The
MENA
2015-2020
Region
Strategic
DCMS
Planning
Process
2015-2020
Middle East and North
Africa Region
Disaster and Crisis
Management Strategy
2015 – 2020
Kuwait 10 -11, 2015
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The 2015-2020
DCMS
Methodology and Processes
Various instabilities and armed conflict have inflicted new stresses on the
MENA communities, especially among displaced and migrant populations
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 impact
The Disaster Management Strategic Planning Advisory Group (DMAG)
was established
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)
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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 Societies
The 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 Authority
MENA 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
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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:
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The 2015-2020
DCMS
Our History: Then and Now
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
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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 1863
Later in the 20th Century, in the aftermath of
World War I, the International Federation of the
Red Cross and Red Crescent Societies (IFRC) was
founded
In 1911, before the United Nations and even its
predecessor the League of Nations, Egypt
established the first Red Crescent Society in the
MENA region
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.
Voluntary Service
Impartiality
Neutrality
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Humanity
Universality
Independence
Unity
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
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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
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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 2020
The 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
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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 structures
The 2015-2020 DCMS consists of three Strategic Priorities that strengthen
the core structure of the National Societies in the MENA region
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The 2015-2020
DCMS
Priorities
Cross-Cutting
Themese
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Six Flagship
Initiatives
Four Program
Priorities
MENA Strategic
Priorities
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 longterm development, we (MENA RCRC) must strengthen the physical,
economic, and social factors in our communities though four program
priorities:
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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
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The 2015-2020
DCMS
Cross-cutting Themes
Within our Programs and Flagship Initiatives, we incorporated four crosscutting themes in order to enhance our work and meet organizational goals
and growing humanitarian challenges
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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 region
The 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 region
The 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.
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The 2015-2020
DCMS
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The 2015-2020
DCMS
Strategic Priority A: Our Communities
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The 2015-2020
DCMS
Strategic Priority B: Our Human
Resources
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The 2015-2020
DCMS
Strategic Priority C: Our Organization
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Example Strategic Priority C 1
The 2015-2020
DCMS
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The 2015-2020
DCMS
Next steps for the MENA National Societies
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 Federation
This 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
Ongoing assessment and analysis of population needs
Recruiting, retaining, and professionalizing our workforce
Monitoring and measuring progress over time using the Balanced Scorecard
approach
Enhancing capacity and support of the National Societies to address the
identified needs
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FOR FURTHER INFORMATION PLEASE CONTACT:
Mr. Elias Ghanem, Director IFRC MENA Zone
elias.ghanem@ifrc.org