Development Operational Plan 2014 Maldives

Transcription

1 Development Operational Plan 2014 Maldives PROGRAMME INFORMATION Implementing Secretariat body / host National Society: Maldivian Red Crescent Number of people to be reached: +300,000 Geographical coverage: Island communities (10 branches and 22 Units) Business Line: Budget 2014: (CHF) 1 To raise humanitarian standards - 2 To grow Red Cross Red Crescent services for vulnerable people 155,614 3 To strengthen the specific Red Cross Red Crescent contribution to development 349,301 4 To heighten Red Cross Red Crescent influence and support for our work 40,663 5 To deepen our tradition of togetherness through joint working and accountability 442,558 Partner National Societies: Total annual budget: 988,136 Australian Red Cross, Canadian Red Cross, Red Cross Society of China, Hong Kong branch of the Red Cross Society of China, International Committee of Red Cross (ICRC), Japanese Red Cross, and Taiwan Red Cross Organization. Other partner organisations: British Department for International Development(DFID), Maldives Meteorological Services, Ministry of Defence and National Security (MNDF), Ministry of Education, Ministry of Health, National Disaster Management Centre (NDMC), Swiss Embassy, UNDP and WHO. 1. Executive Summary Since the handover of presidential power in 2012 February, relative political stability returned to the Maldives during the third quarter of Since the presidential election which took place on 7 th September 2013 was not able to achieve the required majority of vote count to elect a new president, the voting went to a run-off between the two candidates who got the highest number of votes and the second round was planned for 28 th September 2013, but then was further postponed due to some related court case. As such, Maldivian Red Crescent (MRC) has been prepared for any response activities that may be required during the election period. As a country Maldives is very vulnerable to natural disasters especially those related to climate and weather. Due to the low laying nature of the islands, the countries is exposed to tidal surges and during heavy rainfall flooding in the islands are normal which results directly affecting livelihoods and social life. It also exposes the islands to major health issues such as dengue and other vector bone diseases. During 2013, the Maldivian Red Crescent (MRC) continued activities in line with the objectives of its strategic plan. Since its formation MRC works through an integrated programming approach. The implementation of services are done while developing the national society. Branch, volunteer and governance development happens hand in hand with other service initiatives and development. As there were some setbacks encountered in timely implementation of planned project activities due to staff/volunteer turnover, the headquarters continued to play a more operational role in execution of the planned activities and achieving the programme objectives.

2 In 2014 in the area of Disaster Management MRC aims to further strengthen capacities at branch level for response by building local level response teams and equipment. MRC will also strengthen its technical capacity in the area of Disaster Management and risk reduction that will ultimately contribute to building resilient communities. In the area of Health and Social Care, MRC will continue with its community based approach to tackle health related issues. Community Based Health and First Aid (CBHFA) will be used to deliver messages to households and target groups on issues such as Maternal and Child Health, and Communicable/Non-Communicable Diseases. A series of mitigation activities will be also carried on which would be identified by the local communities which would result in better health and resilience. In the area of Organizational Development, in line with the MRC organizational development plan , MRC continues to work on the areas of auxiliary role, programme priorities, community engagement, branch development, volunteering development, resource mobilization and organizational structure. The Canadian Red Cross and Australian Red Cross have committed to support to the implementation of the recommendations of the OD review carried out in The activities included in this 2014 plan support the implementation of the following recommendations: (1) MRC to determine precisely the specific nature of its auxiliary role to government at all levels. (2) Empowerment and strengthening of branches to shoulder their share of programme implementation. (3) The development of a more structured and strategic approach to all stages of member and volunteer development. (4) The need for a more effective MRC branding. (5) To improve the representation of branch staff in the management structure. Additionally, to build the capacity of MRC headquarters and district branches in timely and effective finance reporting to donors, under the Finance Development component IFRC South Asia Regional Delegation (SARD) will provide technical support to MRC to develop finance audit system at MRC headquarter, international finance/accounting software (Navision) for MRC headquarters and local finance/accounting software for district branches. Trainings on finance management and finance management in emergencies will be conducted for MRC headquarters and branches. 2. The Operation 2.1 Business Line 2 To grow Red Cross Red Crescent services for vulnerable people The outcome focuses on using community-based approaches and advocacy to improve mitigation, preparedness, responses and recovery actions in Maldivian communities with the aim of contributing to IFRC Strategy 2020 strategic aim 1 (SA1): Save lives, protect livelihoods, and strengthen recovery from disasters and crises. The programme will simultaneously develop the capacity of MRC to meet challenges rising from the risk of disasters by integrating capacity building initiatives for the newly developed branches and units within the programme. It will be using new disaster risk reduction approaches, in line with the priorities outlined by the Hyogo Framework for Action and the Millennium Development Goals with a priority on climate change adaptation. The ultimate goal is to support reduced impacts of disasters on target communities by developing and strengthening risk reduction and climate change adaptation (CCA) mechanisms and capacities at the community level. Outcome 1: MRC is efficient and effective in responding to emergencies supported by skilled human resources and capable branches and units. (MRC Strategic Plan Strategic Aim 2 and 4/MRC DRR/CCA Strategy S6) Output 1.1: MRC has approved mechanism, policies and contingency plans (CP) for response. Output 1.2: Emergency response teams established at all levels, and are capable to respond as per MRC Effective 1 and efficient 2 emergency response mechanisms and teams are in place in MRC. Response mechanism, CP, and standard operating procedure (SoP) of MRC approved and agreed at all levels. Training package for MRC Emergency Response Teams (ERT) and National 1 Effective: Branch/unit board decision making skills during emergencies, coverage, appropriate equipment, coordination with partners/key stakeholders. 2 Efficient: Timeliness, skills.

3 response mechanism. Emergency Response Teams (NERT) developed. 3 more ERTs established in MRC. Output 1.3: MRC HQ/branch/unit has capacity and resources for response as per MRC response mechanism. Training package for emergency operations unit (EOU) and Emergency Committee (EC) and branch boards developed. Leadership training by 2 board members in each of the targeted branches completed. Output 1.4: MRC response mechanisms/activities are technically sound and supported. Output 1.5: MRC capacity to support communities in epidemic prevention and control during an emergency is improved. Technical support from Disaster Preparedness (DP) Advisor to MRC on disaster management programming through 4 visits. MRC EPR team trained in specific areas. A contextualized ECV toolkit developed. 60 ERT volunteers trained in ECV modules. 2.2 Business Line 3 To strengthen the specific Red Cross Red Crescent contribution to development In line with IFRC Strategy 2020 strategic aim 2: Enable healthy and safe living, the health care programme will use community-based approaches to promote and support building of healthy communities in Maldives. The programme will simultaneously develop the capacity of MRC to deliver community health messages and relevant services to the communities in a timely manner. The focus will be on capacity building of volunteers at unit and branch levels to undertake assessments and deliver needs-based behaviour change communication messages to communities. Outcome 2: MRC conducts mitigation, awareness and prevention activities in the communities to support increase community resilience /sustainable development through skilled human resources and capable branches and units. (MRC SP SA 1 and 2 & MRC DRR/CCA Strategy S1,S2,S3,S3) Output 2.1: MRC (branches/units) take lead in conducting need-based DRR/Health related mitigation, awareness and prevention activities in communities. Output 2.2: MRC (branches/units) partner and coordinate with key stakeholders at local/national level in conducting community activities. Output 2.3: MRC DRR/Health activities are technically sound and supported. Outcome 3: MRC develops, empowers and mobilizes youth to tackle issues at local level, through MRC branches. (MRC SP SA 3 and 4) Output 3.1: MRC youth take lead in developing local level programmes and implementing them. Output 3.2: MRC pilots youth in school programme at school/local level. Output 3.3: MRC integrated Youth as Agents of Behavioral Change (YABC) into programmes and project activities. 5 branches take lead to conduct needbased and effective activities in the area of DRR/Health/Social care. Increase/improvement in level of partnership established with major stakeholders at national and local level (from ad-hoc to formalized modality). 3 MRC branches take lead to conduct DRR/Health/Social care related activities in communities. 2 MoUs signed with relevant stakeholders at national level. Technical support by Health Advisor to MRC on health related programming through 4 visits. MRC has a health focal point in programmes. 4 branches implement youth activities developed by youth 4 branch activities developed by youth. 5 schools pilot youth in school programme. MRC strategy for integration of MRC youth into schools. Strategy of implementing YABC developed. Develop a contextual YABC toolkit including translation and publishing.

4 2 MRC programmes use YABC techniques. Output 3.4: MRC youth activities are technically sound and supported. Outcome 4: MRC delivers efficient first aid services to communities through skilled human resources in MRC branches. (MRC SP SA 1,2 and 4) Output 4.1: MRC branches implement a locally led first aid service programme. MRC has a youth focal point in programmes. 5% increase in effective 3 first aid provided to casualties at local level events and activities. 5 branches deliver first aid services to its communities. 2.3 Business Line 4 To heighten Red Cross Red Crescent influence and support for our work During 2013, with support from the I am for Humanity campaign, MRC s reputation as an important community actor increased. However, there is a need to create a platform through which information can be shared with stakeholders with regard to MRC activities. Hence, activities planned in 2014 will aim at creating a communication strategy through which MRC will heighten public awareness of MRC s role in building community resilience and preparedness for emergencies. Outcome 5: Humanitarian principles and values messaging s are communicated to the general public through various mediums through a well-developed communication strategy. Output 5.1: Strengthen MRC s communication with stakeholders. Output 5.2: Develop materials that would facilitate in communicating with MRC and stakeholders. MRC communication strategy/ policy developed. Increase in number of partnership with MRC. At least two documents published and available on website bi annually. 2.4 Business Line 5 To deepen our tradition of togetherness through joint working and accountability A well-managed and sustainable organization will be attained through capacity building of its branches, and development and implementation of structures, systems and procedures for human, physical and financial resource management. In 2014 Canadian RC along with Australian Red Cross will support MRC on scaling up of resources at branch level, including some headquarters support staff. The National Society has already set-up human resource frameworks and developed guidance steering documents, including a human resource policy, a code of conduct, staff rules and regulations as well as staff recruitment, selection and retention systems. To entrench fiscal accountability within MRC, support is being provided in developing proper finance management systems including computerization and implementation of minimum accounting standards to ensure that adequate systems are in place. Establishment of appropriate logistics and administrative systems and procedures will also be undertaken. Establishing a strong network throughout Maldives to ensure service and membership coverage, branch development will be a critical focus area of MRC. This will contribute towards making the MRC a well-functioning National Society. In 2014 more focus would be on implementing the remaining modules of RMS (Assets, s, etc) while at the same time building capacity at Branch level to use the RMS. Outcome 6: MRC s governance and management is guided and strengthened to effectively lead the organization and its service delivery. MRC governance members conduct 4 exposure activities to build their capacity in governance and expand their knowledge in the Movement. Output 6.1: MRC s governance and management 5 visits made by Governing Board (GB) 3 Effectiveness refers to the required type of first aid provided to casualties.

5 get exposure to the RCRC Movement. Output 6.2: Develop and maintain skills and capacity within MRC. Outcome 7: Revise the MRC's organization structure to meet the service delivery. Output 7.1: Implement the revised structure at MRC headquarters. Output 7.2: Implement the revised structure at MRC branches. Outcome 8: Improved knowledge management, communication and reporting in MRC. (SP 4, SA 4) Output 8.1: Increased MRC capacity on monitoring and reporting activity. Output 8.2: Ensured MRC's Units/Branches implement activities that are well planned. Output 8.3: Distribute IEC materials for volunteers/members. Output 8.4: MRC provided with technical support on the OD process. members to enhance their knowledge on the Movement 3 international training/exposure/visits made for capacity building for MRC staff 4 trainings/events/activities done to increase teambuilding for MRC staff Increase in MRC service delivery through effective implementation of the revised organogram. HQ functional as per revised structure. Branch secretaries appointed in 6 branches. MRC improved system/plan developed. MRC M&E system/plan developed. Revised strategic plan, annual plans developed. 70% of the IEC material produced is distributed to volunteers and members. Technical support by OD Manager to MRC on OD programming through 3 visits. MRC provided with strategic and harmonized technical support for OD related programming. 3. Programme support strategy 3.1 Finance IFRC will monitor budget expenses to ensure the budget is utilized, meeting the requirements of the donors. Furthermore, IFRC will provide technical support based on IFRC standards with regards to financial procedures. 3.2 Administration IFRC will assist MRC in providing the technical support within the administration related areas. 3.3 Planning, monitoring, evaluating and reporting (PMER) IFRC will assist MRC in PMER in accordance with the IFRC guidelines and donor requirements by submitting the required reports (i.e. pledge based and standard reports) highlighting impact levels of the overall activities. PMER technical support will also be provided through the IFRC South Asian Regional Delegation (SARD) to the following departments as required: disaster management, organizational development, humanitarian values and communications (captured as lessons learned, recommendation and way forward.) 3.4 Resource Mobilization IFRC will assist MRC in finding possibilities of securing new funding and also supporting them in strengthening their existing funding by providing technical support such as designing good proposals, as well as capacity building in resource mobilization. 3.5 Communication IFRC will assist MRC in developing a communication strategy/policy and producing stories and images which would be used in all programmes. In addition, IFRC will advise MRC on innovative ways of profiling.

6 4. Monitoring and Evaluation As part of the monitoring and updates of MRC programmes, monthly financial reports and bi-monthly narrative reports are submitted to IFRC by MRC headquarters. Both reports are based on progress at impact level of goals, outcomes and outputs l. The reports cover the progress, impact, challenges and the lessons learnt during the implementation of activities. Any necessary revisions are made once the reports are discussed and submitted. 5. Budget summary code Total BL 1. Humanitarian Standards BL 2. Grow services for vulnerable people 155, , ,614 Outcome 1: MRC is efficient and effective in responding to emergencies supported by skilled human resources and capable branches and units (MRC SP SA 2 and 4/ MRC DRR/CCA Strategy S6) 155, , ,614 BL 3. Contribution to development 349, , ,301 Outcome 2: Outcome 3: Outcome 4: MRC conducts mitigation, awareness and prevention activities in communities to support increase community resilience /sustainable development through skilled human resources and capable branches and units (MRC SP SA 1 and 2 & MRC DRR/CCA Strategy S1,S2,S3,S3) MRC develops, empowers and mobilizes youth to tackle issues at local level, through MRC branches. (MRC SP SA 3 and 4) MRC delivers efficient FA services to communities through skilled human resources in MRC Branches (MRC SP SA 1,2 and 4) 132,479 76, , , ,301 BL 4. Heighten influence and support 40,663-40,663 Outcome 5: Humanitarian Principles and values are communicated to the general public through various media through a welldeveloped Communication Strategy 40,663-40,663 BL 5. Joint working and accountability 442, , ,558 Outcome 6: Outcome 7: Outcome 8: MRC s governance and management is guided and strengthened to effectively lead the organization and its service delivery. Revise the MRC's organization structure to meet the service delivery Improved knowledge management, communication and reporting in MRC (SP 4, SA 4) 29, ,373 31, , ,558 Total Budget 988, ,000 1,978, Annexes 1. Logframes 2. Funding plan 3. Workshops and trainings plan 4. Personnel plan 5. Vehicle plan 6. Detailed budget 7. Activity plans