www.ifrc.orgSaving lives, changing minds.

The 2015-2020 DCMS

MENA RegionStrategic Planning

Process 2015-2020 Middle East and North

Africa Region

Disaster and Crisis Management Strategy

2015 – 2020

Kuwait 10 -11, 2015

www.ifrc.orgSaving lives, changing minds.

The 2015-2020 DCMS Methodology and Processes

The MENA region National Societies identified the need for a more unified and collaborative humanitarian action by the RCRC partners to advance our (RCRC) organizational capacity and programmatic impactThe Disaster Management Strategic Planning Advisory Group (DMAG) was established

Various instabilities and armed conflict have inflicted new stresses on the MENA communities, especially among displaced and migrant populations

The DMAG developed and implemented 10 parallel actions that promoted strategic analysis and objective outcomes to inform the development of the 2015-2020 MENA Region Disaster and Crisis Management Strategy (DCMS)

www.ifrc.orgSaving lives, changing minds.

The 2015-2020 DCMS Acknowledgments

The 2015-2020 MENA Region National Societies Disaster and Crisis Management Strategy (DCMS) is a result of collaboration between the 17 RCRC Societies in the MENA region, the IFRC, ICRC and other partnering National SocietiesThe Disaster Management Advisory Group, chaired by the Kuwait Red Crescent with participation from the Iranian Red Crescent, Lebanese Red Cross, Moroccan Red Crescent, Qatar Red Crescent, United Arab Emirates Red Crescent, and Saudi Red Crescent AuthorityMENA state and non-state partners, including the Movement partners: the American Red Cross, Austrian Red Cross, British Red Cross, Canadian Red Cross, Danish Red Cross, French Red Cross, German Red Cross, Italian Red Cross, Norwegian Red Cross, Spanish Red Cross, Swedish Red Cross and Swiss Red Cross

www.ifrc.orgSaving lives, changing minds.

The 2015-2020 DCMS Who We Are

The International Red Cross and Red Crescent Movement is the world's largest humanitarian network. The Movement is neutral and impartial, and provides protection and assistance to people affected by disasters and conflicts. The Movement is made up of nearly 100 million members, volunteers and supporters in 189 National Societies. It has three main components:

www.ifrc.orgSaving lives, changing minds.

The 2015-2020 DCMS Our History: Then and Now

Henry Dunant, a Swiss entrepreneur who was devastated by the suffering of those left to die at the Battle of Solferino in 1859…these ideas later developed into the establishment of what is known today as the International Committee of the Red Cross (ICRC) in Geneva, Switzerland in 1863Later in the 20th Century, in the aftermath of World War I, the International Federation of the Red Cross and Red Crescent Societies (IFRC) was foundedIn 1911, before the United Nations and even its predecessor the League of Nations, Egypt established the first Red Crescent Society in the MENA region

Algerian Red Crescent - Bahrain Red Crescent - Egyptian Red Crescent - Iranian Red Crescent –

Iraqi Red Crescent Society - Jordan National Red Crescent – Kuwait Red

Crescent Society - Lebanese Red Cross - Libyan Red Crescent -

Moroccan Red Crescent - Palestine Red Crescent -

Qatar Red Crescent - Saudi Red Crescent Authority -

Syrian Arab Red Crescent - Tunisian Red Crescent -

United Arab Emirates Red Crescent - Yemen Red

Crescent

www.ifrc.orgSaving lives, changing minds.

The 2015-2020 DCMS The Fundamental Principles

The need to relieve human suffering by supporting human dignity and peace at local, national and regional levels is greater now than ever.

As part of the world’s largest humanitarian organization, we, the 17 National Societies of the MENA region, will continue working together to build stronger and healthier communities, expand and support voluntary activities, and strengthen our (RCRC) organization in order to effectively fulfill our (RCRC) vision and mission.

Humanity

Neutrality

ImpartialityIndependenc

e

UniversalityVoluntary

Service

Unity

www.ifrc.orgSaving lives, changing minds.

The 2015-2020 DCMS Critical Moment for Action

Instabilities and Conflict

Communities are experiencing limited access to health care, education and social services, food, lack of shelter and loss of livelihoods

Millions are experiencing forced migration within and among countries in our region

This new reality has produced different needs and challenges for our communities at a never before seen scale and intensity that are changing the nature of humanitarian work

While we (RCRC) bring with us proven experience and success, we are facing a variety of unprecedented disaster and crisis environments that are changing the nature of humanitarian response work in our region

 

www.ifrc.orgSaving lives, changing minds.

The 2015-2020 DCMS Communities We Support

Our communities are caught in an increasingly dangerous environment of conflict, population movement, and increased natural disasters

Communities have been forced to adapt quickly, as have our volunteers and staff on the ground

Complex Emergencies

• Natural and Technological Disasters

• Armed Conflict and Civil Instability

• Forced Migration

www.ifrc.orgSaving lives, changing minds.

The 2015-2020 DCMS The 2015-2020 DCMS

The 2015-2020 DCMS will respond to rapidly changing and increasingly complex events in the MENA region

It will also further and strengthen the IFRC global Strategy 2020The 2015-2020 DCMS combines global structures with regional and community-level realities and gives a vital voice to all stakeholders

Each Strategic Priority lays out actionable and measurable objectives, which are defined by priority programs and flagship initiatives to improve and distinguish our humanitarian efforts on the ground

www.ifrc.orgSaving lives, changing minds.

The 2015-2020 DCMS The Regional 2015-2020 DCMS Goal

To support our communities throughout the disaster and crisis lifecycle with stronger and more competent youth, volunteers and staff members and right-sized organizational structuresThe 2015-2020 DCMS consists of three Strategic Priorities that strengthen the core structure of the National Societies in the MENA region

www.ifrc.orgSaving lives, changing minds.

The 2015-2020 DCMS Priorities

Cross-Cutting Themese

MENA Strategic Priorities

Six Flagship Initiatives

Four Program Priorities

www.ifrc.orgSaving lives, changing minds.

The 2015-2020 DCMS Program Priorities

MENA NS recognize that successful disaster and crisis management, especially in the MENA context, moves well beyond immediate emergency response

In order to build truly resilient communities and promote successful long-term development, we (MENA RCRC) must strengthen the physical, economic, and social factors in our communities though four program priorities:

www.ifrc.orgSaving lives, changing minds.

The 2015-2020 DCMS Flagship Initiatives

We (MENA RCRC) must meet these humanitarian challenges head-on by dedicating ourselves to a structured set of flagship initiatives designed to respond to changing needs and realities

www.ifrc.orgSaving lives, changing minds.

The 2015-2020 DCMS Cross-cutting Themes

Within our Programs and Flagship Initiatives, we incorporated four cross-cutting themes in order to enhance our work and meet organizational goals and growing humanitarian challenges

www.ifrc.orgSaving lives, changing minds.

The 2015-2020 DCMS Strategic Priorities

The need to reinforce the vision and the full application of and adherence to the Red Cross Red Crescent Fundamental Principles is now more important than ever for our regionThe Strategy 2020, the IFRC MENA Zone plans, individual National Societies country strategies, the overall Movement and state and non-state actors plans of actions have helped us focus on the priorities for the MENA regionThe 2015-2020 MENA Region DCMS goal is to support our communities throughout the disaster life-cycle with stronger and more competent youth, volunteers and staff members and right-sized organizational structures

Priority areas: the people and the communities we support, our youth, volunteers and staff members who provide the services, and our work in support our human resources and programs.

www.ifrc.orgSaving lives, changing minds.

The 2015-2020 DCMS

www.ifrc.orgSaving lives, changing minds.

The 2015-2020 DCMS Strategic Priority A: Our Communities

www.ifrc.orgSaving lives, changing minds.

The 2015-2020 DCMS

Strategic Priority B: Our Human Resources

www.ifrc.orgSaving lives, changing minds.

The 2015-2020 DCMS Strategic Priority C: Our Organization

www.ifrc.orgSaving lives, changing minds.

The 2015-2020 DCMS

Example Strategic Priority C 1

www.ifrc.orgSaving lives, changing minds.

The 2015-2020 DCMSNext steps for the MENA National Societies

Ongoing assessment and analysis of population needs

Recruiting, retaining, and professionalizing our workforce

Enhancing capacity and support of the National Societies to address the identified needs

Monitoring and measuring progress over time using the Balanced Scorecard approach

The MENA National Societies are uniquely positioned to share their capacities and build a regional body with common aims, common capacities and to further the decentralization aims of the FederationThis strategy is an opportunity for the 17 MENA NS to take a proactive role in shaping their future together with IFRC Regional office and their Movement partners

FOR FURTHER INFORMATION PLEASE CONTACT:

Mr. Elias Ghanem, Director IFRC MENA Zoneelias.ghanem@ifrc.org