Development Operational Report Quarter 3 & 4 2013 …...1. Aurelia Balpe P55201 International...

of 34

DOCUMENT INFORMATION

Version number 1.0 Individual responsible for this draft: Aurelia Balpe Date: 17 February 2014

PROGRAMME INFORMATION

Implementing Secretariat body / host National Society:

Geographical coverage:

Australia, Cook Islands, Fiji, Kiribati, Marshall Islands (in early formation), Micronesia , New Zealand, Palau, Papua New Guinea, Samoa, Solomon Islands, Tonga, Tuvalu (in formation), Vanuatu

Pacific

Number of people to be reached:

Staff and volunteers of National Societies: 250 Community members: 400,000

Project manager: Project Code: Project title: Annual budget: [CHF]

1. Aurelia Balpe P55201 International Representation 26,0417

2. Ahmad Sami P55907 Organizational development 353,494

3. Ysabeau Rycx P55160 Disaster management 754,686

4. Ahmad Sami P55902 Health 564,967

5. Ahmad Sami P55003 Community Programming 604,308

6. Aurelia Balpe P55004 National society development 333,709

Total annual budget 2,871,581

Partner National Societies:

Australia, Cook Islands, Fiji, France, Japan, Kiribati, Marshall Islands (in early formation), Micronesia, New Zealand, Palau, Papua New Guinea, Samoa, Solomon Islands, Tonga, Tuvalu (in formation), Vanuatu, United States of America

Other partner organisations:

External partners and donors Pacific governments, a range of donor governments (Australia, France, New Zealand, Japan, United Kingdom, United States), the European Commission as well as regional and international organizations including the Secretariat of the Pacific Community (SPC), the University of the South Pacific, the Secretariat of the Pacific Regional Environment Programme, the Global Fund to Fight AIDS, Tuberculosis and Malaria (the Global Fund), the World Health Organization (WHO), the United Nations Office for the Coordination of Humanitarian Affairs (UNOCHA), International Strategy for Disaster Reduction (ISDR), other United Nations agencies and non-governmental organizations, faith-based organizations and corporate institutions are key partners at local level.

Development Operational Report

Quarter 3 & 4 2013

Pacific Regional Office

of 34

1. Executive Summary Overall Project/Program Status: Pacific Red Cross national societies have the broadest reach of any civil society organization in the Pacific; the 12

small island national societies have a combined network of more than 90 branches and relationships with

hundreds of communities. Through their local volunteer-led branch networks, Red Cross societies have greater

reach in communities than any other civil society actor. Through their disaster risk management, development and

welfare programmes, Pacific national societies contribute to achieving national development objectives, including

national Millennium Development Goals.

People reached for reporting period

All Programmes

Direct recipients Indirect recipients Total people

reached Male Female Total

Planned Actual Planned Actual Planned Actual Planned Actual

200 347 200 351 780 1,856 13,800 29,669 31,178

Disaster Management

Direct recipients Indirect recipients Total people



0 97 0 101 0 198 0 7,559 7,757

Community Programming Unit+

Direct recipients Indirect recipients++

Total people



200 250 200 250 400 500 10,000 14,000 14,500

Humanitarian Diplomacy

Direct recipients Indirect recipients*** Total people


Planned Actual Planned Actual Planned* Actual** Planned Actual

0 0 0 0 380 811 3,800 8,110 8,921

+ These are figures cited under previous DOR. The method of calculation of these figures to be

confirmed/reviewed in the coming period. ++

Cook Islands RC, Kiribati RC, Micronesia RC, Samoa RC report 52,560 community beneficiaries (38,598 male and 14,462 female – a significant activity was male condom distribution) of activities under The Global Fund project. This figure likely includes double and triple counting of individuals who may have been a beneficiary of separate activities two or three times over. This question is to be considered in the coming period. *This figure includes individuals who receive the Saving Lives, Changing Minds newsletter internal and external edition distribution lists (380) ** This figure also includes presentations/interventions at the following events: Climate Change Roundtable (100), Pacific Platform for Disaster Risk Management (PPDRM) (200), Pacific Humanitarian Team [PHT] meeting in Suva, October 2013 (50), Tonga International Disaster Response Laws (IDRL) workshop, Tonga, October 2013 (40), Ad hoc advice throughout quarter (5), Red Cross Red Crescent Statutory Meetings 2013 (24), Humanitarian Diplomacy [HD] Package mail-out (12) *** Figures for indirect recipients assumes that every direct recipient will, in the course of their work/engagement, directly influence at least another 10 people, given that the direct recipients are leaders within their countries, heads of governments and government agencies, organizations and communities.

of 34

Key Accomplishments: o The adoption of the Marshall Island Red Cross Act by parliament heralded the formation of a new

Red Cross National Society. o With the establishment of a sub-regional office in the northern Pacific, the regional office is now

better placed to provide closer more tailored support to national societies in Palau, FSM and RMI. o Completion of the Pacific Governance Enhancement Programme formative evaluation and

endorsement from all Pacific members to continue the programme. o Ongoing management of the Marshall Islands Drought Recovery Operation. o Seven national societies received technical support for their disaster preparedness activities and

five national societies received support for emergency response operations. o Ongoing support to Tonga, Samoa, Kiribati, FSM, Cook Islands, Tuvalu, PNG and Fiji Red Cross

branch development and community resilience programmes. o Initiated discussions with SPREP on a potential 14 country partnership focused on the

development of more user friendly climate and weather information for communities. o Finalization of the Pacific Red Cross advocacy guide and position papers on climate change,

disaster law and the auxiliary role of national societies. o Finalisation of the legal review of DRR/Climate Change laws in the Cook Islands.

Key Issues: o Managing multiple funding streams and donor conditions and securing resources for the 2014

year in a restricted aid budget environment o Loss of funding for health and finance development positions o Ongoing delivery of normal member services combined with the Pacific preparations for the

annual Pacific Leadership Forum and the IFRC General Assembly and Council of Delegates statutory meetings in Sydney, which over 50 Pacific delegates attended

o A major challenge is sourcing data for learning, planning, monitoring, evaluation and reporting from critical points in the Pacific Red Cross network. The geography of the Pacific combined with the still developing monitoring and reporting capacities of our members means that information on activities and their impact is not always captured and reported.

Plans for next quarter: o Secure funding for all programmes o Inaugural Pacific Red Cross Presidents Induction Week in collaboration with the ICRC o Supporting the work of the Pacific Collaboration Working Group, comprising six national society

leaders, which is focused on progressing the agree actions from the 2013 Pacific Leaders Forum o Signing of the International Disaster Law MOU with the Pacific Islands Forum Secretariat o Signing MOU with SPREP and University of the South Pacific on climate change activities o Planning governance conversations for six national societies in collaboration with the ICRC o Technical support missions to Samoa, PNG, Solomon Islands, Vanuatu, FSM, Palau, Australia

and the Marshall Islands, many of these will be joint missions with the ICRC o Contribution to the EU/PIFS 11

th European Development Fund consultations on the 2014-2020

regional programme o Preparations for the 2014 Samoa-hosted International SIDS Conference o Completion of IDRL Study in Tonga and commencement of IDRL Study in Samoa and scoping

assessment on the commencement of IDRL Study in Kiribati. o Support members to consider accessing the Pacific-American Climate Fund o Ongoing work on improving our learning and reporting systems

2. Financial Status

Budget and expenditure analysis (CHF)

A. Annual approved budget 2,871,581

B. Total funding to date 3,621,149

C. Funding to date as % of annual budget (B ÷ A) 126%

D. Year To Date Budget 2,871,581

of 34

E. Total expenditure to date 2,107,477

F. Expenditure to date as % of YTD budget (E ÷ D) 73%

G. Expenditure to date as % of annual budget (E ÷ A) 73%

Click here to go directly to the financial report.

3. Situation/Context Analysis – (Positive & Negative Factors) The Pacific region is highly disaster prone, and its populations are particularly vulnerable to environmentally-related hazards. It is now clear that climate change is a major factor in the disasters we face. A pattern of more frequent extreme weather events will have a disproportionately devastating impact on small island communities. There is an increasing risk of flooding, droughts and cyclones, as well as longer term impacts such as rising sea levels, poor harvests and a rise in temperature-associated diseases such as typhoid and malaria. Since 2006, the Pacific regions of Melanesia, Micronesia and Polynesia have experienced 117 natural disaster events, with 1,618 deaths and 1,330,144 people affected. These numbers may be lower than other regions, but so are the population of the Pacific and the capacities of national governments to respond to natural disasters. Public health will remain a key issue, particularly in the prevalence of non-communicable diseases (NCDs) which already cause 75 per cent of deaths in the region, and indications are that NCD-related mortality and morbidity is rising. Communicable diseases such as malaria and tuberculosis, some of the highest prevalence rates of sexually transmitted diseases in the world and the emerging threat of HIV are continuing concerns.

Gender-based violence, which is often exacerbated by rising domestic hardship, will remain a pervasive issue for many women across the Pacific. Related to this are significant demographic challenges. Almost half of the total population of the Pacific Islands is less than 20 years old. In most countries young people are not completing secondary education. Limited employment and under-employment contribute to rising levels of poverty and homelessness among youth, as well as violence and crime. Young people are likely to engage in risky behaviours such as drugs and alcohol use, and unsafe sex.

After 30 years of independence for most Melanesian states, nation-building and forging a collective identity is still a work in progress. Papua New Guinea is the largest of the small island developing states. The country faces some of the most daunting humanitarian and development challenges in the region. At the regional level there are more and more initiatives aimed at reshaping regionalism. Some of these initiatives exclude Australia and New Zealand in forming an emerging foundation of regional cooperation and governance. The recent review of the Pacific Plan highlights that Pacific nations are not as committed to regional action as aid donors and Pacific Leaders might hope. The geographic and cultural nature of the region does not encourage collective action. Its physical size is enormous (10,000km from west to east and 5,000km from north to south) and the social, political and economic conditions of the states and territories within it differ vastly.

The expectation that a significant level of dependence on external assistance can continue indefinitely is now an acceptable element of the world-view of Pacific Island States and many of their development partners.

In the Pacific, religious institutions, customary systems, civil society, traditional leadership, youth, women’s groups, non-governmental organizations and community radio play an important role, particularly in the areas of health, education and human security. Women have a strong role as peacemakers, and played a leading role in brokering peace in the Papua New Guinea Highlands and the Solomon Islands tensions. Many communities are rich in traditional knowledge and practices. A renewed focus on community-based solutions and traditional knowledge – such as food preservation, housing construction, traditional systems of barter and exchange and the management of natural resources – is helping to enhance disaster management and preparedness across the region.

Over the last decade, the Millennium Development Goals (MDG) have been applied as the main benchmark used to measure progress by developing nations. However, for Pacific nations the scope of the MDGs has not always reflected reality. In recent global and regional consultations on the post 2015 development agenda, the Pacific has highlighted climate change, ocean management and non-communicable diseases as key omissions in the MDG framework.

These themes are echoed in the Pacific Regional Synthesis Report developed to inform the Pacific preparation meeting for the (2014) Third International Conference on Small Island Developing States (SIDS). In the synthesis

http://www.ifrc.org/docs/LTPF%20Process/Development%20Operational%20Plans/2013/MAA55001_13DOPaf.pdfhttp:/www.ifrc.org/docs/LTPF%20Process/Development%20Operational%20Plans/2013/MAA55001_13DOPaf.pdf

of 34

report the most commonly identified priority goals of the Pacific region are: climate change in all its manifestations across the development agenda including in oceans and through natural disasters; health, especially non-communicable diseases; social inclusion (poverty, inequalities, population pressures, wellbeing, education, youth; ageing; gender, people with disability, employment); infrastructure and urbanization (water, energy, ICT, transport); and sustainable resource management (oceans and fisheries, food security, land, agriculture, forestry, tourism, biodiversity).

4. Analysis of Implementation

Business line 1 –“To raise humanitarian standards”

Indicators

Baseline (where available)

Quarter 3&4 Annual Target

Year to Date

Actual

Year to Date % of

target Date Value Target Actual % of Target

Business Line 1: To raise humanitarian standards.

Outcome 1: The quality of humanitarian and development thinking is improved by the inputs of experience and knowledge of Pacific national societies.

Output 1.1: Pacific national societies’ ability to feed into regional and global processes is enhanced through the provision of tailored technical assistance.

1.1.1.1 12 national societies supported to represent the Pacific Red Cross voice at regional and global forums in 2013

2011 13 9 12 133% 12 12 100%

Output 1.2: National societies profile their services, strengths and gaps by participating in the global databank.

1.1.2.1a

At least 6 national societies have uploaded their annual reports and strategic plan on the Federation-Wide Databank and Reporting System (FDRS)

2012 0 6 7 117% 6 7 117%

1.1.12.1b

At least 3 national societies have also contributed to other key information on FDRS.

2012 0 3 6 200% 3 6 200%

1.1.2.2 A second National Society has completed the Organizational Capacity Assessment and Certification Process.

2012 1 1 1 100% 1 1 100%

Output 1.3: Pacific national societies participate in the IFRC online learning platform to strengthen education, training and leadership development.

1.1.3.1 At least 30 new members from small islands national societies have participated in the learning platform.

2012 25 15 20 133% 30 33 110%

of 34

Business Line 1 – indicator explanations

1.1.1.1 The regional office supported the Fiji Red Cross presentation on “Displacement: the need for inclusivity” for the Pacific Disaster Risk Management Platform in July. Two leaders (Fiji and Kiribati) were supported to attend the Asia Pacific Leaders’ Induction course in the same month. Solomon Islands, Samoa and Kiribati, were supported to attend the Asia Pacific Fundraising Network meeting in the Philippines. Five national societies were supported to participate in a climate change training of trainers’ workshop in August. Twelve Pacific national societies were supported to prepare from a policy perspective for the IFRC General Assembly and the Movement’s Council of Delegates held in Sydney in November. During the statutory meetings Pacific national societies delivered policy statements on working with Persons with Disabilities, Disaster Risk Reduction and Disaster Law, Enhancing Community Resilience, Addressing the Humanitarian Impact of External Shocks on Migration, Ensuring Safer Access and Working towards the elimination of nuclear weapons. 1.1.2.1a In the interest of establishing an indicator that can be clearly measured, the former indicator 11.2.1 has been split into two separate indicators. An actual figure for the formerly combined elements was difficult to measure. This indicator 11.2.1.a measures the uploads of key documents. The calculation of the actual figures of this indicator is complicated, in the sense that it measures whether the national society has uploaded at some point in 2013, their annual report which discusses the events of the 2012 calendar year and the strategic plan which envisages the events of the 2014 calendar year. It has proved difficult to verify whether the uploads occurred in Q1-2 or Q3-4 of 2013. The figures provided for earlier DORs do not appear consistent with this calculation method and should therefore be recalculated on the basis outlined here. Seven Pacific national societies have uploaded (by December 2013) both their annual report for the 2012 calendar year and the strategic plan for the 2014 calendar year, namely: Australian RC, Fiji RC, Micronesia RC, New Zealand RC, PNG RC, Samoa RC and Vanuatu RC. The annual target was exceeded in large part because the regional office pursued compliance of uploads to FDRS by national societies as a high priority in 2013. 1.1.2.1.b As reported above, the former indicator 1.2.1 has been split into two separate indicators. This indicator 11.2.1.b measures the contribution (upload) of other key information. The calculation of this indicator is complicated, in the sense that it measures whether the national society has uploaded at some point in 2013, the statistical information which represents the events of the 2012 calendar year. The "contribution of other key information" has been equated to the Pacific national society having uploaded entries against the 10 key proxy indicators required on FDRS. The figures provided for earlier DORs do not appear consistent with this calculation method and should therefore be recalculated on the basis outlined here. Six Pacific national societies have uploaded (by December 2013) entries against all 10 key proxy indicators for the 2012 calendar year: Fiji RC, Kiribati RC, Micronesia RC, Palau RC, Samoa RC and Vanuatu RC. Six Pacific national societies have uploaded (by December 2013) entries against at least 5 of the 10 key proxy indicators for the 2012 calendar year: Australia RC, Cook Islands RC, New Zealand RC, PNG, Solomon Islands RC and Tonga RC. The annual target was exceeded in large part because the regional office pursued compliance of uploads to FDRS by national societies as a high priority in 2013. 1.1.2.2 The Organizational Capacity Assessment and Certification (OCAC) process is part of the IFRC’s comprehensive performance development framework, “building strong national societies”. The process assists national societies to identify the organization’s potential for further growth and development based on a broad diagnosis of its organizational strengths and weaknesses. The process is comprised of two distinct assessments, one self-assessment, the other a peer-review, each time followed by a comprehensive set of organizational development interventions that are tailor-made to address specific capacity deficits that were identified during the assessments. Fiji RC undertook the first Pacific OCAC process in 2012. Papua New Guinea (PNG) RC undertook the process in September 2013. The results are now guiding both national societies’ development priorities. 1.1.3.1 The learning platform is website maintained by the IFRC and sponsored by the Monaco RC, Swedish RC, Canadian RC and French RC. It requires registration for use and offers a range of RCRC Movement related content and training. Volunteers, staff, members and partners of national societies — as well as staff of the

of 34

IFRC, ICRC and the general public — are all encouraged to use the materials as extensively as possible. It is accessed via: http://www.ifrc.org/en/get-involved/learning-education-training/learning-platform1/. To calculate the number of new members from small island Pacific national societies who have participated in the learning platform, the raw user information sourced from IFRC Human Resources Department, Geneva was filtered according to the following criteria:

a new member has been defined as an individual user who's earliest listed "Training Record Registration Date" falls in the relevant period.

the raw user information sourced from IFRC Human Resources Department must allocate the new member to one of the Pacific national societies which are serviced by the regional office, but not including Australian or New Zealand Red Cross - i.e. Cook Islands; Fiji; Kiribati; Micronesia; Palau; PNG; RMI; Samoa; Solomon Islands; Tonga; Tuvalu; Vanuatu.

According to this calculation method, the numbers of new members from small island Pacific national societies who have participated in the learning platform are: 13 for 2013 Q1-2; 20 for 2013 Q3-4; 33 for 2013. As of 13 January 2014, the running totals of new members since 2009 are: 1,584 for the Pacific national societies (including those in the formation phase) which are serviced by the regional office and 100 for small island Pacific national societies (15 for Cook Islands RC, 44 for Fiji RC, 1 for Kiribati RC, 9 for Micronesia RC, 0 for Palau RC, 10 for PNG RC, 0 for Republic of Marshall Islands (RMI) – in early formation phase, 4 for Samoa RC, 0 for Solomon Islands RC, 5 for Tonga RC, 4 for Tuvalu RC – in formation phase, 8 for Vanuatu RC, 171 for New Zealand RC, 1,313 for Australian RC). Additional to these totals, there was also one new member allocated to Nauru in 2013 Q1. The running totals above include 24 members who are or have been staff of the regional office who have participated in the learning platform at some point since 2009. The figures cited in previous DORs and Annual Reports are significantly higher than that calculated above. Unless the former method of calculation can be substantiated, then the figures provided for earlier DORs and Annual Reports should therefore be recalculated on the basis outlined here.

BUSINESS LINE 2 – “To grow Red Cross Red Crescent services for vulnerable people”

Indicators (Examples)



Year to Date

Actual

Year to Date % of


Business Line 2: To grow Red Cross Red Crescent services for vulnerable people.

Outcome 1: Pacific national societies deliver better quality assistance to disaster and crisis-affected communities.

Output 1.1: Pacific national societies’ capacities in preparedness and response are increased including their ability to respond to needs during emergencies.

2.1.1.1 4 national societies have received support to build up their staff/volunteers capacities to respond to an emergency.

2012 7 1 6 600% 4 9 225%

2.1.1.2 4 national societies have prepositioned standard emergency items as a cyclone preparedness measure.

2012 6 2 3 150% 4 3 75%

http://www.ifrc.org/en/get-involved/learning-education-training/learning-platform1/

of 34




Year to Date

Actual

Year to Date % of


2.1.1.3 All national societies that requested assistance for emergency response have been supported.

2012 5 0 4 400% 51 9 180%

Output 1.2: Protocols, operating procedures and systems are in place for effective response and coordination of regional and national assistance in the event of a major disaster or crisis.

2.1.2.1 2 national societies have improved their emergency response mechanisms and documented it.

2012 8 1 4 400% 2 6 300%

2.1.2.2 Emergency response agreements among partners to support logistics during emergency response and logistics capacity building.

none none 1 1 100% 1 1 100%

2.1.2.3 Regional disaster response team training course has been reviewed and improved.

none none 1 1 100% 1 1 100%

2.1.2.4 The response and coordination of shelter preparedness mechanisms are improved in the region with the support from IFRC as cluster convener.

none none 1 3 300% 1 3 300%


2.1.1.1 The regional office has supported the following emergency response capacity building of national societies staff/volunteers in Q3-4:

Papua New Guinea (PNG) RC – ERT training – July 2013

Kiribati RC– ERT training of Trainer – August 2013

Samoa RC– Disaster Management Officer in-country coaching September 2013

Palau RC - Disaster Management Officer in-country coaching –quick training in logistic, emergency shelter, assessment and distribution for staff/volunteers, during response - November 2013

The emergency response in the Republic of Marshall Islands (RMI) has built the capacity of 2 in-country operation staff and community volunteers (throughout all the period). The RMI national volunteers group is in the early phase of national society formation – April 2013 and ongoing in Q3-4

Tonga RC used the Emergency Response Team manual, developed by the regional office, to roll out their own adapted ERT training – November/December 2013

Indicator variance explanation: This target has been exceeded because the regional office disaster management team has strengthened their own capacities in training, coaching and mentoring delivery.

1 A target of 5 has been set for 2013 using the 2012 actual figure as a baseline, however the target is largely speculative

because the number of disaster responses supported depends on the number of disasters which strike in any given period (which is inherently variable).

of 34

Subsequently, national societies are feeling more confident to request support from the regional office. 2.1.1.2 The regional office has supported the following emergency prepositioning in Q3-4:

PNG RC – Full replenishment

Samoa RC – Technical support for replenishment (funded by Australian RC and New Zealand RC)

Tuvalu RC – Fully supported stock maintenance Indicator variance explanation: This target has not been met because the regional office had planned to support Palau RC and Micronesia RC, however, the impact of Tropical Cyclone Haiyan (category 5) on Palau diverted the focus to response. The replenishment process will be going on in the first quarter of 2014. 2.1.1.3 The following national societies who requested assistance for emergency response have been supported in Q3-4:

The regional office has continued to support the drought response in RMI. The Emergency Appeal launched in June 2013 for this drought operation was only partially funded (46 per cent). The regional office has used existing funding mechanisms, as well as a partnership with Secretariat of the Pacific Community (SPC)/Applied Geoscience and Technology Division of SPC (SOPAC) for in-kind water catchment materials, to support this operation. The ECHO response project started in August 2013 with the set-up of a team in-country. This operation is being planned to continue until March 2014.

When TC Haiyan impacted Palau islands on 6 November, the regional office organized a team made up of a disaster management delegate and IFRC representative to the North Pacific); as well as Micronesia RC Disaster Management Officer and Micronesia-based Australian Volunteer for International Development (AVID) volunteer in Koror. The team conducted a joint training in Palau and have been supporting Palau RC response in the first few weeks of the response.

Kiribati has been affected by dry spell situation over the last few years. The situation has worsened in the last half of 2013. The regional office has been supporting Kiribati RC in planning their awareness activities and coordinating with their government. This support is still ongoing and will be a long term support.

In December 2013, the regional office supported Cook Islands RC to monitor and plan for the dry spell situation in the Northern islands. In the same month, Solomon Islands RC was supported in its response to floods and a ferry-sinking disaster.

Indicator variance explanation: In previous DOPs and DORs, a target has not been set for this indicator. For the sake of consistency with the methodology of a monitoring system which asks for targets so that actual figures can then be measured against that target, we have included an annual target for 2013 in this DOR. As mentioned in footnote, a target of 5 has been set for 2013 using the 2012 actual figure as a baseline, however the target is largely speculative because the number of disaster responses supported depends on the number of disasters which strike in any given period (which is inherently variable). This inherent variability helps explain why the target has been exceeded. 2.1.2.1 IFRC has supported the following national societies in reviewing their disaster management plans (DM plans) and Standard Operating Procedures (SOPs) in Q3-4:

Kiribati RC – table top exercise (disaster scenario simulation) – August 2013

Solomon Islands RC - table top exercise – November 2013

Palau RC – Detailed comments on DM plan and SOPs – December 2013

Vanuatu RC - Detailed comments on DM plan and SOPs – started September 2013 and is ongoing.

As a side note, the drought response operation in RMI has raised the Red Cross profile in the country. RMI parliament enacted the Red Cross Act in November 2013. Indicator variance explanation: Review of procedures in Pacific national societies has been slow in previous years. That is why the target was set low for 2013. It seems that with the continuous and sustainable technical support from the regional office, the national societies have been working more quickly on this process in 2013 and so the target has been exceeded. 2.1.2.2 This indicator relates to reaching agreement among emergency response partners. The indicator relates to

of 34

developing a better understanding between partners about who is to do what and where and when.

On 18-19 October 2013 in Nadi, Fiji, 20 representatives from 9 Pacific national societies and the regional office participated in a joint tabletop exercise. The exercise was held to test/operationalize the international disaster response coordination mechanisms in the Pacific in accordance with the Asia Pacific Zone Disaster Response and Early Recovery Standard Operating Procedures (SOPs) and relevant Red Cross and Red Crescent disaster response policies and guidelines. In addition, the exercise was designed to also raise awareness about preparedness measures to be taken prior to the onset of the 2013/14 tropical cyclone season. This exercise allowed a better understanding of all Movement partners’ role and responsibilities during response as well as to set a list of actions to improve coordination and response support in the Pacific.

2.1.2.3 The regional disaster response team (RDRT) system has not been compatible with the Pacific context. The regional office has decided to, instead, use the peer-exchange system to allow Pacific national societies to support each other in capacity building and response.

In 2013 Q3-4, the Micronesia RC Disaster Management Officer participated in peer-exchange to reinforce the IFRC and Palau RC team during TC Haiyan response in Palau.

2.1.2.4 The indicator, as it features in this DOR is not workable in terms of setting a target and recording an actual in its current form, and so it has been revised and reworded for the purposes of the DOP 2014. Having said that, for the purposes of calculating actual figures for this DOR, we have counted events that suggest that the regional office’s shelter cluster role is improving its response and coordination of shelter preparedness mechanisms:

The shelter cluster support delivered for the TC Evan response in Fiji has resulted in a review of the operation. This has given clear guidelines to the Fiji shelter cluster system on ways to move forward. In December 2013, the Government of Fiji has reactivated the national cluster system for the 2013/2014 cyclone season.

Following the shelter cluster support to Fiji, the Fiji Government made a request to IFRC to procure 1,000 tarpaulins and 500 shelter tool kits to be prepositioned in government warehouses.

During the Pacific Humanitarian Team meeting in October, IFRC supported discussions on updating the shelter cluster plan of action.

of 34

BUSINESS LINE 3 – “To strengthen the Red Cross Red Crescent contribution to development”




Year to Date

Actual

Year to Date % of


Business Line 3: To strengthen the Red Cross Red Crescent contribution to development.

Outcome 1: Pacific national societies scale up their efforts to build community safety and resilience utilizing their grass root branch and volunteer networks.

Output 1.1: More tailored, integrated and consistent accompaniment to national society self-development.

3.1.1.1 2 national societies have completed the revision of their statutes/constitution - Cooks, Micronesia, Samoa, Tonga or Palau.

2012 3 1 4 400% 2 5 250%

3.1.1.2 2 national societies have completed their strategic planning and/or operation planning process (Micronesia, Palau, Kiribati Samoa or Vanuatu).

2012 1 0 1 50% 2 3 150%

3.1.1.3 1 National Society (Tuvalu) recognized and has become a member of IFRC.

2012 0 0 0 0% 1 0 0%

3.1.1.4 1 National Society engaged with IFRC digital divide project.

2012 2 0 0 0% 1 1 100%

3.1.1.5 4 national societies engaged with Pacific finance development programme.

2012 4 0 0 0% 4 5 125%

Output 1.2: Enhanced strategic leadership through tailored support to both governance and management.

3.1.2.1 2 national societies engaged with Pacific Governance Enhancement Programme (PGEP).

2012 2 0 0 0% 9 0 0%

3.1.2.2 A mid-term review of PGEP completed by July 2013.

2012 0 0 1 ~100% 1 1 100%

3.1.2.3 10 national societies provided mentoring support on National Society development or received leadership development

2012 14 5 11 140% 10 11 110%

of 34




Year to Date

Actual

Year to Date % of


training.

Output 1.3: A focus on supporting national efforts to develop branch standing capabilities including volunteering and to ensure young people become more active in leading and participating in their national societies.

3.1.3.1 8 national societies are supported to review the standing capability of their branch network.

2012 3 4 3 75% 8 7 88%

3.1.3.2 7 National Societies are supported to undertake low-cost, low-tech activities.

2012 2 7 9 128% 7 9 128%

3.1.3.3 1 national society has developed or updated their volunteering policy.

2012 2 0 0 0% 1 1 100%

3.1.3.4 5 national societies are active members of the global Youth as Agents of Behavioural Change (YABC) network

none none 0 0 0% 0 0 0%

Output 1.4: National societies are better able to engage and support vulnerable communities to achieve better health practice and behavior.

3.1.4.1 2 national societies have community-based health and first aid (CBHFA) programmes supporting vulnerable communities.

2012 2 2 2 100% 2 2 100%

3.1.4.2 4 national societies are supported to implement HIV prevention programs.

2012 4 4 4 100 4 4 100%

3.1.4.3 2 national societies have non-communicable diseases and healthy lifestyle programs that are contributing to behavior change.

2012 1 2 3 150% 2 32 150%

Output 1.5: National societies are better able to engage and support communities, reducing their vulnerability to disasters and emergencies.

2 The DOR Q1-2 cites an actual achieved figure of 1 (for Tuvalu RC). Above we cite Tuvalu RC, Fiji RC and Cook Islands for

Q3-4 2013. We do not wish to double count Tuvalu RC for the year to date figure. We cite the year to date figure as 3 (i.e.

Tuvalu RC, Fiji RC and Cook Islands RC).

of 34




Year to Date

Actual

Year to Date % of


3.1.5.1 Community-based approaches are field tested (2 DRR resource intensive projects).

2012 2 2 2 100% 2 2 100%

3.1.5.2 3 initiatives relating to the roll out and fine tuning of the Pacific low-cost community-based approach are completed.

2012 3 1 3 100% 3 5 166%

3.1.5.3 15 examples of regional learning are shared to inform and influence programming of national societies.

2012 12 9 11 122% 15 17 113%

3.1.5.4 Support 3 national societies in the dissemination of community-based early warning and disease surveillance systems

none none 3 2 66% 3 2 66%

Output 1.7: National societies’ ability to implement community safety and resilience programmes is enhanced due to the regional office coordinating closer cooperation between stakeholders and agreeing common, simpler ways of working and sharing of experiences.

3.1.7.2

4 peer support exchange

between national societies

none none 2 2 100% 4 3 75%


3.1.1.1 Following Samoa RC constitution adoption in May 2013, other Pacific national societies have completed their constitutional review process in Q3-4:

Tonga RC has revised its constitution in Q4 2013 and sent the document to the Joint Statutes Commission (JSC) for review and comments in December 2013.

Micronesia RC completed its statues revision process in Q4 2013. The revised statute will be adopted in the national society’s 2014 General assembly - planned for April.

Palau RC completed its statutes revision in Q4 2013 and sent the document to the JSC for comment in December 2013.

Marshall Island Red Cross Act has been adopted in Q4 2013, a draft constitution has been developed and was sent to JSC for comment in Q4 2013.

The Cook Islands RC did not progress its statutes revision in Q3-4 2013. 3.1.1.2

With the support of the regional office in Q3-4, Vanuatu RC has finalized its 2013-2017 Strategic Plan in Q3 2013 (September).

With the support of the regional office in Q1-2 2013, Kiribati RC finalized its 2013-2017 Strategic Plan in March 2013 and Samoa RC finalized its 2013- 2016 Strategic Plan in May 2013.

Palau RC is conducting a human resources review process and, in October 2013, has initiated the process to update its Strategic Plan.

of 34

Micronesia RC will initiate its strategic planning process in May 2014. 3.1.1.3 The Tuvalu RC has not yet become a member of the IFRC. Indicator variance explanation: The annual target was not met due to unanticipated delays outside the control of the IFRC. The Red Cross Act was passed by the parliament of Tuvalu in December 2013. The passing of this Act took longer than what was anticipated (at the time of setting the indicator target for 2013) because of a constitutional crisis in Tuvalu. Tuvalu RC is expecting its audit to be completed by March 2014. A joint assessment mission of the IFRC and ICRC will be conducted after the audit as part of the process to recognise Tuvalu as a member of the IFRC. The RMI parliament enacted the Red Cross Act in November 2013 marking the birth of a new National Society. With support from the IFRC a draft constitution has been developed and submitted to JSC for review and comment. 3.1.1.4 This indicator target was met in Q1-2 2013 when PNG RC received the hardware relating to the Digital Divide Project [Initiative] and received ongoing in-country technical support under this global initiative. The Q3-4 2013 activities were delayed because of visa delays for the specialist recruited to support the work. 3.1.1.5 In 2011 the regional office, with the support of Australian RC, established a finance development programme which in this first phase focused on: ensuring national societies have appropriate financial policies and procedures, upgrading budgeting and financial reporting skills, establishing computerized financial systems (MYOB) and supporting the preparation of accounts for financial audits. One of the important milestones included the Samoa RC and Solomon Islands RC completing a long-outstanding audit process. This required significant efforts in forensic work to recreate the accounts. During the 2013 Q1-2, country support missions were undertaken to support:

o Samoa RC o Kiribati RC o Tuvalu RC o Vanuatu RC o Solomon Islands RC: surge finance capacity was provided to the Solomon Islands RC following the

earthquake and subsequent emergency tsunami operation in February 2013 (The DOR Q1-2 should have recorded 5 as the actual figure)

Unfortunately, due to funding constraints, the finance development programme was suspended in July 2013. The IFRC is working closely with partners to identify resources for continuation of the programme. Despite lack of specific funding for the programme in Q3-4 2013, the 5 national societies continued their finance work using tools such as MYOB which were established in Q1-2. In Q3-4 2013, the regional office provides some minimal guidance to requests from some Pacific national societies. 31.2.1 The Pacific Governance Enhancement Programme (PGEP), established in 2010, has provided governance advice to over 50 Pacific Red Cross leaders. Vanuatu RC, Australian RC, Kiribati RC, Samoa RC and Cook Islands RC benefited from the programme’s “governance conversations” before 2013. There were no governance conversations in 2013 under the PGEP, however, nine national societies contributed to the programme review process. Five governance conversations are planned for 2014. Indicator variance explanation: The annual target was not met because PGEP review was in progress throughout 2013. Completion of the review and restart of PGEP governance conversations took longer than anticipated. 3.1.2.2 The Pacific Governance Enhancement Programme (PGEP) was launched in 2010. The objective of the programme is to “support Pacific National Societies in assessing their governance strength and weaknesses, identifying gaps, and providing support to further enhance and establish a good governance culture which ensures national societies reach the most vulnerable people of their countries”. A permanent Working Group (WG) established to oversee and guide implementation with IFRC secretariat technical and administrative support. A formative review of the Programme completed in September 2013, recommended that the PGEP continue with some fine tuning. The WG met in Sydney in November 2013 to discuss the review and plans for 2014. At the Pacific Leadership meeting all twelve presidents present endorsed the continuation of the programme.

of 34

3.1.2.3 An induction was conducted at the IFRC Asia Pacific Zone Office in Q3-4 2013 (July) for the:

Fiji RC Director General

Kiribati RC President The regional office and zone office provided support in Q3-4 2013 (July) to leaders from the following national societies to participate in the Asia Pacific Fundraisers Network :

Kiribati RC

Solomon Islands RC

Vanuatu RC The regional office and zone office provided support in Q3-4 2013 (August) to senior managers from the following national societies to participate in the Climate Change Adaptation training of trainers workshop in Bangkok: Cook Islands RC, Fiji RC, Tuvalu RC, Solomon Islands RC, Kiribati RC, and New Zealand RC. The regional office and zone office provided support in Q3-4 2013 (October) to Fiji Red Cross to participate in the NCDs Conference in Sri Lanka. Eleven leaders participated in the Pacific Leadership Meeting which took place in November 2013. 3.1.3.1 The regional office supported Kiribati RC, Tonga RC, Fiji RC and Tuvalu RC in reviewing their standing capabilities of their branch network through country support mission during Q1-2 2013. The regional office supported the following national societies to review the standing capacity of their branch network in Q3-4 2013:

Fiji RC: Branch President’s Conference December 2013 where branch leadership reviewed their branches’ capacity and made plans for 2014 (counted Q1-2).

Kiribati RC: Supported in July 2013 to plan the establishment of their first branch outside the capital (counted Q1-2).

Micronesia RC: In Q1-2 the regional office supported a workshop with Governing Board members, volunteers, senior management to assess the organizational and branch capacity of the organization and to identify priorities for the way forward. In Q3-4 the regional office provided ongoing distance support for this process to continue.

Palau RC: Currently no branches in Palau RC. The regional office and zone office conducted a country support mission in October 2013 to support on a range of critical organizational issues which need to be resolved before branches are established.

Solomon Islands RC: In collaboration with French Red Cross, IFRC supported a branch development and Community Based Disaster Risk Reduction (CB DRR) visit to Renbell Provincial Branch (one of the five Solomon Islands RC branches) in August 2013. The Solomon Islands RC expressed great interest in the low-cost low-tech approach as part of an overall package to strengthen the branch network in the Solomon Islands.

Tonga RC: In Q3-4 the focus of regional office distance support has been to continue progress made after country support mission in February 2013 (counted Q1-2).

Tuvalu RC: In Q3-4 the focus of regional office’s distance support to Tuvalu RC has been on progressing the organization’s recognition process and the development of its seven outer island branches and its branch on Funafuti (counted Q1-2).

3.1.3.2 IFRC has provided in-country support missions and/or distance support to the national societies listed below in Q3-4 2013 to continue the momentum of the roll out of low-cost, low-tech approaches to community-based health and disaster risk reduction.

Fiji RC: regular advice on the roll out of the Fiji RC reform process including branch revitalisation and low-cost CB DRR activities, facilitation of national and local branch workshops focused on the implementation of the reforms including low-cost CB DRR, assisting with the planning and implementation of more intensive CB DRR activities in 10 pilot sites, developing a proposal submitted to Applied Geoscience and Technical Division of the Secretariat of the Pacific Community (SOPAC) to fund the development of low cost early warning systems in six communities.

Kiribati RC: Kiribati RC is only currently active on the main island of Tarawa (Gilbert Islands). The national office organizes dramas and travelling roadshows to communities for HIV awareness raising. The low-cost approach was introduced to Kiribati RC during the strategic planning process which was supported by the regional office in early 2013. As part of this planning process, Kiribati RC reaffirmed its interest in extending its services beyond Tarawa. Despite the daunting logistical challenges, the National Society hopes to extend its activities to the other island groups (Phoenix and Line islands)

of 34

over the next five to 10 years. As part of this ambition, Kiribati RC requested support from the regional office to undertake an exploratory visit to Kiritimati Island in the Line Islands, 3,300 kilometres from Tarawa (by way of comparison, there are 3450 kilometres between Madrid and Moscow). The objective of the visit, which took place in July 2013, was to explore the potential for the establishment of a branch in Kiritimati. During the visit the president and secretary general of the Kiribati RC met with local chiefs and government representatives to introduce the Red Cross and the branch concept. A first aid course was organized to demonstrate one of the Red Cross’ core programme.

Micronesia RC: IFRC been supporting the NS to finalise the revision of its constitution and to plan for its first general assembly since 2001. Three branch officer positions are supported. The regional office conducted a country support mission in June 2013. With the establishment of a sub-regional office in the northern Pacific, IFRC is now better placed to provide more regular support.

PNG RC: since April 2013 the regional office has supported: leadership and community programming training for 11 branches (March/April), national PHAST and CB DRR training for 12 branches (June); Inter-agency Emergency Response Team training, Oro Province (June/July), design and establishment of two community-based low-cost low tech DRR pilot projects, coaching PNG RC national programmes manager on DRR programming, advice to the leadership on governance and management issues.

Samoa RC: In September 2013, IFRC supported Samoa RC’s disaster management plan review which involved 35 participants. In Savaii branch, IFRC supported a workshop focused on the awareness raising of the Samoa RC national disaster management plan and development of locally adapted standard operating procedures for response, with a focus on cyclone and tsunami hazards.

Tonga RC: regional office supported the revision of the Tonga RC constitution. The regional office also supported the Tonga Red Cross to review its disaster management plan and to update its standard operating procedures for response. This national level work led to the review of the Ha’apai branch disaster management plan and the training of community emergency responders. In December 2013, some of these volunteer responders were involved in awareness raising in communities around water consumption during the dry spell as well as preparedness discussions with local government, focused on an analysis of the seasonal rainfall outlook.

Tuvalu RC: Supported by the IFRC basic first aid is being used by the National Society as an entry point to establish a sustainable branch and volunteer network on the eight outer islands.

Solomon Islands RC: During the August 2013 country support mission, Renbell branch committed to organizing the community-based activities such as: school dissemination including earthquake preparedness, first aid and hygiene promotion, healthy food competition, visiting vulnerable households (elderly and other vulnerable groups) and supporting small maintenance tasks, organizing a clean-up day in the village, and recruiting more volunteers.

Cook Islands RC, Fiji RC, Kiribati RC, Tonga RC and Tuvalu RC were also counted for DOR 2013 Q1-2. For the purposes of the 2013 year to date figure we will not double count these national societies. The regional office has plans to continue this process in 2014. This includes a plan to invite Fiji Red Cross to support the roll-out in at least one other national society. The French RC is also supportive of the low-cost, low- tech approach and has requested the IFRC to support rollout workshops in Vanuatu. Vanuatu RC and French RC have confirmed that the regional office should conduct this mission in April 2014. Indicator variance explanation: The target was exceeded because the regional office pursued this approach as priority for the Pacific region. 3.1.3.3 With the support of the IFRC, Micronesia RC updated its volunteer policy in Q1-2 2013. The updated policy covers the branch structure which will enable the Micronesia RC to attract more volunteers for the branches at community level. This will ensure improved engagement and service delivery at community level. 3.1.3.4 Indicator variance explanation: This indicator features in the regional office DOP 2013, however, the regional office is not resourced to support Pacific national society participation in the Youth as Agents of Behavioural global network. Due to limited resources, the regional office has not monitored Pacific national society participation in 2013. 3.1.4.1 In Q3-4 2013, community-based health and first aid programmes supported communities in the following national societies:

First aid training was conducted by Tuvalu RC as an entry point for community-based health and with a view to eventually broaden into other aspects of community resilience. Sites of training were on

of 34

Funafuti (main island) and two outer islands (Nui - 2 sessions; and Nanumea - 2 sessions). Attendees were branch members and volunteers, youth and teachers of Vaipuna Primary school on Nui Island. There was appreciation from the communities of the value of gaining skills in first aid considering their isolation from formal health services.

Fiji RC, with the assistance of Australian RC, is implementing community-based health and first aid by developing work plans and by building the capacity of their staff in Q3-4 2013. The development of the work plans was informed by the community assessments and first aid training, which was delivered to communities in Q1-2 2013. The regional office supported capacity building of staff at Fiji RC by supporting a Fiji RC manager to attend the IFRC Asia Pacific Zone workshop on non-communicable diseases in October 2013. The regional office also delivered a planning, monitoring, evaluation and reporting training workshop for Fiji RC programme staff in November 2013.

The DOR Q1-2 cites an actual achieved figure of 1 (for Tuvalu RC). Above we cite Tuvalu RC and Fiji RC for Q3-4 2013. We do not wish to double count Tuvalu RC for the year to date figure. We cite the year to date figure as 2 (i.e. Tuvalu RC and Fiji RC). 3.1.4.2 In Q3-4 2013, the regional office continued its support to the 4 national societies which it supported in Q1-2 2013. This support is part of The Global Fund Round 7. The regional office coordinated, shared technical information and sourced additional funding for the 4 national societies to support their implementation of HIV and sexually transmitted infections (STI) prevention programs, including safe blood donation. Red Cross volunteers performed dramas, road shows, and used mass media and workshops to reach the communities. Youth, sex workers and the general public were targeted. The number of people reached, condoms distributed, and units of blood collected from voluntary unpaid donors were collected as indicators. The regional office also encouraged an integrated community health approach with first aid, HIV/AIDS, safe blood, non-communicable diseases, healthy living, covered in appropriate sections of national society engagements with the communities. The 4 national societies are: Cook Islands RC, Kiribati RC, Micronesia RC and Samoa RC. The regional office plans to continue to support the activities of the 4 national societies for the next 18 months. 3.1.4.3 In Q3-4 2013, non-communicable diseases (NCDs) and healthy lifestyle programmes are in place and active in the following national societies:

Tuvalu RC is continuing with healthy lifestyle, physical activity programs. Zumba exercising was introduced to youth on Nanumea Island. Measurement of behaviour change is not yet done as the project is still in at an early stage.

Fiji RC is continuing with healthy lifestyle and physical activity programmes. Measurement of behaviour change has not yet been done as the project is still in at an early stage. Fiji RC with support from Australia RC is promoting community-based health and awareness regarding NCDs as priority areas. The regional office also supported capacity building at Fiji RC by supporting a Fiji RC manager to attend the IFRC Asia Pacific Zone workshop on non-communicable diseases. The regional office also delivered a planning, monitoring, evaluation and reporting training workshop for Fiji RC programme staff.

Cook Islands RC is conducting a NCDs programme supported by Australian RC. The DOR Q1-2 cites an actual achieved figure of 1 (for Tuvalu RC). Above we cite Tuvalu RC, Fiji RC and Cook Islands for Q3-4 2013. We do not wish to double count Tuvalu RC for the year to date figure. We cite the year to date figure as 3 (i.e. Tuvalu RC, Fiji RC and Cook Islands RC). The regional office is considering plans with Australian RC to assist a number of additional Pacific national societies to roll out more healthy lifestyle activities (e.g. physical exercise, nutrition, quitting smoking and reducing alcohol consumption) in 2014 by employing the new IFRC NCDs modules. Indicator variance explanation: The Q3-4 target was exceeded because the Australian RC assistance programme for Fiji RC and Cook Islands RC started in the period. We did not factor this development into the indicator target because we were not aware of the plans at the time of writing the DOP 2013. 3.1.5.1 In Q3-4 2013, the regional office supported field testing of community-based approaches that are disaster risk reduction intensive projects:

Fiji RC: building on the support by the regional office provided under the ECHO’s “building safer, more resilient communities” action, Fiji RC has secured additional funding from the Asia Foundation Pacific program to support low-cost low-tech Early Warning Systems (EWSs) in six pilot communities in the Northern Division. See 3.1.5.4.

of 34

PNG RC: following the Participatory Hygiene and Sanitation Transformation (PHAST) training and Community Resilience Participatory Approach (CRPA) training in Q1-2 2013, two provincial branches rolled out activities in four target communities.

3.1.5.2 The regional office considers that an initiative is “complete” when the introductory discussion with the Pacific national society about the integration or adaptation of low-cost community-based approach has occurred. Please note that, beyond completion of the initiative, ongoing support in successive periods is vital to sustain the approach over the long term. Based on this methodology, the initiative was completed in the following instances:

Tuvalu RC: The initiative was completed during a country support mission in Q3-4 2012 (October) where the discussion was undertaken with the governance, senior management and volunteers. Distance support was provided in Q3-4 2013 to support the sustainability of the approach.

Fiji RC: the initiative was completed in Q3-4 2012 (December). In Q3-4, ongoing support included support for a Branch President’s meeting that was conducted in December 2013 in which each branch developed a plan of action to implement low cost, low tech community based activities for 2014.

Tonga RC: the initiative was completed in Q1-2 2013 in a country support mission. Distance support was provided in Q3-4 2013 to ensure the sustainability of the approach.

Micronesia RC: the initiative was completed in Q1-2 2013 in a country support mission (June). Distance support is required in coming periods.

Solomon Islands RC: The initiative was completed in Q3-4 2013 in a country support mission (August) which focused on Renbell branch and went on to discuss the approach with all Solomon Island RC branches.

The initiative is underway (but not complete) in: Kiribati RC, PNG RC and Samoa RC. Initiative being considered in: Cook Islands RC, Palau RC and Vanuatu RC. 3.1.5.3 Regional learning shared in Q3-4 as follows:

Table top exercise in Nadi in October 2013.

Peer exchange Micronesia RC Disaster Management Officer during TC Haiyan response in Palau in November 2013.

All secretaries general and one governing board member from each Pacific national society engaged in learning during Pacific Leadership Meetings in November 2013.

A Pacific Collaboration Working Group comprising six Pacific leaders was established in November 2013. The main objective of the group is to support learning between national societies in volunteering development, financial management and resource mobilization.

Pacific Governance Enhancement Programme mid-term review finalized and disseminated in October 2013. Notes also the review and update of Pacific Governance Enhancement Programme facilitators terms of reference, key performance indicators, brochure, Working Group terms of reference.

Saving Lives, Changing Minds: external edition #6 disseminated October 2013

Saving Lives, Changing Minds: internal edition #36 disseminated October 2013

Saving Lives, Changing Minds: internal edition #37 disseminated December 2013

The regional office facilitates sharing of half yearly reports among the 4 national societies (Cook Islands RC, Kiribati RC, Micronesia RC and Samoa RC) who participate in The Global Fund Round 7 programme (HIV/STIs/Volunteer Non-Remunerated Blood Donor).

The regional office facilitates sharing of regular community based disaster risk reduction activity reports between two of the national societies (PNG RC and Fiji RC) who participate in Community Safety and Resilience Project.

The regional office facilitates sharing of plans of action between five climate change adaptation trainees.

Indicator variance explanation: The Q3-4 target was exceeded because the value of becoming a conduit to share lessons is developing as a recurring theme in discussions between regional office colleagues. 3.1.5.4 The regional office supported in the dissemination of community-based early warning systems in the following instances in Q3-4 2013:

Fiji RC: Building on the support by the IFRC provided under ECHO’s “building safer, more resilient communities” action, Fiji RC has secured additional funding from the Asia Foundation Pacific

of 34

programme to support low-cost low-tech early warning systems (EWSs) in six pilot communities in the Northern Division. The communities were selected because of their exposure to flash floods, king tides, storm surge, river flooding, cyclone and droughts and isolation. The EWSs are being designed, and will be put in place, in collaboration with the local Disaster Management Office and National Meteorological Service to potentially include: a community seasonal calendar board to be installed in the common meeting place; weather risk tracking board (cyclones, flooding etc.) to be installed in the common meeting place; river-level gauge to be installed on the river bank (levels to be updated on the Weather Risk Tracking Board); an integration of alarm system - using traditional Fijian “Lali” (wooden drum) and used tyre rims; concrete anchors and ropes for pre-cyclone roof tie down to be supplied with best-practice demonstrations by Fiji RC; Fiji Meteorology Office to visit and deliver workshops on interpretation of weather forecasting radio broadcasts; and disaster emergency kit (helmets, ropes etc.) supplied; and training for emergency response team members.

Solomon Islands RC: In August 2013, the regional office conducted a workshop in Renbell branch which encouraged branch volunteers to engage with communities to hold a weather week event. Weather week centers around the seasonal calendar which the community creates to outline recurring risks (e.g. cyclone period, flooding period etc.). Creation of the calendar and discussion of risks raises awareness and, so, gives early warning. This form of early warning system is an early stage compared to the systems being considered in Fiji (see above).

The regional office did not support the dissemination of community-based disease surveillance system in Q3-4 2013. A disease surveillance system should monitor the prevalence or onset of a disease and then issue warnings to the community so that preventative or mitigating action can be started. The existing systems are administered by the respective ministries of health in each country. So, presumably, a community-based disease surveillance system is one which is independent or auxiliary to the ministry of health system. To fulfil the definition of a community-based system, its administration would need to be in large part by community members (rather than the authorities). Indicator variance explanation: The Q3-4 target was not met because the target was set unrealistically high. Fiji RC is a front runner in the region of the community-based disaster risk reduction approach. In Fiji, the regional office has seen that community is really only ready to seek out options for a community based early warning system once the community has conducted their vulnerability and capacity assessments (including hazard mapping etc.). It is at this point that the community recognises the need for an early warning system for the disasters it faces. It is at this point that the community then seeks and adapts such systems. The regional office may not have fully recognised this sequence of events at the time of setting this indicator target for DOP 2013. 3.1.7.2 The regional office supported the following peer exchange in Q1-2 2013:

o Solomons Islands RC’s shelter kit trainer came to Fiji RC to facilitate shelter training to Fiji RC volunteers and government officials for TC Evan January 2013.

o Fiji RC logistics officer went to Solomon Islands for earthquake and tsunami response in April 2013. o Kiribati RC’s disaster management officer participated in the RMI drought response in May 2013. o Fiji RC’s disaster management office co-facilitated the Participatory Health and Sanitation

Transformation training in Western Highlands Province Branch in PNG RC in June 2013. The regional office supported the following peer exchange in Q3-4 2013:

Micronesia RC’s disaster management officer during TC Haiyan response in Palau in November 2013. Indicator variance explanation: The annual target was not met because the process to identify and settle the skill sets in demand and skills sets available (to match that demand) has taken longer than anticipated at the time of setting the indicator target for DOP 2013. It depends on opportunities and willingness.

of 34

BUSINESS LINE 4 – “To heighten Red Cross Red Crescent influence and support for our work”




Year to Date

Actual

Year to Date % of


Business Line 4: To heighten Red Cross Red Crescent influence and support for our work.

Outcome 1: IFRC and national societies are respected and recognized as neutral, impartial humanitarian actors; and have a distinctive, authoritative and consistent voice which influences and improves policy and legislation affecting vulnerability.

Output 1.1: Pacific national societies are better engaged with their government.

4.1.1.1 The Red Cross auxiliary status is better understood, further defined and operationalized within the current legal framework of relevant countries.

2012 13 7 7 100% 14 14 100%

4.1.1.2 At least 1 country has updated the legal framework around the auxiliary status.

2012 0 1 2 200% 1 2 200%

Output 1.2: National societies have utilized their enhanced advocacy skills and Pacific-tailored advocacy and communication tools and materials to influence decision makers and opinion leaders about the needs of vulnerable people at local, national and regional level.

4.1.2.1 1 Pacific humanitarian diplomacy position papers on key topics.

2012 0 0 2 ~200% 1 3 300%

4.1.2.2 A Pacific humanitarian diplomacy/advocacy manual is finalized for distribution.

none none 1 1 100% 1 1 100%

4.1.2.3 15 examples of Red Cross humanitarian diplomacy contributing to changing decision making with regards to vulnerable groups.

2012 16 7 5 71% 15 16 107%

4.1.2.4 The Saving Lives Changing Minds newsletter published every two months including two newsletters for an external audience.

2012 11 3 3 100% 7 7 100%

4.1.2.5 2 demonstrated cases of more responsible resourcing of Pacific Red Cross activities as a result of advocacy to donors and other partners.

2012 2 0 0 0% 2 2 100%

of 34




Year to Date

Actual

Year to Date % of


Output 1.3: International disaster response and disaster risk reduction legislative advocacy contribute to IFRC becoming increasingly influential within regional and national policy and opinion-making forums.

4.1.3.1 1 country-level technical assistance project is completed.

2012 1 0 0 0% 1 1 100%

4.1.3.2 1 country has received ad hoc advice on disaster related legal frameworks and policies from the DLP/NS.

2012 1 0 1 ~100% 1 2 200%

4.1.3.3 1 country has adopted a new, procedure, policy and/or regulation which addresses aspects of IDRL.

2012 0 1 0 0% 1 0 0%

4.1.3.4 2 national societies have increased their understanding of key IFRC messages on disaster laws.

2012 13 0 12 ~1200

% 2 12 600%

4.1.3.5 1 national society has further increased their skills in legislative advocacy in disaster law.

2012 13 0 12 ~1200

% 1 12 1200%

4.1.3.6 At least 1 national society has actually participated in legislative advocacy in disaster law

0 0 1 3 300% 1 3 300%

Output 1.4: Cooperation with external partners has contributed to complementarity of action and coordination and improved understanding about the distinctive role of the IFRC and its individual members.

4.1.4.1 At least 1 national society engage in a more strategic way with an external organization and is able to influence policy outcomes to strengthen assistance to vulnerable people.

2012 1 0 1 ~100% 1 2 200%

4.1.4.2 1 new MoU/agreement in place with regional cooperation body to enhance collaboration between IFRC and the organization to influence better outcomes for vulnerable people.

2012 1 1 0 0% 1 0 0%

of 34


4.1.1.1 This indicator is primarily targeted at governments but is also useful for all Red Cross Red Crescent partners, whether government or other inter-governmental or non-governmental international/regional/local organization. Definitions: “Better understood” means that the concept of the auxiliary role is more clearly understood and the person/group is able to articulate what it means in their own words. “Further defined” means the person/group is able to relate the “idea” of the auxiliary role back to their specific context and identify what in practice that actually means for them and the way their interact with RCRC and other actors. “Operationalized” means that once they identify the practical steps, they start implementing them. During the Climate Change Roundtable Meeting (3-5 July 2013), the Pacific Platform Disaster Risk Management Meeting (8-11 July 2013) and the Pacific Humanitarian Team meeting (21-25 October 2013), Red Cross dissemination sessions were conducted with the governments of:

Fiji

Kiribati

Tonga

Tuvalu

Samoa

Vanuatu

Solomon Islands During the course of the year the IFRC was able to discuss elements of the auxiliary role with government counterparts and then link them back to their respective national societies for further discussion and action. 4.1.1.2 Updated legal framework re auxiliary status in Q3-4:

The Red Cross Act establishing the Marshall Islands RC was passed on 6November 2013 which defines, inter alia, the auxiliary role of the Marshall Islands RC.

The Red Cross Act establishing the Tuvalu RC was passed on 20th December 2013 which defines,

inter alia, the auxiliary role of the Tuvalu RC. 4.1.2.1 The “Pacific Positions” briefing paper on Climate Change was first developed in 2012. It was then further refined and sent to all Pacific national societies and Movement partners for feedback late November 2013, together with the: Disaster Law briefing paper and the NS Auxiliary Role briefing paper. 4.1.2.2 A humanitarian diplomacy/advocacy manual was first completed in April 2012 and tested in three national societies. The feedback was then consolidated into a further draft. The humanitarian manual was further refined and a draft humanitarian diplomacy package including templates and checklists was developed in 2013 and tested with all Pacific national societies and Movement partners in November 2013. 4.1.2.3 The regional office has undertaken humanitarian diplomacy on a number of themes (Climate Change, Disaster Risk Management, Protecting Humanitarian Space, Cluster Coordination, Public-Health Challenges, Auxiliary Role of NS, IDRL, Volunteer and Youth Promotion) over the last six months through the following events:

As members of the Pacific Humanitarian Team Strategic Advisory Group.

As members of the Pacific Platform Disaster Risk Management (PPDRM) meeting and the Climate Change Roundtable.

As sub-recipients of the Global Fund for HIV

As participants in the consultations on the new Pacific Strategy for Climate and Disaster Resilient Development

We provided input to the government of Tonga’s presentation on International Disaster Response Law (IDRL) at the Pacific Islands Legal Officers Network annual meeting.

Further discussions were held with government representatives of the Cook Islands, Kiribati, Samoa, Solomon Islands and Tonga around strengthening their disaster law frameworks.

We supported and provided technical assistance for the scoping study of the Cook Islands government into integrating Disaster Risk Reduction and Climate Change legislation.

Regular visits to diplomatic missions in Suva and other Pacific countries and meetings with regional organizations.

of 34

4.1.2.4 The Saving Lives Changing Minds publication aims to showcase national society activities, promote the sharing of information between Pacific national societies and to educate and advocate on a range of humanitarian issues of relevance to the Pacific. Due to a reduction in funding in 2013, the newsletter is only being produced every two months since April. Editions published:

Q1-2: o 28/2/2013 internal edition o 31/3/2013 internal edition o 13/5/2013 external edition o 31/5/2013 internal edition

Q3-4: o 3/10/2013 external edition o 30/10/2013 internal edition o 19/12/2013 internal edition

4.1.2.5 This target was achieved during the first half of 2013. Proposals to the EU and USAID were developed in line with the regional office’s stated strategy around supporting branch and volunteer development of Pacific National Societies. Both proposals were successful. An existing contract was renegotiated to better reflect implementation needs and context in Papua New Guinea. In regular discussions with donors and diplomatic missions in Suva and in other Pacific countries the regional office always presents lessons learned from the Red Cross around aid programming and the importance of a balance between supporting institutional building alongside programme activities and relief operations. The IFRC also advocates for more coordinated support from Movement and external funders. 4.1.3.1 A technical assistance project in the Cook Islands to develop Standard Operating Procedures and a Prime Minister’s Directive during times of disaster was completed at the end of the 2

nd quarter of 2013. Technical

assistance projects were started in Tonga (IDRL) and in the Cook Islands (CC/DRM integration) in the first half of 2013 and are likely to conclude during the first quarter of 2014. 4.1.3.2 In Q3-4:

The regional office received a request from the Tonga Solicitor General’s Office to provide input into Tonga’s presentation to Pacific Islands Legal Officers Network (PILON) on their current work with IDRL and assistance was given.

In addition, for future reference, the Tonga government has already expressed interest in securing assistance from the regional office for the next phase of IDRL work in Tonga with regard to implementing the recommendations from the current IDRL Study into some sort of operational framework such as regulations. And the regional office received a request from the Kiribati President’s Office and national society to commence discussions on an IDRL study for 2014 and dialogue has commenced with a view to a scoping assessment early in 2014. 4.1.3.3 The regional office supported the Cook Islands RC to work with the Cook Islands government in the development of standard operating procedures and a Prime Minister’s Directive directly addressing IDRL issues. Indicator variance explanation: These documents were finalized at the end of June 2013 and were expected to have been adopted but there have been some unforeseen delays in parliament. 4.1.3.4 The Kiribati RC has been in discussions with their government over the need for an IDRL study in Kiribati which has led to an approach at the PPDRM in July 2013 by the Kiribati government to the regional office for a scoping assessment into an IDRL study. All 12 Pacific national societies present at the statutory meetings in November 2013 were outspoken advocates for IDRL during the meetings, insisting that IDRL was a component of all joint Pacific Statements to highlight its relevance and importance for the Pacific region. Tonga RC and Samoa RC, which were counted for Q1-2, have not been double counted for the purpose of the year to date

of 34

figure for 2013. 4.1.3.5 Due to the IDRL study currently being undertaken (and commenced in April 2013), the Tonga RC are fast establishing themselves as the authority on disaster laws and are working closely with the Crown Law Office to provide advice and feedback into the formulating of recommendations for the study and the drafting of subsequent operational guidelines. As above, all 12 Pacific national societies present at the RCRC Statutory Meetings in November 2013 were outspoken advocates for IDRL during the meetings. This was strategic Humanitarian Diplomacy for the national societies as petitioning the IFRC General Assembly would hopefully cause funding to be allocated to areas of special interest, which would then fund programmes and opportunities for national societies to interact and work with government and provide technical assistance on special project interests. Cook Islands RC, which was counted in Q1-2, have not been double counted for the purpose of the year to date figure for 2013. 4.1.3.6 In Q3-4:

Cook Islands RC advocated to their government to undertake a scoping study to weigh the benefits of integrating Climate Change and Disaster Risk Management legislation.

Tonga RC has been advocating to their government on the need for a more cohesive and coordinated approach to response and recovery within Tonga’s domestic disaster management procedures and the need for Tonga RC to become a permanent member of the National Emergency Management Committee.

Samoa RC has also been advocating on the need for IDRL which has led to the development of TORs for an IDRL Study in December 2013 and a new partnership with the Attorney-General’s office in implementing the study which will begin in 2014.

4.1.4.1 In Q3-4:

The regional office advised Tonga RC on its participation in an Adventist Development and Relief Agency (ADRA) disaster simulation with regard to disaster management coordination and IDRL. Such simulations are particularly important to attend as they allow real-time testing of domestic processes and also allows the national society an opportunity to share their experience as first-responders and also disseminate on the auxiliary role and general coordination.

4.1.4.2 Indicator variance explanation: The finalization of this Pacific Islands Forum Secretariat (PIFS) MOU was unable to eventuate during Q3-4 2013 due to a number of logistical and technical issues. However, the text has been finalised, as have signing authorities. The signing is planned for February 2014.

of 34

BUSINESS LINE 5 – “To deepen our tradition of togetherness through joint working and accountability"

Indicators



Year to Date

Actual

Year to Date % of


Business Line 5: To deepen our tradition of togetherness through joint working and accountability.

Outcome 1: Cooperation between Movement actors results in our expanded contribution to meeting humanitarian needs in the Pacific.

Output 1.1: Regional cooperation and coordination mechanisms contribute to the quality and effectiveness of our work and the better development of national societies.

5.1.1.1 Six monthly regional coordination meetings facilitated by the Secretariat result in two joint initiatives that benefit the region as a whole.

2012 2 1 4 400% 2 4 200%

5.1.1.2 At least two country partnership meetings are conducted.

2012 2 1 0 0% 2 1 50%

5.1.1.3 2 partner regional coordination meetings are facilitated.

2012 2 1 3 100% 2 3 150%

5.1.1.4 At least two examples of the Secretariat facilitating the success of other Movement actors.

2012 1 1 3 300 % 2 5 250%

Output 1.2: Pacific national societies engage with each other developing trusting relationships, unified by the common ideals of the fundamental principles, the IFRC constitution and Strategy 2020.

5.1.2.1 At least one leadership forum per year facilitated by the Secretariat.

2012 2 1 1 100% 1 1 100%

5.1.2.2 The Pacific Governance Enhancement Programme and the Pacific Leadership Working Group has increased opportunities for member to member exchanges.

2012 2 2 2 100% 2 2 100%

5.1.2.3 National societies are actively involved in following up pledges and other commitments made at the 2011 statutory meetings

none none 12 12 100% 12 12 100%

5.1.2.4 National societies are adequately prepared for the

none none 12 12 100% 12 12 100%

of 34

Indicators



Year to Date

Actual

Year to Date % of


General Assembly and Council of Delegates in Sydney 2013

Outcome 2: A strong Pacific regional office team with continuity of knowledge, experience and service in the

region.

Output 2.1: Effective management of secretariat resources utilized in the region.

5.2.1.1

100 per cent compliance with

contract approval

procedures.

2012 none 100% 100% 100% 100% 100% 100%

5.2.1.2

We only mobilize resources

that support our strategic and

operational goals and we

reallocate existing resources

in line with our goals.

2012 100% 100% 100% 100% 100% 100% 100%

5.2.1.3

50 per cent of regional office

policies and procedures

revised and update.

2012 none 3 5 167% 5 9 180%

5.2.1.4

100 per cent compliance with

working advance procedures.

2012 none 100% 100% 100% 100% 100% 100%

5.2.1.5

Timely working advance

analysis shared with the

managers every month as

well as tailored working

advance analysis shared with

national societies on a

monthly basis.

2012 12 6 6 100% 12 12 100%

Output 2.2: All team members feel valued, are committed to continuity, strive for work life balance and healthy

living.

5.2.2.1

50 per cent of delegates

remain in their position for 3

years or more.

2012 none 4.5 2 44% 4.5 2 44%

5.2.2.2

70 per cent of staff report that

their managers provide the

necessary support and listen

to staff needs.

none none 70% 0% 0% 70% 0% 0%

of 34

Indicators



Year to Date

Actual

Year to Date % of


5.2.2.3

25 per cent staff have

received training/coaching in

one identified development

area.

2012 none 25% 11% 44% 25% 11% 44%

Output 2.3: Increased diversity within the team including more Pacific islander representation.

5.2.3.1

30 per cent of programme

staff are Pacific Islanders.

2012 none 30% 33% 111% 30% 33% 111%

Output 2.4: Compliance with IFRC operational standards, timely and quality narrative and financial reporting

and risk management in place.

5.2.4.1

100 per cent of reports are

delivered on time and in line

with quality standards.

2012 100% 100% 68% 68% 100% 75% 75%

5.2.4.2

A risk management plan is in

place and informing

management decisions.

2012 none 0 0 0% 1 0 0%

5.2.4.3

Upgrade monthly

management report package

and dashboards and ensure

timely delivery.

2012 none 0 0 80% 0 0 80%


5.1.1.1 The Pacific Collaboration Working Group comprising six NS leaders was established in Q4 by the 11 Pacific National Societies that attended the Pacific Leadership Meeting. The Working Group and met twice in Q4. The Group has initiated a number of activities of benefit to the region including:

Promoting more peer exchanges on volunteering development, financial management and resource mobilization

Developing a more coherent framework for supporting digital divide initiatives in the region Developing a strategic framework on climate change Establishing a preparatory process for the 2014 Sustainable Development of Small Islands

Development States Conference in Samoa

5.1.1.2 The preparations and hosting of the Pacific Leadership Meeting in November 2013 and the preparations for the statutory meetings were the focus of the second half of the year. Partnership discussions were held during the Pacific Leadership Meeting. 5.1.1.3 In Q4, partner coordination meetings were superseded by the Pacific Collaboration Working Group which is comprised of secretaries general and one president. Discussions will be held in 2014 to determine how best to engage with operational teams in Australian, Japanese and New Zealand Red Cross Societies.

of 34

5.1.1.4 The following examples of success of other Movement partners were facilitated by the regional office:

Support for the review of the Pacific Governance Enhancement Programme which is led by Pacific presidents.

Support to the New Zealand Red Cross-hosted Pacific Policy dialogue prior to the statutory meetings. Support to Pacific Preparations for the Australian Red Cross-hosted General Assembly and Council of

Delegates. 5.1.2.1 The Pacific Leadership Forum was held over four days in Sydney in November 2013. The decisions from that forum can be found here. 5.1.2.2 Please also refer to 3.1.2.1 and 3.1.2.2 and 5.1.2.1. 5.1.2.3 International Conference Pledges were reviewed with 12 Pacific national societies during the Pacific Leadership Forum. National societies were encouraged to follow up their pledges between now and the IFRC regional conference in China in 2014. 5.1.2.4 Twelve Pacific national societies were supported to prepare for and attend the statutory meetings in Sydney in Q4. 5.2.1.1 We maintained our 100 per cent compliance with contract approval procedures and IFRC procurement guidelines. 5.2.1.2 Resource mobilization is undertaken in line with the regional office’s long term strategy. This ensures that resources sought are in line with the direction set by the team in consultation with Pacific national societies. 5.2.1.3 Note that the IFRC has over 100 policies and procedures for its global network. However, for the purposes of this indicator, we refer to the 10 commonly used policies and procedures of the regional office. The following procedures were revised and updated in Q1-2 (not necessarily implemented yet, the figures for Q1-2 will be incorporated into the year to date figure accordingly):

Travel bookings procedure (implemented) Housing regulations (implemented) Security regulations (implemented) Motor vehicle policy (created Q1-2, not yet implemented)

The following procedures were revised and updated in Q3-4: Duty officer regulations (revised Q3-4, not yet implemented) Staff employment contracts (revised Q3-4, not yet implemented) New staff induction/briefing procedure (revised Q304, implemented Q3-4) Communications policy (created Q3-4, not yet implemented) National staff regulations (new regulations came from IFRC HQ September 2013 - not yet

implemented)) Indicator variance explanation: The annual target was exceeded because it was identified as a priority. 5.2.1.4 The regional office maintained compliance with the national society working advance procedures. 5.2.1.5 Timely working advance analysis was shared with the managers on a monthly basis. 5.2.2.1 For Q1-2, there were 2 of 9 delegates in position for more than 3 years:

Head of Regional Office: 4 years

of 34

Disaster Management Coordinator: 2.8 years Disaster Management Delegate 1 year Community Programming Unit Coordinator 1.5 years Organisational Development Delegate – .8 year Humanitarian Diplomacy (/International Disaster Response Law) Delegate – 1.3 years Regional Health Delegate - 1.5 years Regional Finance Development Delegate - 2 years - finished June 2013

For Q3-4, there were 2 of 9 delegates in position for more than 3 years: Head of Regional Office: 4.5 years Disaster Management Coordinator: 3 years Disaster Management Delegate: 1.5 years Community Programming Unit Coordinator: 2 years – ended mission in December (position

discontinued) Organisational Development Delegate – 1.3 years Humanitarian Diplomacy (/International Disaster Response Law) Delegate – 1.8 years Regional Health Delegate – 2 years - finished November 2013 (position discontinued) North Pacific Organisational Development started November 2013

5.2.2.2 Indicator variance explanation: It was envisaged at the time of setting a this indicator target for DOP 2013 that the 360 evaluation would measure this indicator (i.e. whether staff report that their managers provided necessary support and listen to staff needs). The 360 evaluation is a review proposed by IFRC HQ for which the regional office was intended as a pilot. The 360 evaluation pilot has not been launched by headquarters. In the absence of this evaluation, the regional office is not in a position to report actual figures against this indicator. 5.2.2.3 In 2013, 4 staff members were supported to undertake further studies in accounting, public health, safe access and contingency planning. Q1-2 staff is 19: of which 2 received training in Q1-2. Q3-4 staff is 18: of which 2 received training in Q3-4. 5.2.3.1 For Q1-2 2013, there were 12 programme staff of which 4 were Pacific Islanders.

o Regional HIV Programme Officer o Disaster Risk Reduction Manager o Regional Disaster Management Programme Manager o Humanitarian Diplomacy (/International Disaster Response Law) Delegate

For Q3-4 2013, there were 12 programme staff of which 4 were Pacific Islanders:

Regional HIV Programme Officer

Disaster Risk Reduction Manager

Regional Disaster Management Programme Manager

Humanitarian Diplomacy (/International Disaster Response Law) Delegate 5.2.4.1 For the purposes of this indicator, the reports are considered to be reports which are required under donor pledges. Below is an analysis of the submission of donor pledge reports.

pledge reports due pledge reports on-time pledge reports on-time

Q1 14 12 86%

Q2 15 11 73%

H1 29 23 79%

Q3 10 10 100%

Q4 9 3 33%

H2 19 13 68%

Annual 48 36 75%

Indicator variance explanation: According to this analysis, the percentage of reports submitted on time was not

of 34

met. For Q3-4 2013 was 68% (13 out of 19). Of the 6 reports which were not submitted on time, 2 were submitted by the regional office at the correct time but were delayed at a point later in the chain before reaching the donor, 3 were delayed for reasons outside the control of the regional office. The remaining 1 was a minor update. A challenge is coordination in the report drafting and review process – which requires contributions and collaboration between half a dozen individuals who at any given time may be located in Suva, on mission with a Pacific national society, in Kuala Lumpur or in Geneva. Processes are being developed to make this coordination more efficient. 5.2.4.2 No progress made. 5.2.4.3 We constantly review and upgrade our monthly management report package and dashboards to ensure that it meets management needs and address any recurring issues. Indicator variance explanation: As for timely delivery we have experienced some delays in the last period due to work load and delays in receiving the required information from our service providers.

5: Stakeholder Participation & Feedback Through regular interaction with a diverse group of regionally-based agencies and regional working groups, the IFRC is able to represent the voice of its Pacific membership, share experiences and lessons learned. At regional level, the IFRC’s Pacific regional office is part of the Pacific Disaster Risk Management Network and participates in the Pacific Humanitarian Team. As the convener of the Pacific emergency shelter cluster, the office is working with regional and national-level stakeholders on emergency shelter preparedness and response. As an accredited international organization in Fiji, IFRC regularly liaises with the Ministry of Foreign Affairs and is invited to participate in a high level dialogue on disaster risk management and public health. The regional office meets regularly with the diplomatic community in Fiji. When travelling, the head of the regional office and senior staff engage with diplomatic missions in all Pacific states. The aim of this engagement is to profile the work of the Red Cross, to advocate on humanitarian issues and to gather information about aid strategies. 6. Partnership Agreements & Other Key Actors The regional office’s presence in Fiji is based on the 1998 memorandum understanding signed between the IFRC and the Government of Fiji. This MoU explicitly recognizes the IFRC as having an “international legal personality” and grants the IFRC a legal capacity in Fiji with the privileges and immunities granted to international organizations such as the United Nations. These include immunity from jurisdiction, tax and custom exemptions, and privileges and immunities for the IFRC representatives. The Fiji Red Cross is the hosting national society for the IFRC regional office. The regional office was initially based inside Fiji Red Cross offices. After 15 years of joint presence in Suva, the regional office and Fiji Red Cross have developed very close and mutually beneficial collaboration. The two organizations collaborate regularly on national and regional activities in disaster risk management, health and humanitarian diplomacy.

The IFRC has a long standing collaboration with the Australian Red Cross in the region. In the 1980s, with the backing of the IFRC secretariat, and following an offer of funding from AusAID, the ARC established a part time “Pacific extension desk” in Melbourne with the aim of supporting National Society programming in the Pacific region. This position soon became full time and in the early 90s was moved to Sydney and became a fully-fledged IFRC delegate position. In the late 90s the IFRC office was moved to Fiji. Australian Red Cross is one of the larger financial contributors to the regional office, providing the bulk of its support to the Disaster Management and Disaster Law Programme. The regional office and the Australian Red Cross collaborate in a range of areas including humanitarian diplomacy, national society development, disaster response and of particular relevance in 2013, on the preparations for the Movement statutory meetings which took place in Sydney in November

The New Zealand Red Cross has for many years supported IFRC delegate positions in the regional office. Since 2009 we have closely collaborated on supporting Pacific National Society preparations for statutory meetings. New Zealand Red Cross was one of the initiating national societies in the Pacific Governance Enhancement Programme and in 2013 provided one of their board members on a volunteer basis to undertake the two-year review of the programme.

of 34

The Japanese Red Cross Society has been a loyal and long term supporter of IFRC’s response and development work in the Pacific region. Japanese Red Cross Society supports Pacific national societies across all programmatic areas through contributions to the regional office, keeps abreast of all important developments in the region and strives to be present at all key Pacific Red Cross events. A number of national society development and communications activities are undertaken in collaboration with the ICRC. The formation of the national society in the Marshall Islands and the recognition process for Tuvalu are activities around which the IFRC and ICRC are collaborating very closely. IFRC worked closely with ICRC on substance preparations for the 2013 statutory meetings. ICRC is also a key partner in the Pacific Governance Enhancement Programme. The Red Cross Red Crescent Climate Change Centre and the IFRC collaborated on the provision of seasonal forecasts for Pacific National Societies as well as on a range of other disaster risk reduction activities. In 2014, the regional office and Climate Change Centre will work with national societies on the development of strategic framework for climate change for the Pacific. The IFRC and the centre are currently in negotiations with SPREP in regards to a three-year project focused on improving communications between national weather and climate services and the community level in 14 Pacific countries. Since 2008, the IFRC has been actively developing its relationship with the Pacific Island Forum Secretariat. The initial entry point was IDRL advocacy but this has expanded to include a wider dialogue on the potential for IFRC to secure observer status within the forum and more recently dialogue on the forthcoming civil society advocacy capacity building programme. In 2012, the Pacific Island Forum leaders included an action on IDRL in their forum communique, which was greatly due to the advocacy efforts of the Pacific national societies in collaboration with the IFRC. The regional office has been working on developing a memorandum of understanding with the forum on the operationalization of the IDRL communiqué decision. The MoU will be signed in February 2014. Other key relationships include: the Secretariat of the Pacific Community with whom we collaborate on DRM and health initiatives; USAID, with whom we collaborate in the North Pacific; the European Union which currently support our DRR activities (ECHO), and we are in discussions with the Suva EU mission with the aim of exploring wider potential collaboration in the region. 7. Cross-Cutting Issues Being responsive The success of the IFRC’s support in the region depends on our ability to understand the priorities, concerns and different approaches of national societies and the communities they serve. This is partly a question of ensuring good organizational dialogue and information exchange, but it is also a complex and less formal process of sensitivity to cultural differences and attitudes. We see regular and open communication as key to this process, as well as a focused effort on our part to build relationships over a sustained period of time. We are committed to ‘building in’ responsiveness by ensuring that all of our support is designed with full participation and consultation of national societies and other stakeholders. We have increased the number of staff from the region, in order to improve our ability to understand regional-specific issues and design our support in more appropriate and culturally sensitive ways. Putting organizational development at the heart of our work In developing our support to members, our core approach is developmental. In other words, we consistently seek ways to ensure that the desired outcomes of all our support can be designed to include:

improvements in the resilience of vulnerable people

strengthening of branch capacities and capabilities

strengthening of headquarter capacities and developmental processes. In all discussions with donors we promote longer term and more sustainable funding that includes the necessary resources for institutional capacity enhancement. More integrated support Given the capacity constraints within the IFRC and national societies, it is critical that we work more efficiently and effectively with the resources available. Resources are often wasted when inputs channeled through national societies are narrowly targeted, without consideration for how they may also benefit other programmes, or target groups, or the national society’s organizational capacities as a whole. It is our belief that the IFRC can best

of 34

support national societies when it deploys resources in an integrated and harmonized way. Importantly, a more integrated approach also reduces the time and effort required by national societies to absorb and utilize support. This is in line with the natural “Pacific way of working” which has evolved in part due to the geographical spread of outer islands and the inefficiencies of deploying individual staff representing single projects or activities. Sharing knowledge, expertise and innovation We are committed to providing technical know-how to improve the design, delivery, and reporting of all Red Cross programmes and services in the region. We also encourage mutual learning through peer exchanges across all programme areas. We promote good practice, particularly through championing community-driven, gender-sensitive and socially-inclusive programming. We encourage learning and performance monitoring, reporting and accountability, and we actively promote common standards and approaches. 8. Human Resources A new position has been created to support the three national societies in the north Pacific. The Federation Representative for Palau, FSM and the Marshall Islands started her mission in November 2013. The following delegate positions will not be renewed in 2014: community programming coordinator and the health delegate. A reorganization of responsibilities between international and national staff has taken place to cover the work previously undertaken by these two delegates. 9. Exit/Sustainability Strategy Summary Sustainability is built into each programme during the design phase. In particular, the regional office seeks to develop realistic programmes that are proportional to the size, capacity and the context of national societies. Supporting peer exchange between Pacific national societies is an important means for transferring knowledge and skills. We view coordinated Movement approaches to cooperation in the Pacific as a vital component in avoiding the fragmentation of small island national societies. We are supporting national societies to consider locally designed, driven and resourced branch action (low-cost activities) that contribute to the sustainability of the branch and volunteer network in each country. 10. Update on Monitoring and Evaluation events The number of planning, monitoring, evaluation and reporting (PMER) products delivered by the regional office in each quarter of 2013 is listed below. PMER products include proposals, updates, interim reports (financial and narrative or combined), final reports (financial and narrative or combined), operational plans, operational reports, annual reports, LTPF revisions, budgets (annual, quarterly revisions), newsletters, management reports, audits, end of mission reports and similar products.

pledge reports due

pledge reports on-time

pledge reports on-time

other PMER products due

other PMER products on-time

other PMER products on-time

both due

both on-time

both on-time

Q1 14 12 86% 4 4 100% 18 16 89%

Q2 15 11 73% 6 4 67% 21 15 71%

H1 29 23 79% 10 8 80% 39 31 79%

Q3 10 10 100% 17 11 65% 27 21 78%

Q4 9 3 33% 5 2 40% 14 5 36%

H2 19 13 68% 22 13 59% 41 26 63%

Annual 48 36 75% 32 21 66% 80 57 71%

A major challenge is sourcing data for learning and PMER purposes from critical points in the Red Cross network. The geography of the Pacific combined with the limited monitoring and reporting capacities of branches and headquarter offices means that information on activities and their impact is not always captured and reported. IFRC is anecdotally aware of more activities occurring than can be supported by hard evidence. The IFRC continues to work on information gathering and compilation tools so that a fuller picture can be presented of the activities and impacts that flow from IFRC’s support to its members.

of 34

Another challenge is coordination in the report drafting and review process – which requires contributions and collaboration between half a dozen individuals who at any given time may be located in Suva, on mission with a Pacific national society, in Kuala Lumpur or in Geneva. Processes are being developed to make this coordination more efficient. An Australian Volunteer for International Development/Australian Red Cross volunteer joined the team in October 2013 to support the development of a more coherent PMER system for the regional office. Below is a summary of the regional office PMER system developments delivered in the fourth quarter of 2013:

Coordination tools improved o Schedule of reporting obligations o Shared calendars to help scheduling of report production where multiple contributors involved:

regional office staff out of office dates (completed) ECHO building safer, more resilient communities pledge (completed) AusRC Pacific Governance Enhancement Project pledge (near completion) USAID North Pacific Regional Representative pledge (near completion) AusRC Pacific Disaster Management Partnership pledge (near completion) regional office DOP 2015 (near completion) regional office DORs 2014 (near completion)

Monitoring tools improved o Pacific stories of resilience – on mission version

a form to guide regional office staff on mission in the collection of information on activities and impact from beneficiaries and from community, Red Cross branch and national office implementers

Evaluation tools improved o Case Study form

e.g. see draft Case Study on Tukavesi re CBDRR Below is a summary of the regional office PMER system developments planned for 2014:

Coordination tools for further improvement o Schedule of reporting obligations:

first circulation of tailored list for regional office programme managers outlining their upcoming reporting obligations to occur before end of January 2014

o Collaborative drafting options Settle on a more streamlined process for plan, proposal and report production before end

of January 2014 o PMER eTraining for regional office staff

Self- selecting participants to complete their study of preparation materials and recorded training sessions before end of Q1 2014

o Programme specific PMER review and planning Facilitation of PMER review and plan to be completed with interested regional office

programme managers before end of Q2 2014 o Contacts and distributions list

A central and easily useable contacts and distributions list for dissemination of publications such as SLCM newsletter and other updates to be established in Q2 2014

o Practical guide for communication with the Pacific National Societies we service First version of guide to be drafted and available to regional office staff before the end of

Q3 2014

Monitoring tools for further improvement o Monthly activities monitor:

e.g. Community Based Activities monitor To be established before end of Jan 2014

o National Society-Branch-Disaster matrix To be established before end of Jan 2014

o Pacific stories of resilience – on mission version

of 34

Recommended improvements from current pilot stage to be incorporated before end of Jan 2014

o Pacific stories of resilience – Pacific national society version Template and plan for roll out to be completed before end of Q1 2014

o Pacific stories of resilience – online submission version Template, platform and plan for roll out to be completed before end of Q2 2014

Evaluation tools for further improvement o Quarterly programme impact evaluation

To be proposed to regional office programme managers before end of Q1 2014 To be implemented for interested regional office programme managers before end of Q2

2014 The prospective number of PMER products to be delivered by the regional office in each quarter of 2014 is Q1 (33), Q2 (17), Q3 (22) and Q4 (13). The numbers in this list will most likely increase if proposals are successful and so the subsequent suite of reporting obligations need to be included. 11. Key Lessons

1. The auxiliary status of national societies is not well understood by government agencies and by many

regional and national humanitarian actors.

2. Peer exchange is a powerful model for development and mutual learning in the Pacific.

3. Approaches that work well elsewhere in the world need to be contextualized and adapted for relevance and acceptance by Pacific National Societies.

4. Investing in regular dialogue with relevant regional organizations is essential for IFRC to remain

connected to key regional processes.

5. The development of a Red Cross strategic framework on climate change is essential to develop more

cohesive and effective positioning and programming.

6. The shelter cluster coordinator role needs to be carefully managed so that relational elements do not

adversely impact on national societies.

7. Accessing new resources/new donor funding requires considerable investment (staff time and money)

Development Operational Report Quarter 3 & 4 2013 …...1. Aurelia Balpe P55201 International...

Documents

Transcript of Development Operational Report Quarter 3 & 4 2013 …...1. Aurelia Balpe P55201 International...