Emergency Appeal Operation Revision No. 5 Operation n° MDRSL005 Glide n° EP-2014-000039-SLE

Date of issue: 24 June 2015

Operations manager: Andrew Jarjou Point of contact: Constant Kargbo, Acting Secretary General, Sierra Leone Red Cross Society

Operation start date: 7 April 2014 EpoA revised: 18 July, 9 September, 22 October 2014, 2 March 2015, 23 May 2015

Expected timeframe: 45 months (end date December 2017)

Overall operation budget: CHF 97million (including 94.6 in multilateral assistance CHF 44.0 million for recovery activities and CHF 2.4 million in ERU response). Number of people affected: Country population at risk (6,348,350)

Number of people to be assisted: 6.3 million nationwide

Host National Society presence (n° of volunteers, staff, branches): Approximately 2,380 active volunteers, over 68 technical working group staff and staff in 13 Sierra Leone Red Cross branches) Red Cross Red Crescent Movement partners actively involved in the operation: American RC, Australian RC, British RC, Canadian RC, Kenya RC, Norwegian RC, Spanish RC and Swiss RC Other partner organizations actively involved in the operation: Ministry of Health and Sanitation, World Health Organization, Médecins sans Frontières, UNICEF, Save the Children, Action Contre la Faim, Catholic Relief Services, Concern Worldwide, World Vision, CARE, Cafod.

Summary of major revisions done to the Emergency plan of action

This revised appeal describes a change in strategy - from emergency response to early recovery (July to

December 2015) and recovery (2016 and 2017) as dictated by the evolution of the Ebola virus disease (EVD)

crisis in Sierra Leone. The recovery plan considers the impact of the EVD outbreak and identifies the emerging

priority needs of the population, drawing on common findings of recovery assessments carried out by International

Federation of Red Cross and Red Crescent Societies (IFRC), the Ebola recovery assessment conducted by the

United Nations (UN), World Bank, European Union (EU) and African Development Bank (AfDB), as well as

assessments undertaken by the Manor River Basin Union (MRU), which have also informed the national EVD

recovery strategy in Sierra Leone.

IFRC is leading Red Cross Red Crescent Movement partners in developing and implementing an EVD recovery

plan, including a review of the Emergency Appeal objectives and presentation of a coherent strategy on

transitioning from relief to early recovery, and on to medium and longer-term recovery phases. This strategy also

supports the incorporation of a regional Movement approach to recovery which emphasises the coordinated and

holistic analysis of needs, integrated and participatory programming, and compliance with agreed IFRC norms and

standards for accountability.

This revised appeal seeks a total of CHF 97 million (94.6 million plus 2.4 million for ERUs). This amount includes

CHF 44,044,407 that will enable the IFRC to support the Sierra Leone Red Cross Society (SLRCS) to deliver

recovery assistance and support to EVD-affected populations (including EVD survivors, orphans and vulnerable

children; affected households; Red Cross and community volunteers) over a total timeframe of 45 months. The

revised appeal has a focus on (i) disaster risk reduction; (ii) health and care (CBH, PSS, case management, water

and sanitation); (ii) food security and livelihoods; and (iv) National Society development.

The ultimate goal of post-EVD recovery is to re-establish the conditions for a quick return to a healthy society, with

viable livelihoods, psychosocial well-being, economic growth, and overall human development that can foster a

more inclusive society in the future. However, the immediate priority is to end the epidemic, and address the

adverse conditions that enabled a localized epidemic to escalate into a national crisis with regional and global

Emergency Plan of Action (EPoA) Sierra Leone: Ebola Virus Disease (Response &

Recovery)

P a g e | 2

ramifications. IFRC also recognises the importance of minimizing the risk of a resurgence in cases by

strengthening the health system in Sierra Leone with support of the regional and global disease surveillance

networks.

This recovery plan seeks to:

A: Extend from emergency response into early recovery (July 2015 - December 2015):

Continue safe and dignified burial (SDB) activities with the support of 55 SDB teams into the early

recovery phase as per the Ministry of Health and Sanitation (MoHS) recommendations.

Continue to operate the Ebola treatment centre (ETC) in Kono District until November 2015 (as per the

Government/WHO declaration) to support case management through the wet season. With the expected

low caseload, the ETC will also function as a training facility for Red Cross and non-Red Cross healthcare

workers to build long-term infection prevention and control capacity. This centre has a 60-bed capacity,

and is currently operating at reduced (10-bed) capacity, staffed by a team of 150 national and international

staff.

Continue community sensitization, community engagement, and social mobilisation

Continue active case surveillance and contact tracing

‘Hibernate’ the ETC in Kenema District, maintaining the physical structure until government health

authorities confirm that Kenema Government Hospital can meet current and projected Ebola case

management needs. Any confirmed cases will be transferred to neighbouring districts until this time. IFRC

has committed to maintaining the security of this facility, and commence rapid surge capacity if more than

10 confirmed cases are recorded in the district. This centre has a 72-bed capacity, and is currently

unstaffed as part of hibernation procedures.

Prioritise the health and wellbeing of ETC national staff members, providing health checks and

immunisation against measles and tetanus. A survey will also be conducted on psychosocial support, to

ensure that ETC staff receive appropriate support and care.

Implement psychosocial support activities in all 14 branches to address immediate, medium and long-

term psychosocial needs of the people most affected by EVD, including survivors and their families;

orphans, vulnerable children and their guardians; and Red Cross staff and volunteers involved in safe and

dignified burials and case management.

B: Introduce the early recovery phase, and continue into recovery (July 2015-December 2017):

Initiate an integrated disaster risk reduction (DRR) project in 105 target communities in Bonthe, Pujehun, Kailahun, Koinadugu, Port Loko Western Area Rural and Urban Districts, to address vulnerability relating to epidemics, including Viral Haemorrhagic Fevers, measles, and cholera, as well as other disasters by strengthening capacities to implementing disaster preparedness and response measures.

Carry out a food security and livelihood project targeting households of EVD survivors, orphans and

vulnerable children, youth and young mothers, and other vulnerable groups in Kailahun, Pujehun, Kambia,

Port Loko, Bombali, Moyamba and Western Area-Rural Districts. This project will include food-for-work,

unconditional and conditional cash grants, the provision of agricultural inputs and livestock, and livelihoods

skills and vocational training.

Implement water, sanitation and hygiene (WASH) interventions in 60 schools across six targeted

geographical areas: Kenema, Bombali, Port Loko, Bo, Moyamba and Western Area. Using CHAST,

SHEPP and PHAST methodologies, these activities will target 3,941,897 people, including students and

teachers.

Support a cross-border epidemic surveillance system implemented jointly with the National Societies in

Liberia and Guinea.

C: Scale-up existing long-term strategies and continue into development phase(July 2015-December 2017)

such as

Meet the longer-term health needs of targeted communities and improve access to health care using

Community-based Health and First Aid (CBHFA) and Epidemic Control for Volunteers (ECV) approaches

P a g e | 3

and tools.

Support and strengthen community early warning systems and contingency planning in the targeted

communities. Establish and strengthen livelihoods initiatives in new targeted communities

Promote organisational development across SLRCS’s 14 branches and headquarters to enhance

capacities in leadership; financial management; human resource management, including volunteer

recruitment and retention; information and communications technology (ICT); programme performance

and accountability; and logistics, including fleet management.

A. Situation analysis

Description of the disaster

Ebola Virus Disease began spreading in the forest region of Guinea in December 2013 was officially declared an

Ebola outbreak on 23 March 2014 and on 8 August 2014 the World Health Organisation (WHO) declared it “ a public

health emergency of international concern”. The EVD epidemic in the sub-region of West Africa is the most severe in

the history of the disease, and at the epicentre of the outbreak were three Mano River Union States: Guinea, Liberia,

and Sierra Leone – all fragile states. As of beginning June, 2015, EVD had infected a total of 12,850 people and

caused 3,912 deaths in Sierra Leone.

Sierra Leone’s first EVD case occurred in late May in counties bordering Guinea. A localized health emergency in an

area bordering Guinea escalated into a major crisis due to weak health systems, compounded by poor provision and

access to basic public services. The epidemic’s unprecedented escalation is linked to the region’s lack of experience

with EVD control, coupled with a host of factors including culture, history, geography, fear, and mistrust of State

institutions, and a much delayed international response. The crises also highlighted the countries’ infrastructural

weaknesses, including inadequate provision of water, sanitation, and electricity. Ebola has had a significant impact on

health, education and other socio-economic conditions of Sierra Leone and the neighbouring countries of Guinea and

Liberia.

P a g e | 4

Difficulties in accessing communities to track potential contacts, alongside insufficient infrastructure and a lack of

effective information management to deal with the rapidly increasing caseload, have made it difficult to ascertain the

exact evolution of the EVD outbreak. The number of reported cases and deaths, contacts under medical observation

and the number of laboratory results are in constant fluctuation.

Although EVD cases were declining rapidly in December 2014 and into the new year, a rise in the rate of

transmission occurred in the final week of January 2015 as more districts reported newly-confirmed cases. The

majority of these new cases were not on contact lists and came from unknown chains of transmission. Widespread

transmission followed, with between 60 and 100 new cases reported per week until late March 2015. In April 2015,

transmission began to decline. In the period 9 – 19 April 2015, a total of 12 cases were recorded in four districts that

now comprise a geographic arc around the Western Urban Area in Freetown, where most transmission is now

concentrated.

The week to 17 May saw the highest weekly total of confirmed cases for over a month, over a widening geographical

area, with 35 cases reported in six districts of Guinea and Sierra Leone. This is a substantial increase compared with

nine cases reported in the previous week. Capacity for improved community engagement, case investigation, and

targeted, active surveillance continues to be strengthened in areas of ongoing transmission to ensure that remaining

chains of transmission are detected, contained, and brought to an end.

Due to the general reduction of commercial activity, households were not able to sell their products and suffer reduced

income. Markets were affected by bans on road and sea travel and atypically low demand from both traders and non-

agricultural households. The closure of weekly markets meant that local farmers were forced to sell their commodities

within their own communities where demand was less and prices had to be reduced. Households had to use their

savings to buy food and essential non-food items, while livestock which is a secondary source of income either died

due to illness (reduced vaccination availability) or was sacrificed for traditional celebrations, especially burials.

Many of the regular Water, Sanitation and Hygiene (WASH) activities were suspended due to the Ebola outbreak. For

example, it is estimated that 800,000 consumers in Bo, Kenema and Makeni will not benefit from the Three Towns

Water Supply Project by the proposed completion date. Delays of at least one year are expected due to the

demobilization of international and national workers. A UNICEF Rural WASH project intended for 1,283 communities

(sanitation) and 4,107 communities (water points) has also been badly affected. Some of the main WASH related

risks include but are not limited to; repeated cholera outbreaks in densely populated areas of Freetown; a lack of

preparedness for other emergencies (such as epidemics) and non-sustained hand washing practices coupled with

widespread open defecation. There is also a risk of ‘quick-fixes’ in the construction of unsustainable water supply and

sanitation systems with limited consideration for post construction financing and management. Accelerated

institutional reforms and professionalization of WASH personnel at national and decentralised levels are paramount to

ensure effective national leadership.

Recovering from the EVD outbreak

The immediate priority of the IFRC Ebola operation is to end the epidemic and get to zero cases, whilst also

strengthening capacity and building resilience to minimize the risk and impact of future epidemics and other disasters.

As such, recovery programming will focus on improving disease surveillance at the community level, and ensure that

the health system is built back better and in a conflict-sensitive manner. Post-Ebola activities will also focus on

organisational development and capacity strengthening, while also securing appropriate levels of funding to sustain

recovery activities over the medium and long term.

Summary of the current response

Overview of Host National Society EVD response interventions carried out by SLRCS with the support of IFRC and other Movement partners

complements those of the Government and other local and international stakeholders in a multi-sector EVD response

mechanism. The SLRCS is operational in all 14 districts, conducting the following activities:

- Community engagement and beneficiary communication

- Active case surveillance and contact tracing

- Case management

- Safe and dignified burials and disinfection of houses

P a g e | 5

- Provision of psychosocial support to people affected by Ebola, including Red Cross personnel

- Interagency coordination through the National Ebola Response Centre (NERC), Western Area Command Centre,

and pillar coordination meetings. SLRCS and IFRC co-facilitate the Safe and Dignified Burial (SDB) Pillar with the

MoHS, and chair weekly meetings that are attended by representatives from the MoHS, NERC, WHO, CDC,

DFID, USAID, Concern Worldwide, CRS, World Vision, MSF and UNMEER

The Sierra Leone EVD emergency operation has achieved the following as at 31

st May 2015;

- 2,380 volunteers trained and mobilised.

- 14,795 safe and dignified burials conducted.

- 10,433 houses and public facilities disinfected.

- 27,156 contacts monitored by Red Cross volunteers

- 2,397,836 people reached through door-to-door social mobilisation and community education campaigns.

- 285,026 people reached through the psychosocial support programme.

- 937 patients treated at the Red Cross ETCs in Kenema and Kono.

- Over 7 million EVD prevention SMS sent out across the country through TERA system.

- Millions of people reached with EVD prevention and awareness messages through radio dramas and a

weekly live one-hour interactive radio show. SLRCS has also shared key messages through a weekly one

hour television programme.

- Pre-positioned personal protective equipment (PPE) and trained volunteers on their proper use and disposal.

- Supported interagency coordination through the National Ebola Response Centres (NERC) and District Ebola

Response Centres (DERC).

Overview of Red Cross Red Crescent Movement in country

Until the outbreak, the IFRC did not have representation in Sierra Leone, and supported SLRCS through the West

Coast Regional Representation Office in Cote d’Ivoire. Since the first case of EVD was reported, bilateral support has

come from American, Austrian, Belgian, Botswana, British, Canadian, Danish, Finnish, French, German, Norwegian,

P a g e | 6

Spanish and Swiss Red Cross and Iranian Red Crescent Societies. Additionally, more than 35 donors have

generously provided multilateral support to the emergency appeal, as detailed in the up to date donor response report.

An in-country EVD operation was established, which is managed by the IFRC Country Representative, and supported

by a team of international and national staff and the Regional EVD Coordination Office currently based in Accra. IFRC

has partnered closely with SLRCS to enhance and strengthen its capacity to manage the Red Cross Ebola response

operation, and effectively implement activities at the community level.

Overview of non-RCRC actors in country

From the onset of the crisis, the Government of Sierra Leone facilitated the Ebola response through the MoHS, and

with the support of various humanitarian agencies. The main objectives of this response included:

Provision of free care to EVD patients

Intensified community engagement and beneficiary communication efforts

Distribution of PPE to affected regions

Strengthened disease surveillance

Development of a case management protocol

Training and deployment of healthcare workers to staff isolation rooms and treatment centres

Robust national and district level coordinating mechanisms

Regular meetings are held with agencies who co-facilitate other response pillars, including UNICEF (Social

Mobilization), WHO (Case Management) and UNFPA (Surveillance and Contact Tracing). SLRCS and IFRC co-

facilitate the Safe and Dignified Burial Pillar with the MoHS, and chair weekly meetings that are attended by

representatives of the MoHS, NERC, WHO, CDC, DFID, USAID, Concern Worldwide, CRS, World Vision, MSF and

UNMEER.

On 1 April 2014, the MoHS formally requested SLRCS to lead on awareness and social mobilization campaigns at the

county level with respect to its large number of trained and active volunteers. On September 2014, a Memorandum of

Understanding (MoU) was signed between the Government and SLRCS regarding SDB in Kailahun. A further meeting

was held with the MoHS in which assistance was requested for volunteers to support contact tracing and psychosocial

support activities.

Needs analysis, beneficiary selection, risk assessment and scenario planning

Risk Assessment

Although there has been tremendous progress on containing the EVD epidemic in West Africa in recent months,

continued efforts are still needed to successfully end the outbreak.

Tension and social unrest: Measures that continue to be implemented to control the outbreak often disrupt normal

community life, and could lead to tensions and social unrest. While not comparable to what is occurring in

neighbouring Guinea, isolated attacks have taken place against MoHS ambulances in the course of their EVD-related

activities, perpetrated by angry and scared community members.

Access and travel restrictions: On 21 August 2014, the House of Parliament unanimously ratified “The Public

Health Amendment Act, 2014”, which took into account the EVD epidemic and its impact on the country. In an effort to

curb or contain the spread in Sierra Leone, the Government implemented travel restrictions and lock downs

throughout the country. International borders (airports) have been closed since mid-last year, resulting in the

suspension of many international airlines into Sierra Leone. The United Nations Humanitarian Air Service (UNHAS)

has supported the movement of humanitarian workers and equipment across the affected countries in West Africa.

Organisational risk: EVD is a highly infectious disease, and there is a risk that Red Cross staff and volunteers

operating in affected communities, who are in contact with cases and dead bodies, could contract the disease. In

addition to ensuring that all personnel receive comprehensive training and essential equipment, and that rigorous

infection prevention and control protocols are in place, in-country staff and volunteers are covered by the IFRC’s

global volunteer insurance and additional coverage specifically relating to the operation.

P a g e | 7

Needs analysis

Recovery Assessment

As the number of new cases began to decline across Sierra Leone, Liberia and Guinea, the IFRC and Movement

partners initiated a strategic planning process for early recovery. In support of this, the IFRC facilitated a recovery

assessment in the three countries over a six week period from 9 February to 20 March 2015, to identify recovery

needs and response options, including steps to facilitate their implementation. The recommended recovery options

have been further refined by the National Society with support from IFRC and Movement partners into more detailed

recovery plans, which have been incorporated into the operational strategy and form the basis of this appeal revision.

Recovery options were categorised into the following thematic areas:

Disaster management and risk reduction options focus on improving alert mechanisms within strengthened

early warning systems, improving preparedness for future epidemics and supporting increased

decentralization and decision making during emergency response.

Health recovery options are oriented towards strengthening the health system, improving community-based

health prevention and care, supporting psychosocial health, and reducing protection and gender related

vulnerabilities.

Food security and livelihoods recovery options include providing agricultural inputs for the forthcoming rainy

season and to improve access to cash grants to cover basic needs and restart income generating activities.

Organizational development and capacity building options were developed with reference to the SLRCS

Strategy Road Map 2014-2018 from the perspective of recovery implementation. Some of these

recommended options require a strong volunteer base in the communities accompanied by sufficient

management capacity at the branch and chapter level. In addition, recovery programming requires adequate

supervisory capacity at headquarter level. Currently the SLRCS is undertaking EVD response activities in all

chapters in the country. This response capacity needs to be retained for some time, with the ability to scale up

activities once more if EVD cases re-emerge.

B. Operational strategy and plan

Overall objective

To provide timely and appropriate disaster recovery assistance to affected populations in Sierra Leone through the restoration and improvement of their livelihoods, health status and access to basic services within the coming 30 months, while continuing response efforts to get to zero and stay there..

Proposed strategy The strategy underpinning this appeal revision builds on the revised Ebola Strategic

Framework, which identifies five outcomes: 1) The epidemic is stopped; 2) National Societies have better Ebola preparedness and stronger long-term capacities; 3) IFRC operations are well coordinated; 4) Safe and dignified burials (SDB) are effectively carried out by all actors; and 5) Recovery of community life and livelihoods. As there is still ongoing transmission, the appeal revision will continue to focus on stopping the epidemic and introduce early recovery activities. Community engagement and beneficiary communication (BC) has been a core pillar of the response and one where the NS has heavily invested on in order to scale up its capacity to deliver at scale. Beneficiary communication includes, but is not limited to: a) working directly with communities to help build trust and understanding and promote social and behaviour change (community engagement); b)setting up multiple communication channels for dialogue and accountability between target population and aid providers including but not limited to electronic and print media to communicate with communities (interactive mass and community media), hotlines, door to door/house to house, phone-based systems; c) regular data gathering and assessments, including carrying out regular focus group discussions, knowledge, attitudes and practice (KAPs) surveys, etc.;

Social mobilization: the process of engaging with and motivating a wide range of partners and key influencers (religious and community leaders) particularly at community level to raise awareness of and demand for a particular development/humanitarian objective through face-to-face dialogue. Red Cross Red Crescent volunteers and communities are at the core of this approach.

P a g e | 8

The recovery phase of this appeal will use BC and community engagement strategy as a cross cutting approach to promote healthy and safe living during and beyond Ebola, including strengthening accountability mechanisms. The operational strategy seeks to:

1. Get to zero and maintain EVD response capacity

- Safe and dignified burial (SDB) activities will continue in line with the Safe and Dignified Medical Burials

Standard Operating Procedures, and IFRC and SLRCS will maintain the same number of teams and

personnel. Whilst it is anticipated that transmission rates will continue to decline, and the need for SDB will

lessen, Red Cross will maintain its response capacity under this pillar.

SDB teams are highly-trained and multi-skilled in infection protection and control, first aid and rapid response.

Additional training will be provided to SDB volunteers, so that they can be deployed as part of rapid response

teams to future outbreaks and other disasters.

- Case management capacity will be maintained at the Ebola Treatment Centre in Kono until November 2015,

and expanded upon through the provision of technical support to the viral haemorrhagic fever ward at

Kenema Government Hospital to strengthen case management in Kenema District.

-

- Community engagement and beneficiary communication has been a core pillar of the response and one

where the NS has heavily invested on in order to scale up its capacity to deliver at scale and to build

knowledge among the communities. This will be core in the recovery activities carried out by the volunteers to

maintain the momentum of alertness and precaution

-

2. Strengthen early warning systems for quality and timely interventions for regular epidemics and other

disasters

Activities will be undertaken to strengthen early warning and rapid response systems through Community

Event-Based Surveillance in seven districts across Sierra Leone, including Bonthe, Pujehun, Kailahun,

Koinadugu, Port Loko, Western Area Rural and Western Area Urban. This geographical area covers 21

chiefdoms and 20 wards. The strengthening of alert mechanisms at the community level will also be

progressed through a cross-border initiative.

A country-wide and regional community-based surveillance network will be used to detect, notify and report

information on suspected emerging and re-emerging disease outbreaks and natural hazards that pose a risk

to human health and livelihoods. Community Event-Based Surveillance is a tool that has been employed in

previous infectious disease outbreaks, and which has the potential to improve early EVD case identification,

mitigate transmission and enhance overall epidemic control efforts.

The interventions planned will be community-driven to foster ownership and leadership. Community

structures, including Community-Based Response Teams, will be established, trained and equipped.

Community Event-Based Surveillance is being integrated into existing community health and disaster risk

reduction programmes of SLRC, and will use digital data collection to detect and report localised outbreaks to

facilitate rapid response. This also facilitates beneficiary accountability with communities, and will be used to

improve community sensitisation.

The CEBS system is being implemented in close collaboration with the MoHS and District Health

Management Teams in order to ensure alerts are escalated and immediate action is taken. In the districts

where the RC are taking the lead role we are developing response systems initially be supplying supervisors

at the chiefdom level with motorbikes to immediately check and verify the alert data and they can then call in

rapid response teams to address any further response requirements.

3. Build community resilience through health-focused disaster risk reduction and management

Community-Based Health

- SLRCS will continue to implement existing community-based health programme, focuses on reproductive and

child health, HIV and AIDS, water and sanitation and hygiene promotion, prevention and control of

communicable diseases, public health in emergencies, and on establishing referral mechanism for cases to

the PHUs in their respective communities. Community-Based Health and First Aid (CBHFA) and Epidemic

P a g e | 9

Control for Volunteers (ECV) are being integrated into normal programming, and trainings commenced in

April 2015, which are planned to be scaled up to enable 560 volunteers to be trained in CBHFA and ECV

across the country.

The 2,000 ECV toolkits already received will be distributed to all branches in preparation for large-scale

community level training. Emphasis will be placed on utilisation of the CBHFA Monitoring and Evaluation

toolkit, to be rolled out in target communities, followed by workshop to familiarize staff and volunteers drawn

from the CBHFA/ECV ToT participants.

For the initial phase of the recovery programme, SLRCS will continue to work 133 communities where they

were implementing community-based health programmes before the EVD outbreak. As recovery

programming continues, SLRCS will roll-out the CBHFA approach in new communities and additional districts

across the country.

Historically the SLRCS has supported Mothers Clubs, Fathers Clubs and Youth Peer Educators, as a means

to promote specific health issues, such as maternal and child health, HIV and AIDS, as well as to raise

awareness of gender-based violence through facilitating regular meetings and educational sessions at the

community level. These clubs will be re-activated and supported with relevant trainings and the provision of

tools and material.

- As the MoHS plans for a series of National Immunization Days (NIDS) focusing on measles and polio and the

distribution of Vitamin A, Albendazole and vouchers for long lasting insecticide treated bed nets, the SLRCS

will support the NIDS through social mobilization activities. Social mobilisation will be conducted using a

beneficiary communications approach through door-to-door campaigns, distribution of IEC materials, SMS,

radio and television broadcasts and sound trucks. These activities will be used to encourage parents to get

their children vaccinated, as well as combatting any rumours and misconceptions about the campaign. On

the immunization days, the SLRCS volunteers will help with queue management and marking the children

vaccinated with indelible ink. Defaulter tracing will be a focus of follow-up activities to ensure full coverage is

achieved.

Water, Sanitation and Hygiene

- In support of the National WASH Ebola Early Recovery plan and to strengthen the WASH Back-to-School

Programme, SLRCS and IFRC are planning to strengthen water, sanitation and hygiene in 60 schools in six

targeted areas: Kenema, Bombali, Port Loko, Bo, Moyamba and Western Area. During the recovery phase

SLRCS will work with community groups (youth peer educators, link-patrons and patrons-teacher of the

SLRCS CBHP), to assist the WASH programme in schools and some selected communities. SLRCS will

continue to participate in the WASH cluster meetings and will realign priorities and targets based on ongoing

assessments.

Taking advantage of the positive awareness created by the ongoing social mobilisation around hand washing,

hygiene behaviour and community ownership, SLRCS is planning to work towards sustainable reduction of

EVD contamination and control while providing ongoing support to prevent other water-borne diseases. It is

proposed that these activities use a methodology that combines the Children’s Hygiene and Sanitation

Training (CHAST) and Child-to-Child (CTC) approaches, which is aligned with national guidelines and simple

to implement in numerous schools. The suggested activities will be implemented through the School Hygiene

Education Promotion Programme (SHEPP), using the Participatory Hygiene and Sanitation Transformation

(PHAST) and Community-Led Total Sanitation approaches. These two software approaches will be coupled

with infrastructure projects through promotion of appropriate technologies in a bid to increase access to

quality water and sanitation facilities. The proposed activities include construction, maintenance, repair and

rehabilitation of water and sanitation facilities, including the provision of new sanitation and hand washing

facilities, and construction and rehabilitation of water points in selected communities.

A WASH baseline survey and KAP survey will be conducted to ensure quality and enhance performance

accountability. SLRCS will implement activities directly, ensuring that recommended national and Sphere

standards are met, except in civil works where construction works need to comply with National Construction

Authority requirements and building codes.

P a g e | 10

- Safe solid waste management will be promoted through the purchase and distribution of sanitation kits for

community hygiene committees and schools, and establishment of community waste collection receptacles.

- Effective hygiene practices will be promoted through the formation and support of Hygiene/Environment

Clubs in schools and communities, development of IEC materials, establishment of Information Corners,

celebration of calendar events (World toilet Day, Global Hand washing day), hygiene promotion campaigns,

tap stand sensitization and jerry can cleaning, and provision of hygiene and Sanitation kits.

- The capacity of communities will also be strengthened to enhance the sustainability of these initiatives, and

communities will be trained in water contamination and testing, while SLRCS will work with local artisans to

build their capacity in the construction and rehabilitation of latrines, defective boreholes and wells.

Restart and Strengthen Livelihoods

SLRCS will conduct a comprehensive assessment of food assets and existing livelihoods projects to

determine gaps for support in the targeted communities of Kailahun, Pujehun, Kambia, Kono, Port Loko,

Bombali, Moyamba and Western Area Rural. Following this assessment, and with the support of IFRC,

SLRCS will work to re-establish and strengthen food security and longer-term livelihoods through the

following:

Support youth enterprise development and improve the livelihood opportunities of young people

affected by EVD, as well as other vulnerable people e.g. unemployed, people with disability, elderly

etc.

Distribution of agricultural seeds and tools.

Provide access to conditional and unconditional cash grants to selected beneficiaries.

Support income generating activities to ensure sustainability and ongoing access to income, to

empower vulnerable women and young girls.

Support vocational training in various disciplines for both young people.

4. Strengthen National Society Capacity

The National Society Development Strategy sets out how SLRCS intends to manage, develop and engage its staff

and volunteers to optimise their contribution to be a leading, sustainable and resilient organization delivering

quality services. A number of areas have been identified for support to enhance the capacity of SLRC:

Leadership and upwards and downwards accountability

Entails planning for strategic meetings (governance and management) and identifying lessons learnt and action

points from statutory meetings to be implemented by the senior management team.

Volunteer recruitment, retention and recognition

A number of activities have been outlined to promote volunteer recruitment, retention and recognition, including

the development of a volunteer database, which will facilitate volunteer management and monitoring of activities.

SLRCS will also build upon the training strategies of each programme, through the development of a nationwide

calendar to streamline and monitor training of volunteers.

Psychosocial Support

With the technical support of IFRC, SLRCS intends to intensify its work in psychosocial support, particularly for

households and children directly affected by EVD. While caring for these vulnerable groups, the Red Cross will

create resilient systems of social protection and livelihoods to minimize vulnerability in case of future outbreaks.

SLRCS and IFRC will carry out a needs and capacity assessment with the aim of developing a National

Psychosocial Strategic Plan to guide psychosocial support interventions over the next three years. Activities will

target Red Cross volunteers and staff, as well as survivors and their communities.

To better understand the stressors and needs of staff and volunteers engaged in the operation, the IFRC

commissioned a confidential Post Traumatic Stress Disorder (PTSD) survey which to-date has had over 1,000

respondents. Analysis of this data has informed activity planning the early recovery phase of the EVD operation,

and SLRCS has begun training staff and volunteers as Trainers of Trainers (ToTs) in Psychological First Aid.

Emphasis will also be placed on training and implementation of other Red Cross tools such as the “Caring for

P a g e | 11

Volunteers” toolkit to address concerns staff and volunteers involved in and affected by the EVD response

operation.

To enhance community-level interventions, SLRCS branch staff and volunteers will be trained in Community-

Based Psychosocial Support (CBPSS) enabling the Red Cross to play a key role in addressing psychosocial

concerns amongst target groups affected by the current epidemic, while also strengthening the capacity of the

National Society to respond to the psychosocial needs of the community during future outbreaks and disasters.

The SLRCS has experience in providing this type of support through the operation of Child Advocacy and

Rehabilitation Centres, where psychosocial support was provided to children affected by the civil war. These

centres will be renovated, refurbished and staffed by trained PSS personnel, enabling SLRCS to offer support

services on a non-residential basis to orphans and other vulnerable children, providing them with a safe space

and activities to assist with their ongoing social and developmental needs.

Human Resources, Training and Professional Development

Relevant training and professional development opportunities will be identified and provided to help staff and

volunteers work effectively and support effective service delivery, while an integrated HR management system will

be developed to effectively implement duty of care and other related personnel matters.

Partnership Development and Resource Mobilisation

With support of the IFRC the SLRCS will strengthen partnerships and improve accountability to donors and other

stakeholders. The SLRCS is working to ensure effective cooperation through formal agreements and with the

coordination of the IFRC. A resource mobilisation strategy will be developed, and new funding sources and

partnership opportunities will be explored with the assistance of the IFRC Country Delegation, West Coast

Regional Representation and the Africa Zone Resource Mobilisation Units.

Financial accountability: As per the mission statement, SLRCS will develop tailored training for staff implementing

and monitoring financial and accountability issues while making sure that all policies for are comprehensive and in

place.

PMER and Beneficiary Communication: Critical to performance and accountability is strong PMER and beneficiary

communication systems. The IFRC is positioned to support the SLRCS build capacity and systems to support

effective monitoring and reporting according to quality standards and in respect to agreed timelines.

Fleet, procurement and warehousing: The magnitude and the geographical coverage of the recovery programme

require a viable logistics management system. The number of vehicles managed by the national society drastically

increased in order to be in hard to reach areas as well as to facilitate swift response. The need for preparedness

stocks also demanded the refurbishment and establishment of warehousing facilities. Going forward, the SLRCS

will put in place systems to manage warehouses, fleet and procurement services, which is envisaged to improve

efficiency in service delivery and minimize risk and waste.

Beneficiary selection

While the EVD operation has had a national focus due to the country-wide risk of EVD, assessments and information

provided by the MoHS have highlighted the specific needs of high risk groups, which have informed the plan of action.

These groups include those with greater vulnerabilities as well as opinion leaders, including EVD patients, survivors

and their households, orphans and vulnerable children, youth and women’s groups and associations, health workers,

schools, religious leaders and traditional healers and Red Cross volunteers.

Special attention will be given to women and women’s groups since this is an especially vulnerable group. To date,

WHO reports (10 June 2015) indicate that there is a slight overrepresentation of women amongst the people infected

with Ebola affected by the EVD are women (Sierra Leone: 4,953 women versus 4,648 men). The health workers

affected have been mainly women as they are the ones that take care of their sick family members and relatives.

They are also the ones that care for the highly infectious body of the deceased.

P a g e | 12

Operational support services

Human resources

In response to the EVD epidemic needs for response capacity, the IFRC was quick to mobilise surge capacity

required to enhance planning, coordination and implementation, and to deploy essential equipment and materials,

including vehicles, water and sanitation supplies, shelter materials, medical equipment and medicines. The capacity

of the SLRCS has been strengthened further through dedicated support to improve branch infrastructure and

equipment, and support systems including IT and telecommunications. However, lack of permanent resident

delegates in the regions to support branches has been a gap in capacity of SLRCS staff, hence the need for resident

delegates at the regional/branch levels.

Currently the EVD operation is supported by technical delegates in health (Emergency health Coordinator, SDB

delegates, WASH delegates, IPC delegates, SM delegate and PSS delegate)ETCs are managed by the Medical

coordinator, medical doctors and nurses.

The technical delegates are supported by logistics, Adminstration/HR delegateBeneficiary Communication,

communications, information technology, finance and administration and PMER.

For the recovery phase, emphasis will be placed on strengthening service delivery at the branch level by recruiting a

DM delegate, Resource Mobilisation delegate, Support Service Coordinator and four field delegates (including one

coordinator) for each of the regions in Sierra Leone as follow:-

No. Regions Main City (Field Delegate duty station)

Districts

1 Western Region Freetown Western Area Rural & Urban 2 Eastern Region Kenema Kenema, Kailahun and Kono 3 Southern Region Bo Bo, Bonthe, Moyamba and Pujehun 4 Northern Region Makeni Port Loko, Kambia, Bombali,

Tonkilili and Koinadugu

The field delegates will be supported by technical delegates in the areas Health, DM, Food Security and Livelihoods

and programme management.

The current number of IFRC delegates, including international staff at the ETC, is 49. As the EVD operation

transitions from emergency response to recovery there will be a considerable reduction in the number of international

delegates.

In order to meet operational needs, SLRCS recruited a national EVD coordinator and a deputy based at headquarters

in Freetown, and reinforced human resources at the branch level through the recruitment of SDB coordinators and

community engagement officers. These roles were focused exclusively on the EVD response operation and will be

enhanced for the recovery phase. At the headquarters, a mobile team for surge support to branches has been

established, consisting of a doctor/nurse, and SDB and contact tracing specialists, accompanied by a driver. If gaps in

response capacity are identified following the registration of a confirmed case, the rapid response team from

Freetown will be deployed. The objective is to quickly implement key response activities in a safe and controlled way

and undertake training, capacity building and supervision of new teams that are established in response to the new

cases. This includes isolation, surveillance, treatment and Infection Protection and Control (IPC) measures. This will

also assist in sharing learning and best practice across districts.

In each of the districts involved in the response there is a cadre of trained volunteers engaged in social mobilization

and community education, contact tracing and surveillance, psychosocial support and SDB. As of 31 May 2015,

SLRCS has mobilized and trained 2,380 volunteers in eleven operational areas to carry out activities as follows:

Social Mobilisation and Beneficiary Communication: 660 volunteers,

Safe and dignified burials: 540 volunteers

Contact Tracing /Surveillance: 420 volunteers

Psychosocial Support; 420 volunteers

The number of volunteers will be increased to 3,000 in the recovery phase.

P a g e | 13

Logistics and supply chain

A robust supply chain is in place to deliver all protective equipment supplies, to secure an uninterrupted supply chain

and to effectively support the logistics needs of the operation. IFRC Global Logistics Service (GLS) has, through

international procurement, secured constant supplies for the ETCs, for the SDB teams and the other pillar support

functions. All provided equipment meets the EU standards, specifically the overall cover complies with high level of

protection against biological hazard and resistance to penetration by infective agents due to mechanical contact with

contaminated liquids.

The fleet needs have constantly been expanding as the SLRCS activities increased to cover community-based

surveillance, contact tracing, social mobilisation, and house decontamination and maintain the same level of SDB. To

date, the fleet assets used have been strengthened with 154 VRP vehicles and 19 donated vehicles. Five EVD car

washing facilities are planned to be built in five districts within the SLRC’ own premises as part of National Society

capacity building and preparedness.

The logistics team has secured a 1,600 m2 warehouse and 50 m2 office facilities in Kenema and 2,000 m2 in

Freetown until end of December 2015. The team continues to define the warehouse needs and is currently looking

into longer term storage solutions that meet current and longer term needs. SLRCS has budgeted for a large central

warehouse and four peripheral ones.

The decreasing number of Ebola cases has encouraged IFRC to review its involvement in treatment and as a result

Kenema ETC has been put on hibernation while Kono ETC will remain on standby till end of November 2015..

From July onward, Kenema logistic support will mainly focus on Kono ETC support and supplying 4 districts in term of

SDB (Kono, Kenema, Kailahun and Bo). Hence the suggested scaled down in Logistics HR in Kenema.

Though treatment is on the down side, SDB activity remain the same but may even increases as requested by the

National Ebola Response Centre (NERC) to take over additional geographical coverage. So overall the need logistics

support in country is not predicted to albeit and therefore Freetown logistics set up is kept at the same operational

capacity to December 2015.

As of July 2015 the HR logistics will be as follow:

Freetown: 1 logistics coordinator, 1 procurement delegate, 1 warehouse delegate, 1 fleet coordinator and 1 fleet

delegate. 1 warehouse base, 2,000 m2 for material mainly for SDB stock.

Kenema: The ETC was “hibernated at the end of May and IFRC will maintain its warehouse there with 1

warehouse assistant supervised by the warehouse delegate based in Freetown. Its role will be to

support the SDB teams for the eastern area provide logistics support to Kono ETC

Kono: 1 logistic delegate will be based there supported by logistic assistant (2 for warehousing, 1 for

procurement and 1 for fleet)

All logistics services are following standard IFRC logistics procedures and systems. IFRC will continue to support the

National Society in the EVD operation and to strengthen its capacity in fleet management, procurement, warehousing

and import/export processes. A detailed and up-to-date mobilization table is established and available on the

Federation’s Disaster Management Information System (DMIS). Management of contributions is coordinated with the

Dubai Global Logistics Service to register intention and provide a Commodity Tracking Number (CTN) that will allow

the goods to be tracked

Information Technologies

To address local internet connectivity challenges, a local internet company has been identified to install internet in

SLRCS offices in all 14 districts. VSATs equipment has been installed in Koinadugu, Kenema, Kono and Freetown

operation hubs. The running costs of the internet service provision currently in place in all the 14 operational areas will

be covered through the EVD appeal for the remaining period of the operation. The availability of IT equipment and

information management support have greatly improved the information flow between the branches and

headquarters, which are now able to produce and disseminate timely and accurate reports on a weekly basis. The

appeal will also support costs for an IT delegate and national IT staff to support the operational hubs, radio stations,

TERA and other telecommunication needs for the Ebola operation.

P a g e | 14

IFRC is implementing a Digital Divide Initiative (DDI) to assist the National Society build its IT and telecommunications

infrastructure and services. The DDI is targeted at the management and information system, and will enhance the

network infrastructure, modernise the telephony systems, install standard software licensing, support website and

online profile management, and branch support services which include internet access provision, computer hardware

and software and the technical and user trainings to enable SLRCS to efficiently use these resources to communicate

and automate work process.

Communications

The SLRCS, with support from IFRC Regional and Zone Communications, has been coordinating various awareness-

raising and publicity activities, to inform and educate the public, national and international media and donors about the

situation and needs on the ground and the humanitarian response.

Radio and television interviews have been given to national and international outlets (BBC, ITN, Channel 4, Al

Jazeera, Radio-Canada, South African Radio, and CNN) which peaked during the October 2014 - January 2015

period. The Communication Delegate will continue to support and increase the operation’s profile by fostering

relationships with international journalists, proactive pitching and engaging media outlets to showcase the work of the

Red Cross. The communication department of the IFRC and SLRCS will serve as a critical link to maintain the

presence and visibility of the Red Cross EVD operation throughout the recovery phase in media coverage, as well as

supporting the National Society in global campaigns and donor relations and field visits.

Security

The IFRC Regional Ebola Security Delegate and Security Unit in Geneva will continue working closely with the IFRC

Country Delegation to monitor the security situation and provide support when required. A security review will be

conducted to identify security risks and challenges in the EVD context, and review risk mitigation strategies outlined in

the current security guidelines. Security risks will evolve with the outbreak, and will require continual adjustment.

In terms of security for our most valuable volunteers; the Volunteer Security Booklet “Volunteer Stay Safe” in English

will be shared with the delegation to ensure that all volunteers involved in the operation have access to the document

to raise their security knowledge.

Planning, monitoring, evaluation, and reporting (PMER)

Performance and accountability of the operation will be continuously strengthened through monitoring and reporting

systems. Emphasis will be on tightening the tracking of progress on outputs to inform operational planning and

decision making. PMER structures at branch level will be enhanced so that staff and volunteers collect timely and

trustworthy data on operation outputs. The PMER and Information Management delegates will continue supporting

the National Society to effectively use data collection tools—including real time mobile data collection—and improve

data management. A special emphasis will be on capturing lessons learned from this comprehensive and important

operation, in order to build on the wealth of experience gained by all involved.

Baseline information will be compared with information to be collected at mid-term and end-term to gauge outcomes

and impacts on targeted beneficiary groups and provide data for reviews and evaluations. Such information will

continue to be collected through Knowledge, Attitude and Practice (KAP) type surveys. The operation has already

benefited from the real time evaluation (RTE) conducted in Sierra Leone, Liberia and Guinea in late 2014. Follow-up

to the evaluation’s recommendations are monitored through an ongoing management response mechanism. IFRC’s

evaluation framework for emergency operations looks at policy adherence, relevance and appropriateness,

efficiency, effectiveness, and connectedness. To emphasize transparency, evaluations are published online.

IFRC reporting policies provide for detailed reporting on emergency operations. Regular Ebola operation updates are

issued (now on a monthly basis). A 12-month report will report on progress, similar to the 6-month report already

issued. These reports feature detailed financial reporting of expenditure against budgets as well as on funding

received. All such reports are made available to partners, other stakeholders and the public online at www.ifrc.org.

These appeal-based reports are meant to satisfy all stakeholder requirements and show how pledges are collectively

leveraged through multilateral action. Additionally, some donors request pledge-specific reports, which are shared

directly with them.

P a g e | 15

Administration and Finance

Financial resource management will be according to the SLRCS regulations and IFRC guidelines. The National

Society’s own procedures will be applied to the justification of expenses process and will be completed on IFRC

formats. In order to enhance financial management and analysis, financial management software will be installed and

key staff trained.

P a g e | 16

C. DETAILED OPERATIONAL PLAN of ACTION OVERALL GOAL: To provide timely and appropriate disaster recovery assistance to affected population in 14 districts of Sierra Leone through restoring and improving their livelihoods, health status and access to basic services within 30 months post Ebola

I. HEALTH AND CARE

Specific Objective: To enhance the health status of the population working in collaboration with the Ministry of Health and Sanitation using the CBHFA as an integrated health approach

OUTCOME 1.1: CBH: The immediate and medium term health needs of targeted communities are met through enhanced capacity in CBHP and improved access to health and care

Activities planned

2015 2016 2017

Targets J A S O N D 1st Q

2nd

Q 3rdQ

4thQ

1st Q

2nd

Q 3rd

Q 4th

Q

Output 1.1.1: Strengthened capacity of branches, volunteers and community to implement CBH activities

1.1.1.1 Hold workshop to review and update existing PMER tools for the CBHP (1 workshop @ 4 days @ 30 participants.

1 workshop x x x x x

1.1.1.2 Pre-test reviewed CBHP PMER tools 60 tools developed x x x

1.1.1.3 Carry out baseline survey in 25 communities in 5 districts 25 communities x x x x x

1.1.1.4 Conduct training for staff (ToT) on infection prevention and control (IPC) using CBHFA and epidemic control for volunteers (ECV) for 20 staff in 5 districts 2 workshops at 5 days per workshop and 10 participants per workshop.

40 Trained (20 per year)

x x

1.1.1.5

Cascade IPC training to volunteers using CBHFA and ECV approaches for 1250 volunteers in 5 districts ( 5 workshops 2 5 days per workshop and 50 participants per workshop. ( 5 workshops 2 5 days per workshop and 50 participants per workshop.

1250 volunteers trained

x x

Output 1.1.2: Social mobilisation campaigns efficiently and effectively carried out in target communities

1.1.2.1 Print and distribute IEC on CBHFA and ECV materials to branches and communities.

2000 materials printed x x

1.1.2.2 Roll out CBHFA and ECV approaches in 25 communities in 5 branches 37500 HH x x x x x

1.1.2.3 Carry out health awareness campaign through house-to-house visits by community-based volunteers and another means of communication in support of the National Immunization Day campaigns (NIDs) in May, June, and July

3 nationwide campaigns per year

x x

1.1.2.4 Monitoring and supervision visits to branches and communities 26 x X

1.1.2.5 Conduct mid-term and end-line survey to evaluate the progress and impact of activities

3 surveys x x x

Output 1.1.3: Revitalise existing community health clubs - fathers, mothers and youth peer educators (YPE) clubs to help in promoting safer and healthy communities

1.1.3.1 Conduct CBH meetings with various community health groups (Mother, Fathers and & YPE)

546 ( 3 meeting per branch per month)

x x x x x x x x x x x x x

1.1.3.2 Hold Annual Mothers congress 1 congress at 70 participants 3 congresses (one per

year) x x x

OUTCOME 1.2: Treatment (Case Management): Treatment and case management facilities available and accessible throughout the recovery phase and contribute to a greater number of EVD survivors

Activities planned

2015 2016 2017

Targets J A S O N D 1st Q

2nd

Q 3rdQ

4thQ

1st Q

2nd

Q 3rd

Q 4th

Q

Output 1.2.1: Maintain with effective case management capacity at least one Ebola Treatment Centre (ETC) in Sierra Leone

1.2.1.1 Provide a safe isolation and treatment facility for suspected EVD patients to protect the community and cease transmission.

N/A x x x x x x

P a g e | 17

1.2.1.2 Operate a safe ETC as outlined in the Standard Operating Procedures to protect staff and patients.

N/A x x x x x x

1.2.1.3 Provide training on safe ETC operations and patient care to both ETC staff and other healthcare staff in the district.

N/A x x x x x x

1.2.1.4 Vaccination and health check program for Red Cross ETC national staff N/A x x x x x x

1.2.1.5 Caretaker responsibility for Kenema ETC with surge capacity support until case management facilities are available in the district

N/A x x x x x x

1.2.1.6 Provide technical support in Kenema Government Hospital VHF ward to strengthen case management in the district

N/A x x x x x x

Level 3 health Coordinator training West Africa (1 training for 5 particpnats) 1 Trainings x

OUTCOME 1.3: Psychosocial interventions have contributed to enhanced psychosocial wellbeing of targeted communities

Activities planned

2015 2016 2017

Targets J A S O N D 1st Q

2nd

Q 3rdQ

4thQ

1st Q

2nd

Q 3rd

Q 4th

Q

Output 1.3.1: Capacity to implement gender sensitive PSS is improved

1.3.1.1 Conduct a PS detailed needs and capacity assessment 1 x x

1.3.1.2 Recruitment of National PS Officer 1 x

1.3.1.3 Develop a 3 year PS Strategic Plan 1 x

1.3.1.4 Develop a PS baseline assessment tool and conduct a PS baseline assessment including a PFA survey targeting all the SLRCS SDB and decontamination teams

1 x

1.3.1.5 Develop a ToT curriculum on PFA for SDB Team leaders 1 x x x x

1.3.1.6 Develop a PS training curriculum on CBPSS, child care and "Caring for Volunteers"

1 x x

1.3.1.7 Conduct a 3-day ToT in PFA for SDB Team leaders 35 x

1.3.1.8 Cascade ½ day PFA trainings at branch level for SDB team members 14 branches x

1.3.1.9 Recruit and train 42 PS focal points (28 CBHP and 14 CAR Centre child carers) in CBPSS

42 x x

1.3.1.10 Rehabilitate CAR centres to accommodate needs of orphans and other vulnerable children

7 CAR centers x x

1.3.1.11 Establish a nation-wide working group of PS focal points 1 x x x x

Output 1.3.2: Psychosocial interventions provided to survivors, households staff and volunteers and orphans and other vulnerable children

1.3.2.1 Establish CBPSS groups at branch level 14 x x

1.3.2.2 Conduct CBPSS activities for survivors and their households, staff and volunteers, and orphans and other vulnerable children

N/A x x x x x x x x

1.3.2.3 Cascade two-day CBPSS training for volunteers at branch level (1 annual meeting per branch, each year).

14 branches x x

1.3.2.4 Convene an annual nation-wide PS Focal Points Meeting (for 14 branches annually)

3 meetings x x x

1.3.2.5 CBPSS volunteer groups conducting house-to-house visits to survivors 14 x x x x x x x x x x x x x x

1.3.2.6 Establish and put in use a nation-wide referral system for specialised care (mental services, child care facilities, child protection measures)

1 x x x

1.3.2.7 Monthly Monitoring and supervision 30 x x x x x x x x x x x x x x

OUTCOME 1.4: Reduced death and illness related to Water and Sanitation diseases in the targeted communities and school

Activities planned

2015 2016 2017

Targets J A S O N D 1st Q

2nd

Q 3rdQ

4thQ

1st Q

2nd

Q 3rd

Q 4th

Q

Output 1.4.1: Targeted communities and schools are provided with safe and clean water

P a g e | 18

1.4.1.1 Conduct detailed needs assessment/baseline survey to identify most at risk

communities to be targeted 1 x x

1.4.1.2 Plan and design water facilities 1 plan x x x

1.4.1.3 Construct/rehabilitate community water points (protected springs, wells, drilling of boreholes)

180 x x x x x x x x x x

1.4.1.4 Establish and train water management committees (water quality, basic operation and maintenance etc.)

189 x x x x x x x

1.4.1.5 Construction of a gender sensitive and child friendly water supply facilities in Schools

60 x x x x x x x x

Output 1.4.2: Targeted communities and schools are provided and using sanitation facilities

1.4.2.1 Conduct needs assessment/baseline survey and produce reports on appropriate sanitation option for post-EVD.

1 x x x x

1.4.2.2 Construct appropriate sanitation facilities including urinals and hand washing facilities in school and communities

240 x x

1.4.2.3 Procure and distribute sanitation kits in targeted schools and communities 120 x x x x x x x x

1.4.2.4 Conduct awareness sessions on operation and maintenance of WASH facilities 1 workshop for 5 days for 30 people

x x x x x x x x x x

1.4.2.5 Train and support local artisans in construction of appropriate sanitation options 450 participants in 15 workshops in 3 years

450 artisans x x x x

1.4.2.6 Refresher training for 360 volunteers on Sanitation ( 2 trainings @ 60 participants per year)

360 volunteers x x x

Output 1.4.3: Households’ and students’ demonstrate increased knowledge and practice safe hygiene and sanitation

1.4.3.1 Conduct PHAST, CHAST training for staff, volunteers, community groups and school students. 1 workshop for 2 days for 30 people.

30 personnel x x x x x x

1.4.3.2 Engage the community through HH, FGD, mass hygiene promotion campaigns 45,000 households x x x

1.4.3.3 Procure and distribute hygiene kits and IEC material to households and school trained on safe hygiene and sanitation

150 x x x x x x x x x

1.4.3.4 Engage the community groups in the maintenance of WASH facilities through PHAST/CHAST methodology

120 x x x x x

1.4.3.5 Set up/reactivate WASH committees in targeted school and communities 60 x x x x

1.4.3.6 Participate in Global hand washing day 3 x x x

1.4.3.7 Participate in World toilet day 3 X x x

1.4.3.8 Training of parents teachers association on WASH (60 schools 11 trainings) 60 schools X X x

1.4.3.9 Monitoring and supervision 30 x x x x x x x x x x x x x x x

Outcome 1.5: SDB: Reduced risk of Ebola transmission in the communities at household level and in health facilities through disinfection and safe and dignified burials.

Activities planned

2015 2016 2017

Targets J A S O N D 1st Q

2nd

Q 3rdQ

4thQ

1st Q

2nd

Q 3rd

Q 4th

Q

Output 1.5.1: Safe burials of human remains carried out in the 14 operational areas, including from ETCs and within communities in close collaboration with the Ministry of Health and Sanitation (MoHS) and District Health Management Teams (DHMTs).

1.5.1.1 Regular refresher training sessions (4 sessions), on the dressing and proper removal (best practices) of the PPE as well as disinfection every 2 months for SDB teams.

4 x x x x x

1.5.1.2 Perform regular burials of human remains safely and with dignity According to Alert x x x x x x x

1.5.1.3 Perform household decontamination as per Standard Operational Procedures in selected areas.

According to alert x x x x x x x x x x

1.5.1.4 Conduct regular SDB activity monitoring and IPC audits 14 trips x x x x x x x x x x

P a g e | 19

1.5.1.5 Upgrade National Disaster Response Team by training (NDRT) for Rapid

Response on SDB (35 participants) 1 training workshop 35 x x x x x x

1.5.1.6 Branch (District Level) Disaster Response Teams Training for Rapid Response (14 sessions for 180 personnel

180 (20 per branch) x x x

1.5.1.7 Conduct a specialized training in Infection Prevention and Control for selected volunteers

25 x x x

1.5.1.10 Develop of SDB standard operating procedures and IFRC guidelines on EVD cross border epidemics (including translation)

1 x x x

1.5.1.11 Conduct SDB research 1 x x x

1.5.1.12 Conduct SDB lesson learned workshop ( 1 national workshop, 3 days, @ 40 participants

1 x x

1.5.1.13 Monitoring and supervision 14 trips x x x x x

II. DISASTER RISK REDUCTION

Specific Objective: To reduce the vulnerability of targeted communities to epidemics and other disasters through strengthened capacities and application of risk reduction preparedness and response measures

OUTCOME 2.1: Community Event-Based Surveillance (CEBS) functional enabling effective early warning for epidemics and natural disasters

Activities planned

2015 2016 2017

Targets J A S O N D 1st Q

2nd

Q 3rdQ

4thQ

1st Q

2nd

Q 3rd

Q 4th

Q

Output 2.1.1: SLRCS and community volunteers trained on CEBS

2.1.1.1 Recruit and orient two volunteer supervisors per targeted chiefdoms 42 supervisors x x

2.1.1.2 Conduct 5 training of trainers (ToT) for volunteer supervisors, chiefdom health officers (CHOs) and branch staff on CEBS (5 workshops at 50 participants per workshop)

750 x x x

2.1.1.3 Identify and train 2,400 community-based volunteers (CBVs) in CEBS 2,400 volunteers x x x

2.1.1.4 Conduct 33 chiefdoms and 6 community level consultations and focus group discussion to introduce CEBS 12 FGDs

990 participants x x

2.1.1.5 Master training of SLRCS and IFRC staff in the use of Magpi for CEBS every six month 3 trainings 1 per year

36 participants x x x

2.1.1.6 Recruit, train and deploy at headquarters, 1 national SLRCS Magpi database manager to coordinate all data collection, analysis and mapping activities of the SLRCS

1 database manager x x

Output 2.1.2: CEBS established and functional in three districts

2.1.2.1

Conduct joint SLRC IFRC workshop (DM and Health) to identify, define and review CEBS triggers in health and natural hazards (EVD, cholera, measles, bush fire, floods, storms) - 5 training spread along the appeal period covering a total of 200 participants

200 participants x x x x x

2.1.2.2 Introduce CEBS to DHMT and establish CEBS implementation teams in 5 districts (Chiefdom prioritization and timeline)

7 districts x x

2.1.2.3 Develop data collection tools and protocols using Magpi for digital data collection and management

N/A x x

2.1.2.4 Develop and print reporting guidelines (booklets) for CEBS 2000 X X X

2.1.2.5 Monthly district-level monitoring visits 30 x x x x x x x x x x x x x x

P a g e | 20

2.1.2.6 Quarterly headquarters monitoring visits to district 9 x x x x x x x x x x

2.1.2.7 33 communities in rural areas and hazard prone urban communities in the Western Area undertake CEBS and report

990 participants x x x x x x x x x x x x x x

Output 2.1.3: Establish and sensitise communities on early warning system

2.1.3.1 Organize external early warning (EW) workshop at national level for key stakeholders once a year

3 x x x

2.1.3.2 Raising awareness on impending hazards through targeted messaging using TERA (mass messaging using SMS)

30 (monthly) x x x x x x x x x x x x x x

2.1.3.3 Participate actively in the National Surveillance, Early Warning/DRR Forums 9 x x x x x x x x x x x x x x

2.1.3.4 Ensure information exchange between neighbour branches cross-border (Guinea and Liberia) through exchange visits, meetings and regular communication (phone, email, sharing good practice etc.)

3 x x x x x

OUTCOME 2.2: Capacity of SLRCS staff and volunteers strengthened to effectively and efficiently undertake disaster preparedness, response and recovery interventions is improved

Activities planned

2015 2016 2017

Targets J A S O N D 1st Q

2nd

Q 3rdQ

4thQ

1st Q

2nd

Q 3rd

Q 4th

Q

Output 2.2.1 Established and trained disaster response teams

2.2.1.1 Establish branch disaster response teams (BDRT) consisting of 20 volunteers and staff in 7 targeted branches.

7 teams x x x

2.2.1.2 Train 140 BDRT members in disaster preparedness and response (incl. contingency planning, PSS and beneficiary communication)

140 members x x

2.2.1.3 Train 7 District Disaster Response Teams on response to epidemics and other disasters

98

2.2.1.4 Conduct Specialized NDRT training for 30 staff and volunteers (Health and DRR) 30 x x x

2.2.1.5 Identify and train 840 community-based volunteers to form 103 CBRTs in First Aid, disaster preparedness and response 24 participants (3 per team of 8) @ 35 trainings within 3 years

2,625 x x x x x x x x x

2.2.1.6 Conduct refresher training for 30 NDRT members once a year 3 x x x

2.2.1.7 Establish and regularly update NDRT Roster 1 roster x x x x x x x x x x x x x x

2.2.1.8 Conduct feasibility study for ambulance service 1 study x

2.2.1.9 Engage and plan with MoHS the national ambulance service 2 meetings x x x

Output 2.2.2 Contingency Plans (CP) developed at district and national level

2.2.2.1 Develop CP in 7 districts prone to common epidemics and disasters 7 x x x x x x

2.2.2.2 Train 7 District disaster management committees (DDMCs) in CP 7 workshops at 20 participant per workshop

140 x x x x x x

2.2.2.3 Conduct Simulation exercises on contingency planning 7 exercises comprising of 100 community participants

7 x x x x x

Output 2.2.3 Emergency response materials strategically pre-positioned where they can be easily deployed in case of an emergency

2.2.3.1 Procure selected emergency response materials N/A x x

2.2.3.2 Preposition emergency response materials in 4 regional points 4 x x x x

2.2.3.3 Assess and improve storage in the 4 branches 4 x x x x x x

OUTCOME 2.3: DRR interventions reduce the risk of disaster and improve community resilience in targeted communities

Activities planned

2015 2016 2017

Targets J A S O N D 1st Q

2nd

Q 3rdQ

4thQ

1st Q

2nd

Q 3rd

Q 4th

Q

Output 2.3.1: The target communities are sensitized on risks and involved in their prevention

P a g e | 21

2.3.1.1 Conduct detailed needs assessment/ baseline survey to identify most at risk communities to be targeted

1 Assessment x x

2.3.1.2 Procure and distribute clean up tools and material to target communities in the 7 districts

7 branches x x x x x x x x x x x x

2.3.1.3 Continuously support communities to improve drainage and build containment walls in flood prone communities

14 communities x x x x x x x x x x x x x

2.3.1.4 Distribute of emergency response IEC materials 7 branches x x x x x x x x

2.3.1.5 Carry out community sensitisation campaigns of risks 112 (weekly) x x x x x x x x x x x x x x

2.3.1.6 Conduct radio broadcast once monthly in 7 districts 210 x x X X x x x X

2.3.1.7 Conduct TV broadcast / Media coverage in WU 7 x x x x x x x x x x x x x x

2.3.1.8 Roll-out DRR education programmes targeting 42 schools (6 per district) with established clubs

42 schools x x x x x x x x x x x x x x

2.3.1.9 Produce IEC material and radio-TV PSAs (public service announcement) to carry out community sensitization campaign of risks

504 PSAs? x x x

III. FOOD SECURITY AND LIVELIHOODS

Specific Objective: To improve the food security and livelihoods situation of the EVD epidemic affected people

OUTCOME 3.1: The immediate food needs of households and communities affected by EVD significantly improved

Activities planned

2015 2016 2017

Targets J A S O N D 1st Q

2nd

Q 3rdQ

4thQ

1st Q

2nd

Q 3rd

Q 4th

Q

Output 3.1.1: Food-for-work actions provided to target communities in Kailahun, Pujehun, Kambia, Port Loko, Bombali, Kono Moyamba and Western Area districts

3.1.1.1 Engage with community leaders to define the ‘kind’ of work/activities for the food-for-work project

8 Districts x x x x x x

3.1.1.2 Register farm households to benefit from food-for-work project 6 meetings x x

3.1.1.3 Procure and pre-position food stocks for food-for-work distribution 8districts x x

3.1.1.4 Distribute food parcels to food-for-work targeted households in 8 districts 8 districts x x x x x x

3.1.1.5 Regularly meet and support target communities doing food-for-work activities 24 monthly meetings x x x x x x

3.1.1.6 Conduct midterm and end-line survey in targeted communities to evaluate the progress and impact of activities

2 surveys x x

OUTCOME 3.2: Households severely affected by EVD improve access to essential needs through receiving unconditional cash grants in 2015

Activities planned

2015 2016 2017

Targets J A S O N D 1st Q

2nd

Q 3rdQ

4thQ

1st Q

2nd

Q 3rd

Q 4th

Q

Output 3.2.1: EVD households of survivors, with orphans and other vulnerable groups (200 in Kenema and 150 in Kono) received unconditional cash grants

3.2.1.1 Unconditional cash grant strategy developed with the communities by July 2015 1 strategy x x x x x x x x x x

3.2.1.2 Training on cash transfer programming for NS staff 1 workshop for 42 participants 1 training x x

3.2.1.3 Verify beneficiaries for unconditional cash grants in Kono and Kenema 350 HH x x x x x x

3.2.1.4 Develop MoU with services providers for E-payment (Airtel and Africel) developed by July 2015

2 MoU x x

3.2.1.5 Training sessions at district level for the use of the money transfer facility (electronic payment) 350 participants

4 sessions x x

3.2.1.6 Select community monitors in the districts (2 in Kenema and 2 in Kono) by July 2015.

4 x x

3.2.1.7 Disburse unconditional cash grants to 350 households 350 HH x x x x x x

3.2.1.8 Post distribution monitoring 2 (quarterly) x x x x x x

OUTCOME 3.3: Communities in seven district severely affected by EVD meet their basic needs through conditional cash grants provided by 2016

P a g e | 22

Activities planned

2015 2016 2017

Targets J A S O N D 1st Q

2nd

Q 3rdQ

4thQ

1st Q

2nd

Q 3rd

Q 4th

Q

Output 3.3.1: 400 community groups receive cash grants (25 communities x 2 groups x 8 districts - Kailahun, Pujehun, Tonkolili, Port Loko, Bombali, Moyamba, Kono and Western Area rural districts

3.3.1.1 Form and register conditional cash grants groups for 350 groups by Sept 2015 (7 members per group)

400 groups x x x x x x x x

3.3.1.2 Facilitate the development business plan for the registered groups 400 plans x x x x x x

3.3.1.3 Train beneficiaries in entrepreneurship skills 7 workshops sat 300 members 2,800 members x x x x

3.3.1.4 Develop MoU with conditional cash grants beneficiary groups 400 MoUs x x x x x x x

3.3.1.5 Disburse cash grants to beneficiary groups 400 groups x x x x x x x

3.3.1.6 Conduct refresher training in entrepreneurship skills 4 trainings at35 participants in total

280 participants x x x

3.3.1.7 Meeting with beneficiary groups 28 meetings ( 9 meetings per year covering 540 community participants

28 meetings x x x x x x x x x x x x x x

3.3.1.8 Monitor project activities 28 x x x x x x x x x x x x x x

OUTCOME 3.4: Food production increased by 20% in the 800 targeted households in 8 districts (Kailahun, Pujehun, Tonkolili, Port Loko, Bombali, Moyamba, Kono and Western Area Rural) by 2017

Activities planned

2015 2016 2017

Targets J A S O N D 1st Q

2nd

Q 3rdQ

4thQ

1st Q

2nd

Q 3rd

Q 4th

Q

Output 3.4.1: Target households to be supported with food production selected and trained

3.4.1.1 Develop a food production and livestock training curriculum (in collaboration with Ministry of Agriculture and Food Security, FAO and Metrological Department).

1 curriculum x x x x

3.4.1.2 Conduct detailed needs assessments/baseline survey to determine the actual needs of beneficiaries selected for the food production project

1 assessment x x x

3.4.1.3 Conduct training for selected farmers (14 for each term) for farm heads) by 2017 800 x x x x x x x x

Output 3.4.2: Agricultural inputs and material provided to 800 target households in 2016 and 2017households

3.4.2.1 Procure seeds and tools for 800farm households between in 2016 and in 2017 5600 people x x

3.4.2.2 Distribute seeds and tools to selected farm households in 25 communities per branch

5600 people x x

3.4.2.3 Provide seeds and tools for mothers clubs (integrated CBHP) 175 Clubs x x

3.4.2.4 Construct/rehabilitate community seed bank and dry floors (10 communities x 8 districts) by 2017

80 seed banks x x

3.4.2.5 Organise mini agricultural and marketing shows in 8 districts in 2016 and 2017 2 show at 100 participants

1,600 participants x x

3.4.2.5 Conduct post distribution monitoring (PDM) 9 (quarterly) x x

Output 3.4.3: livestock project established for 800 householdsin 8 district

3.4.3.1 Beneficiary selection for the livestock project 800 HH x x x x x

3.4.3.1 Procure livestock for selected households 800 HH x x

3.4.3.2 distribute livestock to selected communities per district 800 HH x x x

OUTCOME 3.5: Vocational skills and knowledge of EVD survivors, orphans, teenage mothers and SLRCS volunteers engaged in the EVD response improved through training and capacity building strategies

Activities planned

2015 2016 2017

Targets J A S O N D 1st Q

2nd

Q 3rdQ

4thQ

1st Q

2nd

Q 3rd

Q 4th

Q

P a g e | 23

Output 3.5.1: SLRCS vocational training centres rehabilitated and equipped

3.5.1.1 Rehabilitate 5 vocational training centres (Kailahun, Kambia Moyamba, Port Loko and Western Area Rural)

5 x x x x

3.5.1.2 Establish 2 additional training centres (Pujehun and Bombali) 2 x x x x

3.5.1.3 Update the training curriculum with Ministry of Education and the Ministry of Youth and Sport

1 x x

3.5.1.4 Register vocational training beneficiaries for 700 participants 700 people x x x x x 3.5.1.5 Identify 3 vocational skills trainers and 1 supervisor per district by end of 2015 28 x x x x x 3.5.1.6 Procure teaching and learning material for various vocational disciplines 2000 copies x x x x 3.5.1.7 Conduct vocational training for beneficiaries (100 from each of the districts 700 x x x x x x x x x x x x x x

3.5.1.8 Distribute start-up kits to groups of beneficiaries by first quarter of 2016 and in 2017

700 x x

OUTCOME 3.6: Improved community engagement and communication on livelihood strategies

Activities planned

2015 2016 2017

Targets J A S O N D 1st Q

2nd

Q 3rdQ

4thQ

1st Q

2nd

Q 3rd

Q 4th

Q

Output 3.6.1: Mass communication action carried out through mass media and community meeting

3.6.1.1 Produce 4 radio jingles and TV PSAs about food security and livelihood by 2017 4 x x

3.6.1.2 Organise live weekly radio discussions in target branches from July 2015 96 x x x x x x x x x x x x x x

3.6.1.3 Organize and produce live TV show as part of the current weekly TV show 96 x x x x x x x x x x x x x x

3.6.1.4 Organise monthly focus group (Ebola survivors and orphans, farm households, mothers clubs and youth) meetings in target branches from August 2015

24 x x x x x x x x x x x x x

3.6.1.5 Organise community drama/cultural performances 15 x x x x x x x

3.6.1.6 Production of 20 minutes TV drama to broadcasted in TV station and distribute it to the community in VCD/DVD version

1000 pieces x x x x x x

3.6.1.7 Conduct beneficiary satisfaction survey in 2016 and 2017 2 surveys x x

IV. NATIONAL SOCIETY DEVELOPMENT (ORGANISATION DEVELOPMENT)

Specific objective: To rebuild and strengthen the organizational and operational capacities of SLRCS for effective and efficient service delivery to the vulnerable people

OUTCOME 4.1: The quality and performance of national Society leadership (governance and management) improved at all levels of SLRCS structures

Activities planned

2015 2016 2017

Targets J A S O N D 1st Q

2nd

Q 3rdQ

4thQ

1st Q

2nd

Q 3rd

Q 4th

Q

Output 4.1.1: Training and meetings of the leadership held according to statuary requirement and capacity building needs

4.1.1.1 Organise and hold weekly management meetings 112 x x x x x x x x x x x x x x

4.1.1.2 Conduct audits for branch accounts 14 x x x x x x

4.1.1.3 Organise and hold quarterly statutory meetings at the branches and at HQ 8 meetings for 18 board and senior management staff

10 x x x x x x x x x x

4.1.1.5 Facilitate leadership training in collaboration with the AGG (Africa Governance Group) 1 training for 5 participant.

1 x

OUTCOME 4.2: Mass base of the National Society i.e. membership increased and used as the major venue to reach the grass roots population

Activities planned

2015 2016 2017

Targets J A S O N D 1st Q

2nd

Q 3rdQ

4thQ

1st Q

2nd

Q 3rd

Q 4th

Q

Output 4.2.1: Membership recruitment drive enhanced at all levels of the society

4.2.1.1 Reactivate operation 10,500 monthly to expand pool of fee paying RC members 28 x x x x x x x x x x

4.2.1.2 Establish and strengthen a membership database system (disaggregated by age, 1 x x x x x x x

P a g e | 24

gender, educational statuses, etc.)

4.2.1.3 Conduct monthly regular awareness campaigns on RC principles and values 28 x x x x x x x x x x x x x x

Output 4.2.2: Membership and volunteer recognition mechanism in place

4.2.2.1 Develop a rewarding and recognition mechanisms and system at all level of SLRCS structures

1 x x x x

4.2.2.2 Organise annual membership events to recognise members (World Red Cross Day)

1 x x x

4.2.2.3 Distribution of gifts to 2,380 EVD volunteers on 5 December 2015 2,380 x x x

4.2.2.4 Procurement of 3,000 dynamo and solar powered radio for community volunteers 3,000 X

OUTCOME 4.3: The resource base of the national society widened with more resources mobilized

Activities planned

2015 2016 2017

Targets J A S O N D 1st Q

2nd

Q 3rdQ

4thQ

1st Q

2nd

Q 3rd

Q 4th

Q

Output 4.3.1: Viable income generating activities for the National Society established

4.3.1.1 Conduct Market research for sustainable businesses for the SLRCS by December 2015 1 meeting with 5 participant

1 x x

4.3.1.2 Three new pharmacies established by December 2015 at regional points 3 x x

4.3.1.3 Rehabilitate/construct SLRCS ware houses, guest houses and fundraising shop at regional points 2015-2016 (Five branches and the regional points)

10 x x x x

Output 4.3.2: New and existing partnerships strengthened

4.3.2.1 Develop and establish new partnerships within country 10 x x x x x x x x

4.3.2.2 Establish Project Development Committee at HQ 1 x x

4.3.2.3 Convene annual partnership meeting 1 meetings – one per year - with 35 participant

3 x x x

4.3.2.4 Evaluate Partnership using MPC tool 1 x

4.3.2.5 Participate in movement and partnership forums 4 forums at 15 participant 4 x x x

OUTCOME 4.4: Financial accountability strengthened by a new financial system integrated into the national society

Activities planned

2015 2016 2017

Targets J A S O N D 1st Q

2nd

Q 3rdQ

4thQ

1st Q

2nd

Q 3rd

Q 4th

Q

Output 4.4.1: Financial management system strengthened

4.4.1.1 Revise National Society financial manual by July 2015 1 x x

4.4.1.2 Develop an Internal Audit Policy 1 x x

4.4.1.3 Establish standard procurement Manual and procedures by August 2015 1 x x

4.4.1.4 Conduct a Financial Management Training once per year at 55 participant 3 x

4.4.1.5 Conduct quarterly Internal Audit and Control 10 x x x x x x x x x x

4.4.1.6 Conduct a Risk Management Workshop for staff and volunteers per year 1 meeting at 55 participant

1 x x x

4.4.1.7 Develop and roll out an Anti-fraud policy 1 x x x

OUTCOME 4.5: PMER and beneficiary communication systems, structures, tools and methodologies are strengthened in the national society

Activities planned

2015 2016 2017

Targets J A S O N D 1st Q

2nd

Q 3rdQ

4thQ

1st Q

2nd

Q 3rd

Q 4th

Q

Output 4.5.1: PMER capacity improved at all levels of the organisation

4.5.1.1 Review PMER guidelines and develop PMER manual and tools in August 2015 3 x x x x x x x

4.5.1.2 Conduct tailored training and dissemination of guidelines and manuals in September 2015 1 training with 35 participant

1 x x x

P a g e | 25

4.5.1.2 Review reporting system for tracking ‘reports due’ and evaluations 1 training with

35 participant 1 x x x x

4.5.1.3 Organise Review and lesson learning workshops at 30 participants per workshop 4 x x x x x

Output 4.5.2: Beneficiary communication strengthened yield good feedback from beneficiaries

4.5.2.1 Conduct half yearly beneficiary and stakeholder satisfaction surveys 2 workshop per year with 5 participants

5 x x

4.5.2.2 Develop complaint mechanism and beneficiary accountability manual July 2015 1 x

4.5.2.3 Conduct an ‘accountability to the beneficiary’ training for HQ and district officers and BC volunteers 1 training for 55 participants

1 x x x x

4.5.2.4 To operate the control room in the HQ to facilitate ‘accountability to the beneficiary’ through the advocacy unit at the HQ and the BC officers in district level

1 x x x x x x x x x x x x x

OUTCOME 4.6: Digital Divide project enhance the information technology and communication (ICT) capacity of the National Society

Activities planned

2015 2016 2017

Targets J A S O N D 1st Q

2nd

Q 3rdQ

4thQ

1st Q

2nd

Q 3rd

Q 4th

Q

Output 4.6.1: DDP implemented with support of the IFRC

4.6.1.1 Procurement of relevant ICT resources x

4.6.1.2 Training and coaching staff and volunteers through the DDP 5 training 18 participants each curriculum

5 trainings x x x

4.6.1.3 Facilitate the implementation of the Digital Divide Initiative 14 branches x x x x x x

OUTCOME 4.7: Improved human resource management system contribute to a sustainable and favourable work environment

Activities planned

2015 2016 2017

Targets J A S O N D 1st Q

2nd

Q 3rdQ

4thQ

1st Q

2nd

Q 3rd

Q 4th

Q

Output 4.7.1: The human resource recruitment and motivation system strengthened

4.7.1.1 Maintain a list of staff and volunteers working in high risk epidemic operations Updated list x x x x x x x x x x x x x x

4.7.1.2 Establish “whistle-blower” communication channels to senior management for staff/ volunteers to raise concerns about breached protection

1 x

4.7.1.3 Update staff and volunteers guidelines 3 x x x

4.7.1.4 Review duty and care protocols for staff and volunteers with reference to lessons learnt from the EVD response (pre-/ during-/post emergency activities; insurance; others)

1 x x x x x x

4.7.1.5 Review and disseminate the Gender Policy 1 x x

4.7.1.6 To recruit a Gender Focal Person 1 x x

4.7.1.7 Plan for human resource needs in transitioning from emergency to recovery and development 1 staff training for 50 participants

1 plan x x

4.7.1.8 Conduct staff satisfaction survey 3 (one per year) x x x

4.7.1.9 Organise quarterly orientation/dissemination sessions for staff 9 workshop for 55 participants per year

9 x x x x x x x x x

P a g e | 26

Budget See attached.

Contact information For further information specifically related to this operation please contact:

Sierra Leone: Constant HS Kargbo, Acting Secretary General, Phone:+233 766 266 74; email: ckargbo@sierraleoneredcross.org

IFRC Sierra Leone: Moulaye Camara, Head of Delegation, Mobile 1 (Sierra Leone): + 232 79 23 67 95, email : moulaye.camara@ifrc.org

IFRC Sierra Leone: Andrew Jarjou, Operations Manager, phone: + 232 76 738 116 (cell), email : andrew.jarjou@ifrc.org

IFRC Ebola Regional Coordination: Norbert Allale, Head, IFRC Ebola response, phone: +224 620 100 615 /+41 79 708 4588, email: norbert.allale@ifrc.org

IFRC Geneva: Cristina Estrada, Operations Quality Assurance Senior Officer; Geneva; phone: +41 22 730 4260; email: cristina.estrada@ifrc.org

IFRC Africa Zone: Daniel Bolaños Gonzalez, Disaster Management Coordinator for Africa; Nairobi; phone: +254 20 283 55213; email: daniel.bolanos@ifrc.org

IFRC Zone Logistics Unit (ZLU): Rishi Ramrakha, Head of zone logistics unit; Tel: +254 733 888 022/ Fax +254 20 271 2777; email: rishi.ramrakha@ifrc.org

For Resource Mobilization and Pledges:

IFRC Ghana: Terry Carney, Ebola Resource Mobilisation Coordinator; Accra; phone: +233 266 444 147; email: terry.carney@ifrc.org

For Performance and Accountability (planning, monitoring, evaluation and reporting):

IFRC Zone: Robert Ondrusek, PMER Coordinator; phone: +254 731 067 277; email: Robert.ondrusek@ifrc.org

______________________________________________________

How we work All IFRC assistance seeks to adhere to the Code of Conduct for the International Red Cross and Red Crescent Movement

and Non-Governmental Organizations (NGOs) in Disaster Relief and the Humanitarian Charter and Minimum Standards

in Humanitarian Response (Sphere) in delivering assistance to the most vulnerable.

The IFRC’s vision is to inspire, encourage, facilitate and promote at all times all forms of humanitarian activities by

National Societies, with a view to preventing and alleviating human suffering, and thereby contributing to the maintenance

and promotion of human dignity and peace in the world.

The IFRC’s work is guided by Strategy 2020 which puts forward three strategic aims:

1. Save lives, protect livelihoods, and strengthen recovery from disaster and crises.

2. Enable healthy and safe living.

3. Promote social inclusion and a culture of non-violence and peace.

Sierra Leone: Ebola Emergency Appeal res rec

Budget Group Response Recovery GSL001Bilateral Response

Appeal Budget CHF

Shelter - Relief 211,800 0 0 0 211,800Shelter - Transitional 47,140 0 0 0 47,140Construction - Housing 0 0 0 0 0Construction - Facilities 950,000 1,595,001 0 0 2,545,001Construction - Materials 205,190 0 0 0 205,190Clothing & Textiles 497,700 0 0 0 497,700Food 647,524 413,681 0 0 1,061,205Seeds & Plants 0 269,400 0 0 269,400Water, Sanitation & Hygiene 1,486,239 3,339,142 17,196 0 4,842,577Medical & First Aid 5,894,573 2,852,527 437,917 0 9,185,017Teaching Materials 173,325 572,654 0 0 745,979Utensils & Tools 111,813 497,452 0 0 609,265Other Supplies & Services 280,520 549,400 0 0 829,920Emergency Response Units 0 0 0 2,424,000 0Cash Disbursements 0 635,255 0 0 635,255Total RELIEF ITEMS, CONSTRUCTION AND SUPPLIES 10,505,824 10,724,512 455,113 2,424,000 21,685,449

Land & Buildings 0 0 0 0 0Vehicles Purchase 2,780,440 1,212,000 0 0 3,992,440Computer & Telecom Equipment 334,482 297,609 0 0 632,091Office/Household Furniture & Equipment 459,930 11,382 0 0 471,312Medical Equipment 0 0 0 0 0Other Machinery & Equipment 4,000 0 0 0 4,000Total LAND, VEHICLES AND EQUIPMENT 3,578,852 1,520,991 0 0 5,099,843

Storage, Warehousing 290,320 173,992 15 0 464,327Distribution & Monitoring 4,924,079 653,022 173,218 0 5,750,319Transport & Vehicle Costs 3,854,082 2,748,789 0 0 6,602,871Logistics Services 173,000 1,195,160 44,272 0 1,412,432Total LOGISTICS, TRANSPORT AND STORAGE 9,241,481 4,770,963 217,505 0 14,229,949

International Staff 2,112,668 6,640,396 32,337 0 8,785,401National Staff 45,000 0 0 0 45,000National Society Staff 6,504,720 5,767,921 0 0 12,272,641Volunteers 6,822,134 4,841,471 0 0 11,663,605Total PERSONNEL 15,484,522 17,249,788 32,337 0 32,766,648

Consultants 263,171 109,259 9,000 0 381,430Professional Fees 232,000 123,935 0 0 355,935Total CONSULTANTS & PROFESSIONAL FEES 495,171 233,194 9,000 0 737,365

Workshops & Training 2,516,484 3,414,276 0 0 5,930,760Total WORKSHOP & TRAINING 2,516,484 3,414,276 0 0 5,930,760

Travel 768,312 802,518 18,468 0 1,589,297Information & Public Relations 1,404,054 909,211 0 0 2,313,265Office Costs 1,925,168 972,166 0 0 2,897,334Communications 695,032 608,232 267 0 1,303,531Financial Charges 100,000 150,000 198 0 250,198Other General Expenses 15,120 400 2,840 0 18,360Shared Support Services 0 0 0 0 0Total GENERAL EXPENDITURES 4,907,686 3,442,526 21,772 0 8,371,984

Programme and Supplementary Services Recovery 3,037,451 2,688,156 47,822 5,773,430Total INDIRECT COSTS 3,037,451 2,688,156 47,822 0 5,773,430

TOTAL BUDGET 49,767,471 44,044,407 783,550 2,424,000 97,019,428

Available ResourcesMultilateral Contributions 48,348,408 0 48,348,408Bilateral Contributions 2,424,000 2,424,000TOTAL AVAILABLE RESOURCES 48,348,408 0 0 2,424,000 50,772,408

NET EMERGENCY APPEAL NEEDS 1,419,063 44,044,407 783,550 0 46,247,020