Mongolia Mid-Year Report against Long Term Planning Framework MAAMN001 30 August 2012 This report covers the period 1 January 2012 30 June 2012 43 schools were covered through a preparedness programme supported by USAID. Photo cred: Javier Barrera/IFRC Overview During the reporting period the IFRC Country office supported the Mongolia Red Cross Society (MRCS) to implement different projects in the areas of health, social care, and disaster management. The communitybased health and first aid (CBHFA) project is being implemented in four provinces in the Gobi Region of Mongolia and is preparing for its expansion into three districts of Ulaanbaatar City. A social care project has continued to address the needs of vulnerable and displaced populations in Uvurkhangai, Khuvsgul, and Tuv provinces. In the disaster management field, three main projects have been implemented. These are Norwegian Red Cross-supported community-based disaster preparedness (CBDP), DFID-funded community-based programming (CBP), national disaster response team (NDRT), and USAID-funded earthquake preparedness project. The year 2012 has been a parliamentary electoral year whereby 76 parliament seats would be pursued by various candidates from different parties. As a direct result, slight delays have taken place in the implementation of some of the planned activities. It is anticipated that some further delays are likely to arise with the implementation of activities throughout rural areas as October will see provincial-level elections Working in partnership In the first half of 2012, the following partner national societies supported the aforementioned programmes/projects in health, social care, and disaster management. Operational Partners Operational Partners Finnish RC Pledge M1201133 Australian RC Pledge M1206088 Norwegian RC Pledge M1106022 Japanese RC Pledge M1205117 USAID Pledge M1108097 DFID Pledge M1108008
Progress towards outcomes Business Line 1: To raise humanitarian standards Measurement Outcome/Output/Indicators Baseline (Where available) LTPF 4-year target Actual this report period Actual to Date Outcome 1: MRCS is a well-functioning National Society delivering relevant and efficient services in support of the Mongolian population in adherence with Red Cross Red Crescent Movement Principles and Policies. Output 1.1: MRCS has participated in the programmes oriented to standardizing practices across national societies including completing a review of its statutes having followed the established processes and inputs from the Joint Commission. Revision of statutes A statutes exists but needs revision finished revision of its statutes; contributed to the establishment and maintenance of federation-wide reporting system. Information not available Output 1.2: MRCS has successfully implemented a review of its activities ensuring these are in alignment with the decisions adopted at the IFRC General Assembly, the Council of Delegates and the resolutions of the Red Cross Red Crescent Movement international conferences. a) # of trainings provided to NS staff; b) # of NS staff attended in IFRC organized training; c) # of days trained; d) A national vulnerability assessment is conducted MRCS staff attend IFRC organized trainings regularly participated in all relevant trainings and workshops organized by the IFRC and partner national societies a) 9 different trainings in food security, water and sanitation, resource mobilization, youth, and disaster management b) 17 staff of MRCS in total (duplicated number) attended c) In total 76 training days Trainings - 9 Staff attended - 17 Days trained - 76
3 I Mongolia - Mid-year report 2012 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: MRCS is better prepared to adequately respond to major disasters including of the provision of emergency health. Output 1.1: MRCS s mandate in disaster preparedness and response becomes clear and reflected in the state disaster law or other relevant documents, and disseminated to concerned parties. A national disaster risk reduction committee is to be finalized once the electoral process is completed. - the National Society improves its collaboration with state disaster response agencies; - the National Society actively participates in the UN cluster system to improve efficiencies in service delivery. A charter for the committee has been prepared and is to be adopted by the Office of the Deputy Prime-Minister in the fall of this year Output 1.2: MRCS has capacity to provide timely relief, emergency health and water sanitation services to affected populations in a timely and efficient manner. a) MRCS contingency plan finalised; b) NDRT SOP, TOR finalised; c) 10 NDRT members identified & equipped; d) Specialised teams formed at least in 2 DP centers; e) At least 10 people in each sector trained; f) NDRT field school to train 40 people; g) Induction training for 80 youths; h) Emergency stock procured for 1000 households - formulated operational procedures, guidelines and plans in line with international standards that enable the National Society to respond to major disasters at both national and local level. The National Society has trained, established and maintained the National Disaster Response Team (NDRT). a) MRCS contingency plan drafted; b) NDRT TOR drafted, SOP draft in progress; c) 10 NDRT members selected, trained & appropriately equipped; d) Specialised teams are to be formed - Project proposal submitted to NRC; e) Planned with NRC; f) Planned; g) 80 youths trained through peer educators in 4 provinces; h) Planned with NRC Documents - drafted ERT and specialized teams - to be formed and trained Emergency stock - planned
4 I Mongolia - Mid-year report 2012 Outcome 2: MRCS is better positioned and has stronger capacity to achieve the vital goal of helping to protect the most vulnerable, and increasing and safeguarding humanitarian space. Output 2.1: MRCS has actively advocated decision makers in respect to the humanitarian imperatives in Mongolia in alignment with the resolutions acquired at the International Red Cross Red Crescent Conference. MRCS has effectively advocated the Mongolian Government for the enactment of legislation relating to IDRL for Mongolia; introduced the IDRL concept for government decision makers; actively advocated needs for making necessary changes to the legal environment for major disaster response. Business Line 3 To strengthen the specific Red Cross Red Crescent contribution to development Measurement Outcome/Output/Indicators Baseline (Where available) LTPF 4-year target Actual this report period Actual to Date Outcome 1: MRCS improves health awareness and enhances disaster resilience of a wider community through its integrated community-based approach (combination of community-based health and first aid (CBHFA), water and sanitation, livelihoods, community-based disaster preparedness (CBDP) and other community-based programmes and branch development). Output 1.1: MRCS s branches have piloted community-based programme based on community needs prioritization and local context as well as taking into consideration the existing capacities, experience and resources within MRCS. a) # of people reached by CBHFA intervention for improved knowledge, awareness and practices on disease prevention, positive training curriculum, guidelines, standards of service delivery at community level has been developed taking into consideration the existing a) 10,496 people in rural area (target 27,204) a) 39%
5 I Mongolia - Mid-year report 2012 health behaviour, first aid and disaster preparedness and response in 12 targeted communities of Gobi region; b) # of people covered by CBHFA intervention in three targeted communities of Ulaanbaatar City for improved knowledge, awareness and practices on disease prevention, positive health behaviour, first aid and disaster preparedness and response; c) # of children covered by school-based CBHFA for improved knowledge, awareness and skills on disaster preparedness, first aid and road safety d) # of CBHFA facilitators and volunteers recruited and mobilized for CBHFA implementation e) # of CBHFA facilitators and volunteers trained and refreshed on all necessary CBHFA modules f) # of peer-educators mobilized for school-based CBHFA activities g) # of communities covered by whole process of CBHFA modules h) # of communities that have conducted CBHFA initial assessment and planning, and submitted the quality report in Ulaanbaatar City i) # of MRCS middle level branches outside CBHFA capacities and resources within MRCS; integrated training events have been planned and implemented; training events have been coordinated among partners to maximize their impact. b) 0 in UB (target 8,300) c) 1,093 children (target 4,000) d) 111 volunteers (target 417) e) 306 volunteers (target 417) f) 120 peer educators (target 120) g) 12 communities (target 15) h) assessment 0 (target 3) i) 0 (target 26) b) 0% c) 27% d) 417 volunteers - 100% e) 73% f) 100% g) 80% h) 0% i) 0%
6 I Mongolia - Mid-year report 2012 targets introduced with CBHFA concept and community-based programming j) # of MRCS middle level branches that have used properly adapted CBHFA PMER tools j) 4 MLB (target 7) j) 57% Output 1.2: An adequate volunteer recruitment and management framework and specific policies are in place at a national and local level. a) A volunteer management policy is developed based on current terms of reference for volunteers b) Current volunteer/ membership database is reviewed c) A volunteer management training is organized for key MRCS staff A volunteer management policy exists but needs revision revised its volunteer management policy; started to introduce initiatives that are to ensure volunteer safety and security. a) the policy needs to be reviewed/revised b) MRCS staff attended RMS training c) MRCS staff attended volunteering in emergencies training Output 1.3: The social care programme offers comprehensive social service which is widely accessed by vulnerable groups in the rural and urban areas. a) At least 450 people with special needs are assisted through regular home visits, referral to hospitals, food assistance and PSS provided by adequately trained volunteers; b) At least 40 per cent of midlevel branches make a Memorandum of Understanding with local social welfare departments on funding grant for activities that address needs of the most vulnerable groups such as the elderly, disabled, single parents and extreme poor; MRCS s social care policy has further developed to clearly identify its role and responsibility and in so doing implementing the services in selected areas; formulated an agreement with the Mongolian Government and key stakeholders in order to ensure sustainability and longterm impact of the programme activities; the Red Cross Social Care Centres provide more comprehensive services and act as reference centres in the a) 150 adequately trained volunteers providing services to 450 people in Tuv, Uvurkhangai and Huvsgul provinces b) to clarify c)helpful groups are operating d) planned
7 I Mongolia - Mid-year report 2012 c) At least 100 children that are members to Helpful groups are trained to provide better quality services to people with special needs; d) 1,000 volunteers participate in a national MRCS volunteers conference identified communities, enriched through the integration of programmes (such as CBHFA, HIV/AIDS) and in so doing addressing the identified needs within particular communities with relevant and timely services targeting the most vulnerable groups including the elderly, disable, single parents, at-risk youth, and the extremely poor. Business Line 4 To heighten Red Cross Red Crescent influence and support for our work Outcome/Output/Indicators Baseline (Where available) Measurement LTPF 4-year target Actual this report period Actual to Date Outcome 1: MRCS s communications are utilized to highlight key areas of interest and concern for the Red Cross Red Crescent Movement stressing its competitive advantage in the humanitarian market place. Output 1.1: Closer cooperation takes place with relevant stakeholders to highlight the humanitarian imperatives in Mongolia. a) A national fundraising campaign to be held; b) MRCS staff and volunteers have better knowledge on Red Cross mandate, values and structure as well as the National Society's vision and mission by taking part in a national conference improved its collaboration and communication with partner media agencies in Mongolia; established different means to establish new partnership in accordance with IFRC policy. Output 1.2: The National Society is better positioned through a comprehensive resource mobilization strategy. a) A national MRCS resource mobilization strategy is secured funding to support its a) b) 717 volunteers in social care, CBHFA, and DM trained
8 I Mongolia - Mid-year report 2012 developed; b) Long-term plans for each core programme is developed reflecting on key priorities agreed upon by the National Society, Mongolian government and other partners. initiatives through long-term commitments and diversified sources from existing and new partners; is resource mobilization strategy has been developed. Business Line 5 To deepen our tradition of togetherness through joint working and accountability Measurement Outcome/Output/Indicators Baseline (Where available) LTPF 4-year target Actual this report period Actual to Date Outcome 1: MRCS has increased capacity to deliver services by maximizing its support through a permanent coordination structure. Output 1.1: Partnership agreements are executed with relevant partners under a comprehensive cooperation framework. A partnership meeting of MRCS is held ensuring participation of all partner national societies, IFRC and ICRC. a locally relevant cooperation framework has been adopted (Operational Alliance, CAS; partnership meetings have been held at regular intervals and communication between partners is timely and relevant) Planned in October 2012 Outcome 2: MRCS practices systematic planning, monitoring, evaluations and reporting (PMER) approach in order to ensure greater accountability to donors, partners and people reached. Output 2.1: A four-year PMER plan for the National Society is developed and implemented efficiently and effectively. All staff both at headquarters and mid-level branches are trained on effective utilization of existing PMER tools. a PMER toolkit has been developed, tested and in use; the national headquarters and branches are regularly trained on PMER practices. PMER plan is in development stage MRCS PMER is to be drafted with assistance from APZ
9 I Mongolia - Mid-year report 2012 Comments on progress towards outcomes Progress in most activities has been slower than expected due to the volatility and uncertainties of the political environment. The actions of some PNS have influenced the hard work of coordination and collaboration which has been forged for the past several years, to the detraction of the ability by the National Society to deliver on the set objectives and accomplish established targets. An internal Audit of the Delegation is to be completed before the end of the year which will seek to indentify greater efficiencies.
Stakeholder participation and feedback An integral part of the programme and project delivery is the ongoing consultation with key stakeholder groups. Key stakeholders are: Vulnerable communities affected by both man-made crises and natural disasters MRCS Main partner and implementer of all actions Partners/Donors including Finnish Red Cross, British Red Cross, Norwegian Red Cross, Japanese Red Cross Society, Australian Red Cross, Netherlands Red Cross, United Nations Agencies, Mongolian Government and its ministries and agencies, French Embassy, the Embassy of the Republic of Korea. Community members are consulted on the relevance of the services being provided and their input is used as essential aspects in the design and review processes. The introduction of the new salary scale following the Partnership Meeting held late last year has proven effective in deterring the exodus of talented MRCS personnel. Nevertheless, there is still a significant number of human resource management policy and procedures which require further review. One disappointing issue this year was the fact that the MRCS disaster management programme manager was appointed to work with the Finnish Red Cross (ECHO funded) project since March 2012. This appointment saw him unavailable to work on a range of existing and ongoing multilateral programmes. The use of MRCS personnel for short-term bilateral projects significantly jeopardizes the organizational development work that is being promoted within the MRCS in addition to compromising the interests of the Movement as a whole in Mongolia. Key Risks or Positive Factors Key Risks or Positive Factors 1) Exodus of talented MRCS personnel 2) Insufficient time for implementation of planned activities Priority High Medium Low H H Recommended Action Further development of the OD processes within the MRCS Review of operational plan and where possible increase the number of operational resources to accomplish set targets and objectives. 3) Delay in planned activities due to local election M Review of planned activities to ensure as much as can be accomplished within a socio-political volatile environment Lessons learned and looking ahead It is important that the unnecessary and negative implications resulting from the unilateral actions of one partner national society be identified as a factor to avoid in the future. Financial situation Click here to go directly to the financial report.
11 I Mongolia - Mid-year report 2012 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: National Society: Samdandovj Rabdan, Secretary General; office phone: +976 11 312578; fax: +976 11 320934; email: redcross@magicnet.mn. IFRC country office: Javier Barrera, Head of Office; office phone: +976 11 312720; fax: +976 11 321684; email: javier.barrera@ifrc.org. IFRC regional office: Mr. Martin Faller, Head of East Asia Regional Delegation; office phone: +86 10 6532 7162; email: martin.faller@ifrc.org. IFRC Asia Pacific Zone, Kuala Lampur, Malaysia: Alan Bradbury, Head of Resource Mobilization and PMER; office phone: +9207 5775; email: alan.bradbury@ifrc.org.