Maldives Country Office Mid-Year Report against Long Term ... · Output 1.4: MRC’s staff and...

Overview The resignation of President of the Republic of Maldives in early February resulted in considerable political upheaval and a deteriorating security situation, which lasted for several weeks. Apart from sporadic incidents, the security situation has returned to normalcy. However, disputes between the various political parties regarding the legitimacy of the leadership of former Vice-President continue. The turmoil throughout the country during February and March delayed the implementation of some activities. However, the Maldivian Red Crescent (MRC) emergency first response team (EFRT) was actively responding to the injuries resulting from the protests, which occurred on a nightly basis, culminating in a day of considerable violence on 1 March 2012 when the new President was due to open the first Parliamentary session of the year. During the reporting period, a number of the International Committee of Red Cross (ICRC) delegates visited Maldives to meet with the authorities, visit detainees and develop MRC’s first aid capacity in violent situations. A meeting was held with the Department of Penitentiary and Rehabilitation Services (DPRS) to explore possibilities of providing first aid courses to prison officers. An organizational development (OD) review of MRC with support from Canadian Red Cross and Australian Red Cross has been postponed to June. MRC have delayed recruitments for vacant posts as the review is expected to recommend staffing structure, hence temporarily reduced the capacity to implement programmes on schedule.

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This report covers the

period 1 January to 30 June 2012

Youth on the move - a dengue door-to-door awareness campaign in Male’

during May 2012. Photo: Ahmed Shifaz/MRC.

Maldives Country Office Mid-Year Report against Long Term Planning Framework

International Federation of Red Cross and Red Crescent Societies 2 I Maldives country office - Mid-year report - 2012

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Working in partnership MRC has a number of international and national partners who support programme implementation both technically and financially. MRC is a member of a number of national working groups in the field of disaster management and health. Operational Partners Agreement International Federation of Red Cross and Red Crescent Societies (IFRC)

Donor agreement

International Committee of Red Cross (ICRC)

Donor agreement

Canadian Red Cross Donor agreement for community-based disaster risk reduction Australian Red Cross Donor agreement being finalised for youth health and well-being Red Cross Society of China Donor agreement for support to organisational development National Disaster Management Centre (NDMC)

Operational partner for drafting of Disaster Management Bill

Ministry of Health Operational partner for dengue prevention campaigns and support for child care centre

Ministry of Education Agreement being finalised for first aid in schools Maldives Meteorological Services Operational partner for early warning Villa School Resource and service sharing MoU for volunteer recritment Imaddeen School Resource and service sharing MoU for provision of meeting

facilities free of charge UNDP Member of consultative groups on disaster risk reduction (DRR)

standard operating procedures (SoPs) WHO Donor/ operational partner for EFRT training Swiss Embassy Donor agreement for womens’ empowerment project Ministry of Defence and National Security (i.e. Maldives National Defence Force and police)

Operational partners for participation in various consultative groups

Progress towards outcomes Business line 2: “To grow Red Cross Red Crescent services for vulnerable people”

Measurement

Outcome/Output/Indicators Baseline (Where

available)

LTPF 4-year target

Actual this report period

Actual to Date

Outcome 1: Increased capacity to be more efficient and effective in responding to emergencies by developing skilled human resources and capable branches and units

Output 1.1: MRC emergency first response team (EFRT) members are fully trained and equipped.

a) 25 EFRT trained volunteers and staff in MRC 48 MRC has a well

functioning EFRT m in

most disaster prone atolls

16 16

b) Two emergency medical technicians (EMT) specialized EFRT’s created in MRC

No baseline 0 0

c) EFRT team is equipped with at least ten first aid kits No baseline 0 0

d) EFRT team is equipped with at least an ambulance 1 0 0

Output 1.2: Trained and equipped Emergency Response Teams (ERTs) piloted and functioning as per SoP guidelines

a) Two trained and equipped emergency response teams No baseline

Trained and equipped

7 7


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Measurement


available)

LTPF 4-year target


Actual to Date

ERT established

and functioning as per SoP guidelines

Output 1.3: Emergency response preparedness drills are conducted in schools, communities and MRC.

a) Table top drill for approved MRC emergency SoP No baseline

50% schools and

communities (where MRC branches are established)

conduct yearly drills

as part of emergency response

preparedness)

0 0

b) Three schools supported to conduct drills No baseline 0 0

c) Two communities supported to conduct drills No baseline 7 7

d) Two EFRT drill in Male’

3 2 2

Output 1.4: Awareness campaigns about National End - End Early Warning Systems conducted at community level in partnership with Meteorological Services.

a) Partnership Memorandum of Understanding (MoU) with Meteorological Services signed

No baseline

Annual awareness campaign are held in

50% of communities (where MRC branches are established)

0 0

b) Awareness materials printed and delivered to ten communities No baseline

0 0

Comments on progress towards outcomes

Outcome 1: Since 7 February 2012, MRC’s EFRT has responded to the injuries resulting from the political unrest in the country. As the only recognized neutral body to provide medical assistance, MRC delivered first aid to 18 individuals of varying injuries. MRC is receiving technical and financial support from ICRC and working closely in building capacity in preparedness response during these situations. MRC has accommodated the arising needs of EFRT and increased its target of trained volunteers and staff from ten to 25 with no implication on cost, while reduced its targets for EMT specialized EFRT from ten to two. In addition, MRC conducted the 4th EFRT training in 2012. Sixteen new volunteers (6 female and 10 male) have completed the training in February, bringing the total of trained EFRT members to 64 (36 female and 28 male). The 5th batch of EFRT is planned for November 2012, through which the annual target of 25 participants will be achieved. The process to develop a Response Mechanism, related SoPs and procedures for MRC started in February. The IFRC SARD Disaster Preparedness and Resilience Coordinator conducted a scoping visit from 26 to 29 February to initiate the process. He met with the stakeholders of Maldives National Defense Force (MNDF), Police, National Disaster Management Centre (NDMC), Ministry of Health and Ministry of Education. The visit resulted in drawing up a plan formulation of the Response Mechanism for MRC. Consequently, a planning workshop was held at MRC headquarters on 2 and 3 May. The objective of the workshop was to collaboratively produce an emergency response plan – an operational and practical document that guides the MRC response to any generic type of emergency response but with particular focus on the role of MRC in community mobilization, emergency first aid, psycho-social support and basic relief.


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Due to increased political rallies and disturbances on various islands. MRC re-prioritized formation of response team at community level during planning phase in April 2012. Within the new methodology, MRC plans to conduct FAST trainings in the ten MRC branches with the objective of increasing the response capacity of communities during emergencies. Seven trainings were conducted in May and June in branches where 90 volunteers were trained. The training was followed up by community level simulation drills that supported the participants to practice response to a mass casualty event. The branches partnered with community health centre’s, island governance, police and MNDF to implement the drills.

Business line 3: “To strengthen the specific Red Cross Red Crescent contribution to development”

Measurement


available)

LTPF 4-year target


Actual to Date

Outcome 1: Increased community health preparedness resilience in communities with awareness to tackle social issues in communities.

Output 1.1: MRC staff and volunteers trained in CBHFA programme delivery.

a) Two volunteers/staff trained in CBHFA master level No baseline

Ten volunteers/staff trained to

CBHFA master level and at least one trained in CBHFA programme at branch

level

0 0

b) 30 people trained in CBHFA programme 200 0 0

Output 1.2: Community-based first aid and School- based first aid programme and resources developed and trained.

a) Resource study conducted with input from ten branches No baseline

50% of schools

(where MRC branches are established)

conduct school based

first aid training

0 0

b) One community-based first aid modules and curriculum developed No baseline 0 0

c) One school-based first aid training developed No baseline 0 0

d) 20 teachers trained in school-based first aid No baseline 45 45

e) Ten school-based first aid No baseline 3 3

f) Two training of trainer (ToT) sessions conducted No baseline 1 1

Output 1.3: National First Aid Standardization (NFAS) board setup and functioning.

a) National First Aid Standardization board setup No baseline

A well-functioning NFAS body in place with

regular meetings

with national level

stakeholders

0 0

b) One stakeholder meeting held with ten national level stakeholders

No baseline 0 0


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Measurement


available)

LTPF 4-year target


Actual to Date

Output 1.4: MRC’s staff and volunteers trained in first aid.

a) 30 volunteers/staff trained as first aiders No baseline

120 45 45

b) 15 volunteers/staff trained as first aid trainers No baseline

60 19 19

c) A pool 15 trainers maintained for community related first aid sessions

No baseline

15 7 7

Output 1.5: MRC CBHFA programme is further developed with more health activities in communities.

a) Adapt and develop four core modules for CBHFA training that was identified in the VCA

No baseline

Health activities

conducted in five


yearly

0 0

Output 1.6: Public awareness activities related to health issues conducted.

a) Two spots for health messages designed and released No baseline

8 0 0

b) Five events for public awareness conducted in five communities No baseline

4 4

c) Health activities conducted in five communities No baseline 4 4

Outcome 2: Increased awareness and actions in communities towards climate related health issues and measures that can be taken.

Output 2.1: IEC materials for dengue/Chikungunya awareness developed.

a) Additional two posters based on dengue messages developed 4 New IEC materials based on dengue

messages developed for both local and

expat communities, stored and ready to be used in all

MRC branches

2 2

b) Three leaflets developed in three languages targeting expat population 1 3 2 2

c) One video developed targeting expat population No baseline 0 0

d) One video on dengue messages developed for school students No baseline 1 1

e) Two posters on dengue messages developed for school students

4 2 2

Output 2.2: Dengue and Chikungunya related risk reduction and mitigation activities conducted in communities twice yearly.

1 MRC made a decision to produce leaflets instead of posters due to its target on the expat population.


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Measurement


available)

LTPF 4-year target


Actual to Date

a) One dengue and Chikungunya related risk reduction and mitigation activities conducted in ten communities

At least 20 communities

yearly 49 2 49

Outcome 3: Increased awareness among communities about the local hazards, risks, and capacities in order to undertake possible solutions.

Output 3.1: MRC has a VCA guideline in local language.

a) VCA guideline disseminated to ten MRC branches in Dhivehi No baseline

20 3 3

Output 3.2: MRC staff and volunteers are trained in VCA.

a) Five VCA training of trainers in branches No baseline

Two trained VCA

trainers in each MRC

branch

2 2

Output 3.3: Risk identification profile at community level is shared with National Disaster Management Centre (NDMC) and department of national planning and community stakeholders

a) 15 VCA reports are shared with NDMC and department of national planning and community stakeholders

No baseline

All VCA reports are shared with NDMC and departments of national

planning and community stakeholders

0 0

Output 3.4: Vulnerability and capacity maps displayed in communities for public viewing.

a) Six communities display vulnerability and capacity maps for public viewing

No baseline

50% of the Maldivian

communities (on atolls

where MRC branches are established)

display vulnerability and capacity

maps for public

viewing

0 0

Outcome 4: Communities at risk have increased their capacities in terms of safety and resilience towards natural hazards and climate change risks.

Output 4.1: MRC volunteers and staff are trained and have capacity in DRR/CCA.

2 MRC initial plan was to only focus on the communities they were working in, however due to CCHDC request, MRC has been tasked

to cover the entire country with dengue awareness messages, thus the actual achievement has increased tremendously.


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Measurement


available)

LTPF 4-year target


Actual to Date

a) Six people trained in CBDRR/CCA No baseline

MRC has a well

functioning DRR/CCA with at least one trained volunteer/

staff in 50% of its

branches

0 0

b) Five people trained in CBDRR/CCA ToT No baseline 0 0

c) Exposure visit to another National Society by two people

No baseline 2 2

Output 4.2: DRR/CCA related mitigation activities are conducted at community level.

a) Six mitigation activities in at least six communities

No baseline

One mitigation (new and ongoing) activity

conducted in 50% of the


yearly

2 2

Output 4.3: Media campaign on DRR/CCA messages conducted.

a) Two video spots providing DRR/CCA messages released No baseline

8 2 2

Output 4.4: Better relations with stakeholders in DRR/CCA.

a) MoU signed with UNDP, Ministry of Education (MoE), NDMC No baseline

4

0 0

b) At least one coordination meeting with two of DRR/CCA related stakeholders

No baseline 1 1

Output 4.5: Community level events to promote MRC its role in DRR/CCA conducted.

a) Inclusive Disaster Risk Reduction (IDRR) Day events in at least five communities

No baseline

Events to remember victims of the 2004 Tsunami) held in at least five

communities yearly

0 0

b) Unity Day events in at least five communities (to remember victims of the 2004 Tsunami)

No baseline 0 0

Outcome 5: Institutional Capacity Development and Branch Development: Creation of a strong and sustainable organization that is able to provide effective services to vulnerable people nationwide.

Output 5.1: Branch programme assistants trained on MRC’s administration and human resource policy, and finance manual.

a) Transfer of working advances to 12 branches and clearance of funds on a timely basis (monthly)

No baseline

At least one branch level programme

6 6


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Measurement


available)

LTPF 4-year target


Actual to Date

assistant is trained on

and applying, admin and HR policy

and financial manual

Output 5.2: Annual Audited Financial Statements of MRC completed yearly.

a) An unqualified audit report issued by an independent external auditor on the financial statements of MRC for the year 2012 2 4 0 0

Output 5.3: Internal audit report of branches.

a) Five internal audit reports produced and presented to Finance Commission and the governing board

No baseline

Internal audit reports

produced and

presented to Finance

Commission and the

governing board on a

yearly basis

0 0


Outcome 1: Four branches conducted health awareness activities with the objective to provide information and create awareness on community borne diseases and to reduce mosquito breeding sites as part of dengue and chikungunya prevention, with a special focus on young children and elderly people. In addition, one branch lead the work of disposal of dead fish which were accumulating at the sea shore of the community due to a algae bloom, as an action to prevent diseases in the community. It is estimated that about 900 direct beneficiaries were reached through these events. The stakeholder meeting for first aid standardization planned for March 2012 was cancelled due to low buy-in. However, the activity will be re-strategized and engaged a consultant to support the accreditation process. Most stakeholders use different first aid standards in Maldives, and therefore MRC will prepare an advocacy paper before approaching stakeholders for buy-in. MRC conducted first aid training for teachers in three branches to increase the capacity of first aid in schools. Ministry of Education recommends first aid training for teachers instead students as they can then impart the skills to their students, improving sustainability of knowledge transfer throughout the years. A ToT in first aid was conducted for 17 volunteers and 2 staff (8 women and 11 men) in June 2012. The main objective of the training was to increase the number of first aid trainers in MRC who can support the first response team trainings and first aid teacher trainings in communities. Development of a CBHFA technical guidance pack for implementation of awareness and mitigation activities in four main areas of maternal health, nutrition, water and sanitation, hygiene promotion and prevention of drug abuse started in March 2012. The pack will be completed in the 3rd quarter and will be implemented in the 4th quarter of 2012. Outcome 2: MRC is the main public awareness partner in the dengue campaign launched by CCHDC of Ministry of Health in April 2012. The campaign aims to raise mass public awareness using ‘behavior change communication’ focused standard messages. The IEC materials used in this campaign are provided by MRC, while new material is being designed with technical input from CCHDC.


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Dengue prevention has been incorporated into branch and unit level activities such as dengue door-to-door information campaigns (distribution of IEC materials that included a checklist and information leaflet about dengue prevention and signs and symptoms) were started as part of World Red Cross Red Crescent Day- Youth on the Move activities in five branches. With the success in delivering public messages to all 190 communities across Maldives during the dengue outbreak 2011, MRC was the main official partner in delivering public messages related to dengue and chikungunya. MRC is in the process of printing IEC materials specially targeting the working migrant population (mainly consisting people from Bangladesh, India, Nepal and Sri Lanka). These documents are being produced with the assistance of the relevant embassies within the country and also with the help from the sister national societies. Outcome 3: The MRC DRR/CCA strategy was compiled, printed and disseminated to all stakeholders (i.e. government stakeholders, community councils, MRC branches and units and international donors). The strategy guides MRC’s DRR and CCA activities for the next five years, and the aims to mobilize donor support and partnership. Two programme officers attended the VCA field school in Sri Lanka organized by IFRC SARD in March, which focused on building VCA skills within the region, by encouraging learning-by-doing approach. Following the VCAs conducted in the CBDRR project in 2011, six VCA reports for these communities were compiled. VCA maps (vulnerability map and capacity map) are being updated in 26 communities (10 completed to date) in order to display the maps after production using Geographical Information Systems (GIS). Outcome 4: Two branches carried out awareness activities as part of Earth Hour 2012. The event was aimed to create individual awareness on disaster preparedness and climate change, raise awareness about MRC among various target groups and to increase the number of members and volunteers. The branches managed to recruit 36 new volunteers and five new members which bring the total volunteers to 1042 and members to 654. Two media spots for dengue and chikungunya (one on signs and symptoms and the other on prevention methodologies) were completed in March and aired on local television channels in April. The videos targeted at general public (both children and adults). CCHDC successfully advocated that the spots be aired free of charge during prime time on National TV (Television Maldives) before the 8:00pm and 9:00pm news. Apart from the videos being televised, they have also been uploaded to the MRC website (http://www.redcrescent.org.mv), its facebook page and YouTube portals (signs and symptoms: http://www.youtube.com/watch?v=Ad7n91n6t7A&feature=relmfu and prevention messages http://www.youtube.com/watch?feature=player_embedded&v=_TkI8oqF-8A ) Community supported visits were conducted to three branches during March and April to explore liaison with island councils and island stakeholders for future programming partnerships. These visits supported the recruitment of new members and volunteers, improving partnerships and the development of specific DRR plans for 2012. An exposure visit to Indonesian Red Cross focused on DRR/CCA programming took place from 27 January to 5 February. The team visited three main areas of Indonesia where communities and branches implemented community-based risk reduction projects. The team is more informed on practical interventions in typical risk communities for DRR/CCA programming and has a better understanding of health and youth integration in DRR/CCA programming. In April 2012, MRC met with the newly appointed head of NDMC to renew the existing partnership between the two organizations and to identify areas of working together (i.e. disaster preparedness and response, DRR, and early warning systems). MRC has been invited to give technical input to the latest draft of the Disaster Management Bill. MRC is also a member of the new technical multi-stakeholder platform in disaster management set-up by NDMC. The first meeting was held on 16 April 2012 which focused on the terms of reference of the group and the NDMC action plan. Outcome 5: MRC has planned to carry out monitoring visits is to five randomly selected branches to ensure that the programmes are being implemented as planned and the branch capacity building is in progress. These visits aims to monitor the independent functionality of the branches with minimal or no support from headquarters. MRC 2011 financial statement auditing was completed by an external auditor, endorsed by the MRC Governing Board and approved by the General Assembly on 21 April. Meanwhile, the 2012 internal audit report of branches is expected to start in October.


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Business line 4: “Heighten influence and support for Red Cross and Red Crescent work”

Measurement


available)

LTPF 4-year target


Actual to Date

Outcome 1: Resource Mobilization and External Affairs Development: MRC is well positioned, understood, profiled and supported, thereby able to mobilize members and financial resources.

Output 1.1: MRC has an approved resource mobilization strategy and plan and is able to generate resources of its own.

a) Resource mobilization strategy and plan approved by governing board

No baseline

50% of the resource

mobilization activities are implemented

as per resource

mobilization plan

reaching 50% of the

communities where MRC

is active

0 0

b) 35 per cent resource mobilization activities implemented as per resource mobilization plan

No baseline 0 0

c) 20 per cent increase in income generated as per resource mobilization plan

No baseline 0 0

Output 1.2: MRC is well positioned, understood, profiled and supported, thereby able to mobilize members and financial resources.

a) Minimum three additional MoU signed with partners 3 MoUs signed with existing

and new government

and non-government partners/stakeholders by

2015 outlining respective roles and

responsibilities

0 0

b) Minimum six stakeholders and partners supporting MRC programmes and events

No baseline 6 6

c) Minimum 12 press releases issued to media by MRC. 47 6 6

d) Minimum 12 events of MRC covered by national media 47 6 6

e) 20 per cent increase in MRC members compared to 2011 654 145 145

f) 20 per cent increase in MRC volunteers compared to 2011

924 158 158


Outcome 1: To date, MRC has a 22 per cent increase in new members. It is hoped by the end of the year there would be a 20% increase compared to 2011 (654 members). Currently MRC is finding new means of retaining members and keeping them motivated by continuous implementation of their activities in the branches and units through activities at community and national level. Most of the current, locally signed, MoUs by MRC are on a resource sharing basis (i.e. office premises and venue for events). MRC is in the process of signing and renewing Moue’s with operational partners such as NDMC and Ministry of Education. This process is expected to complete by end of 3rd quarter of 2012. IFRC is currently the biggest donor to the MRC’s annual plan. Funding is also received through other bilateral agreements (mainly sister national societies like Australian Red Cross, Canadian Red Cross, and Red Cross Society of China) as well as ICRC. MRC needs to generate increased revenue from local sources in order to ensure sustainability. Currently the only income generated by MRC is through its commercial first aid programme and collection boxes placed in strategic locations. MRC was officially recognized in November 2011 and has a considerable way ahead in reaching this goal. MRC has a good presence, and is well accepted, by local media in the country. All major events in 2012 were covered by the local TV channels and newspapers. Social media also plays a huge role in passing on information and advocacy


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messages of MRC and its activities. (YouTube: ‘Be Prepared – Save Lives’ http://www.youtube.com/watch?v=jRQCK7lkGx8) The Resource Mobilization Strategy for MRC is currently being developed and would be approved and be in place by the end of 3rd quarter 2012. MRC is seeking technical assistance from SARD and sister national societies in putting the strategy in place along with the Communication Strategy.

Business line 5: “To deepen our tradition of togetherness through joint working and accountability”

Measurement


available)

LTPF 4-year target


Actual to Date

Outcome 1: Leadership Development: MRC’s governance and management is guided and strengthened to effectively lead the organization and its service delivery.

Output 1.1: MRC’s decision making bodies (boards and senior management is guided and strengthened to effectively lead the organization and its service delivery

a) MRC Senior Management meets once a week 3 No baseline

MRC’s senior

management meets once a

week with four

meetings by each branch board yearly

23 23

b) Four meetings by each branch board in 2012

No baseline 10 10

Output 1.2: MRC has new policies, procedures, strategies and plans to further strengthen and develop MRC

a) Two new policies drafted before end of 2012 3 25% of the existing policies

revisited and revised with two meeting held yearly

0 0

b) 25 per cent of the existing policies revisited and revised before end of 2012 3 0 0

c) Two meetings held to orient staff/units/ branches on the new policies No

baseline 2 2

Output 1.3: MRC’s leadership actively supports the IFRC, participates in its affairs, implements its strategies and policies, and cooperates with the IFRC, the ICRC, and the other national societies within its capacities.

a) Four IFRC meetings attended by MRC

No baseline

Participation in four

trainings/ peer-to-peer

support opportunities

1 1

b) Two MRC policies and strategies that are in line with IFRC policies and strategies (the two policies that would be developed)

No baseline

8 0 0

Outcome 2: Effective coordination, reporting and monitoring systems are in place.

Output 2.1: Clear coordination and monitoring systems are in place with monthly updates (reports) received to units/branches and headquarters on a timely basis.

a) Five monitoring activities conducted in all programme areas 4 No Reports 3 60%

3 The meeting was revised from once monthly to once weekly.

4 MRC has inserted target of five monitoring activities, which was previously stated as 50 per cent in PoA 2012.


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Measurement


available)

LTPF 4-year target


Actual to Date

baseline produced showing

tangible and visible

impact in all areas

b) Minimum two reports per programme activity reported and recorded with clear visible impact levels

6 1 1


Outcome 1: A governance workshop was held on 22 April 2012 following the General Assembly of MRC to give some orientation to the newly elected Governing Board members, to coordinate MRC activities and services across branches, and to create further awareness on programmes and procedures of the organization. An MRC team consisting of five staff, one volunteer and one Governing Board member (from Gnaviyani Branch Board) went on an exposure trip to Indonesia Red Cross in January and shared their governance experience and learning from the governance workshop. The MRC Secretary General attended a regional seminar held in May in Thailand on the role of customs in disaster relief. The workshop was useful in highlighting clauses which would need to be considered in drafting the Disaster Management Bill and the eventual revision of the Maldivian Red Crescent Act. As part of the monitoring and updates of MRC programmes. It has been agreed between MRC and IFRC Maldives that financial reports will be submitted each month followed by narrative report every two months. Both reports are based on progress and impact level of goal level, outcome level and output level. The reports cover the progress, impact, challenges and the lessons learnt during implementation.

Stakeholder participation and feedback As its entry point to different islands, particularly when considering branch establishment, MRC carries out VCAs with the involvement of various levels including councils, hospitals, and schools of the community. Projects are designed based on these assessments and community priorities. At this early stage of the national society’s development, most activities address environmental issues like clean ups to prevent dengue and other health related issues, meanwhile there are plans to be more active in other critical fields like substance abuse and waste reduction. As the leading non-governmental organization in the field of DRR, MRC receives regular requests for consultation from the NDMC, the Meteorological Service and the Maldives Broadcasting Corporation to discuss roles and responsibilities in the case of disasters. It is intended to be clearly detailed in the Disaster Management Bill which is in its final draft stage. The objective is to have the Bill tabled at the last Parliamentary session in 2012. The Ministry of Health seeks support from, and provides support to MRC, particularly in the area of sensitization regarding health risks and first aid.

Key Risks or Positive Factors

Key Risks or Positive Factors

Priority

High Medium Low

Recommended Action

Prolonged political instability The political stuation in the Maldives remains

MRC will potentially keep its EFRT on standby in the event of deterioration in the


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somewhat unstable following the change of government. Pending the outcome of the Commission of National Enquiry into the transfer of power in February, the ousted party continues to call for early elections, whereas the newly appointed Government, is maintaining its position that no elections will be held outside the current provisions of the Constitution. The earliest possible date for election is July 2013.

M

current political situation in the country, as incidents are likely to be ad hoc and sporadic. MRC will be encouraged to identify triggers for team mobilization, so that normal activities are not interrupted unnecessarily due to staff and volunteer exhaustion.

Organisational development (OD) review The OD review, although delayed, will be an important process and valuable tool for MRC, in establishing a sustainable structure. As with all such processes, there is a risk of staff insecurity as roles, responsibilities, and job descriptions may change. This may have an impact on the rate of programme implementation.

L

The review objectives will need to be clearly communicated at all levels of MRC. Progress updates should be communicated clearly to avoid any risk of speculation

Drafting/passage of Bills facilitating MRC activities The Prevention of Domestic Violence Act/Bill was passed by the parliament and ratified by the President in April 2012. Provisions in the Bill include declaring all acts of domestic violence as a punishable crime, giving protection and safety to victims of domestic violence and giving cost-effective, due and timely justice to victims of domestic violence. The Bill further includes frameworks for conducting programmes to support victims of domestic violence. This covers setting out measures for taking all necessary steps to prevent domestic violence, whilst rehabilitating perpetrators of such crimes and facilitating the implementation of court orders and orders from other law enforcement authorities to prevent domestic violence. The newly appointed Head of the NDMC, has prioritized the final drafting of the Bill, which has been under preparation since 2009. MRC and IFRC, along with other stakeholders will give their input into the document. The final draft is expected to be tabled at the final 2012 Parliamentary session.

H

Domestic violence is a hidden and significant issue in Maldives. MRC began its violence prevention project in late 2011 with support from Canadian Red Cross and Irish Red Cross. The project promotes cultures of non-violence through an induction course for the violence prevention representatives of all MRC branches. The main objectives of the project are to support MRC to build protective systems within its own organizational structure, to prevent violence, and to work with adults in local communities to build capacity to prevent violence against women and children. MRC has actively advocated for the passage of the Disaster Management Bill. There are indications that this may be prioritized in 2012. In the absence of a national framework, MRC has already drafted some of its own policies and plans. A national framework will greatly facilitate a more harmonized cooperation between all stakeholders.

Lessons learned and looking ahead Being a young national society the PMER cycle still requires careful planning/monitoring at all level. Indicators should be smarter in the future than those currently in place. The MRC action plan is a living document requiring changes to the timeline and outputs throughout the year. Financial situation Click here to go directly to the financial report.

http://www.ifrc.org/docs/LTPF%20Process/LTPF/2012/SP352MVLTPF_12myrf.pdf


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How we work All IFRC assistance seeks to adhere to the Code of Conduct for the International Red Cross and Red Crescent Movement and Non-Governmental Organizations (NGO’s) in Disaster Relief and the Humanitarian Charter and Minimum Standards in Disaster Response (Sphere) in delivering assistance to the most vulnerable. The IFRC’s vision is to inspire, encourage, facilitate and promote at all times all forms of humanitarian activities by National Societies, with a view to preventing and alleviating human suffering, and thereby contributing to the maintenance and promotion of human dignity and peace in the world. The IFRC’s work is guided by Strategy 2020 which puts forward three strategic aims:

1. Save lives, protect livelihoods, and strengthen recovery from disaster and crises. 2. Enable healthy and safe living. 3. Promote social inclusion and a culture of nonviolence and peace.

Find out more on www.ifrc.org

Contact information For further information specifically related to this report, please contact:

• In the Maldives Red Crescent

o Maldivian Red Crescent: Rasheeda Ali, Secretary General; [email protected]; phone +960 334 1009; fax +960 334 7009.

• In the IFRC Maldives Country Office

o Maldives: Susanna Cunningham, Head of Country Office; [email protected]; phone +960 332 1987; fax +960 332 1951.

• In the IFRC regional office o Azmat Ulla, Head of Regional Office; phone: +91 11 2411 1125; fax: +91 11 2411 1128;

email: [email protected]

• In the IFRC Asia Pacific Zone Office

o Al Panico, Acting Director of Zone; phone: +603 9207 5700; email: [email protected]

o Alan Bradbury, Head of Resource Mobilization and PMER; phone: +603 9207 5775,

email: [email protected]


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Annex 1: Population of the islands were MRC units are established

Branch Unit Total household Community population Unit Branch (Total units)

Haa Dhaal Kulhudhuffushi 1,123 8,437 10,654 Nolhivaram 323 2,217

Noonu Holhudhoo 200 2,077 3,781 Manadhoo 306 1,704

Lhaviyani Naifaru 737 4,846 5,461 Olhuvelifushi 99 615

Male’ Henveiru Villi Male’

Meemu Muli 137 867 2,164 Kolhufushi 240 1,297

Thaa Buruni 182 575 1,696 Veymandoo 200 1121 Gaafu Alif Gemanafushi 250 1507 4,759

Viligili 480 3252 Gaafu Dhaal Vadhoo 175 1,412 8,304

Thinadhoo 1,467 6,892 Gnaviyani Fuvahmulah unit 1 951 More than 11,000

Fuvahmulah unit 2 950 Seenu Hithadhoo 1493 14,386 17,895

Hulhumeedhoo 560 3,509


MAAMV001

Annex 2: Map of Maldives

Maldives Country Office Mid-Year Report against Long Term ... · Output 1.4: MRC’s staff and...

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Transcript of Maldives Country Office Mid-Year Report against Long Term ... · Output 1.4: MRC’s staff and...