Development Operational Report Quarter 1 and 2 2013

DOCUMENT INFORMATION MAAMV001 Individual responsible for this draft: Aminath Sharmeela/Enkas Chau Date: 31 July 2013

PROGRAMME INFORMATION Implementing Secretariat body / host National Geographical coverage: Society: Island communities (10 branches and 22 units). Number of people to be reached: +300,000 Project manager: Project Code: Project title: Annual Budget Revision budget: for Q1Q2 Enkas Chau PMV001 Coordination & 185,066 48,580 Implementation Enkas Chau PMV002 Preparedness & Resilience 189,606 150,905

Enkas Chau PMV004 Organizational Development 410,153 13,512

Enkas Chau PMV005 Health & Care 233,001 9,300

Enkas Chau PMV007 Tsunami funds 0 587,883

Total annual budget 1,017,826 810,180

Partner National Societies: , , Hong Kong branch of Red Cross Society of China, International Committee of Red Cross (ICRC), Japanese Red Cross Society, Singapore Red Cross Society, and Taiwan Red Cross Organization. Other partner organisations: British Department for International Development (DFID), Maldives Meteorological Services, Ministry of Defence and National Security (MNDF), Ministry of Education, Ministry of Health, National Disaster Management Centre (NDMC), Swiss Embassy, UNDP and World Health Organization (WHO).

1. Executive Summary During the reporting period, Maldivian Red Crescent (MRC) has been working steadily towards achieving the planned outcome and output targets in the field of disaster management, health, organisational development (OD), including youth programmes and establishing itself as a well-functioning National Society. Since the OD

Page 1 of 13 assessment, which was conducted in July 2012, MRC has been working on following up on the recommendations made.

The MRC response mechanism approved in December 2012 by the Governing Board provides the enabling structure to facilitate the establishing and maintenance of emergency response capacity for effective and timely actions in anticipation for, during and after an emergency event. Through this mechanism MRC has started to establish community level emergency response teams (ERTs). In the long run, MRC is contributing to establish a grass-roots level response mechanism that will support to reduce impact to communities during emergencies.

People reached for reporting period Direct recipients Indirect recipients Total Male Female Total people reached Planned Actual Planned Actual Planned Actual Planned Actual - - - - 150,000 100,000 300,000 300,000 400,000

Volunteers during reporting period Male Female Total - - 2,285

Key Accomplishments: During first and second quarter; · The fifth General Assembly (GA) of MRC was held on 20 April 2013. A total of 54 delegates from 10 branches (which includes Haa Dhaalu, Noonu, Lhaviyani, Male’, Meemu, Thaa, Gaafu Alifu, Gaafu Dhaalu, Gnaviyani and Seenu) and the Governing Board participated in the GA. Among the major decisions made during the GA include the adoption of the audit report for 2012; and MRC annual plan and budget for 2013- 2014. In addition, proposed amendments to no: 48 (b) clauses of MRC rules of procedure were adopted. The key highlight of fifth GA was the election for the vacant posts to the Governing Board - the president, treasurer and members representing Male’ and north region were elected. · Since the OD assessment, which was done in July 2012, MRC has been working on following up on the recommendations made. As such a new organisational structure was drafted and was in alignment with the recommendation. This new structure was approved by the Governing Board and has started working effectively since January 2013. · Since approval of the emergency response mechanism, orientations were conducted for management and staff in February 2013. Orientation workshop for branch and unit boards was held on 12 March 2013. A total of 106 people (male: 65, and female: 41) have been trained in emergency response team (ERT) in three branches. In addition, 13 participants have been trained as ERT training of trainers (ToTs) in March 2013, in Male’. · The first aid service guideline was developed and orientation was conducted to all branches of MRC in March 2013. This will support to ensure standardized delivery of first aid service by all MRC Branches. Following this, a circular was sent to all the branches and units along with the guideline and necessary documents to begin first aid service delivery in branches and units. Four branches including Male’ have initiated first aid service delivery. In addition, the branches and units have trained first aid team from 2012 that can be utilized for the service delivery. Further first aid trainings are being planned in communities to scale up the trained human resource available. · During the reporting quarters, health activities was implemented in 10 branches, reaching out to more than 2,000 beneficiaries with crucial health messages such as blood pressure control, hypertension and nutrition. Some 256 volunteers from these branches participated in the activity. · MRC youth stakeholder forum held in June 2013 supported to identify specific roles and responsibilities of MRC which will contribute to achieve MRC’s strategic aim related to youth in its strategic plan 2011 – 2015. Also the forum share and capture knowledge on youth related issues and engagement in Maldives. · Events were held across MRC branches and units to mark the World Red Cross Red Crescent (RCRC) Day 2013. The theme for 2013 was ‘150 Years of Humanitarian Action’ marking 150 years since the birth of the International Red Cross Red Crescent Movement.

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Key Issues: Due to difficult political situation in the country, with the presidential elections approaching in September 2013, formalizing stakeholder relations have been difficult from what was targeted. However, discussions to formalize memorandum of understandings (MoUs) are on-going with the Ministry of Education, National Disaster Management Centre (NDMC) and National Drug Authority of Maldives.

Recruitment of branch secretary was delayed due to poor quality of applications received. This late appointment of staff to key positions affecting the effectiveness and efficiency of implementing the plan significantly. Several steps are being taken to rectify the situation.

Plans for third and fourth quarter: · National Emergency Response Team training package development. · MRC desktop simulation. · Initial stakeholder forum to discuss MRC roles in health. · MRC first aid service delivery continuation. · MRC National Youth Camp. · Module development for MRC schools (MRC Circle) programme. · Youth as agent of behavioural change (YABC) training. · Community-based health and first aid (CBHFA) revitalization – pilot. · Developing key messages for community engagement in on-going programmes. · Developing information, education and communication (IEC) materials based on the key messages for community engagement. · Finalize recruitment process for branch secretaries in three MRC branches. · Design and conduct Branch Secretary induction training. · Start working on developing branch specific capacity building plans for strategic branches. · Approve, design and publish volunteer management manual. · Closing of ‘I am for Humanity Campaign’ and end line survey. · Observing MRC anniversary. · Developing humanitarian value and principle (HP&V) IEC materials.

2. Financial Status

Financial status explanation: · Annual budget has been revised in the second quarter due to the scaling down of the IFRC Maldives country office and tsunami funds required to open a new project. · The revised annual budget is fully funded. · The Appeal Financial Management Report shows that overall YTD expenditure stands at 39 per cent of YTD budget.

Budget and expenditure analysis (CHF) A. Annual approved budget 810,179 B. Total funding to date 860,520 C. Funding to date as % of annual budget (B ÷ A) 106% D. Year To Date Budget 927,217 E. Total expenditure to date 359,314 F. Expenditure to date as % of YTD budget (E ÷ D) 39% G. Expenditure to date as % of annual budget (E ÷ A) 44%

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3. Situation/Context Analysis The Maldivian political climate is a high risk to programmes and services implementation. The resignation of the President of the Republic of Maldives in early February 2012 resulted in considerable political upheaval and a deteriorating security situation, which lasted for several weeks. However, disputes between the various political parties regarding the legitimacy of the leadership of former Vice-President continues. Maldives remains somewhat politically stable. The presidential elections set for September 2013, parliamentary elections in December 2013 and local council elections in February 2014 are all expected to create some difficulties in community level implementation of projects and activities.

The geographic nature of the country creates many logistical challenges to implement the programmes in the communities. Uncontrollable factors such as weather are also an obstacle in programme implementation, especially when travel by sea is required. While this may be a challenge in the beginning, grassroots presence (in the form of units and branches) will eventually ensure ready access to programmes and services by the island communities.

4. Analysis of Implementation

Business Line 2 – “To grow Red Cross Red Crescent services for vulnerable people” Indicators Baseline Quarter 1 and 2 Annual Year to Year to (where available) Target Date Date Date Value Target Actual % of Actual % of Target target Outcome 1: MRC is efficient and effective in responding to emergencies supported by skilled human resources and capable branches and units. Established effective and efficient response teams responding to emergencies in MRC. Effective: Branch/Unit Board decision making skills during 0 3 3 100% 3 3 100% emergencies, coverage, appropriate equipment, coordination with partners/key stakeholders.

Efficient: timeliness, skills. Output 1.1: MRC has approved mechanism, policies and plans for response. Response mechanism and standard operating procedure 0 1 1 100% 1 1 100% (SOP) of MRC approved and agreed at all levels. Output 1.2: Emergency response teams established at all levels as per MRC response mechanism. Training package for MRC ERT and national emergency 0 2 2 100% 2 11 50%

response team (NERT) developed.

1 Training package for MRC ERT developed.

Page 4 of 13 Indicators Baseline Quarter 1 and 2 Annual Year to Year to (where available) Target Date Date Date Value Target Actual % of Actual % of Target target Three ERT’s established in MRC. 0 3 3 100% 3 3 100%

Output 1.3: MRC headquarter/branch/unit has capacity and resources for response as per MRC response mechanism. Training package for emergency operation unit (EoU), 0 1 1 100% 2 1 50% Emergency Committee (EC) and branch boards. Leadership training completed by two board members in target 0 2 2 100% 2 2 100% branches. One pilot safe building established in a functional 0 1 1 100% 1 1 100% branch.

Narrative: · MRC’s emergency response mechanism was approved by the MRC governing board on 22 December 2012. MRC response mechanism orientations were conducted for management and staff in February 2013. Orientation workshop for branch and unit boards was held on 12 March 2013. MRC’s response mechanism has also been translated from English to Dhivehi in March 2013. · A total of 106 people (in Male’:33, Gnaviyani:34 and Haa Dhaal:39) have been trained in ERT based on the ERT training package developed. In addition, 13 participants (male: 7, female: 6) have been trained as ERT ToT in March 2013 in Male’. · Furthermore, MRC took part in the airport emergency drill “Maakana 2013”. Airport emergency drill is an annual mandatory drill organized by the airports authority of Maldives to prepare and test their SOP’s in case of an airport emergency. MRC has been part of emergency first aid team since 2011. In the 2013 drill, MRC activated its response mechanism to test out its validity and effectiveness. Hence all areas mentioned in the response mechanism such as EC, EOC and ERT were activated as per the plan. A debriefing meeting was held after the drill to capture lessons learnt in terms of decision making, formats used as well as field experience. · Training package for EoU, EC and branch boards and leadership training completed by two board members in target branches. · The MRC programme manager represented the National Society at the Global Platform for Disaster Risk Reduction (GPDRR). The GPDRR is the world’s largest gathering of stakeholders committed to reducing disaster risk and building the resilience of communities and nations. MRC objectives for participation was to: a) promote the RCRC work for DRR and resilience building towards governments and international community; b) create partnerships with the private and academic sectors and reinforce relationships with other international organisations, non-governmental organisations (NGOs) and governments; and c) provide input to post health first aid arrangements. MRC also presented at the side event at the GPDRR on “civil society binds together to build resilience” on building resilience of the vulnerable people by International Federation of Red Cross and Red Crescent Societies (IFRC). Variance: MRC has met all the targets set and on track of delivery by end of 2013.

Outcome changes: Nothing to report

Page 5 of 13 Business Line 3 – “To strengthen the specific Red Cross Red Crescent contribution to development” Indicators Baseline Quarter 1 and 2 Annual Year to Year to (where available) Target Date Date Date Value Target Actual % of Actual % of Target target Outcome 1: MRC conducts mitigation preparedness and prevention activities in communities to support increase community resilience /sustainable development through skilled human resources and capable branches and units.

Increase in level of partnership established with major stakeholders at national and 01-Dec local level (from ad-hoc to 1 1 0 0% 2 0 0% 2011 formalized versions) to facilitate DRR/ health/ social care related activities in the communities. Output 1.1: MRC (branches/units) take lead in conducting need-based DRR/health related mitigation, awareness and prevention activities in communities. Five branches take lead to conduct DRR/health/social care related activities in 0 5 5 100% 5 5 100% communities.

Output 1.2: MRC (branches/units )partner and coordinate with key stakeholders at local/national level in conducting community activities. Three MoU’s signed with relevant stakeholders at 01-Dec 1 1 0 0% 3 0 0% national level. Two MoU’s signed for programme implementation at 0 1 0 0% 2 0 0% branch level. Outcome 2: MRC develops, empowers and mobilizes youth to tackle issues at local level, through MRC branches.

Output 2.1: MRC youth take lead in developing and implementing local level programmes.

Four branch activities developed 0 2 1 50% 4 1 25%

by youth. One national level youth camp conducted. 0 1 0 0% 1 0 0%

Output 2.2: MRC pilots youth involvement in school programme at school/local level.

Five schools pilot youth in 0 2 0 0% 5 0 0% school programme. MRC strategy for integration of MRC youth into schools. 0 1 0.25 25% 1 0.25 25% Output 2.3 : MRC integrated YABC into programmes and project activities.

At least two MRC programmes 0 0 0 0% 2 0 0% use YABC techniques.

Page 6 of 13 Indicators Baseline Quarter 1 and 2 Annual Year to Year to (where available) Target Date Date Date Value Target Actual % of Actual % of Target target Outcome 3: MRC delivers efficient first aid services to communities through skilled human resources in MRC branches.

5% increase in effective first aid provided to casualties at local level events and activities. 0% 3% 3% 100% 5% 3% 60% (effectiveness means required type of first aid provided) Output 3.1: MRC branches develop a locally led first aid service programme.

Five branches deliver first aid 100% services to its communities. 0 3 3 5 3 60%

Narrative: · The MRC first aid service guideline was developed and orientation was conducted for all branches in March 2013. The branches and units can utilize the first aid service team and trained volunteers to deliver the service at community level. First aid kits have been delivered to six units, namely S. unit, , Gdh unit, M. unit, N. unit and Hdh. Nolhivaram unit. · Two standard first aid trainings were held in Male’. A total of 14 volunteers took part in the training which was held from 18 to 20 May 2013. Following the completion of the training, on 21 June 2013 an orientation session was held. A second training was held from 25 to 27 June 2013 in which 19 volunteers took part and completed the training. The objective of conducting such trainings was to increase the number of volunteers to meet the increased demands of first aid service requests at community level. · MRC adapted and published the vulnerability and capacity assessment (VCA) guideline and toolkit in early February 2013. These guidelines will be the basis of all VCAs that will be conducted by MRC in future. The booklets will be distributed to all MRC units and branches. All VCA trainings will also adhere to the guidelines stipulated in the VCA guideline and toolkit. The purpose is to standardize the VCA reports of MRC as a quality holistic research that can be used by community, MRC, NGOs and other organisation as a basis for designing developmental programmes to make communities for resilient. · An annual calendar for 2013 was developed by MRC with shared funding from the South Asia regional delegation (SARD) and community-based disaster risk reduction (CBDRR) project. Each month has a graphic focused on an MRC thematic area of resilience such as dengue prevention, emergency alerts, and first aid. A total of 12,000 wall calendars were printed and 9,467 calendars were distributed in 22 islands including CBDRR communities and MRC units/branches by March 2013. All households and institutions also received the calendars. Desktop version of the calendars was distributed to national and international stakeholders. · During first half of 2013, the health activities was implemented in 10 branches, reaching out to more than 2,000 beneficiaries with crucial health messages such as blood pressure control, hypertension and nutrition. A total of 256 volunteers from these branches participated in the activity. In addition, MRC Lh. unit has selected two pre-school and one secondary school to put up dengue bill boards received from headquarters’ as part of dengue awareness campaign conducted in last year. Selected schools were Nooraanee pre-school, Roashanee pre-school and Madharasathul Ifthithah. Unit has put up all bill boards in such a way that it is also visible to outside the school. · MRC conducted a forum for the youth stakeholders who are working in the area of youth development in Maldives. Forum was held in Male’ from 29-30 May 2013. This forum is to identify specific roles and responsibilities of MRC which will contribute to achieve MRC’s strategic aim related to youth in its strategic plan 2011 – 2015. Also, the forum captured knowledge on youth related issues and engagement in Maldives. Out of 15 invited stakeholders to this forum, including community-based organisations (CBOs), NGOs, and government officers, 12 participants from eight stakeholders participated. Through this forum, stakeholders agreed to form a technical committee at their level to share plans, programme activities and experience within stakeholders. It was also decided that MRC will

Page 7 of 13 take lead in developing terms of reference (ToR) for youth stakeholders technical committee and will share with stakeholders for comments, including resource mapping chart, and forum report. · The fifth National Youth Volunteer gathering was held at Indonesia from 23 -30 June 2013 where a volunteer from Gaafu Dhaalu Thinadhoo and the governance officer from MRC headquarter joined to exchange and learn from each other and sharing experiences about volunteering and volunteerism in carrying humanitarian missions. · A concept paper for MRC in schools is currently being developed through a working group consisting of MRC governing board youth member, OD manager, programme officer – youth, VP project officer and YHWB project officer. Variance: · In the second quarter of 2013, the target to have at least one formalized MoU was unmet due to the difficult political situation in the country, with the presidential elections due in September 2013. However, discussions to formalize MoU’s are on-going with the Ministry of Education, NDMC and National Drug Authority of Maldives. · Achievement against youth activities start-up in MRC branches and units during the reporting quarters has been low, with more priority given to health and DRR activities in most branches. Similarly, the target of conducting youth camp is unmet, as the youth camp was postponed to August 2013, due to unavailability of venue on the required dates and falling of Ramadan in July 2013.

Outcome changes: Nothing to report.

Business Line 4 – “To heighten Red Cross Red Crescent influence and support for our work” Indicators Baseline Quarter 1 and 2 Annual Year to Year to (where available) Target Date Date Date Value Target Actual % of Actual % of Target target Outcome 1: A brand image and identity is created for MRC among the general public through a targeted public awareness campaign that would assist in service delivery and resource mobilization. Increase in recognition and 1-Jan goodwill of MRC in the 30% 30% 30% 100% 60% 30% 50% 2013 communities. Output 1.1: MRC’s image building and promotional campaign. MRC’s image building campaign(six month duration 0 1 1 100% 2 1 50% media campaign) is conducted.

Outcome 2: MRC's humanitarian work is showcased on significant dates/events such as World Red Cross Red Crescent Day and MRC Day via all MRC branches. Increase in recognition and goodwill of MRC in the N/A 20 8 40% 20 8 40% communities. Output 2.1: Marking of World Red Cross Red Crescent Day in all branches. RCRC Day is marked in all N/A 10 8 80% 10 8 80% branches of MRC. Output 2.2: Marking of MRC Day in all MRC branches.

MRC Day is marked in all N/A 0 0 0% 10 0 0%

Page 8 of 13 Indicators Baseline Quarter 1 and 2 Annual Year to Year to (where available) Target Date Date Date Value Target Actual % of Actual % of Target target branches of MRC.

Outcome 3: Humanitarian principles and values (HP&V) are communicated to the general public through various media (IEC materials). Increase in HP&V understanding 1-Jan 1 0 0 0% 10 0 0% in the communities. 2013 Output 3.1: Development/Update of IEC materials.

At least 2 IEC materials are 1-Jan 1 0 0 0% 2 0 0% developed/updated. Output 3.2: Dissemination of IEC materials through all branches.

IEC materials are distributed to 1-Jan 1 0 0 0% 10 0 0% all branches.

Narrative: · Events were held across MRC branches and units to mark the World Red Cross Red Crescent Day 2013. The theme for 2013 is ‘150 Years of Humanitarian Action’ marking 150 years since the birth of the International Red Cross and Red Crescent Movement. Guidance, visibility/promotional material and financial support were provided from headquarter to all branches for them to be able to carry out activities. As per the guidance provided, branches and units were coordinated under the umbrella of ‘I am for Humanity’ road shows. Road shows were held in H.Dh. Nolhivaram, N. Manadhoo, N. , M. Muli, M. Kolhufushi, Th. , Lh. Naifaru, G.A. , Gn. Fuvahmulak and S. . · MRC’s public image building campaign entitled ‘I am for Humanity’ was implemented in selected branches. The campaign is being targeted at branches where there is a high population centre therefore increasing the coverage and reach with its messages. The main theme of the campaign is to position MRC as a key humanitarian player in Maldives through numerous public engagement and communication channels. The campaign focuses on MRC’s current strengths in terms of programmes and services in the area of first aid. Three areas are bound by the common theme of volunteering for each of these causes. The main public activity under the campaign is a public ‘road show’ aimed at giving visibility to the organisation and also as a means for members and volunteers to sign up or learn more about MRC. Leaflets and posters have been developed for each of the campaign areas that includes ‘calls to action’ on how each individual can become part of MRC. Public billboards have also been erected in Male’ and branches. In addition, through partnership with local TV and radio channels, ‘I am for Humanity’ themed television and radio commercials were also aired. Variance: Nothing to report.

Outcome changes: Nothing to report.

Page 9 of 13 Business Line 5 – “To deepen our tradition of togetherness through joint working and accountability” Indicators Baseline Quarter 1 and 2 Annual Year to Year to (where available) Target Date Date Date Value Target Actual % of Actual % of Target target Outcome 1: MRC’s governance and management is guided and strengthened to effectively lead the organisation and its service delivery. Increase participation of senior See management and Governing N/A explana Board members in MRC and the tion Movement. Output 1.1: MRC’s decision making bodies (boards and senior management is guided and strengthened to effectively lead the organisation and its service delivery. Weekly meeting is conducted N/A 24 18 75% 48 18 37% for MRC senior management.

MRC’s Governing board meets N/A 3 3 100% 6 3 50% every two months.

Output 1.2: MRC’s governance and management get exposure to the RCRC Movement. Five exposure visits are made to the Red Cross Red Crescent 01-Jan 0 2 2 100% 5 2 40% Movement by newly elected 2013 Governing Board members. Outcome 2: Revise the MRC's organisation structure to meet the service delivery. Increase in MRC service delivery through yearend review meeting for effective N/A 0 0 0% 1 0 0% implementation of the revised organogram. Output 2.1: Implement the revised structure at MRC headquarter. The revised organogram is implemented at headquarters N/A 1 1 100% 1 12 100% level. Output 2.2: Implement the revised structure at MRC branches. The revised organogram is implemented at branch level N/A 3 0 0% 3 0 0% (Branch secretaries appointment).

Narrative: · MRC’s Governing Board met three times to date. This includes a meeting right after the general assembly, where newly elected members to the Governing Board were oriented to MRC. The Governing Board discussed and deliberated on various issues including adoption of policies and key decision. · The MRC Secretary General (SG) attended the joint IFRC/ICRC annual meeting of legal advisers and others in charge of legal matters, held in Geneva from 3 -6 June 2013. During these meetings, in addition to reporting on the progress of implementation of the resolutions adopted at the last statutory meetings of

2 HQ functional as per revised structure.

Page 10 of 13 2011, various discussions were held, including protection of the emblem, legal structure of the National Societies, maximizing operational partnership agreements and disaster law. On 7 June, the MRC SG met with ICRC officials in charge of the South Asia and discussed on the country situation, MRC activities and plans for 2013 and ICRC support. ICRC reassured their continued support and assistance to MRC. · Third consultation meeting of the Islamic Committee of the International Crescent (ICIC) was held from 2- 4 May 2013 in Tunisia. MRC was represented by the President. · Since the OD assessment, a new organisational structure was drafted and was in alignment with the recommendation. This new structure was approved by the Governing Board and came into effect in January 2013. Several job descriptions were formulated for new positions within MRC, including volunteer management officer, resource mobilization (RM) officer, communications officer, personal assistant (PA) to SG and logistics officer. While the logistics officer, PA to SG and RM officer were hired within the reporting time, hiring process for the three strategic branches branch secretaries and volunteer management officer is currently underway. In addition, internal recruitment of three programme officers (health, emergency preparedness and response, youth) was done which became the expert technical capacity within MRC in each of the strategic areas. Variance: · Senior management meetings (SMM) have not met the target, due to constant travel by majority of the SMM team members during the reporting period. · The job descriptions for branch secretary posts were developed and advertised for hiring in the three strategic branches (Haa Dhaalu, Male’ and Gnaviyani). As the candidates who applied for the positions did not meet the required criteria, the posts for Haa Dhaalu and Gnaviyani are being re-advertised while Male’ branch secretary’s written interview process is to happen in the July 2013.

Outcome changes: A minor adjustment has been made in output target under outcome 1 as follows; o For output 1.2, increased exposure visits from two to five.

5: Stakeholder Participation & Feedback Stakeholder participation: As the leading humanitarian organisation in the field of DRR, MRC receives regular requests for consultation from the NDMC, the Meteorological Services, Ministry of Education and other sectoral ministries to provide technical support and advice on DRR issues in Maldives. MRC is a member of the NDMC-led Disaster Management Steering Committee and during the reporting period partnered with its members to conduct a school emergency SOP formulation workshop and school DRR forum.

MRC is also a leading partner in the area of health awareness, disease prevention and public health. MRC is part of the health network led by the Ministry of Health which promotes health awareness and prevention at national level. Since 2010 MRC is a key partner in the yearly dengue prevention and eradication campaign “Madhiri Rulhi Rulhi”.

6. Partnership Agreements & Other Key Actors 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, health and youth.

Within the Movement: Australian Red Cross, Canadian Red Cross, Hong Kong branch of the Red Cross Society of China, ICRC, Japanese Red Cross Society, , Singapore Red Cross Society, and Taiwan Red Cross Organization.

Outside the Movement: DFID, Maldives Meteorological Services, MDNS, Ministry of Education, Ministry of Health, NDMC. In addition to above systems, MRC has constant dialogues and informal partnerships with several other organisations in different avenues, such as with WHO, UNICEF, UNDP, National Drug Authority and several other local NGOs.

Page 11 of 13 7. Cross-Cutting Issues Domestic violence is a 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 has supported to develop a Child Protection Policy for MRC, which was approved by the Governing Board in March 2013. MRC is also developing a Screening Policy and Harassment Policy to ensure violence issues are reduced within the organisation.

MRC’s youth health and well-being project – a harm reduction project for prevention of drug abuse, supported by Australian Red Cross, has been implemented since the second half of 2012. The project material has been developed and translated to Maldivian context and is being field tested with the help on national stakeholders such as National Drug Authority and local NGO Journey.

8. Human Resources MRC fully revised its organisational structure in January 2013, in line with the organisational review that took place in 2012. The objective for the change is to structure the MRC human resource structure to effectively support delivery and management of MRC programmes and services.

MRC is currently organized in four departments: OD, Programme t, Communications and Resource Mobilization, and Finance and Administration. Each department is led by a department manager, who reports to the SG. This team makes up the senior management of MRC. Each department also appoints specific project officers based on the required technical functions and projects/programmes. MRC programme department was re-structured to have specific programme officers for health and social care, youth and emergency response and preparedness. New functions such as volunteer management officers and resource mobilization officers were also added into the structure.

While the IFRC Maldives country office was closed by end of May 2013, MRC continues to receive direct technical support on disaster preparedness, DRR, health, OD, PMER and finance development from the South Asia regional delegation.

9. Exit/Sustainability Strategy Summary Nothing to report.

10. Update on Monitoring and Evaluation events MRC monitors activities of its annual plan on a monthly and quarterly basis. During the reporting period, due to significant changes in the IFRC Maldives country office, MRC currently conducts reviews and submits quarterly reports on its own.

11. Key Lessons Maldives’ political climate is a high risk to programmes and services implementation. New methodologies need to be devised and strategized on how to work with communities, in the current political climate. In addition, elections in Maldives will be held in the third quarter of 2013, which would present difficulties in mobilizing communities and implementation of activities planned for then. MRC has built-in contingency plans on top of existing plans to minimize the risk of political conflict on implementation plan.

Difficulty to gather people for community meetings in all the communities have been highlighted. Different tactics such as volunteers personally going door-to-door inviting people for meetings, sending invitations to households by the island council and also using loud speakers and walking in communities have been used. Even with such measures, the turnout for some activities was very low. In the new area of community engagement, MRC is exploring methodologies that work specifically for each community.

Page 12 of 13 12. Report Annexes

Annex 1: Finance Report (Validated, from BO)

Annex 2: Photos

'I am for Humanity' road show held in Villimale', Male’ in February 2013. Photo: MRC CBDRR facilitator training for volunteers held from 8 to 12 June 2013 in Male’, Maldives. Photo: MRC

Simulation exercise for Emergency First Aid in Gnaviyani A group photo of the ERT ToT participants held in Male’, Maldives Fuvahmulah. Photo: MRC from 4 to 7 March 2013. Photo: MRC

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