to the complete action plan.

Background
The following information provided by the International Federation of Red Cross and Red Crescent Societies in its bulletin
no. 9 dated 18 September 2012
Summary
A twin Earthquakes measuring 6.2 and 6 on the Richter scale shook north-western Iran, East Azerbaijan province on 11 August
2012. According to Tehran University’s Seismological Centre, the epicenter of the first earthquake was Owrang village located
in Ahar city and epicenter of the second one was between Ali Abad and Zang Abad villages in Varzaghan city.
Number of aftershocks: More than 1,400 (based on International Institute for Seismology)
• Number of cities affected: 5 (Varzaghan, Haris, Ahar,Tabri, caliber)
• Number of villages affected: 399
• Damage percentage:
• 356 villages between 30- 100%
• 46 villages 100%
• Number of the destroyed houses above 60%: 11,908
• Death toll: 306 persons
• Number supportive provinces: 15
Situation
Two Earthquakes with the magnitude of 6.2 and 6.3 on the Richter scale rocked north-western Iran, East Azerbaijan
province on 11 August 2012. According to Tehran University’s Seismological Centre, the first earthquake hit at 4:53PM local
time with an epicenter around 60 KM from Tabriz and the second one took place at 5:04 PM in the vicinity of Varzaghan.
The towns of Ahar, Varzaghan andHeris and their surrounding rural areas are the main earthquake stricken places.
The majority of the deaths and injuries have occurred in rural areas. 399 villages have been affected, 46 of which have been
completely flattened. The towns of Haris andVarzaghan, believed to be the epicenter, in East Azerbaijan province, were
among those that suffered the most severe casualties.
Information bulletin
Number of Population Affected: 157,403 (34,200 families)
• Varzeghan: 43%
• Ahar: 38%
• Haris: 17%
• Tabriz:2%
Response
The Government has put in place elaborate structures and machinery for disaster risk reduction. It is spearheaded by the
National Disaster Management Task Force. Every province has a special unit for DRR in the Office of the Governor-General.
Most ministries, such as Health, also have departments and professional staff to deal with disasters. The Red Crescent
Society of Iran has key responsibility for dealing with relief activities. The Housing Foundation for Islamic Revolution has
basic mandate for building houses for deprived and vulnerable groups and for reconstruction of disaster stricken areas of
the country
During relief and rescue operations in affected areas, 2,400 relief workers consolidated in 478 teams with back up of
necessary equipment, 105 Ambulances, 180 rescue vehicles, 20 life detector sets, 19 teams of sniffer dogswere dispatched
to the devastated zones and 125,280 persons were provided with temporary shelter.
In addition the Imam Khomeini Relief Committee, traditional charities, philanthropists and select NGOs play an active role.
The UN agencies working in Iran have included a significant portion of their programmeresources to disaster mitigation.
Iran is a disaster prone country and the response machinery, particularly that led by government units does not perform at
a high level of efficiency. Coordination is weak. There is a heavy turnover of professional staff. While lip service is given to
community participation, engagement of affected people is not given due consideration in real practice.
Stakeholders interested in participation in recovery phasehave been warmly welcomed.
International Aid received
IRCS has expressed its deep appreciation to the following countries/partners for their assistance to the affected areas:
• Turkey Red Crescent Society
• Azerbaijan Red Crescent Society
• Red Crescent Society of Pakistan
• Swiss Government
• The Government of Qatar
• Nakhchivan autonomous Republic
• Humedica of Germany
• Government of Armenia
• Government of Japan
• JICA from Japan
• China Red Cross Society
• Government of Italy
Iranian Business Council (IBC) becomes involved under its CSR programm
Short profile of IBC at end of text
IBC strategy and potential role
Through the support of the senior advisor contacts were made with the Iranian expatriate community in US, Canada and a
number of other countries. Contacts were also established with Iranian independent civil societies, many of them engaged
in support action on the ground. The contacts were extended to staff from the UN in Iran, the Red Crescent and at least
one person from the National Secretariat for Disaster Management. Senior IBC management also made contacts with
Iranian Embassy and with key Red Crescent officials to inform and consult on this initiative. Volunteer friends working in
the affected area provided useful information on needs and priorities.
During the last consultation meeting with IBC management decided to support a two phase plan
(a) Short term response to meet priority needs
(b) Support to select high impact sustainable interventions, which would contribute to knowledge development, capacity
building, particularly at the community level and pioneering work engaging the affected population
The potential capacity of IBC to serve as mobilizing partner, catalyst and facilitator for expatriate Iranians was highlighted.
COMMUNITY EMPOWERMENT THROUGH INVOLVEMENT OF AFFECTED FAMILIES IN ALL PHASES OF PROJECT PLANNING
AND PROGRAMME MANAGEMENT IS THE GUIDING PRINCIPLE FOR IBC’s ENGAGEMENT
Challenges:
In the course of consultations with partners on the ground many complaints were made about:
• Non-engagement of the affected communities,
• Weak government leadership
• Disjointed efforts without any coordination,
• Duplication and wastage
• Neglect of remote areas
• Lack of team work.
• Absence of an overall plan
• Inadequate work in terms of participatory needs assessment
The IBC working group strived to address these concerns in its planning work.
Operational strategies
The following operational strategies have been defined to guide any small or big IBC supported intervention:
Support assessment and data information collection to be able to make sound decisions in interventions, based on realities
on the ground
Work towards development of a multi-stakeholder community based recovery plan, which all active groups could relate to.
And encourage support from other expatriate groups keen on assisting earthquake victims
Strictly adhere to principle of engaging community in all activities and strive to strengthen community resilience
Cooperate and strengthen NGOs and CBOs engaged in recovery phase
Facilitate capacity development for response, team work and multi-stakeholder collaboration around people’s felt needs
Develop exemplary monitory/evaluation systems and independent auditing
Establish back up support to sustain, deepen and expand initiative
Have area focus and promote more attention to remote neglected villages
Support to social service provider will be dependent on guarantee of (only 10% for social relief) availability of staff and
operating budget
Short term interventions
A long list was suggested by the partners contacted. In view of limited resources the working team decided to:
(a) Have geographic focus (After consultation with colleagues Hesam Naraghi recommendedinterventions be concentrated
on Varzeghandistrict, one of the epicenters of the earthquake)
(b) Prioritize support to vulnerable families with a focus on women and children through modest funding support for the
following
1. Rehabilitation and equipment of partially destroyed child care centers
2. Help assess needs of damaged health posts in affected villages
3. Rehabilitate carpet weaving workstations and provision of equipment and raw materials for the women carpet weavers
to help them restore their livelihood. Support efforts to facilitate carpet weaver women group and create support fund.
4. Support to traditional bakeries
5. Partial funding support to training for CSOs on participatory needs assessment being promoted by UNISDR in Tehran
6. Setting up NGO Data and information center to provide information to facilitate work of civil society groups and
philanthropists
7. Training workshops for local and national CSO staff to develop and elaborate recovery phase plan of action with role
definition
8. Many are still suggesting blankets and warm clothes for children and women
Estimated budget
1. Carpet weaving
25 carpet weaving units in Varzeghan preceded by assessment and training for group formation
20 million tomans
2. Repairing and equipment of 15 damaged
Child care centers and health posts in Varzaghan preceded by assessment to ensure availability of staff, operational budget,
etc
10 MT
3. Support to 20 traditional bakeries
5 MT
4. Support to NGO Data center
10 MT
5. Training and capacity development of CBOs, NGOs, charities, etc to prepare recovery phase plan with defined role
for active non-governmental entities
15 MT
6. Planning, capacity building and start up of micro-finance and livelihood fund covering 2000 families inVarzaghan
(capacity and experience for setting up such a fund available in E. Azarbaijan)
50 MT
7. Travel to Iran by YP members of IBC
10 MT
TOTAL
120 MILLION TOMANS
Recovery phase interventions
1. Mobilizing resources for consolidation VarzeganLivelihood Development Fund as a model for replication and up scaling
in disaster affected areas ofE.Azarbaijan and extension to at least two other areas
2. Cooperation in development of community based disaster mitigation plan with emphasis on strengthening community
resilience and definition of stakeholder roles. Special components for capacity building and youth employment, women’s
economic empowerment and protection of vulnerable children using participatory methods
3. Initiating pioneering work in social housing by constructing five houses through participatory methods as models for
emulation and replication on scale
4. Partial funding support to construction of multi-purpose community social service center
5. Supporting and facilitating community based knowledge centers in affected areas and in Tabriz and studying possibilities
of creating an Iranian knowledge hub affiliated to IBC in Dubai to provide back stopping support
6. Knowledge exchange and networking with centers of excellence at regional and international levels
7. Special network for interactive knowledge and experience exchange with expatriate Iranians and with CSOs and
academics and private sector in Iran. (Facilitating role of IBC)
8. Undertaking an assessment leading to establishment of a special fund designed to mobilize technical, scientific and
financial resources of expatriate Iranians called: Iranian Diaspora Relief and Development Support to Vulnerable Groups
in Iran
Partners
IBC has enormous potential for mobilizing partners, starting in Dubai and in UAE. They include, but are not limited to:
1. Independent civil society activists already working in disaster affected areas
2. Iran Chamber of Commerce and Industry and joint chambers with other countries
3. Dubai Chamber of Commerce and Industry
4. Red Crescent (HN) and contact person in National Disaster Management Task Force (HA)
5. Iranian business community in Iran, Dubai and other parts of the world,
6. Iranian Diaspora, particularly active Iranian American societies engaged in support interventions
7. UN and international and regional bodies. In Iran already contacts and communications with UNDP, SGP, UNISDR (Hamid
Nazari) and with a number of global and regional centers of excellence
Management:
The IBC support will be designed to promote and facilitate team work, cooperation and collaboration of all stakeholder
partnerships. Funding will be channeled directly to local CSO, NGO and CBO partners working on the ground directly.
The operations will be conducted in full compliance with international norms and Iranian and UAE banking regulations.
Transparency, accountability and auditing will form an integral part of the IBC supportprogramme. Community based
monitoring will be encouraged.
A number of credible, independent, registered NGOs, with experience and adequate professional skills are working on the
ground. They have gained the trust and confidence of the community they are serving and the local government. These
include:
- Foru Rikht People Relief Support Group
- Iraj Bastami Cultural Foundation
- Society for Support to Children at Risk
There are several other CSOs and information will be provided on activities of the voluntary groups.
Already the three named above have formed a working coalition Other NGOs and local philanthropic groups will be
encouraged to network, formally and informally. The coalition has been working for some time and doing a splendid job of
engaging affected families, listing needs through participatory assessment, keeping records, making progress reports and
accounting its expenditures openly and transparently. An account will be opened by the Coalition to which IBC funds will
be gradually transferred, based on progress being made.
This humanitarian initiative is planned as the entry point for IBC’s engagement in more extensive CSR work. Under the
auspices of IBC and within the framework of its CSR programme the following structure has been formed to guide this
intervention and lay the foundation for a more ambitious undertaking.
Board of Trustees for IBC Humanitarian Affairs
Chairperson:
Hamid Hamidi, IBC President
Members:
Abbas Bolurfurushan, Majid Raheb, Hossein Asrar Haghighi, Hasan Ahmadi, Motalleb Vakhsori, Hadi Motameni, Abdul
Qader Faghihi, Esfandiar Rashidzadeh
After further consultation, the Chairperson will invite a few other members, including leading business women, to join the
Board. The Board’s task will include policy making and devising fund raising strategies
Steering Committee (SC) was also formed to guide the plan and the working group.
Hamid Hamidi invited Baquer Namazi to join IBC as an honorary member. He recommend him as the SC Chairperson
SC members: Esfandiar Rashidzadeh, Majid Raheb, Hossein Asrar Haghighi, Hasan Ahmadi, Motalleb Vakhshiri, Abdul
Qader Faghihi, Amir Fishvari, Mojgan Bahmanyar, Faranak Ghahramanpour, Mrs. Asrar Haghighi, Elham Arjmandi, Iman
Arjmandi, Mahsa Niloopayan, Amir Hossein Mosadeghi, Nader Ghadessi, Fereydin Khoei, Dara Boushehri.
Other members can be added later.
Project Manager and head of working team:
DaraBoushehri
Team members:
Elham Arjmandi, Iman Arjmandi, Mahsa Nikoopayan and Baquer Namazi will support working team in advisory capacity.
The working team will draw on the energies of IBC’s young professionals. Elham was nominated as the Liaison Officer with
the local NGOs.
IBC will open a special account for this project. IBC will provide office space and secretariat support to the Project Manager
and to the working team.
Operational steps for implementing IBC’s POA for E. Azarbaijan earthquake victims
1. Steering Committee meets and project manager presents list of actions to be taken. SC will meet once a week for the
next two months. Action by Dara to invite SC members
2. Project is communicated to IBC members and potential partners in Iran, in Dubai and in other parts of the world,
including organized expatriate Iranian groups for information sharing and cooperation. Action by DB and BN
3. Elham’s visit to the affected area finalized and TOR provided by BN and Dara enabling her to meet with local partners,
facilitate cooperation with CSOs working on the ground and prepare simple MOU for transfer of funds.
4. Fund Raising team to initiate action designed to raise the target 150,000 Dirhams before Nowruz holidays. Action by
Abbas Blorfroushan and Hadi Motameni. Abbas Bolurfurushan to include other active IBC members in fund raising team
5. Focal points for liaison with:
(a) Red Crescent/Local Government/Iranian Embassy/Iran Chamber of Commerce (Hamid),
(b) UN in Tehran and at UN Hqs (Abbas and BN),
(c) Dubai Chamber and potential local partners (Hamid),
(d) Expatriate Iranian groups (Esfandiar, Abbas, BN).
Members willing and interested to assist the liaison persons would be welcomed to cooperate
6. Training and knowledge development, including creation of data base: Focal point Esfandiar Rashidzadeh. He will be
assisted by BN, Mahsa and young professionals
7. Detail action plans for recovery phase to be crafted: Esfandiar to take the lead, assisted by BN, members of IBC, particularly
SC members
8. Finalisation and formal incorporation of recommendations made by IBC members as outcome of team building
workshop facilitated by Mahsa. Action by Esfandiar, Hamid and Dara
9. Drafting IBC’s CSR plan of action, including awareness creation, capacity development, knowledge dissemination:
BN (Facilitator) and Dara and Nader Ghadessi, assisted by YPs, presenters at luncheon meeting. Recommend Ali Reza
Omidvar from Iran be invited to assist in the plan preparation process, after which a one day meeting to review to the plan
recommended
Bam Earthquake 2004
Contribution of IBC Members
IBC has a track record for assisting our compatriots at times of disaster. One of them was the assistance rendered in the
aftermath of the earthquake disaster in Bam. The earthquake in Bam caused considerable devastation taking a heavy toll in
human life and causing extensive destruction of buildings and homes. IBC, based in Dubai, was among the Iranian entities
outside the homeland to respond to the needs of our compatriots.
In the month of January 2004, the Iranian business community in Dubai was called upon to assist. A special account was set
up and a sum of 622,790.65 AED was collected.
The money was used to set up forty mobile public showers and a comprehensive school building (primary and guidance
levels) in Pakim village, within a distance of ten kilometers from Bam District. The funds were spent under the supervision
of the Philanthropic Association of School Builders. With help of the operational manager of IBC, Mr. Harriri and Mr. Vahid
Sabaghian constructed the schools, which were subsequently transferred to the Bam District Education Department.
The RURAL primary school has space for six classes, each with capacity for about 25 pupils. The Guidance stage school has
three classes, each with same capacity as the primary school classes. Additionally, the Guidance School is equiped with a
laboratory
SUPPORTING
EAST AZARBAIJAN EARTHQUAKE VICTIMS
AN ACTION PLAN BY THE IRANIAN BUSINESS COUNCIL
Address:
105 B1, Gulf Towers, Oud Metha Rd., Dubai, UAE
Tel: +971 4 3359220 Fax: +971 4 3359022
ibc@eim.ae
www.ibc.ae