2014 Annual Report

Vision: Vision: Partner Partner of ofchoice choice in inalleviating alleviating human human suffering suffering in inSwaziland Swaziland

Baphalali Swaziland Red Cross Society 2014 ANNUAL REPORT

Mission: Saving lives, changing minds Mission: Saving lives, changing minds

TABLE OF CONTENT

Table of Content………………………………………………………………………………………….…….…….. ii

President’s Remarks…………………………………………………………………………………………….…… 1

Secretary General’s Summary……………..…………………………………………………….…………….. 3

Introduction……………………………………………………………………………………………………….…….. 4

Achievements……………………………………………………………………………………………………….….. 5

Health & Social Welfare Services………………………………………………………………………………. 5

Organizational development………………………………………………………………………………….... 8

Information Dissemination……………………………………………………………………………………….. 9

Disaster Management………………………………………………………………………………..………..…..10

Conclusion……………………………………………………………………………………………….……………… 13

PRESIDENT’S REMARKS

A number of organizations around the world are going through some adjustments in response to the financial challenges and or strategically repositioning themselves for effective implementation of their programmes. National Societies are not left out in the changes as some of them are even taking major decisions of relocating offices, while others are even reducing the number of countries they are currently supporting. In the same way, Baphalali Swaziland Red Cross Society is also in the process of developing a new strategic plan following that the current strategic plan comes to an end by the end of December 2015.

Resources are a key ingredient to sustain all good programmes and activities. Though currently getting subvention from the Government of Swaziland, but the NS is not yet financially sustainable that it may comfortably implement some of the programmes and meet the needs of the vulnerable people of Swaziland. There is need for a major fundraising drive if the NS is to survive in this very competitive environment, and continue to adequately provide humanitarian services.

The collaborative efforts of the National Society with other similar organizations like NDMA has a potential for more efficient and effective handling of disaster situations. It is gratifying to note that the BSRCS together with NDMA are promoting and assisting communities to establish disaster committees. Local volunteers, who understand local conditions better, can deal with disasters in the locality more effectively than anybody else. I urge the entire National Society, the Divisions in particular to start widening the network of young people to join the National Society and be part of first responders in humanitarian needs.

I’m humbled to note that Red Cross, in its history of 150 years, has upheld the fundamental principles of: Humanity, Impartiality, Neutrality, Independence, Voluntary service, Unity and Universality. These principles are the ones guiding the NS as it discharges its services to the people.

Even in 2014, the National Society continued to worked very hard and under challenging conditions but managed to achieve quite a lot which include:

1. Courtesy call to Cabinet Ministers The National Society was able to pay a courtesy call to the Minister of Health, Deputy Prime Minister and to the Prime Minister of Swaziland. The purpose of the courtesy call was to strengthen the relationship that exist between the NS and Government and also to appreciate the MoU that Baphalali have signed with the Government of Swaziland. One has to appreciate the support we got from IFRC, ICRC, Swiss Red Cross and Finnish Red Cross as they also accompanied the National Executive Committee when meeting the high ranking people in the Government of Swaziland.

2. Board Induction Follow-up In an effort to reinforce the training that the BSRCS Board received during the Induction course, there was a follow up training for the Board which was financially supported by the International Federation of Red Cross. In the spirit of peer to peer support, Botswana Red Cross is the one that came to facilitate the training and they were assisted by Norwegian Red Cross. The purpose of the training was to retaliate on the responsibilities of the Board and also assist them on strategies in leading the NS. In this training, the Board also had an opportunity to review their Action Points which were formulated during the Board Induction course in 2013. The Board and Management also had a successful exchange visit to Botswana Red Cross where we met our counterparts to share ideas and experiences (learning from each other) on leadership issues. The Secretary General of BSRCS attended a Movement Induction Course (MIC) which was held in Geneva in October 2014. The MIC was organized by the Red Cross Movement for all new leaders in National Societies. Attending the course in our case was made possible with the support from the International Committee of Red Cross (ICRC).

3. Recruitment of Finance and Administration Manager During the period, the NS managed to recruit and engage the Finance and Administration Manager, who started working for Baphalali in November 2014. This has been a major achievement because the recruitment of Finance Manager has been in the milestones for the NS for a long time.

4. Regional and Governance meetings The NS has attended three SAPRCS meetings in Johannesburg (South Africa) where the 10 National Societies within Southern Africa meet to discuss progress and other movement issues. The Board also had four Board meetings and one partnership meeting. The Board Sub-committees also held their meetings accordingly. These are the meetings where the Board discuss policy issues and also monitor progress.

Ladies and Gentlemen, despite progress made by mankind, it can exercise no control over occurrence of natural disasters. While we may not be able to prevent such unfortunate events from occurring, we can definitely lessen their adverse impact on human lives. For that, the quick response mechanisms for relief must be reinforced. We continue to strengthen our NS’s capability to respond to emergencies that results in saving countless lives. The NS is still working towards getting more partners and mobilizing more volunteers to assist in reducing the impact of disasters.

In conclusion, I want to thank all our volunteers, staff, individuals, donors partners including the Government of Swaziland for assisting the National Society respond to all the humanitarian challenges in the country. We remain humble at you commitment in helping the vulnerable people. The NS shall continue to serve the Swazi people holding on to the seven Fundamental Principles.

Siyabonga.

SECRETARY GENERAL’S SUMMARY

Though the National Society has been faced with a number of challenges which include financial issues, staff turn-over and other, but under the guidance of the Board, the organization continued to discharge its services to the vulnerable communities and individuals. Our services reached to over 265,000 people during the year 2014. These are people who were affected by disasters, epidemics, HIV/AIDS, fires, and others served on capacity building. The services were delivered through the Baphalali Programmes which are Health, Disaster Management, Food Security, and the Organizational Development. The main activities under the disaster management were disaster preparedness, response, and risk reduction, including food security. The Health related activities included: Primary Health care, Community-Based Health Services, First Aid, HIV/AIDS prevention, care, support, treatment and OVC services.

Our National Society will only be able to meet the needs of vulnerable people and respond quickly to natural disaster if we have strong branches. Acknowledging the importance of having strong branches we continued in 2014 to focus on Branch development. We have mobilized communities to form new branches and also provided training for Branch Volunteers. By the end of 2014, training had been conducted in 9 branches and the remaining 5 branches will have their training in 2015. As a result of the branch development, the National Society has managed to construct 8 houses for the vulnerable people in the country. Volunteers have also provided food, care and support to 23 vulnerable elderly people around the country.

The National Society with the guidance of the Finance Committee, has continued to strengthen its internal processes by reviewing its finance manual so to properly guide our internal financial reporting system and budgeting process. We need to better identify our core costs and take active steps to increase revenue streams if we are to meet the challenges of meeting the goals of our new strategic plan 2016 to 2020. Staffing continued to be a concern with key staff leaving the National Society either for personal reasons or for better opportunities in other organizations. We will continue to review our HR policies to determine ways we can retain our key staff

As a National Society, we continued to build partnerships with local and international organizations. The NS is working in collaboration with the National Disaster Management Agency (NDMA) in issues of disasters. We are currently in discussions with three Partner National Societies for possibilities of partnerships in 2015 and beyond. We strengthened our relationship with the Government of Swaziland, IFRC, and ICRC. Without the support of our Partners we would not have been able to achieve what we achieved.

I would like to thank all who helped make 2014 a successful year, the members of the National Board especially to our President Ms. Happy Dlamini whose guidance was invaluable and who has been very active and showed keen interest in our work. I would also like to thank our

4 committed and hardworking staff who enabled us to deliver the objectives of our Programs during the year and more importantly I would like to thank our dedicated and hardworking Volunteers who enable us to do what we do and are the heart of our Society. Finally I would like to thank our partners: the IFRC, ICRC, Finnish Red Cross, Norwegian Red cross, Belgian Red Cross, VSO, the Government of Swaziland, Companies and Individuals for providing funding and technical support on our work. Without your support we would not have been able to achieve what we have.

1. INTRODUCTION

The 2014 Annual report covers four programmes which are: Health Care & Social welfare, Disaster Management, and Organizational Development. All the programmes implemented were in line with the 2014-2015 Operational Plan which is also based on the 2011 – 2015 Baphalali Swaziland Red Cross Society (BSRCS) Strategic Plan. Baphalali Swaziland Red Cross Society continued to provide services to the public especially the most vulnerable people of Swaziland through eight structures and coordinated through the Head Office in Mbabane. The structures are five divisions (Manzini, Mbabane, Nhlangano, Pigg’s Peak and Siteki), and three clinics (Sigombeni under Manzini region, Silele under Shiselweni region, and Mahwalala under Hhohho region). The five Divisions have a total of 181 branches and a total of 4775 members. The Activities of each branch are coordinated at Divisional level while those of divisions at Head Office in Mbabane. The National Society has a staff complement of 56 with 16 from Divisions, 28 from the clinics, and 12 at the Head Office.

ACHIEVEMENTS

1. HEALTH AND SOCIAL SERVICES

1.1 PRIMARY HEALTH CARE: MOTHER, INFANT, CHILD HEALTH, CURATIVE, AND HIV/TB

Total number of people reached with various health care services in 2014 was one hundred and one thousand five hundred and sixty-five people.

Activity Target Group Planned Total Total people reached 95004 101565 TB screening General Public 25000 25000 Re-attendances General Public 300 790 Prevention of Mother to Child Transmission (PMTCT) Mothers 1000 810 Post Natal Care Mothers 200 94 People reached with TB messages during community campaigns General Public 1000 1500 OVC education, clothing and medical support (combined) Children 174 166 HIV Testing General Public 4000 2156 Health Education General Public 6000 7000 Family Planning (FP) Men and Women 2000 2030 Consultations with patients on TB treatment General Public 30 26 Consultations for curative services General Public 25000 27537 Consultations (patients having opportunistic infections - OIs) General Public 25000 28655 Child Welfare Consultations Children 2000 2440 Antiretroviral therapy General Public 2500 2616 Antenatal Care (ANC) Mothers 800 745

In addition to the above highlighted services, the NS also distributed a total of 20 000 condoms to the general public. The impact of the services provided to the Swazi people by the Red Cross clinics cannot be overemphasized. The NS played a crucial role in 2014 when a rotavirus attacked under five year, mainly, children.

1.2 CLINIC STAFF TRAINING

Staff who participated in Primary Health Care (Mother infant Child Health, and HIV/TB management training in 2014 was twelve. All 3 clinic staff participated. The MoH and her Partners organized the trainings.

1.3 CHALLENGES:  In 2013, the NS took a decision to thin the clinic staff because a key partner was not renewing the contract with the BSRCS in March 2014. The structure in the three clinics has been quite thin after the project supported by Swiss Red Cross came to an end by March 2013.The staff shortage resulted in many clients being since we did not have staff to carry out home visits on regular basis.  A temporal assistance on this matter was provided by MSF and EGPAF who seconded staff to all clinics. MSF seconded two Expert Clients (Clinic and Community Based) at Silele while Mahwalala and Sigombeni had a secondment from EGPAF and Ministry of Health. TB is a problem hence the Ministry together with other partners is strengthening the systems to manage well the epidemic.  Silele and Mahwalala do not have cough rooms yet TB was declared a disaster in Swaziland. It is critical that the NS ensures that the clinics are safe and protected from any contamination.

1.4 FIRST AID

Commercial First Aid Training:

In 2014 the NS has provided commercial training to a total of 853 People. This training was facilitated by the five Divisions. In the five Divisions, Siteki and Mbabane had the highest number of fist aid training participants as indicated in the graph below.

Table 1: Commercial First Aid Trainings Statistics for 2014

Activity Planned Target Achievements First aid training 1405 853

FIRST AID TRAININGS 2014

Target Trained

1600 1405 1400 1200

1000 853 800 600 500 405 400 275 215 220 155 164 195 200 89 40 0 Mzn Mba Nho PPK STK Total

It is believed that the trained people will have a significant contribution in reducing severe pain and loss of lives to injured or sick people in the country. Participants expressed their appreciation for gaining such a vital life skill.

First aid post services

Table: People who received first aid during national, regional and local events

People reached Type of service Name of event Volunteers Planned target # of people reached deployed Hospital Royal and Social Events 10 50 60 referrals Ambulance Royal and Social Events 20 30 50 Services Giving Pain Royal and Social Events 250 15000 20000 killers Topical Royal and Social Events 380 3500 4600 treatment Giving of water Royal and Social Events 700 10000 12000 Giving of ORS Royal and Social Events 200 15000 16500 1560 43580 53210

In the year under review the National Society reached a total of 53, 210 people with first aid services. These people were provided with the first aid services during national events, regional and local events. The NS achieved this through 108 first aid post service which were staffed by 1560 volunteers. Manzini Division had more than 45% of the total number of people reached because there were many activities that took place under the Manzini Division.

First Aid kit sales

Division Target Sales Manzini 100 0 Mbabane 220 15 Nhlangano 50 1 Piggs Peak 125 15 Total 495 31

The target for 2014 was 495 and the sales were 6.26% compared to 2013 which had 17.12% sales. Challenges are that there is no marketing unit that can promote the product and National Level. The office of the SG has engaged Belgian Red Cross who are experts in FA services across the globe, and BSRCS’s is to ensure that the unit is revived.

2. ORGANIZATIONAL DEVELOPMENT

2.1 BRANCH DEVELOPMENT

Branches

The NS has a total of 181 branches. Nhlangano Division was the only division that established 8 new Red Cross branches. There was an increase in the number of branches by 5.8%, though slightly lower than 2013 which recorded 26.6% increase. However, it is worth noting that in both 2013 and 2014 Nhlangano Division was leading in establishing new branches, and has grown by 20 branches in two years’ time.

Division Branches Members Renewed % of renewed Manzini 28 728 68 9.34 Mbabane 20 392 58 14.80 Nhlangano 65 1650 476 28.85 Piggs Peak 35 1015 155 15.27 Siteki 22 990 49 4.95 Total 173 4775 806 16.88

Note:  The Mbabane Division has the lowest number of branches and membership. In 2015, this division will focus more on Branch Development so to increase the number of branches and membership.  All the divisions generally have members who did not renew their membership, which has a negative impact on the financial support to the Divisions.  The NS will have to work hard to turn around the current situation.

Statutory meetings (Branch & Division) including Youth statutory meetings

Actual meetings held Normal Actual meetings held on Annual basis Statutory on Quarterly basis (AGM) Total Actual Division Meetings Branch Division Branch Division Meetings conducted Manzini 106 1 2 0 1 4 Mbabane 196 0 4 0 0 4 Nhlangano 358 0 2 0 1 3 Piggs Peak 220 0 0 0 0 0 Siteki 142 0 4 0 1 5 Total 1022 1 12 0 3 16

2.2 Challenges

 Committee members are committed somewhere else, sometimes making it difficult for those present to form a quorum. First and second quarter in Manzini there was no Divisional Committee meeting held.  No visit to branches carried out and reasons vary (lack of transport, committees not available for the visit, and other economic issues)

2.3 Action Point for 2015:

 Make means to provide Siteki with a vehicles so that branch visits are conducted

 Piggs Peak Division is no longer a statutory structure since there was no record of being a living system of the NS. The Division will be advised to take advantage of the support by the Food Security project to strengthen the Divisional systems.

 Nhlangano division should share the lesson learnt on how other divisions can make branches active but not say that Nhlangano has no challenges.

3 INFORMATION DISSEMINATION

3.1 Chiefdom dissemination

In the year 2014 BSRCS managed to reach 13 chiefdoms in which dissemination sessions were conducted. These sessions were attended by a total of 333 people including community leaders. The Chiefdoms include: Manyandzeni, kaDlovunga, Sikhotseni, Nkhaba, Siphocosini, Mabondvweni, Lukhetseni, Ngculwini, Sibuyeni, Mafutseni, Hhelehhele (Hhohho), Mkhuzweni, and Nsangwini. These dissemination sessions were facilitated by the Communications Office in collaboration with the Field Coordinators.

3.2 Dissemination to Parliamentarians The NS had a successful dissemination session to the Portfolio Committee members (from Both Houses of Parliament) responsible for the Deputy Prime Minister’s Office. This session was attended by 12 MPs including the DPM who officially opened the event. Also present was the PS in the DPMO, Heads of department in DPMO, Red Cross Board and staff, Finnish Red Cross and the ICRC. The dissemination was facilitated by both the ICRC and BSRCS.

3.3 Dissemination to armed forced The communications officer participated in dissemination sessions that were done by the ICRC to the Swaziland Police force and to the Army. The dissemination was on IHL at Ngonini Police Camp, for the Police and at Bethany for the Solders. The dissemination also

touched on the role, status and activities of Baphalali Swaziland Red Cross Society. An armed force delegate from the ICRC facilitated the sessions. The Baphalali Communications Officer also had sessions which she facilitated.

3.4. Disseminations to RHMs

The NS continued to disseminate to 29 Rural Health Motivators and a Nurse from Sobuza Clinic. The RHMs promised to work in collaboration with the National Society.

3.5 Dissemination through Radio Program The NS has also been disseminating information to the public using the 15 minutes radio slot that Baphalali has with the Swaziland Broadcasting and Information service (SBIS). The Communications Officer has been facilitating this kind of dissemination. Guests and other key informants like the President were also recorded and had them disseminating to the public. The impact of the program has not yet been measured, however, the NS has been getting phone calls from the public enquiring about some services which they heard over the radio.

4. DISASTER MANAGEMENT

4.1 Storms and windstorms

The number of people affected by disasters, mainly fires, hydro-meteorological, as well as migration was 5683. Of which there 733 households affected. In response to all these cases, Baphalali deployed a total of 114 Volunteers who assisted in conducting assessments and in disbursement of response material. Response material provided to the affected households included: tents, second hand clothing, and food items. Most of the response material were provided by NDMA from their Warehouse in Matsapha.

The NS has since noted that the period of September – March is characterised by heavy storms (hailstorms and wind storms) while the April – August is characterised by fires.

4.2 Fire Incidences The NS also responded to incidences of fire that happened in 61 households affecting a total of 425 people. In almost all the affected families the fire burnt the houses the people lost quite a number of items which include: clothing, bedding, food commodities, school uniforms, books, important documents, and some other valuables including cash. The NS in collaboration with NDMA responded to fire incidences in the four regions of the country.

Below is a table showing the number of households affected per region.

REGION AFFECTED PEOPLE HOUSEHOLDS AFFECTED Shiselweni 23 158 Manzini 11 76 Lubombo 9 69 Hhohho 18 122 Totals 61 425

All the affected people were assisted with food and non-food items from the NDMA warehouse.

Red Cross Volunteer in a homestead with a main house burnt down by fire.

4.3 Formation DRR Committees at Chiefdom level

BSRCS started the process towards the end of 2014 whereby 32 Chiefdoms were educated on Disaster Risk Reduction, and the importance of establishing Disaster Relief Committees, the selection criteria, the role of the committee, and disbanding the committee. A total of 286 community leaders (mainly the Inner Council) participated in the information dissemination sessions by Red Cross.

4.4 Collaborative Activities

Baphalali Swaziland Red Cross Society continued to be a team player in the process of reviewing the Multi Hazard Contingency Plan, which is being led by the National Disaster Management Agency (NDMA). This review process was a stock take of the country’s hazard/risk profile and to consider emerging hazards and other issues. The main objective of the National Multi Hazard Contingency Plan (MHCP) is to mount a timely and coordinated response to anticipated hydro meteorological as well epidemiological hazards. It aims to minimize potential humanitarian, economic and environmental consequences. The plan demonstrates Government’s commitment to preventing and mitigating the effects of disasters.

4.5 Food Security, livelihoods and nutrition project under Piggs Peak Division

The BSRCS in partnership with the Finnish Red Cross is implanting a Food Security, Livelihood and Nutrition project in Mhlangatane in Mpofu, Nyakatfo, and Zinyane communities. The project is a continuation of activities whose implementation was initiated in 2013. In 2014 the Piggs Peak Division carried out a number of activities which included but not limited to recruitment, and training of volunteers, identification and selection of 125 beneficiaries mobilised, selected, verified and trained 125 beneficiaries in Mpofu, Nyakatfo and Zinyane altogether. Each household was given garden and agricultural inputs for gardening. Each household received treated 9 poles, 40 metre mesh wire, 80 metre barbed wire, a gate, watering can, fork, rake and seedlings. Beneficiaries were also trained on food utilization.

By December 2014 over 88% of beneficiaries had already started harvesting vegetables such as: cabbage, beetroot, spinach and onions. This means that beneficiaries were already getting good nutrition out of the vegetables. Besides some vegetables were sold for cash which made it possible to buy household items such as salt and soap. Some vegetables were also exchanged for other goods and services such as fetching water. It was observed that the beneficiaries had interest and financial resources to purchase new seedlings for their gardens. This project reached 875 direct beneficiaries.

This project was supported by 3 full time staff based in Piggs Peak Red Cross Division. In addition, the project also recruited twenty-three volunteers. The main aim was that the volunteers should support the household on how a backyard garden should be managed.

Figure 1: Rotha Mamba a Beneficiary from Nyakatfo community harvesting spinach from her backyrd garden.

A demonstration plot A demonstration plot was established in the 3rd quarter in BSRCS Piggs Peak office (in the backyard). Cabbage, spinach, green pepper and beetroot were harvested in 2014. This is a good way for the division to raise funds for the running of the office, and that the garden also enhanced the visibility in general and the public noticed that the office is more active. For example, there was an individual who donated maize grain to distribute to vulnerable people after seeing that the office has become more operational. The Divisional Committee expressed appreciation to the Finnish Red Cross for establishing the demonstration plot. The Committee has pledged to continue growing crops in that plot.

4.6 Challenges

 BSRCS did not have readily available response material, so the NS was heavily dependent on Government for response material. This sometimes contributed in not responding timely and thus the need-based response was compromised.  Communication between the people delivering the response material and Red Cross offices has been next to zero, and this has led to material being delivered to wrong households.

Action Points:

 The NS will strengthen the collaboration between the Regional NDMA Officers and Division Field Coordinators so that a clear distribution plan gets communicated to all concerned parties.

5. CONCLUSION This report covered four programmes, namely, Health Care & Social welfare, Disaster Management, and Organizational Development which include information dissemination. Each programme was presented as per the Strategic plan 2011 – 2015, and the 2014 – 2015 Operational plan of the BSRCS. The NS had a very good collaboration with the office of the Deputy Prime Minister, and also enjoyed all the support from the IFRC and ICRC.