federation to facilitate and enhance the development efforts of the Tunisian RC based on a diagnostic self assessment as a basis for a comprehensive strategy that enables the Society to perform as a strong organization with sound and sustainable capacities to address strategic and operational challenges. In Egypt, the political environment continues to evolve with parliamentary elections and presidential elections conducted recently. The Federation remains positioned to support the Egyptian RC with increasing emphasis on logistics capacity development. In Morocco and Algeria, the efforts have been oriented to the finalization of the EuropeAid supported project in favour of migrants and dissemination of Principles and Values and to the identification of volunteer s management activities to be undertaken in both countries in the second half of the year. Lessons learned and looking ahead The National Societies in the region are in a transition phase after the recent civil unrest and emergency, bringing about several changes and challenges regarding their current role and leadership and institutional capacities. This situation demands intensive support from the Federation and other Components of the Movement working together effectively.. To this end, the North Africa regional Office is working in close collaboration with IFRC-MENA Office, technical Departments at IFRC-Geneva Secretariat and in partnership with ICRC and other Movement s partners. In overall terms, the Plan of Action is being implemented in a consistent way towards the outcomes stated in the plan. Nevertheless it is important to underline that the concerned National Societies have been working simultaneously in different programs and projects, in a limited period of time and with limited resources, which has been slowing down the implementation of activities. This indicates the need for a larger time frame in which activities can be implemented with the required degree of flexibility Financial situation Click here to go directly to the financial report. How we work All IFRC assistance seeks to adhere to the Code of Conduct for the International Red Cross and Red Crescent Movement and Non-Governmental Organizations (NGO s) in Disaster Relief and the Humanitarian Charter and Minimum Standards in Disaster Response (Sphere) in delivering assistance to the most vulnerable. The IFRC s vision is to inspire, encourage, facilitate and promote at all times all forms of humanitarian activities by National Societies, with a view to preventing and alleviating human suffering, and thereby contributing to the maintenance and promotion of human dignity and peace in the world.

The IFRC s work is guided by Strategy 2020 which puts forward three strategic aims: 1. Save lives, protect livelihoods, and strengthen recovery from disaster and crises. 2. Enable healthy and safe living. 3. Promote social inclusion and a culture of nonviolence and peace. Find out more on www.ifrc.org Contact information For further information specifically related to this report, please contact: In the NA National Societies In Algeria: Dr. Hadj Hamou Benzeguir, President, Algerian Red Crescent Society, Algiers; phone: +213 21 63 3155, email: president@cra-dz.org In Egypt: Prof. Mamdouh Gabr, Secretary General, Egyptian Red Crescent, Cairo; phone: + 202 26703979; fax.+20226703967; email: erc@egyptianrc.org In Libya: Faiek M. El Senussi, President, Libya Red Crescent Society, Benghazi; phone: +218 61 908 1582, fax: +218 61 908 1583; email: president@lrc.org.ly In Morocco: Abdeslam Makroumi, General Director, Morocco Red Crescent, Rabat; phone: +212 37 650 898; fax: +212 37 65 3280; email: crm@menara.ma In Tunisia: Dr. Tahar Cheniti, Secretary General, Tunisian Red Crescent, Tunis, phone: +216 71 320 630; fax: +216 71 320 151; email: hilal.ahmar@planet.tn In North Africa IFRC Regional Office: Gérard Lautredou, Head of North Africa Office, Tunis; phone: +216 71 86 2485; fax: +216 71 86 2971; email: gerard.lautredou@ifrc.org In the MENA Zone For Resource Mobilization and Pledges: In IFRC MENA Zone: Samah Hassoun, Senior Resource Mobilization Officer, Mena Zone, Phone: + 961 70 480 488, Email: samah.hassoun@ifrc.org For Performance and Accountability (planning, monitoring, evaluation and reporting enquiries) In IFRC Zone: Nadine Haddad, Senior Planning, Monitoring, Evaluation and Reporting Officer, Phone: + 961 71 802775, Email: nadine.haddad@ifrc.org

bo.ifrc.org > Public Folders > General Information > Reports Publishing > Public Web Site and FedNet > Expenditure Analysis Country Page 1 of 1 Expenditure Jan-Jun 2012 All Business Lines North Africa region All figures are in thousands of swiss francs Back to totals Back to Business Line Back to Business Group Selected Parameters Year/period: 2012/1-6 Country: SP682 Balance code: ACTUAL Business Line: * Refreshed on 23-Aug-2012 at 14:49 Restricted Business line / Subsector Unrestricted Developmen t Disaster Response Other projects Supplement ary Services Total Restricted Total National Society performance development 0 0 0 1. Raise humanitarian standards subtotal 0 0 0 Disaster management 0 0 0 2. Grow RC/RC services for vulnerable people subtota 0 0 0 Health 41 41 41 3. Strengthen RC/RC contribution to development sub 41 41 41 Humanitarian principles and values 297 297 297 4. Heighten influence and support for RC/RC work sub 297 297 297 Cooperation and coordination 39 39 General management -6-6 -6 5. Joint working and accountability subtotal 38.7-6 -6 32 Total 39 338-6 332 371 Restricted Expenditure Type Unrestricted Developmen t Disaster Response Other projects Supplement ary Services Total Restricted Total Relief items, Construction, Supplies 2 2 2 Land, vehicles & equipment 33 33 33 Logistics, Transport & Storage 0 9 9 9 Personnel 11 60 12 72 83 Consultants & Professional Fees 2 7 7 8 Workshops & Training 1 130 130 131 General Expenditure 23 52-19 33 56 Operational Provisions 2 24 24 26 Indirect Costs 21 21 21 Pledge Specific Costs 1 1 1 Operational Forecasting 0 0 0 0 Total 39 338-6 332 371 www.ifrc.org Saving lives, changing minds. International Federation of Red Cross and Red Crescent Societies