Nigerian Red Cross Society programme support plan

Transcription

1 National Society Nigerian Red Cross Society programme support plan Nigerian Red Cross Society Programme Name and Duration Appeal Contact Person Abiodun Orebiyi: Secretary-General, Nigerian Red Cross Society; Phone: ; Fax: Executive summary The return to elected civilian from another civilian government in 2007 marked the beginning of yet another political milestone in Nigeria. Despite this development, poverty and lack of governmental health services have continued to be the formidable obstacles to achieving improved standards of living and better governance. The democratization process over the last couple of years has been exploited to pursue division and potentially disintegrating agendas by members of the political class. Ethno-religious jingoists and warlords have used the relatively expanded political spaces created by democratization to push extremist notions of self-determination, resource control and political restructuring. Literacy and poverty have created fertile ground for the mobilization of divisive sentiments and attitudes, with negative consequences on national progress and development. This is evidenced by increased violent political and communal conflicts as well as socio-economic instability. The Niger Delta has assumed the character of a conflict-ridden region often characterized by hostage situations. Its special peculiarity as the cradle of Nigeria s oil industry and its associated resources, the realities of a constricted land area, a fragile environment, compounding difficult geographical terrain, the heterogeneity of cultures, extreme economic deprivations, and competition by individuals and communities for a greater share of the natural wealth of the region have combined to create a theatre of almost permanent violence. Agitations for self determination, resource control and political restructuring have continued to generate serious tension and conflict. The overall goal is to ensure that the programmes and services of the Nigerian Red Cross Society are focused on the needs of vulnerable people, that they are responsive and sustainable and of acceptable standards in performance, accountability and integrity. The programmes are based on the Federation Global Agenda, the Millennium Development Goals (MDGs), ARCHI 2010, Strategy 2010 and Algiers Plan of Action. Context Nigeria s population of over 140 million is the largest in Africa and is made up of over 250 ethnic groups. The population growth rate is estimated at per cent (2007, World Fact Book). Despite its substantial revenues from oil, the country still has poor infrastructure and a fragile economy. Approximately 70 per cent of the Nigerian population lives on less than USD 1 per day. Since Nigeria returned to civilian rule in 1999, politically motivated communal clashes have plagued a number of states. It is estimated by the United Nations that about 20 per cent of Africa s population

2 resides in Nigeria. Despite economic progress and social advancement made in the past 30 years, the country continues to face enormous challenges. The Gross Domestic Product (GDP) stands at USD 1,050 as at 2003 (UNDP 2005), while the unemployment rate is 5.8 per cent as at As a result of the level of poverty, many Nigerians result to deadly and risky activities to survive; for example siphoning fuel from tampered oil pipelines, which in many cases has resulted into deadly explosions. Nigeria accounts for 10 per cent of the global estimate of maternal mortality. The country is in a critical stage in its fight against polio: Nigeria is currently the last polio endemic country in Africa and accounts for 70 percent of the cases in the world. Presently, the Government is implementing a new strategy, which offers the polio vaccine together with other essential vaccines for children aged under five years old. Recent figures from the Federal Ministry of Health (FMoH) indicate that infant mortality rate is 114 per 1000 live births. For children aged under five years, the mortality rate is 92 per 1000 live births for the male child and 174 per 1000 live births for the female counterpart. Life expectancy is 52 years and adult literacy rate is 66.8 per cent. Only 40 percent of the Nigerian population has access to safe drinking water and, 30 per cent of the population has sustainable access to improved sanitation. Only 4.7 per cent of the GDP accounts for public and private health expenditure (UNDP 2005). Official figures show that one in five children die before his/her fifth birthday, with malaria and preventable diseases being the major causes. The economic status of many Nigerians is very weak. This renders the population vulnerable to health hazards, especially women and children. Majority of the population often result to traditional medicine due the fact that they can not afford to pay for services rendered by private clinics, and public hospitals are not many. In response to this, the Nigerian Red Cross Society (NRCS) aims to use its programmes to address some of these issues, by mobilizing available resources to improve the lives of vulnerable people in the communities. Programme purpose and outcomes Disaster Management Disaster management is a core programme of the NRCS. In line with the Federation s Strategy 2010, the National Society aims to improve its disaster preparedness and response capacity on the increasing man-made disasters, communal and ethno-religious conflicts as well as restlessness of unemployed youths in the Niger Delta. The Nigerian Red Cross Society s disaster management programme identifies the following priorities for 2008: Programme component: Disaster response: Emergency and contingency planning Expected result: The quality of lives of those affected by disasters is improved through timely intervention. Application of Sphere Standards in humanitarian interventions. Non-food relief items pre-positioned. Families are provided with emergency basic relief items within a short period. Expected result: The skills of the NRCS staff and volunteers in contingency planning are enhanced. 2

3 Red Cross branch and zonal staff are trained in contingency planning and techniques. Contingency plan on prevalent hazards is available. Disaster preparedness and disaster response plans are available at the branch. Programme component: Capacity building and community-based disaster prevention and preparedness Expected result: Efficient and timely response to disasters by the disaster management department is improved. Disaster management coordinators, team leaders and volunteers are equipped with new techniques and skills. Administrative support is given to disaster management coordinators and national headquarters (NHQ) disaster management staff. Motivation of staff is achieved through regular payment of staff allowances. Expected result: The capacity of 24 communities in 12 branches to respond to disasters is improved. Team leaders and community members are trained. Red Cross and Emergency First Aid Teams (EFATs) are well-equipped. Community response to disasters is timely. Expected result: Food security activities in six branches are increased. Zonal disaster management officers (ZDMOs), branch secretaries and Mothers Club members are trained in food security. Increased knowledge on nutritional support, food supplements and utilization for women living in rural communities. Rural communities are provided with basic livelihood supports. Programme component: Risk Reduction Expected result: Early warning systems are put in place in six communities. Participants are trained in VCA skills and techniques. VCA is conducted in six communities, in six LGAs, in six states. Early response to disasters is achieved. Health and Care The current Nigerian demographic and health survey puts infant mortality rate at 114 deaths per 1000 live births, with a rate as high as 121 deaths per 1000 live births in rural and urban slums. Fertility rate stands at 5.7 per cent and vaccination rate stands at 13 per cent. The Nigerian s Red Cross Society health and care programme would focus on: 3

4 Programme component: HIV and AIDS Expected result: The capacity of Red Cross staff and volunteers is enhanced to carry out STI, HIV and AIDS prevention activities. NRCS trainers and home-based care (HBC) facilitators, peer educators and counselors are trained. People living with HIV (PLWHIV) and orphans and vulnerable children (OVC) are supported by HBC trainers and facilitators. Expected result: Improved knowledge and visibility of beneficiaries in STI, HIV and AIDS prevention activities. Campaigns and activities to reduce HIV and AIDS stigma are carried out annually. Relevant HIV and AIDS information, education and communication (IEC) materials and HBC kits are distributed. Involvement of other relevant stakeholders in the NRCS integrated HIV and AIDS activities. Expected result: Monitoring, supervision and reporting of STI, HIV and AIDS prevention activities by Red Cross Staff and volunteers is improved. Monthly reporting of STI, HIV and AIDS prevention activities by branch and zones On-the-job training of Red Cross volunteers is conducted. Quarterly meetings are held between coordinators, branches, zones and national headquarters. Programme component: Community-based first aid (CBFA) Expected result: The capacity of Red Cross volunteers and staff to carry out CBFA activities is enhanced through Health Action Teams (HATs). Red Cross volunteers trained and retrained on CBFA activities. First aid services rendered by Red Cross volunteers have increased. Beneficiaries have improved their knowledge on health emergencies. Expected result: Availability and usage of first-aid training materials in branches is increased. First aid kits and resource anne are purchased and distributed in six branches. First aid manuals are distributed to branches. Branches are using the revised first aid manual and tools. Expected result: Improved knowledge and visibility of beneficiaries in School Units activities. School Unit volunteers are trained and guidelines are produced. 4

5 Road safety awareness campaign materials are purchased and distributed. Advocacy and sensitization visits are carried out on a monthly basis. Programme component: Mothers clubs' (maternal, neo-natal and child health (MNCH). Expected result: The capacity of Red Cross volunteers and staff to carry out mother s club activities is enhanced. Mother s club volunteers are trained. Red Cross staff attend conferences/workshops/seminars to enhance their capacity. Expected result: Knowledge of beneficiaries in mother s club activities is increased. Mother s club training guide manuals are produced and distributed. Other relevant IEC material are produced and distributed. Advocacy and sensitization visits to Red Cross branches is carried out. Expected result: Improved communities knowledge to prevent outbreak of diseases. Insecticide-treated bed nets (ITNs) are procured and distributed to women and children aged under five years. Health education sessions are conducted. Communities are carrying out regular and effective sanitation exercises. Programme component: Capacity development The main priority and emphasis is to integrate and provide more focused capacity building support to the NRCS core programmes. The National Society s main strategy in is to strengthen the capacities of staff and volunteers in implementing its core programmes. The Federation has been helping the NRCS in achieving this strategy as well as in implementing its programmes and services. Programmee component: Strengthen strategic planning, managerial and technical skills of management staff. Expected result: National headquarters staff, branch secretaries and zonal officers received training in proper management, financial, accounting, reporting and documentation procedures. Staff are trained in monitoring and evaluation as well as reporting. Branch and zonal staff are trained in proper management, financial and accounting procedures. Management staff are supported to attend regional/international training/workshops. Expected result: Mechanism for salary support, integrated monitoring and supervision at headquarters, zones and branches is put in place. 5

6 A M&P software is maintained at headquarters and zonal levels. A significant percentage of staff salaries is supported. Branches and zones are monitored. Comment [r1]: What does this abbreviation stand for? Programme component: Strengthen institutional and revenue generating capacities. Expected result: Mechanisms for acquiring a public building for permanent headquarters office accommodation for the NRCS and youth vocational skills acquisition training centre in two zones are put in place. Availability of a functional office accommodation in Abuja. Youth and volunteers are trained and empowered Expected result: A process for the recruitment of zonal accounts officers is put in place. Output Account officers are recruited Expected result: Implementation of an Income Generating Project (IGP) for three branches and the production of first aid kits are enhanced. Income Generating Projects in the branches are functioning being supported. First aid kits are produced and sold. Programme component: Strengthen governance and leadership role at branch and headquarters. Expected result: Organization of annual youth development and leadership camp, essay writing competition and exchange programme with other National Societies is improved. Expected result: Orientation workshop on leadership and good governance for national headquarters and branch governance members is conducted. Expected result: Advocacy visits to the three arms of Government at the Federal and three branches per zone by a representative of the CCEC C and top management are organized. The youth participate in youth development activities. Several exchange visits among the National Societies youth groups are carried out. Governance members are trained on good governance. Several advocacy visits are carried out. Comment [r2]: What does this abbreviation stand for? Principals and Values In the last five years, ignorance of Humanitarian Values was a major challenge, during conflicts. The NRCS aims to support the Movement s work through contributing to the emergence of a more equitable community. The National Society s Humanitarian Values programmes are firmly rooted in the Movement s information strategy, which aims to strengthen the ability of the NRCS to communicate clear and consistent messages to the public. 6

7 Programme component: Principles and Values Expected result: Red Cross volunteers have contributed considerably to promoting peace, tolerance and non-violence in crisis-prone communities such as Benue, Taraba and Plateau states. The number of ethnic clashes in Benue, Taraba and Plateau states is reduced. Communities in Benue, Taraba and Plateau states have learned how to live peacefully together, thanks to the sensitization carried out by Red Cross volunteers. Messages are used by the Red Cross to penetrate the warring communities and bring them together. Programme component: Reduce intolerance, discrimination and social exclusion against PLWHIV Expected result: The dignity of PLWHIV in Abuja and Port-Harcourt is respected and they are integrated into their respective communities. The PLWHIV are allowed to continue working and are recruited irrespective of their HIV status. More and more PLWHIV are disclosing their HIV status and, they also provide. Target Population The National Society s mission statement is to alleviate the situation of the vulnerable people, which include those affected by disasters, epidemics and the poorest communities in urban and rural areas. The vulnerable people include women, children, the elderly and the displaced, among others. Table 1: Target population in the Gloagal Agenda Goal Programmes Programme Component HIV and AIDS Mothers Clubs Health and Care Target population 15, 000 Red Cross staff and volunteers will be trained in peer education. 2 million youth will be reached through peer education sessions. 14,000 PLWHIV will benefit from community HBC. 25,000 community members will receive counseling. 30 million people will be reached through campaigns. 800,000 will be IEC materials. 200 mothers club volunteers will be trained. 5,000 volunteers will benefit from monitoring, supervision and reporting training. 100,000 people (mostly women and children) will benefit directly from promotional campaigns. 100,000 people (mostly women and children) will benefit indirectly from promotional campaigns. 7

8 CBFA 210 Red Cross staff and volunteers will benefit directly from health training. 350,000 Red Cross volunteers will benefit indirectly from health training. 200 volunteers from different schools will be trained. 180,000 people will be sensitized on road safety. Disaster Management: More than 8 million will benefit directly or indirectly Disaster response: emergency and contingency planning. Capacity building and community based disaster prevention and preparedness. 34,00 people will benefit from disaster response emergency. 185,000 people will bemnefit from disaster and emergency contingency planning. 85 Red Cross staff will benefit from disaster response capacity building. 23,500 people will benefit from community-based disaster prevention and preparedness. Risk Reduction 3,000 will benefit from risk reduction activities. Capacity Development Strengthen strategic planning, managerial and technical skills of management staff. Strengthen institutional and revenue generating capacities. Strengthen governance and leadership role at branch and headquarters. 12,000 will benefit directly from training. 10,000 will benefit from salary support. 3,000 will benefit from income generating activities. 1,000 youth will be trained and empowered in vocational skills. 2,000,000 people will buy first aid kits sold by NRCS. 150 staff will move to the new offices. 500 male and female youth will benefit from youth development and leadership training. 12,030 Red Cross staff, youth and other volunteers. Humanitarian Values Promotion of Fundamental Principles and Humanitarian Values 70 Red Cross staff and volunteers will be trained in documentation and dissemination strategy. 100,000 Red Cross staff and volunteers will be trained on the review and updating of NRCS s website. 20,000,000 will be reached with messages on promotion of Humanitarian Values. 3,000 youth and community members will be reached through violence prevention activities. 8

9 5,000 people will be sensitized on the International Humanitarian Law (IHL). Capacity and experience The Nigerian Red Cross Society was established in 1960, and was recognized by the Federation in 1961.The National Society has an extensive branch and divisional networks in all 36 states of the country and the Federal Capital Territory (Abuja). The National Society s mission statement is to alleviate the situation of the vulnerable people, which include those affected by disasters, epidemics and the poorest communities in both urban and rural areas. They include women, children, the elderly and the displaced, among other vulnerable people. The Central Council is the highest decision making body of the National Society and provides general guidelines and overall directives. The NRCS volunteers work with (and empower) vulnerable people and communities to address human suffering with respect and human dignity. There are about 30 members of management and technical staff at the headquarters, which is headed by the Secretary General. There are an additional 12 technical zonal officers in the zones. There are also 37 Branch Secretaries, who are responsible for programme implementation and reporting in their respective branches. A high frequency (HF) radio is maintained in about 90 per cent of the branches. The National Society has about 350,000 volunteers who work in disaster and health programmes. The volunteers assist in the following activities: Provide maternal and child health services, disseminate nutrition and hygiene messages, offer organizational support at community clinics as well as education about prevention of infections and vaccine-preventable diseases, give first aid services, emergency, rescue and evacuation and relief services to displaced persons. The volunteers also help expand access to clean water and improve sanitation by advising communities how to build and maintain wells and latrines In addition to working on basic health issues, the volunteers address the impact of HIV and AIDS. Volunteers involved in HIV and AIDS education and prevention, train youth as peer educators, collaborate with community leaders to develop appropriate education strategies, provide support to OVC and develop programmes that provide support to families and communities affected HIV. Staff and volunteers have continued to ensure that appropriate, prompt, efficient and effective humanitarian assistance is provided to those affected by disasters and in need of assistance throughout the country. Quality, accountability and learning The National Society is using the widely accepted programme planning tool, the Programme Planning Process (PPP), which is a bottom-top approach. Volunteers are organized on divisional basis from their communities. All programmes are mainly implemented through the National Society s community structures; the service units such as EFATs, Mothers Clubs and HATs. Target beneficiaries are always involved in the programme planning and implementation process. Volunteer coordinators, coaches and leaders are trained to strengthen accountability for learning and improvement. The NRCS has recently conducted a self assessment and is implementing the relevant recommendations through a revised strategic development plan. Weekly staff meetings, presentations, monthly, quarterly or annual staff meetings and Central Council Executive Committee (CCEC) meetings are all designed to ensure quality, transparency and accountability. Many review meetings focus primarily on past results as well as on tactical and operational plans and reports to enhance quality, accountability and learning. Comment [r3]: Is this the right word? 9

10 Cooperation between the NRCS, the International Federation, ICRC and Partner National Societies (PNS) in the provision technical and financial support to the National Society will contribute to the capacity building of NRCS. This will be further boosted with the signing of the Cooperation Agreement, the Bilateral Agreement and the Memorandum of Understanding (MoU). The cooperation seeks to build on the recognized competencies of each organization and to establish close cooperation and ways of working. The scope of the support to NRCS includes joint assessments, programme planning, review meetings and programme updates. It will also include knowledge sharing, capacity building, training, monitoring and evaluation. Interventions are based on the Code of Conduct and are in line with the Fundamental Principles of the Movement. Relief assistance is provided in accordance with the Humanitarian Charter; using the Sphere Standard for four sectors (water and sanitation and hygiene promotion; food security; nutrition and food aid; settlement and non-food items and health services), which describe the rights of people affected by disasters. Partnership and civil society engagement The Nigerian Red Cross Society is an active member of Inter-agency Coordinating Committee (ICC) on Immunizations, National Agency for Control of AIDS formerly - National Action Committee on AIDS (NACA), as well as a member of National Social Mobilization Working Group (NSMWG) on Immunizations. There is also close collaboration with UNICEF, WHO, DFID, USAID as well as the Federal Ministry of Health (FMoH). The National Society has also been collaborating with SC UK, SWANN, NEPWAN and a number of faith-based organizations. It has been the major operating partner of UNHCR in Nigeria since 1990 and runs a refugee camp in Oru, Ijebu North Local Government Area, of Ogun State. All matters concerning urban refugees are also under the management of the NRCS. The Nigerian Red Cross Society works in close collaboration with UNICEF in the areas of maternal and child health (MCH) as well as community development initiatives. USAID provides financial support to health, health education and immunization. It also works with WHO to carry out surveillance in relation to potential epidemics and outbreaks of diseases. In 1996, for example, the NRCS worked in cooperation with the WHO during the campaign against the cerebrospinal meningitis epidemic, which occurred in the northern states of Nigeria. DFID has been supporting the National Society disaster emergency response operations, particularly during floods and communal conflicts. The National Society is a member of the National Emergency Management Agency (NEMA). It supports health services, mass care as well as search and rescue services, within the operational plan of the National Disaster Response Plan (NDRP) of the Agency. The National Society, with the participation of NEMA has put in place a disaster contingency plan and risk analysis. Other partners of the Nigerian Red Cross Society include Irish Aid, UNFPA and the European Commission. Red Cross Red Crescent Collaboration The Federation s sub-regional office is located in the same building with the Lagos office of the National Society; The NRCS has moved its main Headquarters to the Federal Capital Territory in Abuja, the same city where the ICRC delegation is located. The three components of the Movement are well placed to work together. The Federation supports the Nigerian Red Cross Society in capacity building, particularly in community-based health programmes, disaster preparedness, scaling up HIV and AIDS intervention, and other health and care-related programmes. It also works with the NRCS to develop its volunteer base and improve management systems. The Federation s 10

11 volunteers guidelines have been an effective tool to train volunteers coordinators and to extend volunteer structure to community level. The Nigerian Red Cross Society participates actively in International Federation s activities. Some other PNS such as the British, Swedish, Finish, American, Norwegian and German Red Cross Societies also support the NRCS in health and care, disaster management and organizational development programmes. Assistance is provided by the ICRC in terms of an annual contribution to the institutional development, prison sanitation, tracing, dissemination and disaster preparedness activities. The ICRC also funds relief materials that are stocked for use in times of emergency. The PNS have been strong partners of the NRCS through the Federation. The British Red Cross has been supporting the NRCS through bilateral assistance in HIV and AIDS and disaster management. The German and Norwegian Red Cross Societies have also given bilateral support during epidemics and disasters. Promoting gender equity and diversity The NRCS s programmes have been gender-inclusive using the Fundamental Principles and the Code of Conduct in all its operations. The National Society s mothers clubs have been designed to ensure and sustain women participation in all programmes that touch their lives; immunization, malaria, poverty alleviation, water and sanitation. The National Society encourages gender consideration among its volunteers and staff at all levels. Risk identification and management The country has a fragile democracy and for the first time since independence, it witnessed a transition of political power from one civilian regime to another. There is a rising tension in the oil rich Niger Delta Region. Armed militant youths in this region are making oil exploration activities difficult and, foreign oil companies are threatening to pull out of the country as a result of continuing kidnappings and abductions of foreign oil workers. The democratic government has inherited a long-neglected Niger Delta Region, which had bred an angry youth population that viewed government programmes as isolated from their individual and community aspirations. In the face of the escalating unrest and hostage taking in the Niger Delta, the Federal Government has appealed for assistance in restoring hope to the people of the area. There are uncertainties surrounding the April 2007 elections which were reported to be full of irregularities and malpractices. After the failure of the tenure extension bid by the immediate past administration conflicts and violence and tension was experienced in the country. The NRCS has high public image and generally viewed as an impartial and neutral organization in all its activities. This good image and acceptability of the National Society all over the country will hopefully help in managing these risks and any other obstacles to the implementation and management of its programmes. Implementation and management arrangements The NRCS will implement and manage its programmes through its network of volunteers, branch, zonal and national staff. The Secretary General has the ultimate responsibility in the implementation and management of the programmes, assisted by the deputy Secretary General. The technical programme officers are responsible for the day-to-day implementation and management of the programmes. The country is divided into six geopolitical zones, with each zone manned by professional health, disaster and account officers, who also provide close technical support in monitoring and supervision to branches. 11

12 The braches are headed by full-time Branch Secretaries, who are closely supported by branch programme activity coordinators; some on full-time and others on part-time basis. Volunteers are organized on a divisional basis, each division is based on a Local Government Area (LGA). This gives the National Society an extensive local knowledge and ability to implement and manage programmes in both the urban and rural areas. The Federation, ICRC and PNS provide further technical support, advice and guidance on programme implementation and management, including policy, strategic planning, coordination and integration. The Federation and ICRC in-country delegations have been particularly supporting the capacity building of the National Society staff and volunteers. The NRCS organizes quarterly joint programme planning and review meetings with the Federation and ICRC. It also prepares quarterly, half-year and annual programme updates and financial reports and shares these with all relevant stakeholders. Monitoring and evaluation This will be an in integral part of programme management and implementation. Emphasis will be laid on integrating support supervision; monitoring and evaluation in all programme plans to ensure regular tracking of progress and expected results. This will demonstrate the use of appropriate tools and methodologies as well as quality assurance in different stages of programme planning, implementation and management. Sustainability The Nigerian Red Cross Society has currently revised its strategic development plan which is designed to enhance the sustainability of the National Society programmes as well as improve local resource mobilization and alliances. Maintaining the motivation and commitment of volunteers as well as management staff can be clearly shown to make a positive difference in meaningful measures of sustainability. The focus is on vulnerable communities, helping people to help themselves. Sustainability cannot be developed and imposed on a community by someone outside that community. It needs to be developed and implemented by the community itself. The National Society provides assistance at crucial points, or help to move the process along, but ultimately community members are the experts on their communities: They are the driving force behind becoming a community with a sustainable quality of life for all members. The Federation s volunteers guidelines have been an effective tool in training volunteers coordinators and to extend volunteer structure down to community level. Branch personnel have been trained in business planning skills to encourage and support them in designing, producing and implementing income generating projects, using locally generated resources to benefit local communities and the branches. The NRCS has reviewed its current structure by providing clearer terms of references that reflect operational, financial and capacity building responsibilities. In addition, the National Society plans to develop its land property throughout the country, with a view of leasing it out to increase internally-generated revenue. 12

13 Programme resources and expenses The estimated cost for the programmes is indicated in the table below: Needs Programmes 2008 budget in CHF 2009 budget in CHF Total budget in CHF Disaster Management 275,936 1,438,079 2,621,360 Health and Care 1,076,607 1,606,365 2,682,972 Capacity Building 393, ,025 1,034,398 Humanitarian Values 137, , ,797 Total 3,433,999 4,146,278 7,911,542 13