1. Executive Summary Bangladesh, due to its geographical setting, is one of the most disaster-prone countries in the world. Almost every year the country experiences recurring floods associated with river bank erosion, tidal surges, cyclones, droughts (dearth precipitation), low and moderate-level seismic tremors, and other small- and moderate-scale disasters, such as the cold wave. Additionally, due to the funnel shaped coastline, Bangladesh often becomes the landing and breeding ground of catastrophic cyclones formed in the Bay of Bengal. Such disasters often disrupt the ways of living and traditional livelihood of communities in vulnerable locations. Now, with the added effect of climate change, such natural calamities are occurring with greater magnitude and intensity. This has significant implications across various sectors including livelihood, housing and transportation, socioeconomic development and poverty. In recent years, man-made disasters such as road accidents, drowning, ferry tragedies and building collapse have become prominent. Repeated building collapse in Dhaka reflects the ever increasing urban vulnerability to disasters. While fire incidents are common in many countries, the number of casualties in Bangladesh is higher than in any other regions. Bangladesh’s Human Development Index (HDI) rose by 1.5% annually since 1980 which gives it a rank of 146 out of 187

1 countries. According to Bangladesh Bureau of Statistics (BBS) 2010 household survey, 31.5 percent

2 of the total

population lives below the poverty line – including 17.6 percent who are said to be ‘extremely poor’. The poor often

1 International Human Development Indicators 2 Bangladesh Bureau of Statistics

PROGRAMME INFORMATION

Implementing Secretariat body / host National Society:

Geographical coverage:

Bangladesh Red Crescent Society Bangladesh

Number of people to be reached:

7,161,980

Business Line: Budget 2014 (CHF):

1 – “To raise humanitarian standards” 0

2 – “To grow Red Cross Red Crescent services for vulnerable people” 1,509,279

3 – “To strengthen the specific Red Cross Red Crescent contribution to development” 1,261,698

4 – “To heighten Red Cross Red Crescent influence and support for our work” 0

5 – “To deepen our tradition of togetherness through joint working and accountability” 20,022

Total annual budget: 2,791,000

Partner National Societies:

American Red Cross, Canadian Red Cross, Hong Kong branch of the Red Cross Society of China, Japanese Red Cross, ,

Swedish Red Cross and Austrian Red Cross Societies and Korea International Cooperation Agency. In-country partner

national societies include British Red Cross, German Red Cross, and Swiss Red Cross who implement projects

bilaterally and have signed the integration agreement with the IRFC.

Other partner organisations:

DFID – Global Agreement through the International Federation of Red Cross and Red Crescent Societies (IFRC) South Asia Regional Delegation (SARD), ECHO, ICRC, AusAID, USAID, and any potential partnership through IFRC Asia Pacific Zone and American Red Cross.

Development Operational Plan 2014

Bangladesh

lack access to land and hence settle at low lying areas such as near rivers or coasts that pose risks of flooding and cyclonic storms. As per International Organization for Migration (IOM), some 70 percent

3 of slum dwellers in Dhaka

have experienced environmental shocks. An estimated 3.4 million4 people – 40 percent of the city’s population live in

around 5000 slums in Dhaka City.

Access to basic services remains inadequate for the greater population in the country. The adult literacy rate is estimated at 48 per cent

5. Roughly 3 million children in the remote areas have no/limited access to schooling.

Bangladesh’s maternal mortality rate remains high and only 27% of mothers receive adequate pre-natal care. Additionally, health care facilities suffer from shortages of supplies and qualified staff. Overall safe water coverage is only 74 per cent because of naturally occurring arsenic contamination of groundwater. Use of sanitary latrines is increasing, however, promoting hygiene practices, especially proper hand washing, remains a challenge. Gender disparities continue to be a challenge in the male dominated society. With a GII value of 0.518 and positioned 111 out

of 148 countries6, thus efforts to overcome poverty face numerous constraints. This bleak socioeconomic scenario of

the country poses further challenges to the already vulnerable communities and also to humanitarian agencies like Bangladesh Red Crescent Society (BDRCS) that have to be ready to cope and respond to a variety of disasters and crises year after year. Taking cognisant of the existing disaster profile and potential risk realities, BDRCS has set its preparedness plans in accordance with its broader priority areas as outlined in its 5 year strategic plan. The BDRCS’ 5year Strategic Plan outlines the following priorities, health, disaster risk management, community resilience, organizational development and humanitarian diplomacy. The National Society’s strategic objectives include preparedness and promotion of public health through the provision of emergency health services, blood services, water & sanitation, community based health and first aid. The disaster response is always the flagship activity of BDRCS and remains the topmost priority area as the country continuously faces several disasters, of one nature or another, every year. The National Society is continuously working to improve its tools, systems, procedures in disaster preparedness to enhance the humanitarian response capacity. As evidences show, human casualties and other damages have been substantially reduced in recent disasters compared to earlier ones, mainly due to better preparedness and effective early warning systems. Addressing long-term vulnerabilities and slow onset disasters is also equally critical to save large number of people from future disasters. Hence activities gearing towards enhancing community’s overall resilience are also part of the National Society’s priorities. In line with BCCSAP 2009 and IFRC’s Strategy 2020, these priorities will be addressed through various interventions including community based flood and cyclone early warning mechanisms, livelihood/income development, provision of safe water and hygiene promotion activities, safe shelter, raising community awareness on disaster risk reduction and climate change. As part of Community Development Initiatives, activities focussing on non-formal and peer education, social issues such as dowry, child marriage, domestic violence and use of environmental-friendly technologies will be covered. Building community harmony and a culture of working together for the greater community wellbeing are something the National Society always tries to promote, through the principle of “do no harm” when implementing programmes. Enhancing its image and better profiling of the Society in national/international area, is equally important for the BDRCS. On the organizational development front, one of the key priorities is the revision of its legal base and statues as well as human resources system so that the Society can function in more impartial, non-political and transparent

3 International Organization for Migration 4 A Study on Situation of Girl Children of Slums in Dhaka City 5 BANGLADESH, UNICEF

Table 1: Summary of major disasters in Bangladesh

S.N Disaster Year Area affected People affected

People Dead

Household damaged

1 Flood 2004 2004 North, Central and East 10 ,000,000 563 1 ,000,000

2 Flood 2007 2007 North & Central 2,200,000 335 244,594

3 Cyclone Sidr 2007 South west 7,800,000 3,406 1,100,000

4 Cyclone Aila 2009 South west coast 1,600,000 190 950,000

5 Floods and Landslides 2012 North and South East 5,148,475 139 360,862

6 Building Collapse 2013 Rana Plaza 2,500 1,127 -

7 Tropical Cyclone Mahasen 2013 South west coast 1,499,084 17 151,005

Table 2: Summary of total expenditures for IFRC-supported projects/operations carried out by BDRCS in Bangladesh

Year Amount in CHF

2007 6,421,429

2008 10,731,768

2009 8,120,159

2010 3,097,083

2011 2,951,551

2012 3,439,951

Total 34,761,941

way that will eventually help in effective service delivery to the vulnerable in time of need as per the mandate of the Red Cross Red Crescent (RCRC) Movement. This Development Operational Plan (DOP) therefore tried to cover most of these priority areas, but certainly not everything can be addressed in a limited period of one year. In addition, some of the priorities are long term in nature and will need to be included in future plans as well.

2. The Operation During 2014, BDRCS will continue with its effort to get its new drafted Law enacted by the Government of Bangladesh repealing the Presidential Order number 26 (PO26). Once this has been achieved the revised constitution will also come into effect. This will not only make BDRCS complies with International Red Cross and Red Crescent Movement norms and standards but facilitate improvement in the governance and management relation and performance. The legal has implication of this is that it will facilitate the implementation of the HR reform process currently taking place. Making BDRCS more effective in its delivery of services to the vulnerable and fulfilling its humanitarian mandates. The updated DRM strategy reviewed in 2013, to synergize climate change agenda, will profiles and support BDRCS’ work, towards DRR/CCA service delivery. This will be achieved through humanitarian diplomacy, representation in humanitarian thematic clusters and joint needs assessment for effective humanitarian response operation. At the same time, increased utilization of disaster response tools, such as NDRT and RDRT will strengthen RCRC response mechanisms. As the SCB secretariat, BDRCS/IFRC will facilitate the use and harmonization of global standards, such as Sphere minimum standard, to promote quality and accountability in humanitarian work. Strategic Partnerships will be sort and pursued, among others institutions of higher learning like Universities to enrich and ensure exchange of knowledge among young scholars and DRR professionals as part of the Knowledge Management documentation in DRR/CCA activities.

BDRCS appreciates IFRC for the allocation of CHF 835,075 made through the Tsunami Residue Fund (TRF). The fund is to be utilized in accordance to the identified focus area in the TRF proposal. The fund will supplement the BDRCS’s on-going and planned activities for three-year period between April 2013 and December 2015. The project did not initiate any new activities, rather it is a continuation of adding value to the existing programmes to make the results more target oriented and revive some important programmes which are critical for basic humanitarian services for the distressed and vulnerable people in hills, flood plains and coastal areas of Bangladesh. With the TRF fund, the BDRCS national headquarters electricity substation and staff salary support have been enhanced. RMS data collection and data entry has been started under coordination of ICT Section. CPP programme procured dry cell batteries for megaphone and provided honorarium to 96 VHF operators. While under the DRR programme, slum preparedness disaster committees (SPDCs) in Rampur and Dhaka were formed with 60 slum dwellers communities. A total of CHF 106,964 or 33 per cent has been utilised out of the 2013 TRF budget allocation (CHF 324,920). During 2014 the project will continue to contribute in expanding some of the good practices in other areas, which have already gained good national recognition as a sustainable model. As outlined in BDRCS 5 year strategic plan, capacity building of the national society is a priority area. Under the organizational development BDRCS has chalked out multiyear capacity building programmes that include districts unit technical skill and minor scale physical infrastructure development. BDRCS has nationwide coverage of emergency response, DRR and Cyclone Preparedness Programmes (CPP). However it needs to pay attention to address needs of people living in slums and disadvantaged districts of Chittagong hill tracts. The progress of the TRF programme will be reviewed with the concerned departments and shared with the IFRC for its reference to the global system. The BDRCS seeks to continue to contribute to national efforts to augment the availability of skilled midwives in remote areas, through its 60 specialist mother-and-child health (MCH) centers and provision of safe blood through its five blood centers. Therefore community based health and first aid with special emphasis on slum dwellers health care support through strengthening its outdoor service on essential health service will be a priority for BDRCS. While in 2014, BDRCS, with the support of IFRC aim to assist the communities to improve their access to safe and affordable water supply and sanitation by building capacity and bridging the gap. Water and sanitation projects in communities with volunteers allow those volunteers to use their skills to make a positive contribution to the development of their community. This plan will facilitate the culture of continuous learning and participation of staff, volunteers and the leadership in academic networking initiatives which is expected to ensure that BDRCS has high caliber human resources. Built within this 2014 plan is an opportunity for the National Society to have the scope to evaluate its self and include a peer review and certification to help it to bench marking all its future organizational development initiatives. The PMER section will be enhanced to better support the organization in the monitoring and evaluation of DRR interventions.

2.1 Business Line 2 – “To grow Red Cross Red Crescent services for vulnerable people” Bangladesh is distinctly identified as a high risk country in the globe to a myriad of extreme natural events which quite often turned into disasters. Floods, tropical cyclones, tornados, tidal surges, cold wave, droughts (dearth precipitation) and large-scale riverbank erosion create repeated havoc and disrupt lives and livelihoods of the poor in disaster vulnerable areas. BDRCS with the support of IFRC has been responding well almost in all cases. BDRCS does have good experience and competence in disaster and humanitarian response. BDRCS has been on a transition from very centralized and orthodox approach towards a decentralized humanitarian response mechanism so that affected people can be reached quickly and adequately with efficient manner. The size, complexity and frequency of disasters are increasing year by year, and it is also imperative now to respond quickly and effectively to minimize the loss of lives and plights of the affected people. In 2013 there were several disaster including an 8 storied readymade garments factory building collapsed which killed more than 1,200 people. Therefore more preparedness for response capacity needs to be strengthened as well as communities need to be resilient to be able to cope with possible disasters. As part of the decentralization process, a Pre-disaster Agreement has been signed between BDRCS, IFRC and in country PNSs with a view to guide the coordinated response. Standard response tools i.e. NDRT base is being expanded, sharpened on response knowledge and well equipped to be performing well in providing services to affected people. In addition to induction course, technical NDRT training on water and sanitation (WatSan), IT, health and logistics are planned to improve quality in humanitarian response. BDRCS is in process of institutionalizing community based DRR tool i.e. pool of VCA facilitators was created with a view to conduct VCA in independent manner to guide community context DRR planning. Adhering to role given in Standing Orders on Disaster, Ministry of Disaster Management and Relief, BDRCS will increase its participation in various Disaster Management Committees (DMCs) at both national and local levels. Given missing cases of sea going fishermen during cyclonic events, BDRCS intends to introduce a simple infrastructure ‘light house’ to guide fishermen for their safe return. The community resilience intervention would increase the capacity of local community to reduce its life and livelihood risks in relation to hazards. The early warning system and community level risk reduction measures will further reduce the asset and livelihood risks. Hence community will continue to collaborate with CPP and Union Disaster Management committee (UDMC) to avail services and access information. Simulations in flood and cyclone prone project locations on disaster preparedness will disseminate key messages for effective measures to be taken in the event of an upcoming disaster. Despite Bangladesh’s success in health, there is still an enormous need to do more and to be addressed. Therefore the 2014 plan will focus on providing the following services to compliment these efforts on preparedness and promotion of public health through the provision of emergency health services, blood services, WatSan, community based health and first aid with special emphasis on slum dwellers health care support through strengthening its outdoor service. BDRCS with support from IFRC and partners in 2014 will try to address gaps and needs in water & sanitation, public health and the provision of health emergency services. BDRCS will continue its effort in disease prevention and impact mitigation in relation to communicable diseases spread in disaster prone communities. The recent initiatives in emergency health and with the introduction of the Epidemic Control for Volunteers (ECV) toolkit as among the materials available for health volunteers at the grassroots level, BDRCS is more proactive and resolute in prevention and control of communicable diseases, particularly those categorized to have outbreak and epidemic potential. Populations targeted by these activities are the most vulnerable people living in rural areas or disaster prone/affected regions of Bangladesh. Expected total number of people to be reached is about 7,308,150. Targeted communities will be involved, where practical and appropriate, in identifying, planning and implementation of required interventions. Planned activities will be well coordinated and implemented in an integrated way, where possible in order to better address the needs and avoid any duplication in implementation.

Objectives Project Code Targets for 2014

Outcome 1: More effective and timely disaster response and services to vulnerable people through improved systems and mechanisms

PBD175 (Disaster

Management) PBD025

(Community based

Disaster Risk Reduction)

Output 1.1 Improved response management through decentralization of response capacity and facilities from national headquarters to strategic units.

Response management capacity of 6 units (including 3 units supported in 2012) will be developed through decentralization of response system and facilities from the NHQ.

Objectives Project Code Targets for 2014

Output 1.2 Increased application of IFRC disaster response tools.

At least 25 selected people are trained for disaster response and equipped with response tools.

At least 15 units (including 12 units supported in 2012) are supported and prepared for disaster response.

Output 1.3 Updated guidelines, manuals, standards, planning and information system of preparedness for response are in place.

At least 3 response documents are updated.

Web-based MIS for response planning is developed and launched.

Output 1.4 Community based cyclones and floods early warning system strengthened and more accessible for women and children to undertake actions in saving lives and livelihood. .

At least 14 communities (including 8 communities established in 2012) have functioning community based floods EWS.

At least 23 communities (including 17 communities strengthened in 2012) have strengthened its community based cyclone EWS.

Replacement/Repair of early warning equipment in at least 6 communities.

.

At least 4,500 women and children (estimate) are reached through cyclone related awareness campaign.

At least 180 women have received cyclone related training.

CDRT is provided with equipment for cyclone early warning service.

At least 1 light house is completed and functioning.

Output 1.5 Community disaster response capacity strengthened.

At least 10 communities are supported and prepared for disaster response.

Output 1.6 Improved livelihoods for most vulnerable people (tribal/indigenous, islands, etc).

In total, at least 70 people have received livelihood support.

Output 1.7 Improved coordination and scale up implementation of CPP Flagship.

Consultation on the role of DG for CPP and the position is activated.

Outcome 2: Community’s access to basic health care is increased.

PBD006 (Health)

Output 2.1 improved health care systems in communities through enhanced capacity of health volunteers and functioning database.

At least 872 volunteers are trained in basic health care.

At least 102 new trained volunteers provided emergency health care.

Health volunteer database is updated.

Output 2.2 More vulnerable and strategic disaster prone units have access to trained mobile medical teams.

At least 2 local medical teams in each unit provided support in emergency situation.

Output 2.3 Increased community awareness to respond to emerging and re-emerging diseases (bird flu, swine flu, nipah, anthrax and etc).

At least 560 community leaders are aware and involved in the prevention of the outbreak.

Output 2.4 Road accident death decreased due to scaled up Road Safety programme in major highways.

Road accident victims are attended to with emergency first aid.

2.2 Business Line 3 – “To strengthen the specific Red Cross Red Crescent contribution to development” BDRCS is a key humanitarian actor in the country and works as auxiliary to the government. Adhering to its 7 fundamental principles; BDRCS maintains full independence and neutrality on humanitarian actions in health, blood services, humanitarian response, disaster preparedness, DRR and CCA. However, there are still few structural obstacles and systemic weaknesses such as working in the most effective and transparent way. To improve the quality and accountability, BDRCS has undertaken a number of strategic tasks that are intertwined to

improve and strengthen its organisational tenets such as the legal base (constitution revision), structure, system and procedures through the Human Resources (HR) reform process and Strategic Plan (SP). The Constitutional Revision process, currently under consideration by the government, is expected to be finalised in 2013. Its implementation is expected to take another one to two years at least. The constitutional reform process, will clearly define the roles and responsibilities of governance and management, were accountability and integrity becomes bench marks towards a well-functioning national society. The implementation of the HR reform process will start in 2014, while in 2013 the required tools have been developed and approved by the Managing Board. These are the organizational structure, job description of all top management, database, and code of conduct (CoC). There will be a need for skill audit and repositioning of the staff. The implementation of the strategic plan 2011-15 was enhanced in 2013, when 68 branch and 22 department, the four-year development plans were produced. This will further enhance the youth and volunteer development, the basis for sustainable Branch capacity development, in delivering services to the vulnerable people over the coming years. Therefore this DOP will focus on the following areas of internal and external communication, through the development of the communication strategy, volunteer and youth policies, logistics, ICT, planning, monitoring, evaluation and reporting at all levels of operational management structures for better programme delivery which could assist the whole Society to accelerate its change process and move in a very positive direction in future. A pragmatic human resource system that will foster compliance and emphasize on quality and accountability in BDRCS services delivery. Given BDRCS mandates in the national DM/DRR/CCA policies that include Standing Orders on Disaster, Bangladesh Climate Change Strategy and Action Plan (BCCAP) 2009 and National Platform on DRR, BDRCS aligns its own programme strategy to be relevant in its work. Though people follow and maintain coping mechanism and indigenous practice in reducing the impact of disasters but relevance of people’s normal practice has been challenged often by untimely and random intensity of hazards. These has resultant in less success on the initiatives from GO and NGO sectors to deal with such situation. Recognizing the gaps and key pillars for implementation of the action plan stated in the BCCSAP, BDRCS has adopted program and institutional level strategies to address the adverse effects of climate change and climate induced vulnerabilities. This DoP therefore has included continuation of both the CCA and community resilience as one of the key areas of activities in 2014. Addressing to the recurrent need for socio economic development toward community resilience, this DoP will give continuity to the ongoing community development initiatives (CDI) of the BDRCS with more emphasis on WASH component. Although urbanization is considered to be the engine of growth and significantly contributes to the national economy, but rapid and unplanned urbanisation is also responsible to create many negative impacts. For the urban poor, rapid urbanisation and its associated ills are perhaps most visible through the flourishing of slum settlements. Hence, this DoP will also focus on Urban DRR through school safety, response capacity building of urban volunteer’s team and disaster preparedness capacity buildings of slum dwellers. Undocumented Myanmar Rohingya citizens in the Northern Rakhain State of Myanmar have strong linkage with Cox’s Bazar district of neighbouring Bangladesh. For the last 30 years, the Rohingya have been seeking refugee in Bangladesh, where they live as undocumented citizens. At present approximately 26,000 undocumented Myanmar citizens live in peninsula of Teknaf and Ukhia located between the two official UNHCR camps of Kutupalang and Nayapara. In this DOP, the BDRCS seeks to support a total of 50,000 undocumented Myanmar citizens and host community citizens in the country with prescribed assistance. The knowledge management in DRR programs plays a key role in dissemination of DRR practices in the country and beyond the country. The BDRCS knowledge management framework will help institutionalize DRR/CCA memories/experience best practices for knowledge update, exchange and benefit DRR practitioners for translation those into better programming. As many public health problems and issues are still prevalent in rural Bangladesh mainly due to lack of awareness and basic health facilities hence health education and awareness raising activities are also included in this DoP. BDRCS will scale up its primary health care service by capacity buildings of more midwives, assistant mid wives and community promoters as well as enhanced the capacity of MCH centers. As most of the MCH centers situated in the disaster prone districts, these will also serve as first serving place during a time of disaster. Injecting drug users (IDUs) are increasing in Bangladesh which is the most prevalent cause of HIV/AIDS, Hep B and Hep C transmission in the country. Hence establishing drop-in-centers and facilitating basic health care, syringe exchange, test for blood borne viral infections and counseling are proven better ways of prevention. Anemia is another problem that is almost universal in the vulnerable communities of Bangladesh. Awareness on nutrition and hygiene, de-worming population by medication, encouraging kitchen gardening with vegetable seeds and treating anemic people by iron tablets improve the situation, as a regular activities are included into the DOP 2014. The target populations for these activities are the most vulnerable and poverty ridden people living in rural areas of Bangladesh. Areas considered more vulnerable to climate change are included in the climate change adaptation program. Expected total number of people to be reached is about 254,350. Targeted population will be involved,

where practical and appropriate, in identifying, planning and implementation of required interventions. Planned activities will be well coordinated and implemented in an integrated way where possible in order to better address the needs and avoid any duplication in implementation

Objectives Project Code Targets for 2014

Outcome 3: Strengthened BDRCS leadership and efficient management through improved structural, human and financial resources and systems.

PBD005 (Organization Development)

Output 3.1: BDRCS Legal Base in place and implemented accordingly.

At least 30 branches trained/oriented.

Output 3.2 BDRCS existing property and income managed in structured and efficient way to avoid pilferage and misuse.

At least 1 external audit is completed.

Output 3.3 Volunteers’ network is strengthened and expanded through establishing mechanism to recruit and train competent RCYs and other volunteers and involving them more actively in on-going and new initiatives.

RC/RC orientation and first aid training are provided to students and teachers of annually 30 schools and colleges.

At least 180 senior volunteers received ToT.

At least 30,000 RC/RC basic books distributed.

Output 3.4 BDRCS’s Five-Year (2011-2015) Strategic Plan is effectively implemented.

At least 1 evaluation report prepared.

Outcome 4: BDRCS service delivery improved through re-structuring of human resources and performance based management system as well as improvement of existing financial and IT systems.

Output 4.1 Restructured BDRCS management by divisions, departments and sections from headquarters to branch level.

Completed organizational capacity assessment and certification (OCAC) process.

Output 4.2 A pragmatic HR system and procedure is in place.

An effective automated HR system in place.

Output 4.3 Transparency and accountability of the National Society is improved through more effective training and orientation to staffs and volunteers at all levels.

All members of governance, staff and volunteer understood and signed the Code of Conduct and integrity policy

Branch operation manual is disseminated and implemented.

Output 4.4 Strengthened branch capacity and the resource mobilization drive.

At least 25% of branches are self-sustainable.

Output 4.5 Financial system from headquarters to branch level is in place along with MIS programme.

At least 50% of all 68 units and national headquarters are functioning with unified financial system.

Output 4.6 PMER department at national headquarters is in place.

At least 12 monthly periodic reports and programme updates made available.

Output 4.7 Developed communication strategy and planning focusing on ‘image building’ with ICT section reaching from headquarters to branch level is in place.

Digital Divide is implemented at headquarters to branch level.

Outcome 5: BDRCS emerges as a lead humanitarian agency for its services in DRR, CCA and development initiatives to reduce vulnerability of poor people in Bangladesh.

PBD015 (Community Development

Initiatives) PBD175 (Disaster

Management)

Output 5.1 Appropriate adaptive actions and mitigation initiatives enhanced in household level.

PBD015 PBD 175

At least 3,498 of target households are capable to undertake CCA/DRR initiatives.

Objectives Project Code Targets for 2014

Output 5.2 Increased empowerment and resilience of communities through ownership, management and utilisation of their own resources, capacity and services.

PBD175 At least 20% of target women of 10,076 households are involved in decision making process for community development or DRR.

At least 12 communities have the capacity to reduce their vulnerability to disasters, poverty and other social ill practices.

Output 5.3 Improved readiness with appropriate tools, strategies, knowledge management in DRR/CCA actions. .

PBD175 At least 1 paper/journal/book is published.

Implementation of pre-disaster agreement recognising partners’ contribution in small scale emergency response.

Implementation of tripartite agreement (BDRCS, IFRC, academic institutions – local and international) – increasing enrolment of students, documenting and publishing DRR/CCA reference materials, and knowledge exchange with international universities.

Output 5.4 Enhanced Urban Disaster Risk Reduction through school preparedness and community engagement/awareness.

At least 50 schools (including existing schools supported in DRR) are supported in both DRR and CCA.

At least 20 simulation exercises on multiple disasters are conducted in schools and communities.

At least 20 schools participated in marking World Disaster Day with awareness initiatives.

At least 1,600 slum dwellers are reached through satellite heath care service.

Output 5.5 The basic needs of the undocumented Myanmar citizen in Bangladesh are met.

In total, 50,000 undocumented Myanmar citizens and host community citizens in the country are supported with prescribed assistance.

Outcome 6: Public Health promotion through community awareness and improvement in quality of care.

PBD006 (Health)

Output 6.1 Community’s access to BDRCS Primary Health Care centers is increased in targeted areas.

At least 100 people accessed the testing for diabetes and high blood pressure at the PHC centre in the first 3 months.

Output 6.2 Awareness of HIV/AIDS among Injecting Drug Users (IDUs) is increased.

At least 10 IDUs accessed the syringe exchange at the drop-in centre each month.

At least 3 IDUs accessed the HIV testing services each month.

Output 6.3 Cases of anemia are decreased in targeted areas through appropriate intervention.

At least 30% of anaemic population have increased haemoglobin within 3 months into the intervention.

2.3 Business line 4: “To heighten Red Cross Red Crescent influence and support for our work.” BDRCS will continue profiling RCRC in humanitarian work by engaging with other stakeholders in business, incorporate some activities to promote and adhere to BDRCS’s auxiliary role and mandates. Its presence in national and international forums and involvement in newly emerging but highly potential programmatic areas will give BDRCS a high profile. These new areas are Communication and Humanitarian Diplomacy, DRR and CCA as well as building partnership with strategic actors for implementation of international commitments like Hyogo Framework for Action (HFA), Federation Strategic Plan 2020. BDRCS will base its work in disaster risk management on the HFA (Hyogo Framework for Action), Millennium Development Goal (MDG), IFRC Strategy 2020, IFRC community resilience framework, BDRCS strategic plan and BDRCS DRM strategy. Knowledge uptake on recent development in DRR/CCA field is a priority for BDRCS to be consistent and appropriate on its focus. Facilitating this knowledge uptake, BDRCS has established knowledge management framework. BDRCS is considered to be a head in the region in knowledge management activities. Under the knowledge management activities, BDRCS and IFRC have signed separate MoU with University of Dhaka and BRAC University in conducting

academic research, publication, offering courses and exchanging knowledge in DM/DRR/CCA. By partnership in knowledge management, BDRCS’s profile will go high and more visible. Building on the current state the DOP 2014 will seek resources to support BDRCS to be more active in national and international forums, platforms and network. The DOP will include the following activities i.e. to explore avenues for scaling up its engagement in knowledge activities, widening BDRCS’s participation in the humanitarian community, extending humanitarian assistance and health and blood services. Expected total number of people to be reached through various activities is about 2,200. Targeted population will be involved, where practical and appropriate, in identifying, planning and implementation of required interventions. Planned activities will be well coordinated and implemented in an integrated way where possible in order to better address the needs and avoid any duplication in implementation.

Objectives Project Code

Targets for 2014

Outcome 7: BDRCS image and profile is further improved and its due space in national and international area as a leading humanitarian agency in Bangladesh is reclaimed and sustained.

PBD175 (Humanitaria

n Values)

Output 7.1 Adherence and promotion of auxiliary role and mandates of BDRCS in national policies and DRR platform enhanced.

Regular participation in discussion and meeting with the government.

At least 2 projects/tasks entrusted to BDRCS by the government.

Output 7.2 A well-functioning DMWGB to facilitate and promote community priorities in DRR/CCA from policy to implementation.

Regular participation in discussion and meeting with the government.

At least 2 projects/tasks entrusted to BDRCS by the government.

Output 7.3 BDRCS visibility at national/international level is improved through effective communication and profiling strategy.

Regular participation of DMWGB in discussion and meeting at all level.

Visibility of DMWGB influence in DRR/CCA policy and implementation.

Output 7.4 Partnership with strategic actors for implementation of HFA, IFRC S2020 priorities established.

At least 80% of IFRC supported programmes are well resourced.

2.4 Business line 5: “To deepen our tradition of togetherness through joint working and accountability.” IFRC in Bangladesh has a sizable presence at the moment in order to support the work of BDRCS and coordinate the humanitarian response in the country as and when needed. IFRC in fact is only a RCRC movement partner except ICRC that has a legal status in the country hence other Participating National Societies (PNSs) who have bilateral programs and presence in Bangladesh operate under the integration agreement with the Federation. Currently there are three (British RC, German RC and Swiss RC) PNSs the number is expected to increase to six with their bilateral programs in Bangladesh. The IFRC country office is continuously trying to strengthen BDRCS to enable it to implement various response and development programs and projects. IFRC country office’s support is still critical in order to accomplish planned activities in the coming years. As BDRCS still does not have a logistics department, IFRC country office manages all big procurements and contracts. Furthermore, IFRC is facilitating and supporting the ongoing critical reform and change processes such as constitution and human resource (HR) reform. Therefore support functions and coordination role of the IFRC country office will be made more effective and timely. Efforts will be made to represent better the interest of the NS and the IFRC in the country and outside to bring in new partners to support RCRC humanitarian initiatives in Bangladesh. As this Business Line is concerned with supporting and coordinating ongoing programs/operations, activities planned here are mainly the support functions and do not reach to people directly, hence no beneficiary number indicated here. However, all these activities are crucial and essential support services that are always critical for smooth and efficient implementation of all programs planned under any of the business lines above.

Objectives Project Code Targets for 2013

Outcome 8: More effective coordination and management at the IFRC country office to support more integrated programmes and

.

Objectives Project Code Targets for 2013

harmonised services of all RCRC partners in the country

Output 8.1 Support the roll-out of S2020 and assist the BDRCS with back up services of HR, Logistics and Finance.

At least 5 partners are working closely with IFRC.

Output 8.2 Coordination with Movement Partners and other stakeholders in Bangladesh and representation in international events are effectively maintained.

At least 12 movement coordination meeting are conducted.

At least 1 large scale operations/programmes are coordinated.

At least 1 small to medium scale operations/programmes are coordinated.

3. Programme support strategy 3.1 Finance The finance department at the delegation, though small, provides enormous support to the delegation and all ongoing programs. As the fund transfer to National Society for various programs is still under working advance system, finance department does the processing of huge working advance reports, booking into system and ensuring timely transfer of required fund for the planned activities. Finance team as usual provides advice and technical guidance in finance and budget management to budget holders and country representative. Thus an efficient finance team is always essential for successful implementation of programs. Delegation finance team also provides required support to other PNSs under the integration agreement. 3.2 Administration The HR/Administration department provides crucial support to the program team, delegation, NS and PNS under the Cooperation Agreement and Integration Agreement. Recruitment of staff, maintaining office facilities and systems, travel and accommodation support, are key activities of the HR and administration. The HR/Administration has been but will continue to be strengthened in order to provide effective and efficient support services to programs and operations as needed. 3.3 PMER Planning Monitoring Evaluation and Reporting (PMER) as key function in the delegation will be strengthened to provide support needed to programs. Thus the IFRC Bangladesh delegation plans to hire a PMER delegate to support timely and accurate reporting and proposal development delivery in 2014. This section needs more investment to showcase and profile BDRCS activities which will contribute to the image building. 3.4 Resource Mobilization As part of BDRCS’ 5year Strategic Plan, IFRC will continue to support the National Society in securing strategic partnerships with long term MoUs to guarantee funding for its Humanitarian work. Technical support will be given to BDRCS in resource mobilisation drive at the NHQ and some strategic Units/branches. It is also expected that the BDRCS will develop and or update its resource mobilisation strategy and guidelines on resource management. Other activities like launching appeals to the nation for donation to support humanitarian response will be done as and when there is a need. 3.5 Information Technology (IT) Information Technology plays an important role to keep the delegation functioning and its humanitarian response. The Delegation IT Team comprised of two national staff (Manager, IT &Telecommunication Officer, and Web Development & IT) provides day-to-day IT support to the regular Programme, Projects and different Support Service Units as well as helps to develop their IT Capacity. IT provides support in producing knowledge products such as IEC materials, publications, web portals etc. and extends technical input and advice to strengthening necessary security measures in IFRC fleet and office. It also supports the National Society (BDRCS) to cross the digital divide, adapting with the new technologies and embedding IT staff. The PNSs working in Bangladesh also enjoy the direct IT support from the Delegation. The IT and Telecommunication Unit also contributes a lot to the rehabilitation and maintenance of CPP (Cyclone Preparedness Programme) Radio Network. The IT & Telecommunication department will be looking forward for continuous development and to launch the new technologies and solutions. New software, application and database development, IT &Telecom NDRT training, data backup system in the cloud, management information systems and mobile technologies will be in the focus for development in 2014. 3.6 Communications

The Communication and Reporting officer resigned during the course of 2013. A process to replace is now under way but a new title of Communication and Movement Coordinator has been established to combine both communication and movement coordination responsibilities in one according to the revised organizational structure of the delegation. The delegation will give technical assistance in the development of the NS’s communication strategy. Humanitarian Diplomacy activities will be a priority during 2014, which will facilitate the profiling of the Red Cross and Red Crescent work in Bangladesh. 3.7 Human Resources The Federation delegation consists of two international staff Head of Delegation and OD Advisor with a pool of 34 national staff in the Federation. PNS staff compliment is also well resources now, with BRC two delegates and 12 staff, GRC four delegates and 46 staff, Swiss Red Cross two delegates and 11 staff. The Delegation HR is maintaining close cooperation and assisting BDRCS and Participating National Societies (German Red Cross and British Red Cross) through Cooperation Agreement and Integration Agreement. Delegates’ missions are followed in compliance with the new Staff Rules and Regulations 2012 and 2013. Presently the delegation is going to recruit some more staff for the programs. Two more delegates and two supporting staff members are expected to be added to the staff compliment. These will be a Communication and Movement Coordinator, a Health Manager, PMER and WatSan delegates. Gender issues being addressed in the recruitment process and the delegation current has 5 female national staff members out of 34 total staff. The Delegation has re-structured its Organogram, especially in the DM, at present it is Preparedness and Resilience Unit (PRU). The delegation has also promoted some of the senior officers to managers’ position. The PRU is now being headed by the national staff as a Programme Coordinator. This is done in line with the South Asia Regional Delegation (SARD). The Community Development Initiative (CDI) has already been merged with the PRU. In close cooperation and coordination with OD, the Delegation HR is also involved with BDRCS Planning and HR Department in the implementation process of the BDRCS HR Reform and SP 2011-2015. The HR reform process has been approved by the Managing Board and is now being implemented. 3.8 Logistics The Logistics department plays important role in supporting the work of the delegation and National Society. All the procurements for regular programs and emergency operations are managed by the delegation logistics department. As BDRCS does not have a procurement/logistics department, all major purchases and contracting are done through the delegation logistics department even though programs are implemented by the NS. Also the major procurement of goods and services for some PNSs (under integration agreement) are done by the delegation logistics. Logistics also manages and maintains the fleet service required for the programs. 3.9 Security The security is managed as per the IFRC policy. Though there is no security unit as such, the Head of Delegation (HoD) is mainly responsible for the overall security of the delegation. However, HoD has designated Programme Coordinator to act as the IFRC security focal person on his behalf. The security focal person provides security briefings to new staff and visitors and issues security alerts, instructions and advisory, etc., as needed and appropriate. The security regulations of the IFRC have been updated based on the country security situation to the Federation Security Unit at the region and at the headquarters in Geneva. The delegation security system in office and vehicle is being improved with modern IT and telecom equipment. An assessment is underway to check strength of office building in relation to earthquake and fire events. Security situation review meetings between heads of IFRC, ICRC and in country PNSs are held on regular basis. Collaboration between UNDSS and IFRC is being explored in country to access UN security alerts. 3.10 Legal The BDRCS function under the Act of Parliament number 26 of 1973 as an auxiliary organization to the public authorities. As part of BDRCS Legal Base revision process, the draft Law has already been tabled the Health Ministry (line ministry) to other ministries during the inter-ministerial meeting to discuss the draft law before forwarding to the Parliament for enactment. An external consultant has been hired to provide technical assistance on necessary modification of BDRCS proposed Statutes and the Rules & Procedure in line with the standard format of Bangladesh government. The Federation Delegation resolves all official disputes and legal issues related to administration, logistics, human resources and finances in consultation with the local Legal Advisor, who reports only on-call basis with realistic subscriptions. The PNSs with IAs are also part of the process. The process for hiring a contractual legal advisor in future is under consideration.

4. Monitoring and Evaluation Programs are regularly monitored and supervised at various levels. Both senior management of the IFRC delegation and BDRCS make monitoring visits to program areas every now and then. Members of the concerned district chapters also regularly visit project sites and monitor ongoing activities there. In some cases, there are district

program committees (DPC) formed to oversee the program implementation. The project team as well monitors activities regularly against the given log frame and other set indicators. Some programs have designated M&E officers to regularly monitor and evaluate the ongoing activities of the program. Evaluations are planned for various projects mainly at the end of the project period. Evaluations are usually done by external professionals/firms so as to get independent views and fair evaluation of the work done in the given projects/programs. Where considered important and necessary, midterm evaluations or reviews are conducted. Each project generally has a specific monitoring and evaluation plan, and activities are strictly monitored to ensure proper implementation so that set objectives and targets are achieved in time. Therefore this DOP will be monitored through consolidated quarterly reports and an annual report.

5. Budget summary Project

code 2014 2015 Total

BL 1. Humanitarian Standards

0 0 0

BL 2. Grow services for vulnerable people

1,509,280 1,660,208 3,169,488

Outcome 1:

More effective and timely disaster response and services to vulnerable people through improved systems and mechanisms.

PBD175 348,615 383,476 732,091

PBD025 1,090,665 1,199,732 2,290,397

Outcome 2: Community’s access to basic health care is increased.

PBD006 70,000 77,000 147,000

BL 3. Contribution to development

1,261,698 1,387,867 2,649,566

Outcome 3: Strengthened BDRCS Leadership and efficient management through improved structural, human and financial resources and systems

PBD005 70,000 77,000 147,000

Outcome 4:

BDRCS service delivery improved through re-structuring of human resources and performance based management system as well as improvement of existing financial and IT systems.

PBD005 50,006 55,005 105,012

Outcome 5:

BDRCS emerges as a lead humanitarian agency for its services in DRR, CCA and development initiatives to reduce vulnerability of poor people in Bangladesh.

PBD015 612,788 674,067 1,286,855

PBD175 438,904 482,795 921,699

Outcome 6: Public health promotion through community awareness and improvement in quality of care. PBD006 90,000 99,000 189,000

BL 4. Heighten influence and support

0 0 0

Outcome 7:

BDRCS image and profile is further improved and its due space in national and international area as a leading humanitarian agency in Bangladesh is reclaimed and sustained.

PBD175

BL 5. Joint working and accountability

20,022 22,025 42,047

Outcome 8:

More effective coordination and management at the IFRC country office to support more integrated programmes and harmonised services of all RCRC partners in the country

PBD001* & PBD005

20,022 22,025 42,047

Total Budget

2,791,000 3,070,100 6,050,100

6. Annexes 1. Log frames 2. Funding plan 3. Workshops and trainings plan 4. Personnel plan 5. Vehicle plan 6. Detailed budget 7. Activity plans