DEVELOPMENT OPERATIONAL PLAN TEMPLATE

International Federation of Red Cross and Red Crescent Societies

1 I Long Term Planning Framework 2012-2015

DEVELOPMENT OPERATIONAL PLAN TEMPLATE For projects run by IFRC secretariat offices worldwide

DOCUMENT INFORMATION

Version number 1 Individual responsible for this draft: Farid Abdulkadir, December 1, 2013

INTERVENTION INFORMATION

National Society: Geographical coverage:

Type of intervention

Iraq Red Crescent Iraq DM, OD, and health

Expected start date: Expected duration:

Number of people to be reached:

1 January 2014 12 months 7,275 Staff and volunteers 100,000 people affected by Disasters (50% male 50% Female)

Project Manager: Project Code: Budget: Farid Abdulkadir PIQ 030, PIQ 031, PIQ035 686'352.07 CHF

Partner National Societies:

Swedish Red Cross, Japanese Red Cross , DFID, Singapore Red Cross

Other partner organisations

N/A

1. Executive Summary

Even with the improvements that Iraq has witnessed, people are still facing varying levels of violence in their daily lives. Water problems, food scarcity, health issues, poor education and displacement are some of the problems. The security situation continues to claim lives and leaves behind hundreds of widows and orphans.

The Iraqi Red Crescent Society (IRCS) Governance and management has launched a comprehensive change process with

aim of strengthening is service delivery systems to becoming the lead National Humanitarian Organization in the Country. The

International Federation of the Red Cross and Red Crescent (IFRC) continues to support the National Society in strengthening

its structure at headquarters, branches, and sub-branches levels, Statutes, as well as its financial management systems.

The IFRC will continue to support the IRCS plans to strengthen its legal base by finalizing its constitution review process.

Moreover, it aims to develop a long term strategic plan that provides the overall road map of where the IRCS aims to be and

how to get there. The IRCS will also develop HR, IT and Volunteer Management Policies and standard operational procedures

to ensure the Society is a well-functioning organization with sustainable systems, procedures and staff with desired level of

organizational and management infrastructure.

The vital role of the Iraq Red Cross calls for a substantial technical support from IFRC, to ensure the Society’s capacity to

deliver effective and efficient need-based humanitarian services, in line with Strategy 2020. Consequently, IFRC will support

IRCS in its efforts in strengthening the capacity of the Society to implement its Organizational Development, Disaster

Management and Health activities targeting the most vulnerable community in provision of Humanitarian Services throughout

Iraq.



2. Background

2.1. Context The Iraqi population’s most fundamental basic needs –such as security, shelter, food and water, health and education- have not yet been met. Three decades of wars, internal conflict and economic sanctions, have resulted in over 100,000 deaths and severe damage of infrastructure and disruption of essential services. Millions of people have been displaced due to forced-migration as a result of security, social, economic, and political consequences.

Years of violence and deprivation have also badly affected the population’s physical and mental health. The numerous civilian casualties in Iraq have also had severe consequences on lives and livelihoods of thousands of children who have lost one or both of their parents.

Access to healthcare services remains a critical concern in many districts of Iraq and also in areas where people have very limited access to vaccination or nutrition services, particularly where the prevalence of chronic malnutrition is high.

Sustainable access to safe water is poor; the proportion of households using an improved water source has remained at around 80% since 1990. In rural areas, this figure is just 57%. Problems with infrastructure mean that the supply of water often suffers from interruptions and poor quality. Iraq also faces considerable challenges in sanitation.

Climate change will continue to render Iraq more vulnerable to natural disasters and environmental challenges. While the drought has receded since 2009, Iraq is still attempting to recover from its effects.

Despite all the impact of the war and climate change, Iraq has a well-documented history of seismic activity .The historical seismicity follows a well-defined pattern and fits the boundary of the major tectonic elements of the country. Although not directly located on a dense cluster of recent earthquake epicentres; but the geodynamic configurations show a medium to high seismic risk. This will be coupled with the increasing vulnerability of the highly populated major cities.

Iraq is presently at a cross road. Some progress has been made, the country still faces several major challenges on the road to recovery, and external support to help Iraq meet those challenges is absolutely critical.

2.2 Initial assessment While violence affects the lives of millions of ordinary people inside Iraq, another kind of crisis, also due to the impact of war, has been slowly unfolding. Up to eight million people are now in need of emergency assistance. This figure includes:

Four million people who are ‘food-insecure and in dire need of different types of humanitarian assistance’

More than two million displaced people inside Iraq

Over 200,000 Syrian refugees are currently camped in North Iraq

Iraqis are suffering from a growing lack of food, shelter, water and sanitation, health care, education, and employment. Of the four million Iraqis who are dependent on food assistance, only 60 per cent currently have access to rations through the government-run Public Distribution System (PDS), down from 96 per cent in 2004.

Forty-three per cent of Iraqis suffer from ‘absolute poverty’. According to some estimates, over half the population are now without work.

Children are hit the hardest by the decline in living standards. Child malnutrition rates have risen from 19 per cent before the US-led invasion in 2003 to 28 per cent now.

The situation is particularly hard for families driven from their homes by violence. The two million internally displaced people (IDPs) have no incomes to rely on and are running out of coping mechanisms

The number of Iraqis without access to adequate water supplies has risen from 50 per cent to 70 per cent since 2003, while 80 per cent lack effective sanitation.

The ‘brain drain’ that Iraq is experiencing is further stretching already inadequate public services, as thousands of medical staff, teachers,

2.3. Situation analysis IRCS, with support from the Federation will intensify its efforts to reduce and alleviate the suffering of the most vulnerable, reduce the number of deaths, injuries, and the impact of disasters across Iraq.

The IRCS will continue to implement programmes aiming at increasing the capacities of the Iraq returnees and assisting them to reintegrate with their society. On the other hand, IRCS staff and volunteers would benefit greatly from trainings, information sharing workshops, and technical support and couching while implementing programmes;

2.4. Problem analysis The impact of more than ten years of turmoil that adversely affected Iraq have also had an effect on the National Society, due to the collapse of governance structures, breakdown of the finance system, loss of trained human resources due to killings and out-wards migration and destroyed infrastructure.

The National Society needs to strengthen its organizational capacity at Governance, Managements and programmes level to be able to deliver services to the most vulnerable.

Vulnerability profiles

Physical and economic vulnerability is more visible due to massive loss of lives, destroyed infrastructure and means of

livelihoods, and subsequent increased food insecurity among communities exposed to violence

Social and health vulnerability which results from displacement and consequent loss of assets and dislocation from means of production. These include post-war health hazards, and the risks inherent in living in current insecurity situation and a poor health system



Psychological vulnerability induced by the loss of family members, assets, and the understandable frustrations of

dependence on hand-outs

Environmental vulnerability due to contamination and degradation of land, deforestation and loss of opportunities for self-reliance.

2.5. Analysis of solutions (development and selection of objectives)

In order to address the challenges above the following implementation framework will continue to be used

Development and implementation of a clear roadmap for building stronger, dynamic, and innovative NS systems as articulated in the IRCS long term Strategic Plan in line with Strategy 2020

Strengthening Integrated Planning, designing, packaging, marketing and the implementation of Disaster Management, shelter, CBHFA, Road safety, WatSan and strengthening the institutional capacity of IRCS to improve programming and implementation under a comprehensive Recovery Programme and the IRCS Migration project.

Development of IRCS Disaster Management Master Plan (DMMP) and Health and Social Services Master Plan (HSSMP) that provides the framework and road map for the DM and Health programme development and implementation. The DMMP and HSSMP aim at ensuring the National Society growth is planned, and systems developed to enhance performance and accountability in a manner that meets the current and future challenges in Iraq.

2.6. Target population and their participation The main focus of the 2014, implementation will be the operationalization of the IRCS strategic plan that was approved by the IRCS Management board on the 27 November 2013. To ensure full involvement of all level of the Society, the plan targets Governing board members, management, technical staff and volunteers at HQs and 18 Branches To achieve efficiency and effectiveness of its disaster relief operations, the IRCS will the following approach:

Involves beneficiary during planning and implementation of programmes and relief operations, to ensure that the programmes achieves there objectives and that benefits go to the intended target groups.

Building beneficiary capacity through formal or informal training and awareness raising activities.

Increasing empowerment the most vulnerable members of the community over the resources and decisions affecting their lives and their participation in programmes and relief operations

Detailed breakdown of targeted beneficiaries per activity

Clarification of roles and responsibilities of governance and management 10 Board members

5 Management Staff

Strengthening Human Resources Managements Systems 5 Senior Management/Heads of Dept.

5 Human Resources Staff

2 OD Staff

Strengthening Financial Management Systems 2 Board Members

5 Senior Management/Heads of Dept

5 Finance Staff

20 HQ and Branch Finance Staff

Well-functioning internal communication and effective external communication 5 Senior Management/Heads of Dept

3 Staff from International Department

Increasing capacity for programme Development and management 5 Heads of department

3 OD Staff

Increased IRCS, effective and efficient services delivery to vulnerable groups. 50 IRCS staff and volunteers

Staff trained on programmes and projects Management

20 Programme staff

Youth and volunteer staff improved their knowledge of the Movement and fundamental principles

425 youth and volunteers

Digital Divide/ Singapore RC 2,197 Staff

4320 Volunteers Implementation of IRCS Strategic Plan DM / Restructuring process DFID

Food for Iraqi Returnees 30 Iraq Returnees

Hygiene parcels for Iraqi Returnees

Children Kits for Iraqi Returnees

Implementation of DM strategic Plan DFID 30 DM staff and volunteers

Develop IRCS disaster master plan (28 persons * 5 days) Singapore 28 Staff and volunteers

Training 20 NDRT focal points/ 5 DAYS 20 Volunteers

NDRT is equipped with Knowledge & tools

First Aid Training Singapore 30 Staff and Volunteers

Watsan Simulation exercises 30 WatSan staff and volunteers

Basic water test equipment

develop IEC material for hygiene promotion 20,000 Beneficiaries

2.7. Coordination The Iraq Red Crescent will be supported technically by both IFRC and the ICRC and will build networks, partnerships and synergies with other partners within and outside of the Movement, in the pursuit of the set objectives.



IRCS will be responsible for the implementation of the operational plans. Technical support will be provided by the IFRC Iraq Country Office, Zone Office and ICRC in close collaboration with Partner National Societies supporting the respective activit ies bilaterally or multilaterally. In addition, resource persons will be identified and deployed from Red Cross Red Crescent Movement partners and peers, sister National Societies who from time to time might be enlisted to render support to the IRCS. Standard

worldwide Federation procedures for implementing programmes shall apply.

3. Summary of the project design The IFRC has been supporting IRCS in building the capacity of the leadership, staff, volunteers and Strengthening the finance and

Logistic systems as well as providing technical support to the Societies DM OD and Health programmes to ensure the compliance

to International Disaster Response Laws, Sphere minimum Humanitarian standards, Federation Policies and standards operational

Procedures in its support and accountability to the vulnerable communities and Partners

OBJECTIVES INDICATORS MEANS OF VERIFICATION

ASSUMPTION

Business Line 1: Raise humanitarian standards

Outcome 1: Iraq Red Crescent Society maintains their relevance at national level along with increased magnitude,

quality, and impact.

Output 1.1 A contemporary

understanding of the Fundamental Principles consistently demonstrated through action by IRCS.

1.1 # of youth and volunteer with improved knowledge of the Movement and fundamental principles Target: 425

Reports

All activities are based on assumption that the IRCS Management and staff commit to the implementation plan. The security situation is stable and allows focusing on long development activities The situation in Syria does not result to mass population movement that diverts all attention of IRCS to response activities

Output 1.2 IRCS seven key

performance indicators updated and maintained. in the Federation-wide databank and reporting system

1.2a # of key documents uploaded on FDRS: strategic plans, financial statements, and annual reports. Target: 3

1.2b # of data on one or more FDRS

key performance indicators uploaded Target: 7

FDRS reports in Fednet

Output 1.3: IRCS implement

recommendations of the organizational capacity assessment and certification (OCAC) process conducted in in January 2013.

1.3a # of checklists developed for implementation of OCAC process recommendation PIQ030 DFID/G-Code Target 1

1.3b # of OCAC peer review participation PIQ030 DFID/G-Code Target: 1

IRCS OCAC checklist IRCS OCAC Progress Report

Output 1.4: IRCS volunteers

and staff having essential competences to save lives and change minds, and performing specific roles in national societies.

1.4a # of volunteers and staff registered versus # of active (non-dormant) volunteers and staff registered in the learning platform Target 100

1.4b # of IRCS volunteers who undertake National Disaster Response Team Training (PIQ031-Singapore) Target: 20

1.4f # of IRCS Volunteers trained in Advance First Aid. (PIQ035-Singepore) Target: 30

Learning Platform enrolment list Training reports

Output 1.5: Ensuring a well-

functioning organization with sustainable systems, procedure and staff with desired level of managerial and technical competencies.

1.5a # of new procedures in place Target 1

1.5b # of guidelines disseminated Target 1

1.5c # of trained staff

Appraisals Attendance lists Pictures Reports




ASSUMPTION

Target 50

1.5d % of improvement in staff appraisal Target 50%

Business Line 2: Grow Red Cross Red Crescent services for vulnerable people

Outcome 2: Increased share of consistent and reliable IRCS action in support of communities affected by disasters and

crises.

Output 2.1: IRCS has

effective and efficient preparedness, response and recovery systems established

2.1a # of branches with national disaster response strategic stocks. Target: 18

2.1b # of IRCS Disaster Management Master Plan (PIQ031-Singepore) and

contingency plans in place, for internal and external population movement/forced migration, floods and outbreak of disease Target: 1 DMM Plan, 3 contingency plans

2.1c # of staff and volunteers who attended the National WatSan simulation exercise. (PIQ035-Singepore) Target: 30

2.1d % of emergency operations with beneficiary participation/ communications approaches. Target: 1

2.1e # of branches working with migrant and/or displaced population alone or in partnership with others. Target 5

2.1f % of emergency operations that are gender and diversity sensitive. Target: 2

2.1g % of emergency operations that have mechanisms in place to address violence in disasters. Target: 50%

2.1h # of EAs that include a budget provision of 10% or greater for DP/DRR related activities Target: 2

2.1i # of branches providing emergency health services/including PSP (PIQ031 IRP) to disaster/crisis

affected population. Target: 18

Warehouse Stock reports Approved Disaster Management Master plan Existence of contingency plans Progress Reports Emergency Appeals Narrative and Budgets

Output 2.2: The IRCS

National disaster management system is further developed.

2.2c % coverage of Emergency Appeals opened in the reporting year Target 50%

2.2e % of Notified events where NDRT/RDRT resources were used. Target 100%

NDRT and RDRT Deployment report




ASSUMPTION

2.2f # of people planned to be reached by emergency response operations. Target: 100,000

2.2g % of operations supported by Logistics Department Target 100%

Output 2.3: Sound

operational security management structures and procedures are established and operating effectively, ensuring that IFRC operations and National Societies have good security awareness and are able to react to changing situations and circumstances in a timely manner.

2.3a: % compliance with MSR in IFRC operations. Target 100%

2.3b: # of requests for support by National Societies in developing internal security policies, a security framework and implementation of MSR. Target : TBD

2.3c: # of operational planning task forces attended and plans/appeals that include security consideration Target: 2 (DOP and REA)

Monitoring and Evaluation Reports Progress Reports - DOR - OPS update

Business line 3: Strengthen the specific Red Cross Red Crescent contribution to development

Outcome 3: IRCS’s appropriate capacities built to address the upheavals created by the economic and social

challenges and transitions affecting Iraq, creating gaps and vulnerabilities and challenging the common values humanity.

Output 3.1: Increased and

improved IRCS action for longer-term sustainable development.

3.1a # of cross-sectorial initiatives or framework

1 developed towards holistic

programming in the reporting year Target: 1

3.1c # of branches implementing community health programmes using Community Based Health and First Aid (CBHFA) approach to strengthen community resilience. (PIQ035-Singapore) Target : 18

3.1d # of branches with first aid training capacities matching national standards). Target: 18

3.1e # of branches implementing community preparedness and risk reduction programmes (any DRR, food security, nutrition, livelihood, climate change adaptation, or climate change mitigation activities)(GDRR Zone)

Target 5

3.1f # of beneficiaries reached (Direct and Indirect) through community preparedness and risk reduction programmes (DRR, food security, nutrition, livelihood, climate change adaptation, and climate change mitigation activities) (GDRR Zone) Target 10,000

Project Proposals Progress reports Training Reports

1 For example the revision of the community safety and resilience framework




ASSUMPTION

Output 3.2: Initiatives established that aim to heal divisions within Iraq

communities.

3.2a # of IRCS initiatives to reduce discrimination, social exclusion and prevent violence and xenophobia (PIQ031 IRP) Target: 1

3.1 # of Iraqi returnees received and

supported by IRCS to resettle back in their communities (PIQ031 IRP)

Target: 30

3.2b # of IRCS branches implementing the Youth as Agents for Behavioural Change (YABC) initiative to promote social inclusion and a culture of nonviolence and peace through community outreach Target 18

Project reports Pictures Project log sheets

Output 3.3: IRCS strengthen their capacities

to provide sustainable services to vulnerable people, thereby contributing towards the strengths of the IFRC and civil society.

3.3a # of branches supported to formulate, test and start implementing change plans. (PIQ 030 DFID) Target : 18

3.3d # of developed RM strategy (including specific fundraising targets, dedicated resource mobilization capacity and mobilizing their own unrestricted resources). Target: 18 branches

3.3e # of IRCS action plans in place to “cross the digital divide”. (PIQ 030 Singapore RC) Target : 1

Monitoring and Evaluation Reports Progress reports Training reports

Output 3.4: The IRCS share of volunteering among all ages is expanded.

3.4a # people volunteering time in IRCS. Target: 4,320

3.4b # NS with effective

2 volunteer

management systems in place. Target: 1

Volunteers data base Existence of volunteer policy FDRS

Output 3.5: Engagement of young people at all levels

and in all services of IRCS increased.

3.5a # young3 people in a

management position other than the youth department. Target: 5 3.5b # of adapted youth engagement policy and/or strategy. Target: 1

List of management staff Existence of an approved youth policy

2 Effective volunteer management” as defined after the completion of the Global Review on Volunteering

3 Young person is under 30 years old.



Business line 4: Heighten Red Cross Red Crescent influence and support for our work

Outcome 4: Evidence-based humanitarian diplomacy conducted to draw attention to the causes and consequences of

vulnerability, giving voice to vulnerable communities in Iraqi, and demonstrating the value of Red Cross Red Crescent humanitarian work and leadership

Output 4.1: Advocacy

effectively used to promote a strong and positive IRCS image, brand and message.

4.1a # of stories about IRCS work in tracked media/social media on a monthly basis (disaggregated by theme: health, inclusive society, non-violence, disaster and crisis management) Target: 1

4.1c # of IRCS branches using the branding toolkit and engaged in effective brand/reputation management. Target: 18

Media Monitoring reports OD reports

Output 4.2: Auxiliary partnership role of IRCS is

promoted and supported.

4.2a # of initiatives aiming at providing direct support for enhancing or leveraging their auxiliary role. Target: 1

4.2c # of initiatives to follow-up on International Conference Resolutions through policy change, new policies and implementation plans. Target: 1

Progress reports

Output 4.3: Resource mobilization capacities and

efforts are scaled up to inspire more reliable contributions to the IRCS

4.3a % of annual coverage of approved budgets for development programmes supported through IFRC Iraq. Target: 70%

4.3b % of annual coverage of funding outlooks for development programmes supported by Iraq Government and other local partners. Target: 70%

4.3e # of dedicated RM staff members at IFRC Target: 1

4.3f # of branches which have a fundraising strategy Target: 19 (IRCS HQ and 18 branches)

Resources Mobilization reports Financial Reports Existence of IRCS fundraising Strategy

Output 4.4: A strong IRCS HD capacity and network is

established.

4.4a # of initiatives taken to engage with Iraq Government and other stakeholders on issues related to disaster response and development. Target:

IRCS role defined in National Disaster Policy

Output 4.5: The HD agenda is aligned around annual National HD campaigns.

4.5b# of initiatives engaged in Global HD initiatives in reporting year (disaggregated by theme: health, inclusive society, non-violence, disaster and crisis management). Target: 1

Events report



Business Line 5: Deepen our tradition of togetherness through joint working and accountability

Outcome 5: More effective work in IRCS through modernized cooperation mechanisms and tools, and a greater sense of belonging, ownership, and trust in the Federation.

Output 5.1: Capacities and resources are shared to improve coherence, alignment and accountability within the IFRC.

5.1a # of initiatives taken to participate in Federation Wide Resource Mobilization Strategy knowledge sharing networks (Communities of Practice, regional RM networks, global skill share, peer exchanges, etc.) Target: 1

5.1b # of orders from the new ICT catalogue. Target: 1

5.1d # of NS using the IFRC Strategic Framework on Gender and Diversity Issues (operational guide). Target: 1

5.1e # of NS with a strategic plan in line with Strategy 2020. (PIQ 030 DFID) Target: 1

IT Policy IT roll-out progress report

Output 5.2: The IFRC Framework for Evaluations

is upheld for all programmes and activities.

5.2a # of evaluations posted on the evaluation databank on IRCS and IFRC public website. Target: 1

IFRC Website Progress Reports

Output 5.3: The secretariat is seen as a competitive and well-functioning

organization in support of IFRC governance and membership.

5.3b # of overdue donor reports. Target: < 0

Finance and PMER report checklist HR reports



ACTIVITIES YEAR ONE J F M A M J J A S O N D CHF

Health

Outcome 1: Iraq Red Crescent Society maintains their relevance at national level along with increased magnitude,

quality, and impact.

First Aid Training Singapore 20,000

Watsan Simulation exercises 21,000

Procure basic water test equipment 13,500

Develop IEC material for hygiene promotion 20,000

Sub Total 74,500

Disaster Management

Outcome 3: IRCS’s appropriate capacities built to address the upheavals created by the economic and social

challenges and transitions affecting Iraq, creating gaps and vulnerabilities and challenging the common values humanity. Food for Iraqi Returnees 7,200

Hygiene parcels for Iraqi Returnees 1,416

Children Kits for Iraqi Returnees 567

Implementation of DM strategic Plan 28,000

Develop IRCS disaster master plan (28 persons * 5 days)

28,000

Training 20 NDRT focal points/ 5 DAYS 22,500

NDRT is equipped with Knowledge & tools 47,000

Sub Total 134,683

Organizational Development Outcome 5: More effective work in IRCS through modernized cooperation mechanisms and tools, and a greater sense

of belonging, ownership, and trust in the Federation.

Digital Divide/ Singapore RC 30,000

Implementation of IRCS Strategic Plan / Restructuring process DFID

30,000

Finance Development Training 5,000

Sub Total 65,000

Note: Cost Activities only

3.3. Assumptions - Stabilization of the situation leading to a post–conflict environment in which rehabilitation efforts can be enhanced

with increasing dynamics of cooperation

- Organizational stability within the National Society with comprehensive strategic framework that can enable the

development of the IRCS as a strong NS through coordinated partnerships

- Broad-based support( from both domestic and international partners) enhancing IRCS’ efforts to build up operational

and organizational capabilities



3.4. Risk assessment and analysis

- It is important to be realistic about the administrative and managerial capacity of the Iraq Red Crescent to meet all the targets

outlined in this plan even if funding is available. The typical post-conflict National Societies inherits a history in which it has

never managed to build an effective Management system even prior to the civil war. The legacy of war has made this task

even harder than it was

- Iraq is exposed to a range of natural and manmade disasters that affect the lives and livelihoods of its citizens, such as

floods, epidemics, sand storms, drought, and desertification and soil salinity. Some parts of eastern, central and western Iraq

are earthquake prone. Iraq’s current conflict resulted in the displacement of over two million people, over-burdening natural

and community resources in certain parts of the country. Other manmade disasters include depleted uranium, sulphur dioxide

release from sulphur stockpiles, air and surface water contamination from oil spills and fires, and unexploded ordnance that

threaten the safety of communities and impede the productive use of arable lands. Any

- The civil unrest in the Arab World that started at the beginning of 2011 has forced Iraq refugees to return back to their

Country despite the fear for their security. Events in Syria could trigger a massive in flow of both Iraq returnees as well as

Syrians running away from the civil unrest in their country

4. Monitoring and Evaluation Monitoring and evaluation (M&E) will be an integral component of all the programmes supported by the Federation. Monitoring will be achieved through ongoing assessment of activities though standard management reporting lines, looking at efficiency, effectiveness, relevance, sustainability, impact and challenges, and through identifying areas for improvement. The monitoring team, including both IFRC and Iraq Red Crescent Society, will ensure project objectives are achieved based on performance indicators. This will be done through close support and coaching of IRCS staff. In addition, there will be activities linked specifically to capacity building, for example trainings, which will provide staff and volunteers with the tools to improve quality of their Plans and Reporting for more result based Programming.

5. Capacity building and sustainability The IRCS will be supported technically by both the IFRC and the ICRC to improve its organizational infrastructure, on Finance, Human Resources and programme management through PMER, in order to help build a strong national society that is able to assist the most vulnerable people and is accountable to its stakeholder.



Appendix 1 RISK REGISTER for Operational Plan X

No. RISK IMPACT

Lik

eli

ho

od

CONTROL / MITIGATION ACTIVITIES

Dea

dlin

e

Res

po

nsib

le

Ris

k ite

m n

um

be

r

List and describe the anticipated key risks

Describe the anticipated impacts or consequences

of the risks

Grade the impact by: High / Medium / Low

Hig

h/

Me

diu

m/ Lo

w

Describe planned control and mitigation activities

(or refer to specific outcomes, outputs and/or

activities within the logframe of the operational plan,

which are specifically set up to control or mitigate the risk)

De

ad

line o

r

fre

qu

en

cy

for

the

activitie

s

Pe

rso

n in

ch

arg

e

for

the a

ctivitie

s

1 IRCS unable to attract and retain competent staff and volunteers

Inconsistence and poor programme implementation Poor Quality of services to beneficiaries

Medium

Support review and strengthening HR policy

Organize skills development training

Jan-June

OD Officer IRCS SG IRCS HR

2

Escalation of violence .

Break down of law and order

The Security situation in Iraq disrupts planned activities

High

Support IRCS develop a business continuity plan

Support the establishment of an IRCS off-shore data bank /back up

Jan- Dec

OD Officer CR

3

IRCS sustainable commitment to implement the set objective

Poor accountability to donors leading to low donor confidence

Low

Regular programme review and feedback

Strengthen Implementation strategies

Promote self assessment

Jan-Dec OD Officer CR

4 IRCS capacities to ensure sustained efforts to enhance performance and accountability

Inconsistence and poor programme implementation Poor Quality of services to beneficiaries

Medium

Support IRCS establish performance based programme

implementation strategies

Strengthen staff appraisal process

Jan-Dec OD Officer

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