long term planning framework zimbabwe 2012-2015

Food insecurity still remains a serious concern in Zimbabwe. Many of the factors that led to the population being food insecure

still prevail such as high unemployment, inadequate rainfall, market failure, poor access to social services, agro inputs, credit

etc. It is estimated that about 1.68 million people will require emergency food assistance during the lean season, from January

to April 2012.1

1. Who are we? The IFRC Zimbabwe Country Representation has been undertaking its mandate of supporting ZRCS since January 2008. The office in an integrated structure fosters and supports strategic partnerships between the ZRCS and its partners and relevant stakeholders including the donor community, other humanitarian agencies and the media. The office also gives guidance on policy formulation, coordinates effective response and mobilizes resources for the National Society’s programmes; providing support in enhancing the quality of ZRCS emergency and developmental programming. A key role of the office is ensuring effective coordination and cooperation amongst the Red Cross Movement in the country, results of which have led to the harmonisation and increased collaboration at implementation level. The Country Representation also provides supplementary services to Danish Red Cross Regional Office, Finnish Red Cross and the Norwegian Red Cross. Support is provided as follows: a) Technical programme support - Support includes logistics and procurement, finance development, resource mobilization, PMER, and programmes (water and sanitation, health and care and disaster management).

1 USAID-funded Famine Early Warning Systems Network (FEWS NET) - September 2011 factsheet

Long Term Planning Framework

Zimbabwe 2012-2015

Distribution of food aid in Manicaland Province/Photo IFRC

International Federation of Red Cross and Red Crescent Societies

2 I Long Term Planning Framework 2012-2015

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b) Partnership development and coordination - Effective coordination of external partnerships and Red Cross Movement support, enabling the ZRCS to work effectively with the ICRC and Partner National Societies (PNS). c) Representation and Advocacy - Support from the Federation Country Representation and Zone offices is rendered to strengthen the dissemination of information on the Red Cross Movement Fundamental Principles and Humanitarian Diplomacy and the International Humanitarian Law (IHL) in close coordination with the ICRC.

1. Who are our stakeholders?

The key stakeholders for the Country Representation include:

• Zimbabwe Red Cross Society • Vulnerable communities at risk from natural and man-made disasters • Partner National Societies • ICRC • The Zimbabwe Government • United Nations Agencies and International Organisations • Non-governmental organisations

Table: Current partners for ZRCS

Partners Disaster Management / Response/ Risk Reduction

Health and Care OD Principles and Values

IFRC

Danish Red Cross

Finnish Red Cross

Norwegian Red Cross

USAID

DFID

British RC

ICRC

World Food Programme

Netherlands RC

Swedish RC

American RC

Japanese Government

EU/ ACP

2. Where have we come from and what have we done so far? To accomplish its goal of providing support to the National Society, the IFRC has reviewed its strategic direction by developing the new global strategy – Strategy 2020. The 17th session of the General Assembly of the IFRC, held in Kenya in 2009, adopted Strategy 2020 to better position National Red Cross and Red Crescent Societies to address the humanitarian challenges of the coming decade. The Africa Zone priorities



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are guided by the strategic aims and enabling actions of Strategy 2020 towards supporting the development and work of National Societies, as well as supporting their obligations as outlined in the Johannesburg Commitments of the 7th Pan African Conference. Strategy 2020 is based on three mutually-reinforcing strategic aims for 2020;

1. Save lives, protect livelihoods, and prepare for and recover from disasters and crises;

2. Enable healthy and safer living;

3. Promote social inclusion and a culture of non-violence;

And three enabling actions to deliver strategic aims

1. Build strong National Red Cross Red Crescent Societies;

2. Pursue humanitarian diplomacy to prevent and reduce vulnerability;

3. Function effectively as the International Federation.

The ZRCS in its Strategic Plan 2011 – 2020 has identified five key strategic directions which are:

1. Emergency Response and Preparedness 2. Food Security, Livelihoods Protection and Promotion 3. Enabling Health and Safe Living 4. Organisational Strengthening 5. Resource Mobilisation and Development

The IFRC secretariat at country, regional and zonal level supports the operations of the ZRCS, thus allowing it to effectively provide humanitarian services throughout Zimbabwe. The National Society’s initiatives are centred on the needs of vulnerable communities with volunteers forming a strong foundation for service delivery in the humanitarian action. Volunteer management and branch development are receiving broadened attention along with institutional capacity development, financial management and resource mobilisation. The ZRCS is working on building its capacity at branch level strengthening governance capacity, youth and volunteer structures and resource mobilisation to ensure efficiency and better sustainability.

3. What is our mission? The mission of the country office is to promote the strengthening of the ZRCS, making it more effective and

efficient in humanitarian assistance and service delivery to communities across Zimbabwe. The ZRCS with

the support of the Country Representation is focused on alleviating the suffering of the most vulnerable people

and communities through contributing to the decline in deaths, injuries and impact from disasters, diseases

and public health emergencies. This will be done through increasing Red Cross and community capacity to

address situations of vulnerability and reduce intolerance, discrimination at the same time encouraging respect

for diversity and human dignity.

4. Where are we going and how are we going to get there? The specific planned objectives and outcomes for Zimbabwe are tabulated in Annex 1.

In achieving these outputs, the IFRC secretariat in Africa Zone aims to adopt ways of working that include:

Close engagement and cooperation with the NS.

Provision of required technical and financial resources to the NS.

Assisting the NS with resource mobilisation initiatives.

Building relations between the ZRCS and major stakeholders.

Encouraging accountability and best practices that enable the NS to remain relevant and adapt to changing humanitarian scenarios.

5. What are some of the key risks/assumptions? Community willingness to participate and work with the Red Cross.



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The political environment will allow adequate humanitarian space and remain stable for developmental programmes

Necessary support from local government structures and beneficiary communities in project areas

A large scale natural or public health disaster is likely to occur.

There will be adequate funding to implement planned activities

6. How much will it cost? (CHF) Business Line 2012 2013 2014 2015 TOTAL

BL2 -To grow Red Cross Red Crescent Services for Vulnerable People

1,865,289 1,939,278 1,220,000 1,770,000 6,794,567

BL3 -To strengthen the Specific Red Cross Red Crescent Contribution to Development

1,283,793 1,141,732 1,825,250 1,527,750 5,778,525

BL4 - To heighten Red Cross Red Crescent Influence and Support for Our Work

442,674 151,330 92,000 75,000 761,004

TOTAL 3,627,114 3,232,340 3,137,250 3,372,750 13,334,096

The budget does not include emergency funding through appeals and DREF operations.

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 (NGOs) 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 document, please contact:

Zimbabwe Red Cross Society: Maxwell Phiri, Secretary General; phone: tel: +263.4.332638;

+263.4.332197; email: [email protected];

Zimbabwe: Oforbuike Nwobodo; Country Representative, Zimbabwe Country Representation,

Harare; phone: +263.4.307022; +263.4.307019; fax +263.4.307013; email: [email protected]

IFRC Africa Zone: Alasan Senghore, Director; phone: +254 20 283 5000; email:

[email protected]

IFRC Africa Zone: Martine Zoethoutmaar, Resource Mobilization Coordinator; phone: +251 11 518 6073; email: [email protected]

Please send all pledges for funding to [email protected]

IFRC Zone: Robert Ondrusek, PMER/QA Delegate, Africa phone: +254 731 067277; email: [email protected]

http://www.ifrc.org/Docs/idrl/I259EN.pdf

http://www.ifrc.org/Docs/idrl/I259EN.pdf

http://www.sphereproject.org/

http://www.ifrc.org/en/who-we-are/vision-and-mission/strategy-2020/

mailto:[email protected]






Annex 1

IFRC Secretariat

Zimbabwe

Long-term Planning Framework 2012-2015

Four-year outlook of funding required (all amounts in CHF)

Version: 8:2013

Date: 29/08/2013

Business Line

Sub-sector code

Sub-sector 2012 * 2013* 2014 2015

1 Raise humanitarian standards

1NSPD National Society performance development

1NSLK Learning and knowledge development

2 Grow RC/RC services for vulnerable people

2DMDM Disaster management

1,865,2892

1,939,278.00

1,939,278 3

2DMDR Disaster response 250,000 250,000

2DMEP Emergency preparedness 100,000 100,000

2DMFS Food security 1,500,000. 1,500,000

2DMIL International Disaster Response Law 20,000 20,000

2DMLG Logistics

2DMRC Recovery

2DMSS Shelter

2 ZRBI, Netherlands, JAP GVT and DFID

3 WFP, JAP and HIV Netherlands



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3 Strengthen RC/RC contribution to development

3DMRR Disaster risk reduction

1,283,793 4

1,141,732

200,000 150,000

3HSBD Voluntary non-remunerated blood donation

3HSFA Community-based health and first aid 20,000 20,000

3HSHA HIV and AIDS 1,000,000.00 1,000,000.00

3HSHL Health

3HSIP Avian and human influenza pandemic

3HSMA Malaria

3HSMC Maternal, new born and child health

3HSNT Nutrition

3HSPM Measles and polio

3HSPS Psychosocial support 20,000 15,000

3HSRS Road safety

3HSSS Social services

3HSTB Tuberculosis

3HSWS Water and sanitation 955,250.00 522,750.00

3NSBD National Society branch development

3NSFD National Society financial development

3NSFS National Society financial sustainability

3NSLD National Society leadership development

3NSOD Organizational development 90,000 70,000

3NSVD Volunteering development

3NSYD Youth development 40,000 50,000

3PVMG Migration

4 Heighten influence and support for

4COCO Communications 442,674 151,330

15,000 15,000

4COIR International relations/ Coordination 45,000 45,000

4 WATSAN,OD and HIV



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RC/RC work 4CORM Resource mobilisation 20, 000 15,000

4PVAD Anti-discrimination

4PVGD Gender

4PVPV Humanitarian principles and values 12,000 15,000

4PVVP Violence prevention and reduction

5 Joint working and accountability

5COAD Administration

5COAR Audit and risk management

5COCC Cooperation and coordination

5COFM Finance management

5COGM General management

5COGV Governance

5COHR Human resources

5COIT Information technology

5COLS Legal services

5COPM Planning, monitoring and evaluation

5COSC Security

5NSIC ICT Capacity Building

TOTAL 3,627,114 3,232,340 4,287,250.00 3,787,750.00

* for 2012 and 2013 only numbers by business line are required



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Annex 2:

Result Matrix

Business Line 2 : To grow Red Cross and Red Crescent services for Vulnerable People

Outcome: Relevant, speedy and effective humanitarian assistance by Zimbabwe Red Cross

Impact evaluation question: How many communities affected by disasters and crises are assisted by consistent and reliable Red Cross and Red Crescent support?

Outputs

(specific SG

objectives)

Measurement

Indicators Baseline

Targets

2012 2013 2014 2015

ZRCS is supported in

responding to relief

needs of people

affected by disasters

(e.g. food, water,

emergency shelter and

health) as well as

addressing longer

term recovery needs

(e.g. livelihoods,

shelter, health and

other services) when

appropriate.

# of people reached with

HIV services


Food security programming


WATSAN services

# of governance and

management staff trained

# of youths trained

500 people

5,000 people

3,000 people

12,500 people

3,000 people

50,000 people

26 governance

and management

staff trained.

5,000 people

25,000 people

125 youths

trained

5,000 people

27,500 people



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Business Line 3 : Strengthen Red Cross and Red Crescent contribution to development

Outcome 1: Access to safe water and Sanitation services in identified vulnerable communities is increased

Impact Question?

Outputs

(specific SG

objectives)

Measurement

Indicators Baseline

Targets

2012 2013 2014 2015

Improved access to

safe water and

sanitation services

to identified

communities


hygiene promotion

# of rehabilitated water points

# of latrines constructed

# of trained water points

committees trained

# of new water points

constructed

30,000 40,000

200 water points

1,700 latrines

200 committees

trained

30,000

100

1,200

150

50

30,000

50

510

50

Outcome 2: Disaster Response mechanism is effective and efficient in meeting the needs of those affected by disasters especially potential situations of

violence during the scheduled referendum and harmonised elections.

Outputs

(specific SG

objectives)

Measurement

Indicators Baseline

Targets

2012 2013 2014 2015

Zimbabwe RC is

supported with

programmes that

help build cohesive

# of programmes ZRCS is

implementing in high risk

communities

3

5

3

5

5



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and resilient

communities.

(linked to PAC

Action 9)

# of people reached with DRR 5programmes in the current year

# of workshops held to disseminate

Movement history principles and

values

# of advocacy and representation

meetings done on National platforms

# non-monetary volunteer provisions

12 meetings

135,000 people

8 trainings

sessions

12 meetings

31,490 people

1 workshop

12 meetings

31,490 people

Business Line 4 : To heighten Red Cross Red Crescent influence and support for our work

Outcome 1 : To strengthen the capacity of volunteers, governing council and youth structures through trainings

Impact question?

Outputs

(specific SG objectives)

Measurement

Indicators Baseline

Targets

2012 2013 2014 2015

ZRCS capacity of

volunteers, governing

council and youth

structures enhanced

through trainings

# of board members inducted

# of youths leaders inducted

# of youth advisors trained on

the formation of junior first aid

clubs

# of staff and volunteers

- 16 members

13 youth leaders

32 youths

32 staff

16 members

13 youth leaders

32 youths

32 staff

16 members

13 youth leaders

32 youths

32 staff

16 members

13 youth leaders

32 youths

32 staff

5 Zimbabwe will be implementing an urban DRR programme as part of the nine city initiative in Africa



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participating in the formulation

of resource mobilisation

strategy

Outcome 2: Enhanced knowledge, understanding and application of fundamental principles and humanitarian values at all levels of the organization (non-discrimination,

non-violence, tolerance and respect diversity)

Outputs

(specific SG objectives)

Measurement

Indicators Baseline

Targets

2012 2013 2014 2015

Trained staff in the

fundamental principles

and humanitarian values

of the Red Cross

# of staff trained in the

fundamental principles and

humanitarian values of the Red

Cross

80 80 60 40

long term planning framework zimbabwe 2012-2015

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