Annex (E) No 001

Cyclone Nargis Programme Agreement Annex (E) No 001

DATE 1st October 2009

This Programme Agreement Annex (PAA) refers to the revised sectoral Plans of Action (PoA), presented with the Operations Update 25 (May 2009), which individually cover in detail the programme plans in the Nargis operation following the move from relief to recovery. This is complementary to the over-arching PoA, presented in October 2008 (Annex D).

1. GENERAL DATA

1.1 OPERATION MYANMAR: CYCLONE NARGIS

1.2 REGION SOUTH-EAST ASIA

1.3 ZONE ASIA-PACIFIC

1.4 COUNTRY MYANMAR

REGION Ayeyarwady and Yangon Divisions

Townships of: Bogale, Dedaye, Labutta, CITY / Mawlamyinegyun, Ngapudaw, Pyapon, Kyaiklat, AREA Mostly rural but VILLAGE Maubin, Myaungmya, Wakema, Kawhmu, some urban Kungyangon and Twantay

1.5 IMPLEMENTING PERIOD Estimated Start Date: 8th July 2008 End Date: 3 May 2011 2 years 10 months duration:

1.6 NATIONAL SOCIETY / COUNTERPART

Myanmar Red Cross Society

Address Red Cross Building Postal Address 42 Strand Road Postal Code N/A City Yangon Telephone num Fax E-mail [email protected] Telex

1.7 PERSON RESPONSIBLE FOR THE NATIONAL SOCIETY

Professor Dr Tha Hla Shwe

POSITION President of the Myanmar Red Cross Society

1.8 PERSON RESPONSIBLE FOR THE OPERATION AT THE NATIONAL SOCIETY

Dr Hpone Myint

POSITION Operations Manager

1.9 PERSON RESPONSIBLE FOR THE OPERATION AT THE IFRC

IN-COUNTRY Alasdair Gordon-Gibson, head of operations REGIONAL OFFICE Alan Bradbury, head of regional office

ZONE OFFICE / DMU Michael Annear, head of DMU

HEADQUARTERS Christine South, operations coordinator for Asia Pacific

1.10 NATIONAL SOCIETY BRANCH OFFICES INVOLVED Name Via MRCS HQ

1.12 MEMORANDUM OF UNDERSTANDING AND OTHER AGREEMENTS SIGNED Updated October 2009

A Cooperation Agreement was signed between MRCS and the International Federation of Red Cross and Red Crescent Societies (IFRC or International Federation) on 22 March 2009, with annexed references to the Cyclone Nargis operation (of which this is part).

IFRC applied for a status agreement in 1997. The authorities are considering this.

There are four bilateral partner national societies (PNS) present in Myanmar: French Red Cross, Danish Red Cross, Japanese Red Cross and Australian Red Cross. French Red Cross is currently working in the Nargis operational area. Danish Red Cross has supported work with monitoring and evaluation (M&E), through bilateral funding and the on-loan resources from the region.

Singapore Red Cross has provided assistance in the rebuilding of schools through direct support to the Ministry of Education (MoE), as well as bilaterally with MRCS. Other bilateral interventions include Malaysian Red Crescent, Israel Magen David Adom (refer to Operations Updates).

ICRC is present in Myanmar and has been funded through the appeal to undertake a range of activities in water and sanitation, health, livelihoods and GIS mapping. They have also assisted the operation with logistics capacity, and the rental of vehicles from its fleet in Myanmar. These arrangements are covered by

agreements confirmed in email exchanges 23rd June 2008, and October 2009, as well as project agreements (water and sanitation).

ICRC is also supporting MRCS in undertaking a Restoring Family Links (RFL) programme and in dissemination of the Fundamental Principles and humanitarian values.

OPERATION SUMMARY: May 2008 to August 2009

2.1 BRIEF DESCRIPTION

Appeal target: CHF 73,987,907 million (USD 72.5 million or EUR 45.9 million) Appeal coverage: 96% Appeal history: • 8 July 2008: A revised Emergency Appeal was launched for CHF 73.9 million (USD 72.5 million or EUR 45.9 million) to assist 100,000 households for 36 months. • 16 May 2008: An Emergency Appeal was launched for CHF 52,857,809 (USD 50.8 million or EUR 32.7 million) to assist 100,000 households for 36 months. • 6 May 2008: A preliminary Emergency Appeal was launched for CHF 6,290,909 (USD 5.9 million or EUR 3.86 million) to assist 30,000 households for six months. • 5 May 2008: CHF 200,000 (USD 190,000 or EUR 123,000) was allocated from IFRC’s Disaster Relief Emergency Fund (DREF).

The operation focus remains on reaching 100,000 households (500,000 people) for some or all of the activities within the appeal. The operation is concentrated in the 13 most affected townships mentioned on the front page.

The main objectives remain consistent with the plan of action. The revised project focus includes: • To provide recovery to 100,000 of the most affected households following cyclone Nargis in household shelter, community based health for disease prevention, psychosocial activities, water and sanitation, livelihoods • To assist recovery of community infrastructures damaged or lost during cyclone Nargis, including primary schools, sub-rural health centres and community buildings • To increase the profile and capacity of MRCS at community level, to help position the national society as the essential provider of primary care and assistance, including the construction of and equipping of village Red Cross posts. • Ensure that the relief and recovery operation during the appeal period will facilitate further building and developing the Myanmar Red Cross Society’s (MRCS) disaster management activities, especially disaster preparedness, disaster response, and recovery planning. • Through this operation, help further position MRCS as the essential provider of disaster management in Myanmar.

Summary: • Some revisions have been made to the Appeal and consist mainly of changes in the shelter sector. Revisions to other programming are relatively minimal. Revised budgets reflecting these changes are attached. The overall total budget figure remains the same. • Community participation has figured as a key element in all programme activities, as per programme planning. The enthusiasm and commitment of villagers have been integral to the success of several activities such as cash-for-work in the livelihoods sector, model house constructions and the distribution of treated water, as well as the construction of latrines. • Capacity building of national society human resources is well underway and good progress has been made in several sectors, in tandem with programme implementation. This is due to the high level of technical support provided by the International Federation through the team of in-country delegates, and

• Strong cooperation and coordination between the Myanmar Red Cross Society (MRCS) and the International Federation which has been further strengthened over the past 18 months. Sectors in which the national society had small-scale capacity or none at the onset of Nargis, and which have been strengthened tremendously since the start of the operation, include water and sanitation, emergency relief and recovery, as well as MRCS capacities in programme management and support, such as logistics, finance management and reporting. Existing skills and capacities in the health sector have been consolidated and reinforced. • The construction of sample or model houses as part of the initial phase of the construction of 8,000 homes has been well-received by communities and at the same time, presented important ‘lessons learnt’. A full-scale implementation of the reconstruction project was temporarily postponed following a recent request from the authorities that necessitated a re-examination of programme implementation methods concerning cash grants. Agreements reached over the re-design of the shelter project, which now is a combination of the provision of materials and a cash grant for the payment of carpenters, has meant that implementation of the shelter project is back on track. • Work on the transition of Nargis operation programmes into longer-term programming to be implemented with support through the annual appeal has begun. • Strong partner interest in Nargis continues, as is evident in the very successful appeal coverage and strong attendance (17 partner national societies) at the MRCS partnership meeting in February 2009. The gathering also saw partners indicating high levels of support for the national society’s longer- term initiatives. • Government directives affecting visas has reduced the total number of delegates working in-country, in support of Nargis operations. • The monsoon rains from April-October made travel to certain areas in the delta become more difficult.

Coordination and partnerships In-country Movement coordination Cooperation between the International Federation and national society and in-country partner national societies (French Red Cross, Danish Red Cross and Australian Red Cross) which worked to good advantage during the early stages of the operation, has been strengthened over the past 18 months.

French Red Cross is working closely with the International Federation, particularly in the implementation of water and sanitation activities, while Danish Red Cross has assisted efforts geared towards comprehensive monitoring and evaluation of the Nargis operation, through the provision of consultants.

Close cooperation has continued with the International Committee of the Red Cross (ICRC), which has been supporting MRCS in its work with Restoring Family Links (RFL) and water and sanitation activities, with funding provided through the Federation Emergency Appeal. ICRC also provided expertise in the initial planning of the recovery (livelihoods) programme.

Sustained interest in the Nargis operation The strong support received from various partner national societies in the initial stage of Nargis has been sustained. This support has been particularly evident in the generous response to the appeal, as well as other factors such as participation in technical visits (water and sanitation, and health, conducted in late 2008), communications visits, and strong attendance (by 17 partner national societies) at the MRCS partnership meeting on Nargis held in Yangon in February. The meeting was well-received, based on feedback from partners and the continued support pledged towards Nargis and longer-term programmes of national society, as well as interest expressed in upcoming technical visits.

In addition, high-level visits enjoyed by the operation in the early stages continue. Recent visits since January include the Danish and Norwegian ministerial visit, as well as two visits by the Canadian International Development Authority (CIDA), and representatives from UNOCHA in New York.

Inter-agency coordination Inter-agency cluster coordination in Yangon continues with weekly meetings (coordinated by OCHA) serving

4 as important forums for information exchange. This has also expanded to field level, and meetings are attended by MRCS hub officers at all nine locations. The good networking established between the MRCS/International Federation and other agencies served as an advantage during the selection of village tracts (from September to December 2008) to aid planning of recovery-phase programming – it enabled the MRCS/International Federation to avoid overlaps in programming with other agencies, as far as possible.

Inter-agency coordination has also been evident in the production of reports (PONJA and PONREPP) which have served as important references for the fraternity of aid agencies. MRCS supported the PONJA initiative with the provision of 30 volunteers as enumerators.

Similarly, while the MRCS/International Federation village tract assessment reports have not been published externally, other agencies or organizations have been invited to make use of them when visiting hub offices where they are readily available. The International Federation has completed an internal evaluation of its role in shelter cluster coordination during the emergency phase, and this has been made available to all interested stakeholders.

The extensive network of MRCS branches and volunteers, which were also relied on by other agencies/organizations in the early stages of the operation, continues to provide assistance today in areas such as water and sanitation, and first aid training.

The MRCS/International Federation has also done its best to provide Red Cross input into coordination initiatives aimed at improving reporting (such as the recently-launched inter-agency standing committee (IASC) report) or updating the directory of agencies providing assistance to Nargis-affected communities, as well as being a key participant in assisting the IASC in its contingency planning for emergencies countrywide. MRCS and the Federation have been invited to represent the Movement as members of the TCG Recovery Forum.

2.2 A summary of activities per sector from October 2009 to May 2011

2.2.1 Health and care

CBHFA (Total budget without delegate costs and PSR for 2009 is 1,179,160 CHF, total budget for 2010-2011 is 1,961,610 CHF)

Target beneficiaries: Cyclone-affected households (HH) and youth/school children who live in 13 townships, (Kungyangon,Kawhmu, Twantay, Kyaiklat, Dedaye, Pyapon, Bogale, Mawlamyinegyun, Wakema, Maubin, Myaungmya, Labutta, Ngapudaw)

Direct: 61,800 HH (2009), 100,800 HH (2010, 2011)

Expected Result 1.1 Health knowledge, behaviour and practices at household level is improved through health education and promotion by trained CBHFA volunteers in collaboration with the village tract health committee • Community members participate in community action plan, HH monitoring, health promotion including hygiene promotion campaign, through Red Cross volunteer activities in 13 tsps. • KAP follow up survey carry out annually, (budget 10,000 CHF in 2009, 12,000 CHF in 2010, 22,000 CHF in 2011) for 13 tsps • Campaign activities (World First Aid day, World AIDS day) budget 20,000 CHF per year in 13 townships

Expected Result 1.2 Potential disease epidemic/disasters surveillance system established and functioning • 100 Red Cross posts supportive materials such as stretchers, first aid kits, furniture, IEC materials, hygiene

kits distributed in December 2009 (total expenditure is 50,000 CHF in 2009) , Remaining another 50,000 CHF for maintenance for 100 Red Cross Posts in 2010 • 6,900 oral rehydration solutions (ORS) distributed per township in 2009, from 2010-2011 budget for purchasing ORS and other medicine will be remained 30,000 CHF per year; also, anti-snake venom will be purchased in December 2009 (budget 5,000 CHF from Nargis, 8,000 CHF from non-Nargis) • 60,000 IEC materials (HI pandemic, diarrhoea, DHF, Malaria) provided to affected communities, 13 townships for three years (Total budget for three years is 30,000 CHF) • Small radio distribution for early warning, ten sets per one village tract distributed in 2009 (20,000 CHF) • Mass CPR ToT training conducted in December 2009 (5000 CHF), Mass CPR training in the community level will be started from 2010. Budget remained 20,000 CHF in 2010

Expected Result 1.3 CBHFA volunteers effectively manage the vector control and promotion activity with community participation • 130,000 mosquito nets distributed in 13 townships in 2009, additional 6,800 mosquito nets for stock at the warehouse in Yangon (budget 100,000 CHF 2009) Remaining 75,000 CHF for purchasing mosquito nets in 2010-2011 • Continue to conduct HH monitoring and demonstration of mosquito nets by Red Cross community volunteers in 13 townships (CBHFA field monitoring and supervision costs 120,000 CHF for three years)

Expected Result 1.4 Reduced TB transmission and increased community awareness in low performance townships with high defaulter rates. • TB field monitoring activities and home care service in collaboration with TB team in ten townships (Field monitoring costs 65,000 for three years) • Conducted peer education standard workshop in October 2009 in Yangon (4,000 CHF), 30 Red Cross volunteers attend this workshop. Plan to establish peer-education youth programme in collaboration with HIV reproductive health from 2010. (New project, project proposal is in process) • Five TB ToT training conducted in 2009, thus 150 Red Cross volunteers became TB ToT trainers • TB multiplier training or peer education workshop will be conducted for 10 townships (16,800 CHF for three years) • 7,000 TB care kits and supportive goods distribution to TB patients and health centres for three years (budget 63,600 CHF for three years) • Volunteer incentive to support TB activity such as sputum cup and bicycle distribution (15,000 CHF for three years) • TB review meeting at HQ, TB ToT trainers from ten tsps annually

Expected Result 1.5 Reduced incidence of water-related health problems in prioritized areas. Effective hygiene practices are conducted among identified populations • Hygiene kits (family, school) development and distribution, 5,000 school hygiene kits, 5,000 HH hygiene kits, procurement, distribution per year (Total budget 495,000 CHF for three years) • PHAST training material development and distribution, 1000 kits, procurement, Distribution.(Total budget 42,600 CHF for three years)

Expected Result 2.1 MRCS capacity at all levels to manage emergency health care and integrated community-based health and first aid programmes, is strengthened • MRCS NHQ organize health officers coordination meeting, health officers (16,750 CHF for three years) • MRCS NHQ organize sensitization workshop for CBHFA in-action, all states and divisions in 2009 (8,000 CHF) • MRCS NHQ organize health review meeting, MRCS/IFRC/PNS at the beginning of 2010 funded by Normal appeal budget ) • Field monitoring and supervision from HQ level, 2ndweek/ 3rd week every month (30,000 CHF for three years) • HH monitoring/ reporting system including data base established in December 2009 (costs 18,000 CHF for three years)

• CBHFA facilitator workshop conducted and introduce new CBHFA in action guideline and provided volunteer tool kits, trainers tool kits for 13 townships and other states and divisions (total budget 502,509 CHF for three years) • CBFA multiplier training conducted in 13 townships, at least five multiplier training sessions per township, 1,950 community volunteers trained in 2009 (Total budget for three years is 103,750 CHF) • CBFA refresher ToT training at township level will be started from 2010 using new methodologies (budget for 2010-2011 is 72,900 CHF) • Overseas study costs for health staff from HQ, to attend CBHFA in action lessons learnt workshop in Jakarta, HELP course in Japan, and PSS training in Denmark (two persons) in 2009 (10,000 CHF (overspending) Initially 8,000 CHF, from 2010-2011 remaining 12,000 CHF for overseas study costs )

PSP action plan from August to December 2009 (budget 453,411 CHF in 2009) • Three-day refresher training for PSP TOT trained from initial nine affected townships, total 150 volunteers re-trained (5,000 CHF) • Three-day refresher training of volunteers from initial nine affected townships, 60 volunteers trained (5,000 CHF) • Distribution of 668 community kits and 667 recreational kits. Up to 668 community kits and 667 recreational kits distributed (budget 286,416 CHF for 2009) • One monthly community-based activity in 13 townships, 65 community activities conducted (one per month per township), approximately 20,000 CHF spent in 2009, no budget for 2010-2011 • Distribution of two posters and two brochures distributed in 13 townships, 2,600 posters and 6,500 brochures distributed (40 posters and 100 brochures per month per township. (budget 96,800CHF)

PSP action plan from 2010-2011 (Budget 1,420,642 CHF for 2010-2011) • Reduced activity areas from 13 townships to three townships: Bogale, Labutta, Nagpudaw. • Stopped competition for the PSP activities and focus on peer-to-peer group discussion and continue to distribute two PSS posters and two brochures (40 posters and 100 brochures per month per township). • PSP activities will be integrated into the CBHFA programme from 2010. • PSP budget for 2010-2011 will be approximately 1,420,642 CHF remaining. Please see details as follow; costs for community kits/recreation kits for 2010-2011 will be approximately 939,783 CHF and 70,000 CHF for development of IEC materials, Consultancy costs (13,300 CHF), training costs (58,440 CHF), school-based activities (30,000 CHF), impact assessment and review meeting, printing costs (309,120 CHF)

2.2.2 Water and sanitation

Medium- and Long-term phase (January 2009 – January 2011)

To ensure that the long-term risks of waterborne and water-related disease are reduced through sustainable access to clean water and adequate sanitation, as well as the provision of hygiene education to 75,000 HH.

Expected Results: 1. Increased access to safe water and sanitation facilities in identified vulnerable communities 2. Access to clean drinking water sources to water scarcity villages during dry season. 3. Effective hygiene practices conducted among identified populations 4. Reduced incidence of water borne diseases in priority areas

Activities Planned: 1. Support 161 village tracts in the recovery and rehabilitation of water and sanitation infrastructure. 2. Conduct knowledge, attitude and practice (KAP) survey in the operational area. 3. Distribute water purification tablets to 30,000 households along with demonstration and distribution of information, education and communication (IEC) materials for proper use of water purification tablets. 4. Rehabilitation and reconstruction of rainwater harvesting system includes rain water harvesting ponds,

roof top rain water harvesting system including Ferro-cement tanks, reinforced concrete rings tanks in community buildings (schools, health centres and Red Cross posts). 5. Rehabilitation and reconstruction of tube wells and shallow wells. 6. Water quality monitoring system at township and village track level 7. Demonstrations and training to community volunteers for construction of 2,000 numbers appropriate household latrines. 8. Providing full construction material support for 8,000 vulnerable households for construction of latrines. 9. Distribution of latrine pans and pipes to 40,000 households for construction of appropriate latrines. 10. Providing appropriate sanitation facilities for 200 institutions (schools and health centres). 11. Developing information, communication and education material (IEC) around water and sanitation 12. Monitoring of water and sanitation activities including field visits, water and sanitation engineers and technicians meeting. 13. Responding to dry season water needs by redeploying ERU water treatment units, along with water distributions by boat in five townships for 40,000 households. 14. Distribution of buckets along with household water treatment chemicals and purification tablets to 7,500 households for water treatment during the dry season. 15. Conduct a training-of-trainers session on participatory hygiene and sanitation transformation (PHAST), in coordination with the health sector. 16. Design and implement the section on hygiene promotion for health training, targeted at the affected population and focusing on behavioural change in coordination with the health sector. 17. Training and demonstration of appropriate household water treatment technologies 18. Adaptation and printing of household water treatment and safe storage in emergency field manual developed by the International Federation. 19. Conduct KAP survey in the operational area. 20. PNS technical visit (Monitoring and technical evaluation).

2.2.3 Shelter

The plan of action focuses on three types of shelter provision:

• Household shelter support • Community infrastructure • Community cyclone protection

Household shelter The highest priority has been given to the construction or repairing of low-cost individual homes for 8,000 of the most vulnerable households. The targeted households are those who have not yet recovered from Nargis and are living in substandard shelter or are still living with host families. Implementation is based on a materials distribution and self-build model.

Currently work is being done on Phase 1 of 8,000 households which should be completed by end of 2009. A second Phase of 7,000 and a third Phase of 5,000 will follow and be complete by end of 2010.

The second and third phases of household shelter were not originally included in the July appeal. They have been added in response to the continued need to provide shelter in the Delta.

The budget per household is about USD 400 which equates to a total of about USD 8 million.

The following additions have been made to the shelter programme:

Construction of schools This second shelter recovery programme was not included in the revised Emergency Appeal of 8 July 2008. On the specific request of MRCS, the International Federation has decided to fund the construction of 24 storm-resistant schools in Bogale (19) and Pyapon (five) townships.

The schools are scheduled to be constructed by the end of April 2010, and will cost about USD 1,100,000 in

8 total (about USD 45,000 for each school).

The schools will be built by contractors under the supervision of the MRCS supervisory branch committees in the respective townships. Agreements have been drawn up and approved, and the tender process has been completed. The Federation has been involved in assisting MRCS in development of the bills of quantity (BOQ) and in the tender procedure, helping MRCS ensure that standard procedures are followed.

Construction of sub-rural health centres This project consists of the reconstruction of 10 sub-rural health centres in four townships comprising Pyapon, Kungyangon, Kawhmu and Twantay. As with the schools, these will be designed to be storm- resistant.

The centres are scheduled to be constructed by the end of April 2010, and will cost about USD 300,000 in total (about USD 30,000 for each center).

Construction of 100 Red Cross posts These posts are to be used by village tract committees and the MRCS for various types of meetings and activities. At the same time, the posts can be used as first aid posts. Each post is estimated to cost about USD 4,500 including the cost of first aid equipment and furniture. This project was initially included in the livelihoods programme plans in the July appeal.

Emergency repair of MRCS branches damaged by Cyclone Nargis Funding will be provided to allow the repair of basic infrastructure, paint, windows electricity to MRCS Branches in townships affected by Cyclone Nargis

Construction of safe community buildings/cyclone shelters This component, which was initially within the livelihoods programme plans in the July appeal, and shifted to the shelter programme in December (operations update No. 23), has been updated. It will involve the construction of four multi-sectoral buildings (e.g. schools, health centres, libraries, and community centres) which are cyclone resistant and can be used as community shelters in case of cyclones, floods, and such. The construction of these buildings will be related to the national society’s wider plans for cyclone protection (including early warning systems). Four of these buildings are planned, with each costing about USD 160,000.

2.2.4 Livelihoods:

The MRCS/IFRC has developed 5 different type of sub programme under livelihoods sector.

1 Generating Wage Employment opportunities among vulnerable groups through Cash-for-Work (CfW) Objectives of the CfW programme are: • Generate wage employment opportunities for Cyclone affected people. • Ensure food and household economic security among the most vulnerable households. • Strengthen village level community assets and infrastructures which are linked to community livelihoods systems. • Restore natural and environmental resources affected by the cyclone at community level.

Main characteristics of the CFW programme are: • Identification of CfW projects through Village Tract Assessments. • Simple nature of work that can be undertaken by communities in a short period of time. • One person from identified households will be selected as CfW beneficiary. • Wage payment between of 2,000 ks per beneficiary per one day of work. • Both men and women as beneficiaries, emphasis will be given to cover more women. • Child labor will not be allowed in CfW programme.

• Community based project implementation and monitoring systems.

The first phase ran from October 2008 to May 2009 and the second phase will be completed in December 2009. At the completion of the 1st phase an internal CfW programme review will be conducted to decide the programme features in the next stage. Owing to indications of continuing vulnerability and food insecurity in some villages, it has been agreed that a third phase of CfW activities will begin from January 2010.

The CfW programme is expected to cover 12,000 households (approximately 150 projects) with a potential of generating around 150,000 person days of wage employment. Till end of May 2009, a total 6,644 beneficiaries were covered and it is expected to cover remaining beneficiaries during next phase of CFW programme.

Projects like cleaning of debris in fields, strengthening or repairing existing sea / river embankments and village access roads, repair of simple village infrastructure like wooden jetties (boat lending places), cleaning and improving schools and other public buildings are expected to be covered through CfW programs.

The implementation of CFW will take place at village tract / village level through a participatory process of planning, implementation and monitoring. Village tract recovery committees will play a significant role in the overall implementation and management of CfW programs. MRCS and IFRC have prepared detailed guidelines for CfW programme implementation. These guidelines will be revised for next phase of CfW programme to accommodate necessary changes.

2 In-kind livelihoods asset recovery and cash support programme The main objective of this intervention is to provide in-kind livelihoods asset recovery support to households so that they can recover their productive assets and restore their livelihoods.

The project will be implemented with two main targeted approaches. They are as follows:

• In-kind asset and cash support to individual households: Vulnerable families who lost their livelihoods assets during cyclone Nargis and who are in need of financial assistance to replace their assets to regain livelihoods activities, will be supported. MRCS will implement majority of beneficiaries with this approach of households.

• In-kind asset recovery support at group level: Groups of vulnerable families can be supported with joint assets that will assist families to come together and use jointly owned assets in restoring their livelihoods. Some examples are: agriculture tools like hand tractors for common use among a group of agriculture farmers, collectively owned fishing boats among few fishing families or big size traditional fishing nets used by a group of individuals. This type of interventions will be at very low scale based on the necessary feasibilities of supporting groups.

The in-kind livelihoods asset recovery programme will target 15,500 households. Beneficiary selection will be done in close cooperation with the Village Tract Recovery Committees (VTRC). Together with those committees, vulnerability criteria will be formulated. Based on those criteria the VTRC will nominate beneficiaries. The MRCS will validate the nominations and publish the lists in the village tract.

Proposed in-kind livelihoods support packages to beneficiaries After necessary consultations within MRCS/IFRC, following packages for in-kind livelihoods support were developed.

Sector In-kind livelihoods Maximum cost Maximum Total cost of support on materials direct cash package per per beneficiary support per beneficiary (USD) (USD) beneficiary (USD) Agriculture Fertilizers (Urea, 100.00 50.00 150.00

TSP and MSP) Agriculture Seeds, fertilizers, 80.00 30.00 110.00

agriculture tools Livestock Pigs, ducks, chicken 80.00 30.00 110.00 and animal feed Small Equipments for small 80.00 30.00 110.00 business business based on needs Fishery Small wooden boats, 100.00 30.00 130.00

nets, crab traps and

other fishing gears

Progress on in-kind asset recovery programme • During June – July 2009, MRCS/IFRC supported 4,000 beneficiaries with fertilizers (Urea, TSP and MSP) and cash support of 50,000 ks for seeds and labor cost for paddy cropping of monsoon season. This programme was approved by the Central Committee of Govt. of Myanmar. • Remaining 11,500 beneficiaries will be covered supported from August 2009 onwards in different sectors of livelihoods. • MRCS will take necessary approval to support 11,500 beneficiaries from Central Committee of Govt. of Myanmar.

3 Restoring natural resources in cyclone affected areas Cyclone nargis caused immense damage to the natural resources, mangroves, community plantations and different varieties of fruit bearing trees were destroyed. There is a need to support communities to help them in restoring natural resources and promote environment protection. The natural resources play important role in the ecological systems and support livelihoods systems of the community, thus there is a need of intervention for the promotion and protection of natural resources.

MRCS will consider implementation of different type of natural resource restoration programs, which can be categorized in three categories. They are as follows: • Community plantation Programme: In this category of intervention, different varieties of sun shed tress will be planted in public and common places. The ownership of such plantation will remain with community and not with any individual household. VTRC will be actively involved in whole process of implementation, committees will decide on the common places and type of plants to be planted at community level. MRCS will support community with provision of plant saplings and implementation cost. The long term maintenance of the plantation will remain with community, which will be discussed by MRCS with VTRCs at the time of formulation of projects. This project will be implemented during rainy reasons of 2009 and 2010.

• Distribution of fruit trees: MRCS will explore possibilities of distributing different varieties of fruit trees to individual households. Fruit tress like coconut, mango, jackfruit, guava and so on will be provided to beneficiaries. Beneficiaries will be responsible to plant trees provided on their own land with their own efforts. In the cyclone affected areas there is very good potential for cultivation of such trees that play significant role in the livelihoods of people. This particular intervention will be perceived during rainy season of 2010. • Mangrove plantation programme: The coastal areas that were affected by cyclone faced huge damage to mangrove resources during cyclone Nargis. MRCS will do necessary needs assessments in operational areas to see the possibilities of undertaking small scale project of mangrove plantation. Necessary technical expertise will be required to implement such programme on mangrove plantation, MRCS will collaborate with concerned local authorities and stakeholders for required technical support. This intervention is proposed during the year of 2010.

4 Supporting most vulnerable elderly, disabled and widows with in-kind and cash support for social security In this category of intervention, MRCS/IFRC will explore possibility of supporting most vulnerable individuals

11 that are dependent on others are in need of support. Vulnerable groups like elderly, disabled and widows that are unable to mange their day to day life and are in need to support will be identified.

Based on the needs of each individuals, in-kind material support that will vary from one beneficiary to other based on their needs will be provide, the in-kind support may not be necessarily on livelihoods needs and can cover general needs of the individuals that would help in social protection and dignity of the people.

This intervention will be explored in the year 2010, necessary linkages with other sectors like health and PSP will be developed to ensure the most vulnerable beneficiaries supported are provided with more community based social protection measures.

The overall target for this intervention will be based on the needs at community level, MRCS/IFRC will plan to support around 1000 beneficiaries under this category and will review the situation to decide the potential scaling up of intervention based on needs.

5 Community capacity building on livelihoods MRCS/IFRC will try to integrate community capacity building strategies in all livelihoods programme, and will conduct needs assessments at community level to explore possibilities of organizing different types of community capacity building programme. Some of the key areas that can be covered through community capacity building programming are given below:

Agriculture: • Provide inputs to farmers on the appropriate use of fertilizers and other inputs provided by MRCS/IFRC. • Community skill and education programme on agriculture developments in collaboration with Myanmar Agriculture Services – MAS. • Develop IEC materials in agriculture sector of promotion and protection of agriculture resources. Livestock: • Community capacity building programs on livestock management and animal health. • Develop IEC materials on livestock management practices and dissemination of information to communities. • Collaboration with animal husbandry and livestock department at township level for joint programs on community capacity building. Fishery: • Safe boat making skill promotion training to fishermen in collaboration with other agencies. • Fish processing and marketing of fish products skill development among fishermen • IEC materials in fishery sectors for community awareness and education. • Collaborate with fishery departments at township levels for joint programs on community capacity building. Small business sector: • Community capacity building on diversification of livelihoods option in potential sectors of livelihoods. • Vocation skill development training among community members. • Other related training programs in the small business sector.

MRCS/IFRC will do proper needs assessments to explore the possibilities of imparting community capacity building programme. The interventions on community capacity building will be mainly done during the year 2010.

2.2.5 Disaster Preparedness and Response:

Disaster Preparedness and Risk Reduction from 2009 to 2011 Objective (medium and long-term:- • To improve disaster response assistance though organizational preparedness to meet the needs of those people affected by disaster in Myanmar. • To improve the lives of identified vulnerable communities in Myanmar by increasing community

participation in risk reduction activities.

Expected results Activities planned Enhanced disaster response • Installation of telephones at most vulnerable Townships Branch assistance though • Conduct NDRT( National Disaster Response Team) and other organizational preparedness to related Training meet the needs of identified • Conduct Logistics management Training disaster affected people. • Upgrade warehouse capacity in terms of management (Response Preparedness • Conduct DM review to facilitate longterm DM planning programme) • Develop and update the national multi-hazard contingency plan • Develop standard operating procedures • Review disaster management policy • Review pre-positioned stock lists • Conduct water safety training • Develop different types IEC materials • Develop data base/GIS centre at MRCS/HQ for hazards as well as capacity mapping • Promote the cross cutting components of community safety and resilence framework in order to ensure the process of DRR integration into ongoing recovery operation • Refresh the DART( Disaster Assessment and Response Team) members at States/Divisions as well as Township level to improve assessment and response • Advocacy, Coordination and collaboration • Enhance capacity of volunteers and professionals through different regional workshop as well as exchange visit. Increased resilience of Community as entry point:- individuals and communities • Review CBDRM-manual and develop CBDRM Programme through the practice of risk implementation guidelines reduction initiatives at • Conduct States/Divisions and Township level hazards mapping household and well as • Conduct VCA-ToT community level. • Conduct training for Communit based Disaster Risk (Community Based Disaster managenment Team at Township level( Facilitators course) Risk Management • Mobilize community to form Community based Disaster risk Programme) management Team( DP Unit) at community level • Conduct Community based Disaster Risk management Team at community level-(Multipliers course-30 community people at each team) • Conduct different advocacy/community mobilization programme to generate awareness • VCA exercise at community level • Distribute basic early warning equipments( handmikes) • Distribute one Stretchers to each community to strengthen community capacity to response most vulnerable • Identify evacuation route and evacuation place at community level • Implement small scale mitigation initiatives like plantation, river/sea bank renovation/protection, at community level • Develop Community based Disaster preparedness plan • Coordination and collaboration School as Entry Point

• Deveop SBDRR(School Based Disaster Risk Reduction) manual and implementation guidelines • Conduct SBDRR-ToT for two teachers of selected schools • Conduct different advocacy programme to mobilize teachers/student to generate awareness • Formation of School based multipliers team( DP unit) and conduct Training for SBDRR Team-(multipliers course) • VCA exercise at school level • Distribute early warning equipments( Handmikes) for schools • Mobilize school teachers and students to generate awareness at community level

Supporting activities September 2009 to May 2011

2.3.1 Monitoring and Evaluation

• From April to June, a locally-engaged consultant was contracted with the support of the Danish Red Cross to define and strengthen monitoring and evaluation (M&E) activities. The consultant provided support in the harmonization of logframes through the introduction of a set of monitoring tools. In addition, resilience profile indicators for communities were selected for core Nargis programmes. • Workshops on Strengthening Monitoring and Evaluation were conducted for 50 personnel from MRCS headquarters and the Federation Delegation in August 2009. • M&E focal points and officers were appointed at the HQ and hub levels and a guideline for M&E and new reporting formats have been developed and used. • Hub offices produce M&E reports on a monthly basis and the field officers of the MRCS and Federation have been engaged in helping the hub M&E officers to write M&E reports. • M&E process will be regularly reviewed on the basis of recommendations made by the consultant in his “Review Report on the M&E System” and relevant steps will be taken to make improvement in necessary areas. A consultant of the Danish Red Cross will visit Myanmar in February 2010 to review the M&E process and make recommendations if needed. • M&E process will focus on monitoring how the Nargis Operation is achieving the indicators of the Resilience Profile and assist the different sector programmes in contributing to their early achievement. • Based on the needs in the hubs, further training and experience-sharing workshops will be held to improve M&E at hub level. • The MRCS and Federation will facilitate the visit to Myanmar by at least 2-3 PNS delegations a year (subject to visa availability) for the purpose of M&E by donor national societies. • A mid-term evaluation of the Nargis Operation will take place in January-February 2010 and a final evaluation in July 2011.

Accountability • The MRCS and Federation have chosen Impartiality, Beneficiary Participation and Two-Way Communication as the key accountability standards in the Nargis Operation. • Beneficiary selection in Red Cross programmes have been based on clear criteria and results have been transparent and verified. • Village Tract Recovery Committees were formed and their members were given relevant training. • VTRCs and beneficiaries participate in the design, implementation and monitoring of RC programmes in various ways. • Notice boards and mail boxes have been used to facilitate communication. • Accountability Framework has been revised to improve accountability at various levels. • A PNS delegation which had visited Myanmar on 2-13 November 2009 reviewed the implementation of the Accountability Framework in the recovery programmes with a focus on Shelter and Livelihood and made recommendations to improve accountability in these areas. • Experience-sharing and lessons learned workshops will be organized at the end of each phase of programme implementation to stimulate a learning from good practices.

2.3.2 Logistics and Procurement Procurement Since the end of April, the Nargis Operation has made a significant turnaround from cash-based projects to materials-based projects in the shelter and livelihoods sectors, and the logistics unit has been key to make this important change happen. Until May 2009, procurement experience in the hub offices was minimal, and important capacity has been built within a very short period. Community-led procurements at field level for shelter projects will necessitate continued training of field and headquarters-based logistics officers in relevant tendering procedures.

Other initiatives associated with procurement include the orientation of hub managers in the tender process, delivery schedules and warehousing needs. Meetings will continue to be facilitated between field officers, finance officers and the procurement delegate to ensure better support to the hubs in the procurement of household shelter materials and to facilitate the checking of files by the MRCS and International Federation finance units.

Review of Nargis logistics operations The MRCS has agreed to a one year review of logistics operations under the Nargis Operation. The review is planned for November.

Warehouse assessment The logistics unit will facilitate countrywide Logistics Capacity Survey comprising an assessment of warehouses across the country.

2.3.4 Security

Field Safety To provide a safe working environment for MRCS and Federation staff working in the Delta, measures planned or already carried out include:

• Provision of suitable and equipped boats to MRCS Hub Offices. • Provision of VHF telecommunications equipment to MRCS Hub Offices. • Provision of life jackets to MRCS Hub Offices. • Training on water safety, road safety and general transport and security related issues.

Delegation Safety • Revisions and updates to delegation’s Safety and Security Regulations. These include sections such as Business Continuity Plan for Pandemics, Water Transport Safety Guidelines, cyclones, and medical evacuations.

2.3.5 Finance Management Support will be provided to MRCS finance management through the Finance Unit of the federation delegation, under management of the Finance delegate, and a team of 5 national staff. Finance Development Support Financial guidelines for the nine hub offices have been developed with technical support from the regional finance development delegate in Bangkok. An accounting handbook for the hub offices has also been developed with the technical support of the delegate Support to MRCS will be provided in training the hub finance officers in the socialization of the financial guidelines and computerization of hub office accounting.

2.3.6 Reporting • Quarterly Operations updates • Situation Reports each 6 weeks

• Hub Office reports every month • Trip Reports • Capacity building: Training of Hub Reporting Officers and MRCS HQ Reporting Officer every few months

2.3.7 Field Office

Support to MRCS operations on the field in the 9 Hubs covering 13 townships will be provided by the MRCS Operations Unit, comprising of the MRCS Operations Manager and 5 Field Officers, with support from the Federation Field Office, comprising of Federation Field delegate, supported by 4 national Field Officers and a locally engaged consultant field specialist.

3 Revised operational rationale and targeting

1. Size of the operation The number of VT’s (and villages) will remain as targeted in the PoA for the first phase of recovery assistance, foreseen to be completed by 31 December, 2009. Following an analysis of the targeting criteria, from January 2010 a decision will be made to reduce the number of VTs and concentrate on a reduced number of villages, with a multi-sectoral approach aimed at covering all remaining gaps in programme activities supported by the Nargis Emergency Appeal. The current phase 1 and 2 of the household shelter programme will cover 15,000 families, and will increase to a target of 20,000 if a 3rd phase is approved in January (being an increase of 10,000 anticipated in the original PoA). The target beneficiaries under the revised Livelihoods programme aims at assisting 23,500 beneficiaries (35,000 were anticipated in the PoA)

2. Programmes: • There will be a continuing emphasis on the community in project planning, through closer integration of activities within VT plans, and the cross-sectoral programming in a more focused number of Villages. • The Emergency Appeal saw Disaster Management as being a stand-alone activity within the Nargis Operation. As indicated in the summary above, much work has been done to integrate DRR as a cross- cutting activity and mainstreamed within all programmes. This has already been done within the Shelter, Health and Watsan programmes, with the provision of IED materials and “builds back better” brochures. This has also started in livelihoods, with training being performed with the Department of Agriculture at township level, raising awareness of pest control and creating better linkages with the authorities concerned. • The end of the operation remains as projected in the Appeal, for May 2011. This will remain under review, depending on the rate of implementation, strengthened capacities of MRCS and the level of support that the Federation will be able to provide in the coming months (dependant on delegate numbers, access etc.) Some elements of programme activities will begin to be phased down from January 2010 (eg the construction and rehabilitation projects in watsan; PSP activities in Health), with a corresponding reduction in numbers of paid staff at Hub level, with a focus towards strengthening capacities amongst Township Branch Volunteers (RCV), enabling them to support projects that MRCS select to remain amongst its core activities. • Work on the transition process has already begun, with a review of NS Strategic Direction being undertaken by the OD Department of MRCS with support from the Delegation OD Delegate. The outcome of this will determine which activities learned from the Nargis operation can best be transferred across as core programming throughout the country ( for further details, see under section 6, below).

4. Revisions and Modifications

The Nargis Recovery Operation has already begun. However as areas are developed, particularly in shelter

16 and livelihoods, it will be necessary to ensure that activities fit within line ministry policy and strategy, as well as being complementary to other Humanitarian Action Plans, such as the TCG’s PONREPP1, the LIFT2 and any other donor initiatives that are set in place to assist Recovery in the Nargis affected areas.

5 TOTAL OPERATION BUDGET 73 987 909 CHF

6. TRANSITION STRATEGY The MRCS remains committed towards planning and effecting a successful and gradual transition from a high level of Nargis operations to the longer-term provision of volunteer-led community activities. In line with this, a series of planning discussions between the senior management and leadership of the MRCS and the International Federation has resulted in a recently established consolidated transition plan. The plan features two main components: the need to define anticipated long-term branch activities in the Delta and an accompanying plan to achieve this; and the outlining of key areas within the large-scale operation which require an eventual managed exit. It was shared with the Hub Managers and 2ICs3during the August Hub Managers Meeting, and feedback will be facilitated in the coming weeks. A transition example is facilitating the integration of the high level of volunteer engagement in recovery activities with long-term community- based health and disaster risk reduction activities.

A mapping exercise of communities targeted under both recovery and core programmes has been initiated to help identify pilot areas in coordination with operations. The new Recovery Coordinator will support the MRCS in developing the transition work for the operations

The MRCS headquarters divisions will be supported to develop Plans of Action in line with the transition guidance in the coming weeks. The transition process has helped to identify development and learning opportunities to be managed over the phase of the operations. As such, much work on transitioning Nargis to core MRCS programme activities in the Delta will evolve from 2010 onwards. The learning from the Nargis response, generated through the transition process, will feed into the national society’s review of its 2007- 2010 Strategic Plan, which will begin in October. The review will be led by an international consultant depending on visa availability.

7 PROGRAMME EVALUATION In addition to evaluations and reviews that have already taken place, there have been two “Technical visits” carried out by Partner National Societies. The first focused on reviewing the Health and Water and Sanitation Programmes (Report on PNS visit to Myanmar for Sectoral Review of Response to Cyclone Nargis by Bob Handby and Theresia Lyshöj-Landiech, Sept 2008). The second comprised a preliminary review of the Recovery and Accountability Framework across the Shelter and Livelihoods programmes (2 to 14 November 2009).

A mid-term review of the first phase is currently scheduled for January/February 2010. The monitoring and evaluation framework will document the more detailed activities of this aspect. It is envisaged that there will be an external evaluation at the end of the programme and internal evaluations are conducted annually on its progress.

8. VISIBILITY/PUBLIC INFORMATION/COMMUNICATION With the assistance of the Federation Delegation and the Regional Office in Bangkok, the MRCS has established a communications plan to keep national stakeholders and the national media well informed on programme activities.

1 Tripartite Core Group’s (TCG) Post-Nargis Recovery Preparedness Plan (PONREPP) 2 Livelihoods and Food Security Trust Fund

Visibility to date has been based on operational updates, stories and photos on the website, reporting activities, and specific visits in country by communications staff for PNS. MRCS has made a video titled Myanmar Red Cross in Action comprising footage and photos of the early scenes of the operation. The society has also produced an exhibition of photographs entitled Humanitarian Heroes featuring dedicated volunteers. These materials have been disseminated to line ministries and used in local media and presentations, as well as by some PNS in their national news coverage of the first anniversary following the cyclone.

Operations updates are issued every quarter, and circulated to PNS, as well as to UN, national and international stakeholders and Diplomatic Missions representing donors in Myanmar and the Region. Situation Reports are issued monthly.

9. AVAILABLE DOCUMENTATION

Annexed:

Revised Plans of Action including narratives, logframes, activity charts and budgets for: • Health • Livelihoods • Relief • PSP • Shelter • Water and sanitation • Disaster Management/Disaster Risk Reduction

MRCS and Delegation Organizational Chart.

Head of Operations, Operations Manager, Myanmar Delegation, Myanmar Red Cross Society International Federation of Red Cross and Red Crescent Societies