SRC ADAPTED PROJECT PROPOSAL / OPERATIONAL PLAN TEMPLATE For long-term projects run by SRC partners.

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1 SRC ADAPTED PROJECT PROPOSAL / OPERATIONAL PLAN TEMPLATE For long-term projects run by SRC partners. DOCUMENT INFORMATION Version number 2.1 Individual responsible for this draft: [Lena Leipe] at [May 4] Last edit 16 July INTERVENTION INFORMATION Implementing Secretariat body and/ or host National Society/ies: South Sudan Red Cross / IFRC South Sudan Delegation Geographical coverage: South Sudan Type of intervention (sector/area): OD, Health, Coordination, PMER Expected start date: 01 January 2012 Expected duration: 12 months Number of people to be reached: TBD Project Manager: Peter ISELI Project Code: PSS001, PSS002, PSS004, PSS006, PSS007 Budget: CHF 617,105 Partner National Societies: Swedish Red Cross Other partner organisations: IFRC 1. Executive Summary On July , the southern Secretariat of Sudanese Red Crescent became South Sudan Red Cross and it is now in the process of becoming a full fledged National Society. Although South Sudan Red Cross does have existing projects and a fairly well developed branch structure, it is important to remember that it is still a brand-new National Society that needs to build its organizational capacity from the scratch. The overall priority of South Sudan Red Cross (SSRC) is to strengthen its capacity as to improve the provision of humanitarian services to the most vulnerable groups in the country. To achieve this, and taking into account that South Sudan Red Cross is a new National Society, the organizational development and capacity building component of SSRC is of outmost importance. This will include development of policies, systems and procedures; strengthening of governance and management structures; improved volunteer management; strengthening of the grass root level structure; strategic and long term planning, both in terms of overall development and in programme specific development. The health situation in the country is one of the worst in the world, many years of war have had a devastating effect on the infrastructure and many people don t even have access to the most basic health facilities. As one of the few nation wide community based organizations in the country, with volunteers present in all states, South Sudan Red Cross has an important role to play in the field of community health. To be able to assume that role, SSRC needs to develop a Health policy and strategy to guide the work.

2 The IFRC country office plays an important role through its coordination, facilitation role and as a service provider to SSRC and partners. IFRC takes and active part in different the Movement Coordination Mechanisms and supports the National Society in coordinating support from partners. SSRC has a presence in all ten states of the country, with offices, a minimum of staff and active volunteers carrying out activities mainly in the field of health and disaster preparedness and response. The overall goal of this project is for the South Sudan Red Cross to be a well-functioning National Society capable of alleviating human suffering and delivering development services effectively and efficiently. This shall be promoted through the following planned outcomes for this project: Outcome 1 A Volunteer Management system is in place throughout the country, to enable an extensive volunteer involvement in delivering effective services and in NS structures. Outcome 2 SSRC has consolidated and strengthened its organizational capacity and structure to enable the Society to exist as an independent organization and to effectively deliver quality services to vulnerable communities while ensuring transparency and accountability. Outcome 3 The basic health of the most vulnerable communities in targeted areas has improved. Outcome 4 A common PMER system and formats are in place and used by all programme and project staff at all levels. Outcome 5 Sufficient resources are mobilised to enable implementation of annual and long term plans and programmes of the National Society. 2. Background 2.1. Context South Sudan is facing a variety of problems affecting its people. Since the signing of the Comprehensive Peace Agreement (CPA) in 2005, it is estimated that more than 2.2 million people displaced during the conflict have returned to South Sudan, around alone since independence on July 9 th, from the North. Clashes in Abyei and elsewhere have resulted in further displacement of tens of thousands of people in Intense violent clashes in Jonglei State at the end of 2011 forced tens of thousands to flee their homes at least temporarily. In addition, tens of thousands of cattle were raiding ruining livelihoods. As the status of people of southern origin living in Sudan expires on April 8 th, several hundred thousands are expected to move to South Sudan and risk to put additional pressure on the already very densely populated urban centres. South Sudan is one of the poorest countries with possibly the worst health situation in the world (wikipedia.org 2011). Years of war have left South Sudan with poor health facilities and limited access to clean water and the country has very poor health indicators including an under-five infant mortality rate of 112 per 1000 and a maternal mortality rate of 2,054 per 100,000 live births¹. According to the World Bank³, 51% of the population is below the age of eighteen and 72% below the age of thirty. 83% of the population is rural, with 78% of households depending on crop farming or animal husbandry as their primary source of livelihood. With the CPA in place in 2005, Sudanese Red Crescent Society set up the Southern Secretariat in Juba. Some investment was made in the Southern States, although the Secretariat was limited in its lack of autonomy. Since the CPA, an additional 6 branches have been established, and SSRC now has a branch in every state. In the same time span, their volunteer base has doubled. This has enabled them to respond to disasters in locations inaccessible to other organizations.

3 On July , the Southern Secretariat became South Sudan Red Cross and it is now in the process of becoming a full fledged National Society. Since August 2011, important steps have been taken for the National Society in fulfilment of the 10 Conditions for Recognition. The Red Cross Act is passed by Parliament, the Provisional Constitution is approved and a extensive membership campaign is ongoing throughout the country, leading to assemblies and governance elections in all States and to a General Assembly planned for May which will elect a national Governing Board and Executive Committee Initial assessment The overall priority of South Sudan Red Cross (SSRC) is to strengthen its capacity as to improve the provision of humanitarian services to the most vulnerable groups in the country. SSRC would like to strengthen its role in the disaster preparedness and response as well as improve public awareness on health and sanitation and provide community based services for the most vulnerable with a view to scaling up its contribution to the reduction of deaths due to preventable diseases. To achieve this, and taking into account that South Sudan Red Cross is a new National Society, the organizational development and capacity building component of SSRC is of outmost importance. The main needs are: Development of policies, systems and procedures; Strengthening of governance and management structures; Recruitment of key staff; Improved Volunteer management; Member recruitment; Strengthening of the grass root level structure; Strategic and long term planning, both in terms of overall development and in programme specific development. SSRC is well spread over the whole country with established branches in all ten States and subbranches in some. Eight (8) of the ten (10) branches have their own office and office buildings for the remaining two are under construction. South Sudan Red Cross is a well known and respected organisation throughout the country, the change of emblem from the crescent to the cross has been positively received by both authorities and the general public. As of February 2012, SSRC HQ has a total of 25 staff; including security, drivers and cleaners. Branch Directors are appointed in 8 branches and all branches have 1 Dissemination officer and 1 EPR (Emergency Preparedness & Response) officer. These core positions are funded by the ICRC since 2007/2008 and also in Number of other staff in the branches varies, depending on project support from partners. More the 7000 volunteers have been trained in various areas during the past several years. Today there is around 1000 active volunteers registered in the branches, of which some participate in project activities and others in regular programme activities Situation analysis Although South Sudan Red Cross does have existing projects and a fairly well developed branch network, it is important to remember that it is still an brand-new National Society that needs to build its organizational capacity largely from the scratch. The structure of the SSRC is under development, and requires recruitment of key staff. During the past months, some key positions have been filled and more recruitments are ongoing and/or planned. The National Society is committed to mainstreaming gender and ethnic diversity throughout the organization, reflecting the diversity of the community that it serves. A notable achievement is the centralization of decision-making to the SSRC HQ, enabling them to coordinate work in various State branches. As a result, partners now approach the HQ with proposed programming, and funding will pass through HQ to the branch level.

4 There is strong commitment from HQ to address any integrity issues, but this needs to be supported by human resource policies, finance procedures and code of conduct dissemination. SSRC is blessed with the continuous support of many Partner National Societies (Table 1), some supporting on a bilateral basis and others through the Federation. The engagement of a partner in a certain State branch often includes, from experience, a capacity building support to the branches, its staff and volunteers. The ICRC has been active in South Sudan since 1989 and has largely provided the backbone support to the Southern Secretariat and branches since 2007 and continues to do so for the new National Society now. The Federation has consolidated and strengthened its presence and capacities in South Sudan through its Country Office in its coordination, facilitation role and as a service provider to SSRC and partners. It involves at present 4 expatriate and 4 national staff. The main role of the Country Representation is focused on coordination of planning, implementing and sharing of resources aiming to facilitate complementary and to the extent possible harmonized support approaches by the partners to the National Society. Through the delegate supported by the Swedish RC and financial and technical resources, it provides strong support to the National Society in terms of volunteer management and organizational development. Table 1: A breakdown of current stakeholders (February 2012) Partners Disaster response DM / DRR Health & Care OD IFRC (Finnish RC) IFRC (Swedish RC) IFRC (others) Austrian RC British RC Principles & Values Canadian RC Danish RC German RC Netherlands RC Norwegian RC Swiss RC ICRC 2.4. Problem analysis The many years of war and conflict have obstructed the development of branches and units in many parts of the country. The years since CPA 2005 have not seen a purposeful and steady organisational development plan for the National Society in southern Sudan. Because of the overstretched capacity faced by SSRC, most of the work is reactive rather than strategic. Ongoing and sustained support is required to allow SSRC to develop into a flexible and robust National Society, able to face the imminent and medium/long term challenges ahead. Funding has been earmarked for some key positions at HQ; however the lack of a human resource manager is slowing the recruitment process, and doubling up of roles has hampered any progress made by the National Society. The South Sudan Red Cross operates in a financially restrictive general environment in the country, limiting to a great extent its potential to fully cover at least its core costs solely from domestic resource mobilization. However, there is a broad commitment from the

5 SSRC to improve this situation, though it is not anticipated that it will be fully self-sustaining in the immediate future. Although SSRC has a fairly large number of volunteers covering all ten branches, taking part in many programmes and activities volunteer management development is a high priority. There is no uniformed management structure in place, thus volunteers are organized and managed differently in the different branches. Some branches have a well developed volunteer organization, while others are organized on a more ad-hoc basis. Some branches in South Sudan are fairly newly established and are still in a building up and developing process. Other branches has been functioning for quite some years and have thus come further in their development. Branch capacity assessment, development plans and capacity building activities is needed to further strengthen SSRC at local level. The aim is also to establish sub-branches in all branches during the coming years. As part of the financial development, a computerized accounting system will be installed at HQ level and later also at branch level. This, together with an overall increased use of IT hardware and software in the daily work and communication, requires a reliable IT setup and structure at HQ and branch level as well as increased computer skills among staff and volunteers. Today most IT issues are dealt with on an ad-hoc basis and/or with external support. The planning, monitoring and reporting capacity of the SSRC is limited and quite weak. With an increasing number of partners, programmes and projects, the PMER requirements will be even more demanding. This is the case both regarding narrative and financial planning and reporting. Only a few branches have an employed Finance officer, in the other branches accounting is done by either the Branch Director or the field officer. This often leads to delay in financial reporting and a general lack of accountability. The low logistic and warehousing capacity of the Society is a concern, especially in relation to distribution of NFIs to returnees, refugees and IDPs. Due to the unstable security situation in the country, a well functioning communication system is essential, including VHF, HF radios and proper knowledge on the use of the same among staff and volunteers. Although radios are available in most branches and vehicles and drivers and some volunteers have been trained, there is a need for further strengthening and developing is this area Analysis of solutions (development and selection of objectives) Outcome 1 A Volunteer Management system is in place throughout the country, to enable an extensive volunteer involvement in delivering effective services and in NS structures. Although SRCS has a large number of volunteers, management and supervision difficulties hamper the performance. By strengthening these areas, SRCS will increase its capacity to implement volunteer activities and programmes more efficiently and effectively. To have a unified volunteer management system will ensure a common approach to recruitment, training, award and retention of volunteers throughout the country and within all programmes. Outcome 2 SSRC has consolidated and strengthened its organizational capacity and structure to enable the Society to exist as an independent organization and to effectively deliver quality services to vulnerable communities while ensuring transparency and accountability. To strengthen the organizational capacity and structure of SSRC is absolutely necessary to ensure effective and efficient implementation of programmes. This component includes: Legal base and governance: A diversified membership is essential to assure a sound governance structure of the new National Society. Elections of governing bodies will be held at branch and

6 national level, Branch annual assemblies and the General Assembly will be conducted, regular governing board meetings will be held at all levels and dissemination of the constitution and governance training will be conducted. Management and structure: To ensure effective implementation of programmes and a high degree of accountability, the management core structure, i.e. core staff and improved management skills have to be in place. Policy documents will guide staff and volunteers in their work and a well functioning IT system will facilitate communication and planning as well as accounting. Long term strategic planning will ensure a coherent development within all programmes. Policies and other documents are being developed in a participatory way, involving volunteers, staff and governance at all levels in the process. Branch development: The development of existing branches at state level as well as establishment of sub-branches at county level is important to ensure SSRC is able to provide service to the vulnerable communities in the whole territory of the country. The participatory approach to develop policies and other documents already in practice to some extent, helps to further build the capacity of staff and volunteers and brings the National Society together. Outcome 3 The basic health of the most vulnerable communities in targeted areas has improved. South Sudan Red Cross would like to improve public awareness on health and provide community based services for the most vulnerable. With a view to scaling up its contribution to the reduction of morbidity and mortality due to preventable diseases, the South Sudan Red Cross will continue to engage in developing a community based health service in all state branches. The aim is to achieve increased quality, outreach and impact in the planning and implementation. A comprehensive Health policy/strategy will help the National Society to streamline its Health and Care programme throughout to country and thus improve the quality of service delivery. Outcome 4 A common PMER system and formats are in place and used by all programme and project staff at all levels. To ensure a higher degree of efficiency and effectiveness in programme and project implementation as well as in accountability, a common and well implemented PMER system is essential. The limited human resource capacity of SSRC makes it difficult for programme and project staff to find time to develop the necessary formats for planning and reporting, there is also a lack of knowledge and skills among staff and volunteers within this area. Therefore, a full time PMER officer at HQ will be able to take the lead in developing the PMER system within SSRC. Outcome 5 Sufficient resources are mobilised to enable implementation of annual and long term plans and programmes of the National Society. The SSRC is currently in a build-up process which is challenging in many ways. It is time consuming, costly and requires an efficient staff induction and training programme. This may lead to less time to engage in strategic discussions with its various partners. To minimize any negative effect, the South Sudan country office will use its strategic presence to facilitate SSRC engagement both with Movement and external partners. The improvements in internal coordination will help programming run more smoothly and help the National Society, collectively, to be more accountable Target population and their participation A large number of people that were displaced during the conflict are now returning to South Sudan, mainly to the states in the northern part of the county. Many are returning to nothing and a subset of these returnees have never lived in the South. Returnees increase pressure on already limited resources in the communities. With this large scale population movement comes the increased risk of epidemic diseases such as measles, diarrhoea and HIV/AIDS. SSRCs targeted population are therefore, apart from vulnerable people/communities in general, mainly returnees, refugees, IDPs and vulnerable host communities.

7 2.7. Coordination Although SSRC is gradually taking on the leading role in regard to its partners, there is still a need for support in the coordination area. A Movement Coordination Agreement has been signed between SSRC, ICRC and IFRC, putting in place coordination mechanisms in the form of a Movement Platform, Movement Operational Coordination and Technical Committees (appendix 1). Coordination will be further strengthened when the PNS become signatories to the agreement. The main role of IFRC is: Support capacity building of the National Society Organizational development Support for resource mobilization Support the recognition process and related governance processes at local and national level Support SSRC to respond to natural disasters and basic needs of the most vulnerable resulting from the very dire humanitarian situation in South Sudan Represent the National Society internationally Assist the National Society in coordinating support from partners within the Movement and other humanitarian actors such as UN agencies and NGOs Manage and mobilize resources for annual plans in support of the National Society s development Provide services to partners on request based on fees including office shared costs 3. Summary of the project design 3.1. Narrative summary of the project The support to SSRC from Swedish Red Cross mainly focus on four areas; Organizational development, Volunteer development, Health & Care and Coordination. It is the priority of South Sudan Red Cross to improve the provision of humanitarian services to the most vulnerable groups in the country. The organizational development/capacity building component of the National society is of great importance. Governance and management must be strengthened, members should be recruited and well managed volunteers - with greater participation of women and youth should be encouraged to participate in programmes and trainings. Gender/ethnic sensitivity at all SRCS levels should be considered in membership, leadership and management issues. In order to adapt and grow, SSRC needs a strong, flexible structure to enable it to develop in the challenging context. Emphasis must be placed on building capacities at all levels, and resources need to be given specifically for this development. Donors currently prioritize programme work, building capacity at branch level where possible, but it is not sufficient to enable SSRC to achieve its vision and thrive. Lessons learned in each state need to be spread across the whole organization, to avoid not only duplication but also the setting up parallel systems Logical framework OBJECTIVES INDICATORS MEANS OF VERIFICATION [Goal:] South Sudan Red Cross is a Well-functioning National Society capable of alleviating human suffering and delivering development services effectively and efficiently. [Outcome 1] A Volunteer Management system is in place throughout the country, to Volunteering Policy and Volunteer Management Handbook approved and Printed Volunteering Policy and Handbook. ASSUMPTIONS Security and economical situation not deteriorating. Members of communities are willing to volunteer for the Red

8 OBJECTIVES INDICATORS MEANS OF VERIFICATION enable an extensive volunteer involvement in delivering effective services and in NS structures. [Output 1.1] Volunteer Management Officer at National level is recruited and trained. [Output 1.2] Volunteering Policy is approved and disseminated in all branches. disseminated throughout the Society. Volunteer Management Officer in place at HQ by 1 st quarter Policy approved by end of 2 nd quarter Job description, signed agreement. Approved and printed Volunteering policy. Cross. ASSUMPTIONS Competent candidate for the position is available and interested to join SSRC. [Output 1.3] Volunteer Management Handbook is approved and disseminated in all branches Handbook approved by 3 rd quarter 2012; including Definitions, management structure/procedures, recruitment, screening, training and retention of volunteers, rules for cost recovery/ allowance, responsibilities of volunteer leaders and volunteers. Approved and printed Volunteer Handbook Workshop agenda and attendance lists [Output 1.4] Volunteer Insurance scheme/ insurance policy is in place. [Output 1.5] Volunteer database/register is developed and volunteers are registered [Output 1.6] Volunteers leaders and volunteers are well trained and in place in all branches. Number of workshops on Volunteer management for branch volunteer leaders and volunteers completed by 4th quarter Number of volunteers with insurance coverage (1000 volunteers by February 2012). Database or equivalent available and in use in all branches by Dec Number of volunteers that are properly registered (1,000 by end of 2012). % of Volunteer leaders that have received training in (i) Volunteer management; (ii) administration, rules and procedures (90% by end 2012). Insurance confirmation letter Database/register Printout from database/register Training agendas and attendance lists. Technical facilities are available at HQ and Branch level. % of volunteers that have completed basic volunteer training as a minimum (100% by end 2012).

9 OBJECTIVES INDICATORS MEANS OF VERIFICATION [Outcome 2] SSRC has consolidated and strengthened its organizational capacity and structure to enable the Society to exist as an independent organization and to effectively deliver quality services to vulnerable communities while ensuring transparency and accountability. [Output 2.1] SSRC governance structure is in place and well functioning at all levels. [Output 2.2] SSRC has strengthened its core management functions, structures and capacity to enable effective organizational performance. SSRC has fulfilled at least 75% of Characteristics of a Well Functioning National Society by end of Number of Governance meetings (General Assembly, Branch annual assemblies, Governing Board) conducted Number of Governing Board member that have participated in Governance trainings Core positions are identified and competent staff recruited. Relevant policies and guidelines are adopted and disseminated. Self Assessment report Minutes of Governance meetings (General Assembly, Branch annual assemblies, Governing Board) held Attendance lists from Governance trainings SSRC Annual report Policy documents which have been approved ASSUMPTIONS Security situation allows elections to take place in all branches. Willingness and commitment of SSRC management, volunteers and staff to use adopted policies in their work. [Output 2.3] Establishment of a membership recruitment system Membership registration system and recruitment guidelines in place by January Membership guidelines, membership cards South Sudan citizens are willing to join the Red Cross as members. [Output 2.4] SSRC has a well developed branch structure throughout the country to enable quality delivery of services for vulnerable communities. [Output 2.5] A reliable IT environment is established, at HQ and branch level, that will enable the SSRC to increase its capacity to deliver services to the communities and Number of members recruited from all 10 states registered (at least 2000 members by December 2012). Number of Branches that meets the minimum legal requirements a Well Functioning NS (100% by end of 2012). Number of Sub-branches established by end of IT officer is recruited by 1st quarter The new IT system, including server for finance administration, is Printout from membership register Branch assessment reports Branch Board decisions on establishment of sub-branches HR records Hardware and software installed and in use at HQ Suitable candidate for the IT position is identified.

10 OBJECTIVES INDICATORS MEANS OF VERIFICATION beneficiaries they serve. set up by 3 rd quarter and Branches ASSUMPTIONS Number of staff at HQ and Branches have received computer training according to needs. Training agendas and attendance lists [Outcome 3] The basic health of the most vulnerable communities in targeted areas has improved. [Output 3.1] SSRC s capacity to respond to the basic health needs in targeted communities as a credible partner is strengthened and a comprehensive Health policy/strategy is developed in line with South Sudan National MoH policies and strategy. Morbidity and mortality rates. Health policy and Health strategy are adopted and disseminated. Number of health-related carried out during the year. MOH and WHO statistics updates Filed visits and reports Policy documents which have been approved Plans of action Activity reports [Outcome 4] A common PMER system and formats are in place and used by all programme and project staff at all levels. Number of planning, monitoring and evaluation, and reporting templates/ formats being used [Output 4.1] Programmes and projects are planned, monitored and reported on according to set standards and formats. PMER officer is recruited by 2nd quarter Number of monitoring and evaluation exercises of programmes and projects conducted according to plan. Planning and reporting templates Programme and project plans and reports Suitable candidate for the PMER position is identified. [Outcome 5] IFRC s support to SSRC is adequately resourced and contributes significantly to the coverage of annual and long term plans and programmes of the National Society. Financial coverage of annual plans and budgets including core costs of the country office of the Federation for coordination and financial management of pledges and other support funds channelled through the Federation. Monitoring and analysis of accountabilities and financial reports Commitment of partners and donors to the support of South Sudan in general and South Sudan RC in particular is sustained over time. [Output 5.1] The Country Office prepares and submits for publication timely Annual and long term plans as well as if required emergency appeals/drefs in support of SSRC which are well coordinated with Annual plans, appeals and reports are timely submitted IFRC plans and reports

11 OBJECTIVES INDICATORS MEANS OF VERIFICATION and supported by Movement partners (PNS and ICRC). [Output 5.2] The Country Office organizes and coordinates external technical expertise if and when required to support SSRC to develop strategic policies and plans, e.g. in Health, DM, overall Strategic Plan, etc. [Output 5.3] The Country Office provides administrative, logistics and technical services based on demand and on flexible service agreements agreed with partners which include cost recovery incl. shared office costs. Overall Strategic Plan and sectoral strategies coordinated with partners, submitted by Management to and approved by the Governing Board Increased number of services asked for and professionally delivered Protocols of Governing Board meetings SSRC Strategic Plan Amount of cost recovery income ASSUMPTIONS 3.3. Assumptions (risks) The main concern is the risk of a deteriorating security and general humanitarian situation in the country with the expected gradual arrival of several hundred thousand people from Sudan in addition to the already who migrated to South Sudan since independence. If this happens, it will affect the implementation and the development of SSRC in such way that is might slow down the progress, but it will not stop the activities entirely Risk assessment and analysis The cost of living in South Sudan is steadily increasing and there is a big risk that this will have a negative impact on programme implementation, thus the estimated costs being budgeted for at the beginning of the year may not cover the actual cost later in the year. There is also a risk for devaluation of the South Sudanese Pound which will have a negative impact on the implementation. Integrity is a challenge not only for the SSRS, but for the whole country. Banking operations are under transition in South Sudan, and it is difficult and sometimes unfeasible to transfer money safely, in a timely manner, while ensuring accountability. This also hampers programme implementation as well as the centralization of fund management. The SSRC is currently in a build-up process which is challenging in many ways. It is time consuming, costly and requires an efficient staff induction and training programme. This may lead to less time to engage in strategic discussions with its various partners. The South Sudan Red Cross operates in a financially restrictive environment. This means that the National Society is fairly limited in its potential to fully cover at least its core costs solely from domestic resource mobilization. However, there is a broad commitment from the SSRC to improve this situation, though it is not anticipated that it will be fully self-sustaining in the immediate future. PNSs are largely constrained by project-based funding and find it challenging to secure unearmarked funds for organizational development and capacity building. However, during project implementation, PNS strive to provide much needed hardware and software inputs for the relevant branches. While this is helpful, it is not consistent across all branches and in the end, is not sustainable. 4. Monitoring and Evaluation Regular monitoring of progress will be carried out with the support of IFRC. SSRC is planning to recruit a PMER officer as soon as funding is secured.

12 A M&E plan will be submitted within the next 6 months. 5. Capacity building and sustainability For description of the capacity of South Sudan Red Cross, please refer to 2.2 and 2.3 above. The implementation method include to a high degree, on the job training and support to SSRC staff which will ensure long term impact and sustainability. 6. Budget The total budget amount for this project is CHF 617,105 for the period of 12 months. In addition to the validated budget by IFRC expenditure category hereunder, please see details by staff and non-staff below. * NSD** DM*** Health**** Total Coordination OD, Volunteer development & PMER Disaster Management & Emergency Health Health & Care, Mother & Child Care Expense type Description CHF CHF CHF CHF Supplies 0 0 1,660, ,267 1,763,324 Equipment 264,000 29, ,000 Logistics & Transport , ,000 Personnel 377, , , ,461,099 Consultants 35,000 41,000 10, ,000 Workshops & Training 154, , ,867 47, ,300 General Expenditure 248, , , , ,248 Provisions Shared support costs Indirect Costs Pledge Specific Costs PSSR (6.5% of direct costs) 70,091 77, ,652 17, ,504 Earmarking & reporting fees (if applicable) TOTAL budget 1,148,407 1,266,256 3,238, ,364 5,939,475 Secured funding by other donors 483,123 17,200 40, , ,431 Funding request from Swedish RC 67, , , ,105 Balance funding to be secured 597, ,281 3,198,146 48,893 4,611,939 * PSS001 ** PSS002 *** PSS004 **** PSS006 & PSS007

13 STAFF BUDGET CHF (SEK) Budget 2012 Budget 2013 Budget 2014 Budget 2015 Total Unit cost Title Total Total Total Total Total 1 NSD Delegate, 12 month* ( ) PMER Delegate, 8 month* ( ) TOTAL staff budget ( ) * In-country costs only NON-STAFF BUDGET Outcome 1 Outcome 2 Outcome 3 Outcome 4 Outcome 5 CHF (SEK) Budget 2012 Budget 2013 Budget 2014 Budget 2015 Total Text Total Total Total Total Total A Volunteer Management system is in place throughout the country, to enable an extensive volunteer involvement in delivering effective services and in NS structures. SSRC has consolidated and strengthened its organizational capacity and structure to enable the Society to exist as an independent organization and to effectively deliver quality services to vulnerable communities while ensuring transparency and accountability. The basic health of the most vulnerable communities in targeted areas have improved. A common PMER system and formats are in place and used by all programme and project staff at all levels. IFRC s support to SSRC and its partners through coordination/facilitation within the Movement and with other international humanitarian stakeholders as well as the provision of services is well resourced and contributes significantly to the coverage of annual and long term plans and programmes of the National Society. TOTAL non-staff budget ( ) ( ) ( ) ( ) ( ) ( )

14 7. Appendices 1. Appendix 1: RISK REGISTER

15 Appendix 1 RISK REGISTER for South Sudan Operational Plan N o RISK IMPACT Likelihood CONTROL / MITIGATION ACTIVITIES Deadline Responsible Risk item number List and describe the anticipated key risks Describe the anticipated impacts or consequences of the risks Grade the impact by: High / Medium / Low High/ Medium/ Low Describe planned control and mitigation activities (or refer to specific outcomes, outputs and/or activities within the logframe of the operational plan, which are specifically set up to control or mitigate the risk) Deadline or frequency for the activities Person in charge for the activities 1 2 Human Resources Lack of HR officer/manager, policy and procedures Difficult to attract and retain competent staff Human Resources Competent and experienced candidate available for the Volunteer Management Officer position 1. Limited operational capacity 2. Lack of key staff with particular skills (financial management, PMER, HR) 1. The Volunteer development process will slow down M L 1. Recruit HR officer/manager 2. Implement HR framework and guidelines 1. If not possible to recruit anyone at all, OD officer will take on more responsibility for the Volunteer development. 2. If an unexperienced person is recruited, resources for training have to be allocated and more focus will be put on the on-the-job training. 04/ SSRC SSRC 2012 SSRC / IFRC NSD deleg ate

16 N o RISK IMPACT Likelihood CONTROL / MITIGATION ACTIVITIES Deadline Responsible Finance 1. General increase in cost of living. 2. Lack of well implemented financial reporting system within SSRC Security - countrywide 1. The general security situation in the whole country deteriorates drastically and a war like situation develops. Security - limited areas 1. Insecurity increases in a number of states/parts of the country resulting in limited access to some branches and/or areas within branches 1. Budgeted costs for activities will not be sufficient at the time for implementation. 2. Reporting on W/A is delayed 1. Possible closure or interruption of project implementation 1. Not possible to conduct Branch Assemblies and elections in all Branches 2. Not possible to run planned development activities in all Branches H L H 1. Careful and creative planning when implementing activities, to ensure expected results are met and budget kept. Also prioritizing most important activities and, whenever possible combine workshops and trainings. 2. Norwegian Red Cross is supporting the finance development of SSRC. This includes implementation of Navision finance reporting system, development of relevant policies and guidelines as well as reporting formats and routines. All SSRC / NorX 1. Perform contingency planning SSRC / IFRC 1. Find alternative ways to hold elections in affected Branches 2. Alter plans and focus on Branches /areas where access is possible. SSRC /IFRC

17 N o RISK IMPACT Likelihood CONTROL / MITIGATION ACTIVITIES Deadline Responsible 6 7 Policies and Procedures 1. Lack of acceptance of policies, guidelines and procedures at all levels of the NS PMER 1. Lack of overall and common PMER framework and systems, low staff competencies 1. Branches develops their own organizational structure and guidelines. 1. Poor quality in monitoring and evaluations 2. Lack of reliability in operational reporting 3. Low operational efficiency 4. Decreased trust among donors L M 1. Thorough dissemination of adopted documents to all staff and volunteers. 1. Recruitment of a PMER officer at HQ 2. Support from a PMER delegate 3. Develop and implement PMER system 4. Execute PMER training among concerned staff, both at HQ and branch level ongoing June June - Dec SSRC /IFRC /PNSs SSRC SRC /IFRC