Attachments
Appeal No. 01.57/2002;
Appeal target: CHF 3,745,706;
Appeal coverage: 42%
Overall analysis of the programme
The Palestinian uprising in the occupied/autonomous territories continued throughout 2002, its third year. The conflict between Palestinians and Israelis remains deep and violent. Curfews and other restrictions have had major economic and social impacts. More than 60 per cent of the population in the territories is dependent on external aid.
In this situation, the Palestine Red Crescent Society (PRCS) has benefited from being part of the International Red Cross and Red Crescent Movement. For most of the year the National Society (NS) and its Red Cross/Red Crescent (RC/RC) partners among the only institutions able to carry out their humanitarian mission, despite major problems. The primary health centres (PHC) were closed for weeks at a time due to movement restrictions. The premises of the society were also occupied for days, and emergency medical service (EMS) and its staff members were shot at and arrested on several occasions. Two staff members on duty in ambulances were killed and a large number were wounded, some seriously.
Several appeals from the International Committee for the Red Cross (ICRC) and one joint appeal from ICRC and the International Federation's Secretariat to the involved parties did not have a major effect. It was stated clearly that what was going on was a grave violation of the Geneva Conventions.
Within this situation the PRCS was heavily involved in emergency response programmes. The ICRC and the Federation have both, together with a few participating National Societies (PNS) intensified their support to the NS. Due to the effectiveness of the PRCS, an increasing expectation was observed in the territories for it to deliver more services, outside of its objectives.
The humanitarian impact on Palestinians remained severe. It was reported that more than ten per cent of the children under five years of age suffer from acute malnutrition and more than 13 per cent suffer from chronic malnutrition. Findings related to anemia show more than 20 per cent of children under five suffer from anemia, while anemia rates of non-pregnant Palestinian women of childbearing age are above 11 per cent.
Objectives, Achievements and Constraints
Disaster Management
Disaster Response
With the armed conflict devastating Palestinian Autonomous and Occupied Territories (Palestine A/OT), response to this man-made disaster took much of the capacity, energy and time of the staff and management of the PRCS. The Federation's delegate, who since late December 2001 was alone in the Federation's office was to a great extent engaged in responding to the emergency programme of the NS. In particular this was in relation to monitoring and supervision of the PHC programme and possible increase of capacity and response of the PRCS.
The security situation and movement restrictions for all Palestinians inside the West Bank and Gaza Strip (WB and GS) left the NS with overwhelming challenges. Staff members and volunteers of the PRCS were on alert 24-hours a day. In particular the staff members of the EMS had to carry the main burden. Within this difficult environment, the delegates of the ICRC and the Federation were working closely with the NS, coordinating with the Israeli authorities the access to sick people for ambulances and medical staff. Despite coordination problems remained. Two staff members of the PRCS were killed on duty and others number injured. In many cases the only way for the NS to carry out its humanitarian mission was for ambulances and health workers to be escorted by the delegates of the Federation or ICRC.
Even though the general situation has deteriorated, the PRCS has, due to good disaster preparedness been able to mobilize staff members and volunteers and run programmes in an environment and under conditions not experienced before. Much was based on the disaster preparedness plan of the NS and the experience gained through the internal processes with the vulnerability and capacity assessment carried out in 2000 with support from the Federation.
Integration of EMS and PHC services
In many villages the PRCS has a PHC centre and an EMS station. This structure was to the benefit of both programmes. Measures were taken to further strengthen the ties and the daily cooperation in terms of replenishing supplies and equipment, as well as monitoring, follow up of training, and providing health services in particular in the remote areas. The PRCS was, due to the support from its RC/RC partners, able to run almost according to the plan. In some centres the NS was providing 24 hour services. A special "medical hotline" project, partly supported by the French Red Cross, provides medical advice and support through the telephone network.
Emergency Response Unit (ERU) with field hospital
Equipping an ERU field hospital, ready for deployment in the Palestine A/OT or in the MENA region is continuing. In the current situation, with closures and severe movement restrictions it is unlikely that this field hospital will be deployed as one unit outside the territories. However, with its structure, comprised of smaller units, this project is of greatest importance for building the capacity of the NS. Training of the personnel of the ERU was conducted in the headquarters and some of the major branches. At the end of October, eight staff members of the PRCS together with staff and volunteers of its sister societies in Egypt, Israel, Jordan and Norway attended an ERU workshop in Oslo, Norway.
Rapid Needs Assessment, Water & Sanitation programme, and Camp Management
The PRCS developed and is using rapid damage assessment as a tool to collect data for being able to detect growing problems in the communities, due to the border closures and poverty, and to intervene at the earliest possible stage. The society is able to alert other organizations in times of imminent need in specific pockets of the territories. Data is collected from satellites of the PRCS, and from the other components of the Movement. Water and sanitation workshops were provided, and equipment for purification of water was deployed in a number of the branches.
Decentralized emergency and logistics management
Based on the experience in the first part of the year, with reoccupation of most cities and villages in the West Bank, and strict curfew conditions, the NS strengthened its emergency and logistical structure at headquarters and at the branch level. Operation rooms were established and people trained in disaster management. The newly established disaster management unit in the headquarters is the driving force in improving the disaster response capacity of the PRCS. Closure and other logistical constraints have made it important to adopt a regional approach as far as storage of relief supplies is concerned. Three new sub-warehouses in Hebron, Nablus and Gaza branches were equipped and stocked with non-food relief items.
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