In brief Programme purpose: The International Federation has committed to provide technical support and funding to Nepal Red Cross Society (NRCS) to help achieve the goals defined under NRCS’s fifth development plan (2008-2010). These goals are aligned with the International Federation’s Global Agenda goals which are as follows:

1. Enhance the disaster management capacities of vulnerable communities and provide effective response to disasters, through the strengthening of the preparedness and response systems of the NRCS (Global Agenda goal 1).

2. Improve the health status of targeted communities and reduce their vulnerability through community based health and care systems (Global Agenda goal 2).

3. Reduce the socio-economic vulnerability of communities, strengthen the capacity of the NRCS at all levels and increase self-reliance to better address needs in the communities (Global Agenda goal 3).

4. Increase awareness and understanding of the Fundamental Principles of the Red Cross Red Crescent Movement and humanitarian values, to promote respect for diversity and human dignity through service to vulnerable people (Global Agenda goal 4).

Executive summary: 2010 has so far brought both challenges and opportunities for the country and for NRCS. Ongoing political tensions surrounding the nation’s new constitution, which brought nation-wide strikes and violence in some areas, continued to hamper economic progress and delayed some humanitarian activities. This, coupled with frequent small scale disasters such as fires and storms, as well as the potential for a widespread diarrhoea outbreak in the mid- and far-western regions of the country which lead to the launch of an emergency appeal in May, meant that the emergency response capacities of NRCS have once again been put to the test. During 2010 NRCS will have the opportunity to reflect on the progress made against the fifth development plan, which

Nepal Appeal No. MAANP001 This report covers the period 1 January to 30 June 2010 25 August 2010

Members of Club 25 visit the Blood Bank to donate blood and motivate other people to donate blood in Jhapa district. Photo: Nepal Red Cross Society.

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comes to an end this year, with a view to building on these achievements, planning strategically for the coming years and identifying the key areas of technical and financial support required from the International Federation and other partners. In the area of disaster management, planning has already commenced through the development of the Disaster Management Strategic Framework for 2010-2015, which will form the basis for future NRCS programming and capacity building activities. During this reporting period, International Federation-supported programme activities were also updated and re-defined to better reflect current priorities. These include the strengthening of NRCS capacities in communications, logistics, emergency shelter and emergency water and sanitation; supporting communities to better address disaster risks, including adaptation to climate change; and providing livelihood support for people affected by disaster. The International Federation has also been engaging with the international community in Nepal as shelter cluster coordinator and also flagship leader for community based disaster risk reduction as part of the Nepal Disaster Risk Reduction Consortium, with support from NRCS. For health and care, the International Federation has been supporting NRCS in efforts to redefine the delivery of a number of key programmes, ensuring they remain effective, relevant and maximise the use of existing resources. In the case of community based health and first aid (CBHFA), NRCS has adopted a ‘learning by doing’ approach in two new districts and has successfully motivated communities to pro-actively identify and address a number of health risks both at home and in wider community. As part of ongoing efforts to reduce cases of HIV transmission, stigma and discrimination, NRCS has begun to also integrate the CBHFA approach and in targeting a number of especially vulnerable groups including female sex workers, people living with HIV/AIDS, orphans and vulnerable children. Similarly, the successful human pandemic preparedness (H2P) programme, which has come to an end in June, will also be re-defined and integrated into other health programmes to ensure that current capacities and expertise are not lost. Organisational development is another priority area for International Federation support to NRCS. So far this year, volunteer management, junior/youth, gender and human resource development activities have helped to ensure that NRCS human resources are further strengthened. Although still lacking in adequate funding for 2010, technical support for activities to improve the quality of planning, monitoring, evaluation, reporting, communications and finance management have also contributed to the further professionalisation of the national society. The promotion of humanitarian values and activities to reduce discrimination have also been a key priority for NRCS, with national and local radio programmes, training programmes and district level events reaching hundreds of thousands of people across the country. Additionally, NRCS has been undertaking a ‘legal preparedness study’ for strengthening the legal and policy frameworks for disaster in Nepal, with support from the International Federation’s Asia Pacific International Disaster Response Laws, Rules and Principles (IDRL) programme. This work will involve engaging in dialogue with government and other humanitarian partners on the implementation of the IDRL guidelines which were adopted by governments and national societies during the 30th International Conference of the Red Cross and Red Crescent. Financial situation: The total 2010 budget was originally CHF 1,830,521 (USD 1,710,767 or EUR 1,376,331). However, during the process of this programme update, some of the programme components and activities were revised and the budget has been amended as follows:

 

The revised appeal budget is now CHF 1,316,479 (USD 1,279,654 or EUR 1,006,884), in line with the funds available. Appeal coverage is 84 per cent. Expenditure from January to June 2010 was 47 per cent of the overall 2010 budget.

Programme area Original budget CHF

Revised Budget CHF

Current coverage (against revised

budget) %Disaster Management 424,514 397,453 95% Health and Care 903,059 601,817 98% OD / Capacity Building 324,447 162,516 100% Principles and Values 24,490 0 0% Coordination 154,011 154,693 78% Total Budget 1,830,521 1,316,479 95%

Total Expenditure to date (against revised budget) 46.93%

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Click here to go directly to the attached financial report. Click here to see the potential diarrhoea outbreak emergency appeal (MDRNP004). No. of people we help: A total of 265,122 people are expected to be benefited from activities planned over the year, of which 130,916 (49 per cent) are women. A Global Agenda goal-wise breakdown of the expected total number of people reached is as follows:

Global Agenda Goals/Core Areas Number of persons reached Male Female Total

Global Agenda goal 1: Disaster management 1,708 1,591 3,299 Global Agenda goal 2: Health and care 4,735 5,191 9,926 Global Agenda goal 3: Organisational development / capacity building

12,763 9,134 21,897

Global Agenda goal 4: Humanitarian values

115,000 115,000 230,000

Total 134,206 130,916 265,122 Our partners: NRCS has been working with a diverse range of partners, numbering more than 25 in total, from government, to international and national non-governmental organisations, to Movement partners, civil society, private companies and the media. The International Federation support plan 2010-2011 in fact represents just a small proportion of the total support received by NRCS. Partners who have made direct contribution to this support plan include: Belgium Red Cross (Flanders), Finnish Red Cross, Japanese Red Cross, Netherlands Red Cross, Swedish Red Cross and USAID (through the global appeal for humanitarian pandemic preparedness). NRCS is also part of the global alliance for disaster risk reduction. On a bilateral basis, NRCS has received support from the following Red Cross and Red Crescent partners: America, Austria, Belgium-Flanders, Britain, Denmark, Finland, Germany, Hong Kong Branch of the Red Cross Society of China, Japan, Korea, Luxemburg, Netherlands, Norway and Switzerland, as well as from the International Committee of the Red Cross (ICRC). Beyond the Movement, NRCS has partnerships with the Government of Nepal, the European Union, United Nations (UN) agencies and a number of national and international non-governmental organisations such as CARE, Save the Children, OXFAM GB, World Vision and community level organisations. NRCS is also expanding its relations with the private sector through partnerships with Radio Sagarmatha and new agreement with Agni Airlines, a national airlines company, for HIV/AIDS prevention activities. On behalf of the Nepal Red Cross Society, the International Federation would like to thank all partners and contributors for their support.

Context Political instability in a time of change Nepal remains a country in the midst of change. The adoption of the new Constitution planned for 28 May this year has been extended by one year, narrowly averting a constitutional crisis that had threatened to derail the country's fragile democracy. Nevertheless, a week-long general strike, mass protests and agitation activities in the capital Kathmandu and other major cities during May were initiated by the Nepal Communist Party – Maoist, which brought the country to a virtual standstill and resulted in some instances of violence. During this time, the Nepal Red Cross Society (NRCS) mobilised its first aid teams across the country and provided emergency care to the sick and injured. While a total vehicle ban was imposed on the country, Red Cross, UN and diplomatic vehicles were still able to pass through blockades. Due to the high risk of violence, such travel was restricted to essential activities only. Beyond the capital, public security issues such as abduction, extortion and intimidation by political groups still continued, particularly in the southern Terai region.

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Shortages of electricity and food hinder economic development Electricity continues to pose a key challenge for the economic growth of the country, with periods of up to 13 hours' load shedding per day affecting every field of business including industries, hospitals and households. Similarly, the mid- and far-western hilly and mountain districts have been facing severe food shortages primarily attributed to the poor summer crop production in November/December 2009. Household food stocks have been depleted and basic food prices have increased by 20 per cent or more compared to the same time last year. Under- and unemployment remain a problem in these areas with few opportunities for income generation. Impact of climate change The impact of climate change has been another challenge, demonstrated by increased ice melting in the Himalayas, the unusual appearance of flies and mosquitoes at high altitude, an increasing number of bush fires in the dry season and changing monsoon patterns impacting on food production. During the reporting period, storms and several devastating fires claimed 15 lives, affected more than 1,100 families (6,050 people) and displaced over 750 families (4,125 people). NRCS was able to provide non-food relief item sets to over 690 displaced families. Worsening diarrhoea situation In remote districts of the mid- and far-western regions of Nepal, the increase in temperatures and scarcity of safe drinking water sources resulted in a sharp increase of diarrhoeal disease. Within a short period of time, 21 deaths and over 600 cases of infection have been officially reported to date, with actual numbers expected to be higher in some areas. Using historical data, including the outbreak of acute watery diarrhoea in 2009 which claimed over 300 lives and affected over 60,000 people, the Government of Nepal has declared 26 out of 75 districts in the mid- and far-western regions as high risk districts and has encouraged the humanitarian community to scale up prevention efforts before the monsoon period arrives. In response, the International Federation launched an emergency appeal on the behalf of NRCS to scale up prevention activities in seven highly prone districts. In collaboration with the water, sanitation and hygiene (WASH) cluster, a number of village development committees (VDCs) have been identified as particularly vulnerable and NRCS has already commenced prevention and relief activities. The emergency appeal also includes planning for sustained action to address the underlying causes to reduce the risk of potential outbreaks in the future. Further details can be found further in this report and the emergency appeal document and operations updates can be found at: http://www.ifrc.org/where/country/cn6.asp?countryid=123 Impact on NRCS programme activities Although the political situation and the need for frequent emergency response activities have placed some strain on the ongoing development activities of NRCS, significant progress has been made against most of the planned activities during the reporting period.

Progress towards outcomes

Disaster management In the original plan for 2010 and 2011, the programme components were divided in two: 1) Organisation preparedness and disaster management planning; and 2) community preparedness. However, since the original planning process was undertaken in 2009, a number of activities were taken up by bilateral partners. Additionally, the NRCS Disaster Management Strategic Framework for 2010-2015 was finalised which will form the basis for future NRCS programming and capacity building activities. Thus, based on remaining needs, the programme components and outcomes have been re-defined and the logical frameworks have been updated accordingly. The final programme components and outcomes for disaster management support by the International Federation in 2010 are as follows:

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Programme components Outcomes 1. Disaster preparedness for better

response 1. The communications and logistics systems of NRCS are

strengthened to enable more effective disaster response.

2. NRCS capacities for delivering emergency shelter services are strengthened and support is provided for emergency shelter cluster coordination in Nepal as required.

3. Emergency water and sanitation capacities of NRCS are

strengthened through the provision of appropriate equipment, training and preparedness activities.

2. Recovery 1. Severely disaster-affected communities have recommenced livelihood activities and are well prepared to response to future disasters.

3. Community/school-based disaster risk reduction

1. Selected vulnerable schools undertake risk reduction activities to reduce future vulnerability to disaster.

2. NRCS, together with the International Federation, is able to make a contribution to the Nepal Risk Reduction Consortium and enhance its own coordination and technical capacities on disaster risk reduction (DRR).

3. NRCS has capacities to assess the risk of climate change

and develop an action plan on climate change adaptation. Achievements Programme component 1: Disaster preparedness for better response Outcome 1: Strengthening communication and logistics systems Lack of adequate warehousing has been identified as a key issue for enhancing NRCS preparedness for response. In 2009, four districts (Gulmi, Lamjung, Dolpa and Dailekh) were selected for the renovation of their warehousing capacity and the International Federation has allocated some funding to support this initiative during 2010. During the reporting period, the NRCS district chapters conducted a detailed technical assessment and estimated the total cost for renovation, re-construction and extension of the warehousing space in their respective districts. The NRCS headquarters approved a final budget for each warehouse and renovation work has commenced. In addition to warehousing, each of the four district chapters will be provided with either a computer or a printer, depending on their needs, to strengthen communication capacity and procurement for these items has begun. NRCS has also developed plan for further strengthening its communications and logistics systems at headquarters level. In particular, during 2010 there are plans to extend the radio repeater tower at NRCS headquarters, to procure additional radio sets, as well as updating the current earthquake contingency plan and conduct a simulation exercise to test its effectiveness. Outcome 2: Capacity development for delivering emergency shelter services and support for shelter cluster coordination The cluster system has been active in Nepal for several years and the emergency shelter cluster, lead jointly by the International Federation and UN HABITAT, and has been operational in a number of emergency situations at national and district level (led by NRCS), commencing with the Koshi floods of 2008. In August 2009, the shelter cluster adopted a ‘Contingency Plan for the Coordination of Emergency Shelter and Non-Food Items (NFIs)’ which included a standardised shelter model and NFI kits to be utilised by all partners in Nepal. During the current reporting period, the International Federation has hosted regular shelter cluster coordination meetings involving representatives from NRCS, UN HABITAT, Department of Urban Development and Building Construction, National Society for Earthquake Technology, National Centre for Disaster Management, UNOCHA, International Organization for Migration (IOM) and others. The International Federation has also undertaken a mapping process with shelter cluster partners to determine

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the level of in-country capacities and resources to assist with contingency planning. At the request of the Nepal UN-led Inter-Agency Standing Committee (IASC), the shelter cluster is also updating some aspects of its contingency plan to bring it in line with other cluster plans.

NRCS has been supporting shelter cluster activities in a number of key ways: participation in the shelter cluster meetings, undertaking the capacity and resource mapping process and preparing an initial draft of some the contingency plan revisions. NRCS has also adopted the standard shelter and non food item (NFI) standards and has adjusted its procurement of NFI kits based on these standards. During a recent shelter cluster meeting it was noted that the current emergency shelter model (bamboo and tarpaulin) may not be optimal for all regions in Nepal and NRCS proposed the

exploration alternative models that could be constructed using other materials. NRCS has also prepared a draft plan of action for increasing its own capacities in emergency shelter for 2010. This plan includes the appointment of a skilled technical focal point for shelter within the NRCS disaster management unit, facilitation of shelter cluster activities and meetings as required, conducting national-level orientation and training on emergency shelter and developing its own emergency shelter guidelines. The International Federation is planning to provide both funding and technical support for these activities, in particular with support from the Asia Pacific Zone shelter coordinator. Outcome 3: Strengthened emergency water and sanitation capacities of NRCS NRCS has been addressing the chronic water and sanitation (WatSan) needs in Nepal since 1980, primarily through a community based development approach with the provision of safe drinking water, sanitation facilities and hygiene promotion. Since 2009, NRCS has been more intensively involved in addressing WatSan needs in emergencies in coordination with the WASH cluster, to mitigate the acute watery diarrhoea (AWD) epidemic that occurred in 24 districts. Lessons learnt from the involvement of NRCS in this response identified opportunities for NRCS to transfer its skills in developmental water and sanitation programmes to more effectively respond to acute WatSan needs in Nepal. This year, the NRCS’ WatSan emergency experience has been further strengthened, through the scaling up of diarrhoea response and prevention activities in seven districts in anticipation of a potential diarrhoea outbreak following the onset of the monsoon. These activities included receiving WatSan emergency response equipment (WatSan Kit 2) and training from the International Federation Asia Pacific Zone office. Given the ongoing need for both long term and emergency WatSan interventions in Nepal, NRCS is developing a five-year strategy to increase the quality and reach of existing long-term WatSan programmes and further developing emergency capacities, in coordination with Movement partners, the Government of Nepal, United Nations International Children’s Emergency Fund (UNICEF), World Health Organisation (WHO) and other relevant organisations. For the remainder of 2010, NRCS activities supported by the International Federation will focus on:

• Development of a five-year strategy plan for NRCS water and sanitation interventions, which will determine the focus for WatSan activities (both emergency and long-term) in 2011 and beyond.

Community people participating in social map preparation during the community-based health and first aid (CBHFA) vulnerability and capacity assessment (VCA) learning-by-doing training in Gulmi district. Photo: Nepal Red Cross Society.

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• Workshop on water and sanitation five-year strategy with NRCS national headquarters and branches.

• Receipt of water and sanitation emergency response equipment (WatSan Kit 5) from the International Federation Asia Pacific Zone office and undertaking one national level training of trainers for volunteers and staff on the utilisation of the WatSan emergency response equipment, so that there is the capacity to hold future trainings.

• Developing the capacity of existing WatSan units by commencing the provision of necessary training and exposure to promote best practices towards water and sanitation humanitarian responses during emergency.

• Reviewing the warehousing capacity of NRCS warehouses for water and sanitation equipment. • Translation of key water and sanitation emergency response documents into Nepali.

Programme component 2: Recovery Outcome 1: Disaster-affected communities have recommenced livelihood activities and are well prepared to response to future disasters NRCS has been implementing this recovery project since 2009 to support 144 families displaced by floods in Banke district. So far during the reporting period, NRCS has conducted two trainings on capacity building, livelihood activity selection and promotion, involving participation from 79 community people, including 16 women. A further ten families have been assisted this year to initiate livelihood activities (one bicycle maintenance business, one mobile cloth shop, three goat keeping enterprises, two pig keeping enterprises and three small scale business). Livelihood support to the remaining families is in progress. In 2009, the Banke district chapter established a "Risk Transfer Fund" bank account to cover any unforeseen business losses incurred by the families supported by NRCS livelihood activities. Last year, the total value of the fund was NPR 18,000 (CHF 276). However, during the reporting period, an additional NPR 20,000 (CHF 308) has been deposited, bringing the balance to NPR 38,000 (CHF 585). In March 2010, the NRCS secretary general, disaster management committee chairperson, executive director, the director and deputy director of disaster management and the International Federation country representative undertook a brief monitoring visit to the project community and interacted with the community people. The nine families which had been supported in 2009 were still actively engaging in their livelihood activities. The families supported for small scale businesses have been earning a daily net income of around NPR 100 to 200 (CHF 1.50 to CHF 3) and those involved in goat keeping were found to have managed a successful breeding programme. The NRCS Banke district chapter has also been monitoring the community on a monthly basis. The NRCS headquarters also developed livelihood operational guidelines. While preparing the guidelines, several consultation meetings were held among the staff of disaster management department and shared with governance and staff of Banke district chapter. The feedback received from the consultations was incorporated into the guidelines. The programme is expected to be completed by December 2010. In the intervening months, in addition to the remaining livelihood support activities, NRCS will be undertaking community based health and first aid (CBHFA) and disaster management trainings with the community, as well as a mid-year review meeting and end of year lessons learned review. Programme Component 3: Community/school-based disaster risk reduction Outcome 1: Selected vulnerable schools undertake risk reduction activities to reduce future vulnerability to disaster. This year, the International Federation is supporting NRCS to implement community-based disaster risk reduction (CBDRR) in four schools in Palpa district. During the reporting period, two schools were provided with nominal funds to construct toilets in their school premises which have already commenced. Two other schools were selected for water tap renovation and maintenance to provide clean drinking water for the students, which is also underway. Over 2,400 students in the four schools will directly benefit from this project. In addition, the project conducted a two-day disaster management review/reflection workshop in Godavari involving 23 personnel, including the NRCS disaster management director, deputy director, programme coordinators and managers. The purpose of the workshop was to provide reflections on the newly prepared disaster management strategic framework draft.

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Outcome 2: NRCS, together with the International Federation, is able to make a contribution to the Nepal Risk Reduction Consortium and enhance its own coordination and technical capacities on DRR. The Nepal Risk Reduction Consortium (NRRC) is led by five organisations with a strong interest in disaster risk management in Nepal: World Bank, Asian Development Bank, International Federation, United Nations Development Programme (UNDP) and The United Nations Office for the Coordination of Humanitarian Affairs (UNOCHA), as well as the Government of Nepal. The Consortium was established in 2009 following an assessment of existing capacity, gaps and recommendations for possible interventions on disaster risk management, which identified five ‘flagship’ areas to be addressed, which were assigned to appropriate agencies to facilitate the process. The International Federation is currently designated as the leader of flagship area four on integrated community based disaster risk reduction/ management, however now the initial preparatory work has been completed, NRCS will be taking an active role as flagship coordinator. The government has also initiated a steering committee for the Consortium comprised of relevant ministries, the official flagship leaders and NRCS. To undertake this role, the NRCS will establish a disaster risk reduction (DRR) coordinator position within the NRCS disaster management unit to coordinate Flagship 4 activities as part of the Nepal Risk Reduction Consortium, with technical and financial support from the International Federation. The person appointed will also have sufficient technical skills to also contribute to the development of further institutional capacity within NRCS on DRR. Outcome 3: NRCS develops capacities to assess the risk of climate change and develop an action plan on climate change adaptation At the beginning of 2010, NRCS received a contribution from the Red Cross Climate Change Centre through the International Federation to commence activities on climate change adaptation (CCA). In April, the NRCS disaster department appointed a project coordinator and recruited an officer to work on the project, who is responsible for research and reporting. The officer has been reviewing literature (publications, reports and journals of various concerning agencies) on the impact and risks of climate change in Nepal. During the reporting period, a coordination meeting was held among different programme coordinators within the disaster management department to discuss possibilities for integrated programming to address climate change issues. The meeting was also important for identifying a process for CCA and discussing how CCA issues could be integrated in other ongoing programmes of the NRCS. As evidence of this successful integration, in March, more than hundred junior/youth volunteers also received an orientation on the need to address climate change during the junior and youth national conference held in Nuwakot district. NRCS has also incorporated a session on climate change issues in its CBDRR training course, which has now been conducted seven times involving a total of 132 people. Most recently, NRCS has prepared a draft plan of action on climate change adaptation which will be finalised following a number of district level risk assessments and consultations in 2010. Constraints or Challenges: Delays in the timely flow of fund have set back the start dates for some activities. Some livelihood support activities were also delayed because of the migration of beneficiaries to India to seek further livelihood options. Health and care Programme components Outcomes 1. Community-based health and first aid Communities are empowered to cope with health problems

and practice positive health behaviours through strengthened institutional capacities.

2. HIV/AIDS Contribution to the prevention of new cases of HIV infection among at-risk populations.

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3. Humanitarian pandemic preparedness Preparation for and improved capacity to response to a pandemic is increased at district and household levels.

Achievements Programme Component 1: Community-based health and first aid Outcome: Communities are empowered to cope with health problems and practice positive health behaviours through strengthened institutional capacities The International Federation-supported CBHFA programme is currently being implemented in six vulnerable districts: Salyan and Jajarkot (which have been ongoing from 2008), Pyuthan and Baitadi (which have been ongoing from 2009), and Khotang and Gulmi (which commenced in 2010). Each project includes components on first aid, health promotion and disease prevention, disaster preparedness and organisational development. Trained volunteers are in place for providing basic health care services in the communities. The programme also explores local capacities and builds up coordination and partnerships to address other health vulnerabilities which are beyond the scope of NRCS support capacities. In the two new districts, Khotang and Gulmi, the new CBHFA ‘learning by doing’ approach is being applied. Executive members and staff of both district chapters were orientated on the CBHFA programme and expressed their commitment to support programme implementation. In the ongoing districts of Salyan, Pyuthan, Jajarkot and Baitadi, an annual plan of action was developed with the participation of local leaders and community members. Field reports have indicated that volunteers provided information on prevailing health issues to 420 people and 312 people received first aid services. In all four districts, first aid and disaster fund committees conducted monthly meetings and reviewed their funding situation, as well as developed action plans to mitigate local hazards. The total funds received through community contributions for emergency services was NPR 127,400 (CHF 1,960). These four districts also organised a total of eight community cleaning campaigns with participation from local leaders, CBHFA volunteers and community members. Field reports from these districts indicate that community people have also been taking ownership to build toilets (either cemented or pit) in their homes with addition of 20 toilets constructed during the period. Similarly, communities have begun disposing of organic and inorganic waste materials into safe disposal sites. Such actions indicate that there is a progress towards positive health behaviours in the communities. The Salyan district chapter coordinated with the local health post and shared messages on safe motherhood along with distribution of information, education and communication (IEC) materials and delivered HIV information to over 300 people. A street drama show, organised by volunteers,

Indra Singh Dhami finds a wayto serve his community

 

        "It gives me happiness to serve my community," says Indra Singh Dhami, CBHFA volunteer Gajari, ward no. 2 of Pyuthan district. Indra expresses that his life has become more meaningful now. "I always had a strong desire for volunteering; to me it means social service. My desire turned into a reality after I got an opportunity to participate in a CBHFA volunteer training in June 2009. Since then, I have been utilizing the knowledge and skills of first aid and health promotion in community service. People come to me for any kind of health assistance. I advice them to visit the local health post if the required assistance is beyond my capacity. “The health post in-charge is very supportive towards my actions. Whenever he makes home visit to see patients, he takes me along. I also worked with other health volunteers in disseminating message on personal hygiene, sanitation and oral rehydration solution distribution during the acute watery diarrhoea outbreak in my community last year. In due course of time, I have gained recognition in my community. I would like to express my gratitude to the Red Cross for showing me the way to make my dream come true."  

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demonstrated different modes of transmission and preventive measures as well as treatment and care. The district administration office also supported NPR 50,000 (CHF 769) for health promotion activities in the communities. Additionally, 50 packs of vegetable seeds were received from the district agriculture office, which were distributed to families trained in kitchen gardening during 2009. A competition on personal hygiene among children between two to three years was held in Pyuthan, involving 25 children and 45 other observers. In Jajarkot, 20 community members were trained in street drama. The quarterly review and planning meeting for CBHFA was held in Salyan district. This meeting was joined by the NRCS community development programme acting director and programme coordinator from the national headquarters as well as programme officers from all programme districts. Programme Component 2: HIV/AIDS Outcome: Contribution to the prevention of new cases of HIV infection among at-risk populations The regional HIV programme, which has been implemented since 2005, is in the process of phasing out in the three districts of Jhapa, Surkhet and Doti. During 2009, pilot projects commenced in Kaski and Dolakha districts and during 2010 the CBHFA approach was integrated into these programmes along with other components of health and care. Additionally, in the second half of 2010 a new district, Achham, will be added to the programme. Achham is one of the districts most affected by HIV/AIDS in the country and will also benefit from the integrated CBHFA approach. Currently, activities are focused on preventing further HIV infection through behaviour change communication and expanding support for people living with HIV, orphans, vulnerable children and female sex workers. In Kaski, the primary target groups are female sex workers and their clients, with the programme focussed on behaviour change communication. In Dolakha, migrants and their spouses have been targeted for the HIV programme, which includes the integration of maternal and child health, nutrition and first aid services. Contributing to the prevention of new HIV infection During the reporting period, the following events were undertaken:

• peer group networking; • programme orientation on the CBHFA approach; • life-skill-based peer educator refresher training; • basic CBHFA training adapting the CBHFA curriculum; • two quarterly meetings of the CBHFA team; and • meetings between peer educators and Red Cross outreach workers.

Additionally, there have ongoing peer educator and peer learning group mobilisation, voluntary counselling testing (VCT) services, referral for VCT and condom distribution. As a direct result of regular advocacy and the mobilisation of peer educators, there has been improved health awareness within communities, particularly on HIV, sexually transmitted infections (STIs) and reproductive health. Moreover, a growing number of young people and women have begun to visit ‘youth friendly services’ and health posts for health check ups. Female sex workers have been attending behaviour change communication sessions on condom use, and have gradually been reducing their sexual partners and developing healthier behaviour. Contributing to the reduction of stigma and discrimination Support groups, formed by people living with HIV, have been mobilised to reduce stigma and discrimination through the promotion of humanitarian values and sharing their own positive life experiences as well raising awareness of transmission risks. This programme has reached out to female sex workers and helped to promote safe sexual practices, which has also begun to be appreciated by local hoteliers and owners of cabin restaurants. The support groups also assist in identifying people engaged in risky behaviour and refer them to voluntary counselling and testing (VCT) or youth friendly services (YFS) centres for counselling and testing. Improving quality the of life of orphans, vulnerable children and people living with HIV Through this programme a number of orphans and vulnerable children have been supported through education sponsorship and livelihood support. These activities have brought about fundamental changes to people’s lives, bringing them hope and improving their economic and social status.

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Strengthening NRCS capacities to deliver and sustain the HIV programme HIV trainings for programme staff and volunteers as well as a number of exposure visits have contributed towards improving the quality of programme. Regular monitoring and supervision from headquarters and district chapters have also improved programme implementation. A partnership and sharing meeting with the district health office, health post and sub-health post, people living with HIV/AIDS, female sex workers and other stakeholders helped to minimise duplication and maximise the available resources in the community. In addition, a sustainability planning workshop / handover meeting was conducted at the conclusion of the regionally funded project, and the results were shared at the local level. Outcome 3: Preparation for and improved capacity to respond to a pandemic is increased at district and household levels. NRCS has been implementing the humanitarian pandemic preparedness (H2P) project since September 2008 in four districts (Illam, Kathmandu, Nawalparasi and Bardiya) to strengthen institutional capacity and community resilience against pandemic influenza. During the reporting period, district pandemic preparedness plan development meetings were conducted in each of the four project districts with the participation of the plan development task group, district level government authorities, staff and volunteers of the respective district chapters. H2P project staff from the national headquarters also ensured the plan was more comprehensive and multi-sectoral. Around 900 female community health volunteers were trained on pandemic influenza preparedness and were provided with influenza pandemic response kits. These volunteers are the first community responders to form part of the government's health system. The training enabled participants to understand basics of influenza pandemics and how to respond at local level. The response kit containing, basic equipment and medicine, will enable them to respond to outbreaks of influenza at community level. A series of very successful one-day trainings were held in an additional 20 districts, reaching 736 people, including 103 women. The objective of the trainings was to increase awareness and practice of basic preventive measures, hospital referrals and home treatment. There are further plans to extend the training to the remaining 41 districts across the country. The project also re-printed and distributed additional 300,000 copies of leaflet on pandemic influenza to district sub-chapters and communities throughout the country in February and March 2010. In coordination with the NRCS organisational development department, the project prepared a database of volunteers who have received training on pandemic influenza, which will be crucial for ensuring rapid mobilisation during a pandemic. The database can be accessed in www.rcvolunteers.org. During the reporting period, a monitoring and supervision visit was made from the NRCS national headquarters to the project districts and Bardiya, Nawalparasi and Ilam. The visits helped to ensure the quality of the programme and enabled positive discussion with district executive members about the project outputs, activities, timeframe and financial issues in accordance with NRCS policies. Constraints or Challenges In addition to the fluid political situation, for the HIV programme, one of the major constraints for this period was uncertainty of funding, which delayed the development of the implementation plan for 2010. The first quarter was a transitional period involving the phasing out of the regionally-funded project and designing new projects to bridge the gaps. During the reporting period, the H2P project faced some challenges in selecting female community health volunteers for training, due the overwhelming demand and limited training quota in the project districts. In addition, the timing of some activities was affected by strikes.

Organisational development Programme component 1: Volunteer management Outcomes

1. Volunteer development The volunteer database is further improved and the capacities of volunteers are strengthened through orientations and leadership training.

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2. Junior/Youth Red Cross organisation development and service

The capacity of junior/youth members is strengthened to effectively deliver humanitarian services of the Movement.

3. Gender and women development Participation of women at all levels of the national society is increased.

Achievements Outcome 1: Volunteer development The volunteer database is further improved In 2009, NRCS established a volunteer database website www.rcvolunteers.org. During the reporting period, the NRCS updated the database regularly and it has proven useful for mobilizing volunteers for both regular activities and during emergencies. For example, NRCS was able to rapidly mobilise 1,321 Red Cross action team (RCAT) and first aid volunteers during the week-long Maoist mass protests and strikes in May. The teams provided health, care and sanitation services in accordance with orientation sessions based on the NRCS volunteer manual. Orientation sessions during regional seminars During the reporting period, central and mid-western regional seminars were successfully held in Dolakha and Dailekh. A total of 90 governance representatives from 30 district chapters actively participated in the seminars and 32 volunteers were oriented and mobilised to support logistics and manage a Red Cross awareness-raising rally. The seminars were focused on the management of the volunteer database, the volunteer management manual, improving organisational and volunteer capacity and ‘sense of ownership’. Participants were encouraged to develop infrastructure to enable further volunteer mobilization within district chapters and sub-chapters. Participants also committed to allocate funds for operating and updating the volunteer database and accident insurance for volunteers in their respective district.

Volunteer insurance NRCS joined the Global Accident Insurance Coverage for Red Cross and Red Crescent volunteers in 2009. During the reporting period, 1,931 RCAT, first aid and other programme volunteers of NRCS were insured, with financial support from the H2P and first-aid programmes and the ICRC. This insurance has motivated the volunteers to provide more time for Red Cross activities, ensuring better services for vulnerable communities. Volunteer involvement in organisational activities In April, NRCS successfully organised the 39th General Assembly in Parsa district

involving 267 delegates from 72 district chapters. The Assembly committed to the dissemination of Strategy 2020 in its development strategy and throughout all organisational units of NRCS including local plans and programmes. The Assembly also committed to enhancing organizational and volunteer capacities at local level volunteer to reduce vulnerability to climate change and global warming. A total of 60 volunteers, of whom 50 per cent were women, were orientated and mobilized in preparation for the Assembly to support logistics and services for delegates. Operational alliance (OA) light for organisational development During the reporting period, several meetings and discussions took place to facilitate the implementation of the NRCS organisational framework together with Movement partners, as agreed during the partnership

Peer educators praticing the networking system during the peer educators networking training in Doti district. Photo: Nepal Red Cross Society.

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meeting in Pokhara in November 2009. A number of partners have pledged support for different aspects of the organisational development framework and NRCS is in the process of developing more detailed project proposal, log-frames and budgets. Outcome 2: Junior/Youth Red Cross organisation development and service The junior/youth Red Cross programme has been focusing on strengthening coordination among the district chapters and sub-chapters, and promoting their working relationships through the organisation of forums and sub-forums to better manage their junior/youth circles and involve them in Red Cross humanitarian activities within their respective fields. As a result, the junior/youth programme has been contributing towards the overall organisational development of NRCS. During the reporting period, six districts (Tehrathum, Sankhuwashabha, Okhaldhunga, Darchula, Bajhang and Bajura) were selected for implementing junior/youth Red Cross organisation development and service programmes. The targets for this programme were 20,548 junior/youth Red Cross volunteers and members, teachers and teacher sponsors. A plan of action for 2010 was also developed based on the available resources, with activities including programme orientations in project districts, youth leadership training for youth volunteers, leadership management training for junior/youth volunteers, conduction of junior/youth camps and support to the junior/youth Red Cross circles. In May, 14 people in Sankhusabha, including governance volunteers, youth volunteers, programme focal persons and staff from three of the programme districts (Sankhusabha, Tehrathun and Okhaldhunga) were oriented on the junior/youth programme. The orientation focused on the formation, roles and responsibilities of district junior/youth forums and sub-forums. The next orientation programme has been scheduled in Bajhang during mid-June for the remaining three districts (Bajhang, Dadeldhura and Bajura).

Outcome 3: Gender and women development During the reporting period, the gender and women development operational plan for 2010 was developed at headquarters level. It includes detailed activities, budget, action plan and timeline as well as the responsibilities of the stakeholders at different levels. This year, one new district (Sankhuwasabha) has been selected for project implementation in two village development committees. NRCS has also been conducting gender and diversity inclusion activities in coordination with and support from ICRC since 2009. Programme component 2: Strengthening support service mechanisms

Outcome

1.Human resource management Feasibility study for human resource development institute is carried out.

2.Planning, monitoring, evaluation and reporting (PMER)

Planning, monitoring, evaluation and reporting capacity of the NRCS is enhanced thereby promoting its institutionalization.

3.Finance and resource development NRCS’s capacity to mobilize in-country resources is increased. Outcome 1: Human resource management Although no funding has been received for this programme component yet, during the reporting period, NRCS has developed a detailed project proposal for the feasibility study for the human resource development institute. The human resource management department has also been providing "management capacity development training" to programme coordinators, senior officers and officers in the national headquarters with the bilateral support of Belgian Red Cross (Flanders). Outcome 2: Planning, monitoring, evaluation and reporting (PMER) Since this programme component has not been funded during the reporting period, no planned activities were carried out. However, the NRCS PMER officer has been engaging closely with the PMER unit in the International Federation Zone office in Kuala Lumpur for technical input and is coordinating all the reports of International Federation-supported programmes. Additionally, a four-day PMER training workshop took place in July, organized jointly by NRCS, British Red Cross and the International Federation for NRCS staff and in-country Movement partners.

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Outcome 3: Finance and resource development Asia Pacific resource generation steering group NRCS is a member of the Asia Pacific resource generation steering group, which promotes learning and sharing about fundraising between national societies. In April, the NRCS communications director participated in the Fund Raisers Network conference held in New Zealand with financial support of the International Federation Zone office. During the conference, NRCS presented a paper on "fundraising in partnership with media” and shared experiences in communications and fundraising at district chapter level. A special working group was formed with Nepal, New Zealand, Philippines, Papua New Guinea and Fiji Red Cross to share their plans and other relevant documents with a view to developing new plans for fundraising. NRCS has also taken on the responsibility of coordinating the review of the communication chapter of the Asia Pacific fundraising handbook. Finance Development Project NRCS implemented a finance development project in 2009 with the purpose of strengthening financial management capacity of NRCS. The project was supported by the International Federation through the regional finance development programme funded by Danish Red Cross. Under the project, six finance management and sense of ownership related trainings/workshops were planned, of which four trainings/workshops took place: a governance level finance management workshop, a basic accounting and store management training, a sense of ownership workshop and an audit management workshop. The remaining two trainings on narrative/financial reporting and financial/software management are scheduled for the second half of 2010. During the reporting period, a proposal on finance development was developed incorporating the postponed trainings and submitted to the International Federation South Asia regional office. NRCS has also been promoting sense of ownership among the governance volunteers and management staff at all level (national headquarters to district chapters). During the reporting period, a session was conducted on sense of ownership during the mid-eastern and mid-western regional seminars. Constraints or Challenges: One of the biggest challenges faced by the programmes is the retention of a large number of trained volunteers and junior/youth members and to keep them motivated. The maintenance of a proper database containing information on volunteers is also a challenge due to the lack of office equipment and financial resources in sub-chapters and some district chapters.

Humanitarian values The outcomes for the humanitarian values component of this country plan have been further refined for as follows: Programme component Outcome

1. Humanitarian values promotion

Humanitarian values are integrated within health and care, disaster management and capacity building programmes of the NRCS and an additional 100,000 people are reached for the promotion humanitarian values.

2. Reducing discrimination Discrimination against minorities, women, returnees, children and people living with HIV is reduced in 35 selected communities

3. Communications capacity building

Communications capacity of the NRCS communications focal points in national headquarters and selected district chapters is improved.

Achievements Outcome 1: Humanitarian values promotion Community development, HIV/AIDS and drinking water and sanitation programmes have all successfully integrated humanitarian values into their training programmes and have been actively training the Red

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Cross community level volunteers on humanitarian values promotion. During the remainder of 2010, and subject to sufficient funding being received, NRCS intends to encourage a wider sharing of good practices and documenting this through case studies. The appointment of humanitarian values coordinators at central and district levels will also be encouraged. Although not funded through this country plan, the radio programmes run by NRCS have also helped reduce discrimination, promote human dignity and encourage social inclusion. During 2010, Radio Nepal and Radio Sagarmatha FM have each broadcast 22 episodes consisting of humanitarian stories focused on advocacy for humanity and the reduction of discriminatory practices, reaching around 150,000 persons. Additionally, commencing in March Janakpur FM and Narayani FM from the central Terai region have broadcast Red Cross programmes on a weekly basis. The programmes have reached an estimated 80,000 persons across eight districts. The production of the radio programmes in local languages has helped to reach a wider audience and improve the effectiveness of the humanitarian messages. Outcome 2: Reducing discrimination All NRCS programmes have included dissemination of the Fundamental Principles of the Red Cross and Red Crescent Movement in their programme components. During the reporting period, a refresher training of trainers was conducted in Banepa on the dissemination of Red Cross Fundamental Principles and International Humanitarian Law (IHL), involving a total of 16 volunteers from 14 different district chapters and national headquarters. Similarly, a dissemination training on the Fundamental Principles and IHL was conducted in April for 24 volunteers from 24 different district chapters. The trained volunteers will now be conducting dissemination sessions in their respective districts. Radio stations have also been disseminating the Fundamental Principles through special programmes. In particular, an NRCS radio programme was aired on 22 May, covering an event in Lamjung called "Eating Together". This event was organised to close the gap within the caste system and to break down barriers with so-called ‘untouchables’. This event was an important step towards reducing discrimination within the rural community. A one-day orientation on Fundamental Principles was also conducted for all 18 staff of Sagarmatha FM in April 2010. Outcome 3: Communications capacity building During the reporting period, ten communications focal persons from the Dhanusa and Parsa district chapters were trained in communications skills for delivering news to FM radio stations, increasing their confidence to provide good quality information for radio broadcasters. There was also an agreement with the concerned FM stations of these two districts for broadcasting Red Cross programmes. During March, communications focal persons from the NRCS national headquarters were provided with an orientation session on updating the NRCS website, to build greater capacities for emergency situations. Similarly, two communications focal persons from the NRCS headquarters are undertaking an audio-visual editing course to develop their skills in editing radio programme episodes and visual text such as video documentaries and website content. At the regional level, the NRCS communications director has been nominated to chair the communications network steering group, consisting of eight national societies from Asia Pacific. Additionally, NRCS has been selected to host Asia Pacific communications forum, scheduled for November 2010 in Kathmandu. Constraints or Challenges: As there was no funding for the humanitarian values programme, many planned activities have not been completed. Some of the activities, such as training on the dissemination of the Fundamental Principles and IHL and the radio programmes were conducted with the support of ICRC. As an increasing number of people in Nepal prefer to listen to local FM radio, the number of listeners to Radio Nepal are decreasing. Consequently, NRCS is planning to expand it programming though a greater number of local FM stations across all five regions of the country. Additional programmes supported by the International Federation Strengthening disaster laws NRCS legal unit has been implementing a short term project on international disaster response laws, rules and principles (IDRL) since 2009. The NRCS legal unit with support from communications staff is undertaking a "legal preparedness study for strengthening legal and policy framework in disaster in

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Nepal". The purpose of the project is to identify the gaps and areas of good practice in domestic facilitation and regulation of international assistance in times of disaster. During the reporting period, NRCS collected and analysed all relevant laws, regulations and policies related to IDRL and prepared a draft report which compares the existing legal framework in Nepal with the IDRL guidelines adopted by the International conference of the Red Cross and Red Crescent in 2007. The report will be finalised soon after consultation with stakeholders. The study report revealed that the existing legal framework of the country does sufficiently provide for international assistance for disaster relief and recovery. Thus there is a need for the further development of domestic laws in this regard. Recently, the Government of Nepal has endorsed a national disaster risk reduction strategy which widens the scope for disaster management and includes a role for international assistance. However, there is still a need to finalise the new disaster management act to enable the proper implementation of this strategy. As an interim measure, NRCS and the International Federation are recommending that the government develop a set of guidelines in consultation with the humanitarian community to better facilitate and regulate international assistance in times of disaster. Emergency appeal for responding to a possible diarrhoea outbreak With the increase in temperatures and scarcity of safe drinking water, diarrhoea cases have been on the rise in remote districts of the mid- and far-western regions of Nepal since mid-April. According to the Nepal Epidemiology and Disease Control Division (EDCD), the numbers of deaths have far reached 21 and over 600 cases have been reported. In response, the concerned NRCS district chapters conducted rapid assessments and mobilised trained volunteers to provide water purification tablets, referral services and awareness-raising campaigns. Learning from the NRCS’s acute watery diarrhea outbreak response in 2009, the International Federation, on behalf of NRCS, launched an emergency appeal in May to address the gaps identified from the resource mapping undertaken by the government and the WASH cluster, to reduce the immediate risk of a diarrhoea outbreak as well as address the long-term factors which encourage the spread of waterborne diseases. The operation is being implemented in high risk areas, with a focus on seven of the most affected districts of Jajarkot, Rukum, Achham, Dadeldhura, Bajura, Baitadi and Bhajang. During this operation period, NRCS will conduct intensive water, sanitation and hygiene promotion campaigns including awareness-raising and information about treatment facilities through volunteer mobilisation and will provide diarrhoea prevention kits (soap, oral rehydration solution and chlorine tablets) and other supplies like IEC materials, and stretchers at community level. In addition, NRCS will undertake longer term activities to ensure the vulnerable communities remain resilient to outbreaks in the future. This operation is expected to be implemented over nine months, and will therefore be completed by 13 February 2011. However, more funding is needed to ensure the operation can achieve its full target. A final report will be made available three months after the end of the operation. More information is available at: http://www.ifrc.org/where/country/cn6.asp?countryid=123

Working in partnership Working in partnership continues to be one of the core strengths of NRCS, which is currently working with over 25 partners including UN agencies, government organisations, the International Federation, ICRC, partner national societies and national and international non-governmental organisations for effective programme implementation. Some highlights are included below. Partnerships for HIV/AIDS In the area of HIV/AIDS, NRCS is working in close coordination with district health offices (DHO), health posts and sub-health posts as well as well district AIDS coordination committees (DACC) and district reproductive health coordination committees (DRHCC). NRCS has also expanded partnerships with networks for people living with HIV/AIDS, local FM radio stations, newspapers and other local stakeholders to undertake its activities.

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Partnerships for Pandemic Preparedness NRCS is the coordinator of the H2P working group formed by Save the Children US, Care Nepal and AI.COM. The working group aims to provide greater consistency in the quality of programming and ensure that activities are implemented in harmonised manner. The working group also maintains a close link with government ministries and works collaboratively with a number of government committees at different levels. Additionally, the working group advocated with other international and national non-governmental organisations and government agencies to built greater synergy across different programmes to integrate H2P issues into national disaster risk reduction planning. These agencies included OXFAM GB, Action Aid, Kirtipur volunteer society, Disaster Preparedness Network (DPNET) Nepal, UN agencies (UNICEF, UNOCHA and WHO) as well as the Ministry of Home Affairs, Ministry of Health and Population, and Ministry of Education. Setting national standards for assessments and non-food relief items NRCS has recently standardized its rapid assessment tools which, following collaboration with government and UN agencies, are in the process of adoption by the government as a national standard. NRCS standards non-food relief items have also been improved based on community needs and suggestions received from government and other agencies during several consultation meetings. These standards have been adopted by the Emergency Shelter Cluster in Nepal. Engagement with the emergency shelter cluster As described above, International Federation is the coordinator of the emergency shelter cluster in Nepal, together with UNHABITAT, and works closely with NRCS to fulfil this function. During the reporting period, three shelter cluster meetings were hosted by the International Federation involving a number of agencies such as UNHABITAT, Department of Urban Development and Building Construction (DUDBC), National Society for Earthquake Technology (NSET), National Centre for Disaster Management (NCDM). Nepal Disaster Risk Reduction Consortium The Nepal Disaster Risk Reduction Consortium is a collaborative initiative of five organisations (Asian Development Bank, World Bank, UNOCHA, UNDP and the International Federation), which together with the Government of Nepal has identified a number of key ‘flagship’ areas to prioritise in working towards greater disaster risk reduction in Nepal. The International Federation is the flagship leader for the community-based disaster risk reduction component and together with NRCS will seek to identify key gaps in programmes and funding to be addressed in partnership with other stakeholders. Expanding partnerships with private organisations A new partnership with Agni Airlines, which commenced in January 2010 for a three-year period, will enable NRCS to implement the HIV programme in Rasuwa district. Additionally, a Memorandum of Understanding has been signed with a local FM radio station for broadcasting messages on health promotion in Dolkha district and with people living with HIV/AIDS (PLWHA) organisations in three districts of Jhapa, Doti and Surkhet as well as at national level. Working within the Movement Over the past few years, there has been an increasing shift of partner national societies towards bilateral partnerships with NRCS rather than through the International Federation support plan. Thus, the International Federation country office in Nepal is focusing its support on strategic issues, facilitation of technical experts for capacity building, coordination, international representation, fundraising, planning, monitoring and reporting as well as supporting emergency appeals and operations. The approach of using the OA model in different programme areas has certainly helped to encourage greater cooperation and sharing among Movement partners and will be further developed during the remainder of 2010. Additionally, there is a need to develop opportunities for regular discussions with NRCS and partners on a more strategic level, to ensure that partners are working collaboratively with the common objective of strengthening the capacities of NRCS and to further the Cooperation Agreement Strategy, which was last updated during 2009. Adopting an integrated approach within NRCS NRCS has been working towards ensuring that all its planning and programmes across different departments are appropriately integrated and that cross-cutting issues such as gender, social inclusion and humanitarian values are reflected in all activities. During the reporting period, NRCS continued the system of ‘focal points’ identified to lead and coordinate cross-departmentally on specific issues and a

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series of meetings with senior management to ensure effective information exchange and shared decision-making between departments.

Contributing to longer-term impact NRCS has identified a number of strategic commitments as part of its fifth development plan which will help to ensure the longer-term impact of its humanitarian work:

• Focus on quality programming while scaling-up its activities; • Building capacities at all levels to stay responsive; • Applying an integrated planning and programme approach, including the consolidation of

current projects.

Consequently, capacity building from community to district to national level remains at the core of NRCS programming and is strongly reflected in all the components of the International Federation support plan. Indeed, district chapters, and often communities themselves, have played a key role in planning and implementing NRCS programme activities and have received training on a wide range of areas to develop greater awareness and understanding of humanitarian work and the need to reduce vulnerability to a range of different hazards. The International Federation, through its country, regional and zone offices, has been supporting NRCS in improving the quality of programming through the provision of technical support and training opportunities for staff and volunteers in different programme areas. Additionally, NRCS integrates evaluations and lessons learned processes into all of its programmes which provide valuable information for improving the effectiveness and sustainability of future programming. NRCS has also been active in capturing and sharing good practices with other partners in Nepal.

Looking ahead As the NRCS’s fifth development plan reaches its end in 2010, attention will be turning towards the next development phase of the national society. The PMER training workshop which took place in early July was an important opportunity to bring key NRCS staff and in-country Movement partners together to learn and share experiences on planning processes, develop common understanding on the core expectations of quality PMER and to map out a process and the key roles and responsibilities for the next planning cycle. In particular, efforts will be made to align future planning with the National Development Plan for Nepal, the Millennium Development Goals, as well as Strategy 2020 and other key Movement plans and policies.

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How we work The International Federation’s activities are aligned with its Global Agenda, which sets out four broad goals to meet the Federation's mission to "improve the lives of vulnerable people by mobilizing the power of humanity".

Global Agenda Goals: • Reduce the number of deaths, injuries and impact from

disasters. • Reduce the number of deaths, illnesses and impact from

diseases and public health emergencies. • Increase local community, civil society and Red Cross Red

Crescent capacity to address the most urgent situations of vulnerability.

• Reduce intolerance, discrimination and social exclusion and promote respect for diversity and human dignity.

Contact information

For further information specifically related to this report, please contact:

In Nepal: • Nepal Red Cross Society: Umesh Prasad Dhakal, (Executive director, NRCS); email:

umesh@nrcs.org; phone: +977.14.27.0650; fax: +977.14.27.1915 • International Federation Country office in Nepal: Victoria Bannon (Federation representative);

email: victoria.bannon@ifrc.org; phone: +977.14.28.5843; fax: +977.14.28.6048 International Federation South Asia office in Delhi:

• Azmat Ulla (Head of regional office); phone: +91.11.2411.1125; fax: +91.11.2411.1128; email: azmat.ulla@ifrc.org.

• Michael Higginson (Regional programme coordinator); phone: +91.11.2411.1122; email: michael.higginson@ifrc.org.

International Federation Asia Pacific Zone office in Kuala Lumpur:

• Jagan Chapagain (Deputy head of zone); phone: +603 9207 5702; email: jagan.chapagain@ifrc.org.

• Alan Bradbury (Resource mobilization and PMER coordinator); phone: +603 9207 5775, email: alan.bradbury@ifrc.org Please send all funding pledges to zonerm.asiapacific@ifrc.org.

<financial report below; click to return to title page>

Selected ParametersReporting Timeframe 2010/1-2010/6Budget Timeframe 2010/1-2010/12Appeal MAANP001Budget APPEAL

All figures are in Swiss Francs (CHF)Interim Financial Report

MAANP001 - Nepal

International Federation of Red Cross and Red Crescent Societies

I. Consolidated Response to AppealDisaster

ManagementHealth and

Social ServicesNational Society

DevelopmentPrinciples and

Values Coordination TOTAL

A. Budget 397,453 601,817 162,516 0 154,693 1,316,478

B. Opening Balance 206,189 66,886 29,929 1 37,257 340,263

IncomeCash contributions

# Austrian Red Cross 14,674 14,674Belgian Red Cross (Flanders) 22,444 22,444Danish Red Cross 780 780Danish Red Cross (from Danish Government) 11,220 11,220Netherlands Red Cross (from NetherlandsGovernment) 5,214 5,214

New Zealand Government 103,468 103,468Swedish Red Cross 23,505 10,969 3,134 37,607Swedish Red Cross (from Swedish Government) 88,422 41,264 11,790 141,476United States Government - USAID 200,490 200,490

# C1. Cash contributions 27,659 415,884 52,233 41,597 537,372

Outstanding pledges (Revalued)# Japanese Red Cross 36,530 24,353 60,884

Netherlands Red Cross (from NetherlandsGovernment) -5,580 -5,580

Swedish Red Cross 22,152 10,338 2,954 35,443Swedish Red Cross (from Swedish Government) 83,333 38,889 11,111 133,333

# C2. Outstanding pledges (Revalued) 30,951 129,839 49,226 14,065 224,081

Income reserved for future periods# United States Government - USAID -28,722 -28,722# C3. Income reserved for future periods -28,722 -28,722

C. Total Income = SUM(C1..C6) 58,609 517,001 101,459 0 82,181 759,251

D. Total Funding = B +C 264,798 583,888 131,388 1 119,438 1,099,514

Appeal Coverage 67% 97% 81% #DIV/0 77% 84%

II. Balance of FundsDisaster

ManagementHealth and

Social ServicesNational Society

DevelopmentPrinciples and

Values Coordination TOTAL

B. Opening Balance 206,189 66,886 29,929 1 37,257 340,263C. Income 58,609 517,001 101,459 0 82,181 759,251E. Expenditure -133,305 -324,213 -70,250 -1 -91,084 -618,853F. Closing Balance = (B + C + E) 131,494 259,674 61,138 0 28,354 480,661

Other IncomeServices 26,520 26,520C6. Other Income 26,520 26,520

Prepared on 16/Aug/2010 Page 1 of 2

Selected ParametersReporting Timeframe 2010/1-2010/6Budget Timeframe 2010/1-2010/12Appeal MAANP001Budget APPEAL

All figures are in Swiss Francs (CHF)Interim Financial Report

MAANP001 - Nepal

International Federation of Red Cross and Red Crescent Societies

III. Budget Analysis / Breakdown of ExpenditureExpenditure

Account Groups Budget DisasterManagement

Health and SocialServices

National SocietyDevelopment

Principles andValues Coordination TOTAL

Variance

A B A - B

BUDGET (C) 397,453 601,817 162,516 0 154,693 1,316,478

SuppliesConstruction Materials 10,308 10,308Teaching Materials 2,692 2,692Other Supplies & Services 37,393 37,393Total Supplies 50,392 50,392

Land, vehicles & equipmentLand & Buildings 20,108 20,108Vehicles 2,461 2,461Computers & Telecom 32,783 32,783Office/Household Furniture & Equipm. 1,154 1,154Others Machinery & Equipment 104,527 104,527Total Land, vehicles & equipment 161,032 161,032

Transport & StorageTransport & Vehicle Costs 23,658 6,608 6,608 17,049Total Transport & Storage 23,658 6,608 6,608 17,049

PersonnelInternational Staff 86,358 49,677 49,677 36,681National Staff 105,811 17,162 17,162 88,649National Society Staff 213,396 213,396Consultants 17,114 17,114Total Personnel 422,680 66,839 66,839 355,841

Workshops & TrainingWorkshops & Training 360,215 2,178 2,178 358,037Total Workshops & Training 360,215 2,178 2,178 358,037

General ExpenditureTravel 25,597 3,278 3,278 22,319Information & Public Relation 8,738 68 68 8,670Office Costs 23,852 3,102 3,102 20,750Communications 26,164 37 1,871 1,907 24,256Professional Fees 31,135 3,039 3,039 28,096Financial Charges 16,601 157 -817 -660 17,261Other General Expenses 86,067 3,864 6,442 1,872 1 -591 11,588 74,478Total General Expenditure 218,152 4,021 6,442 1,909 1 9,950 22,322 195,830

Contributions & TransfersCash Transfers National Societies 121,148 297,984 64,036 483,168 -483,168Total Contributions & Transfers 121,148 297,984 64,036 483,168 -483,168

Programme SupportProgram Support 80,348 8,136 19,788 4,305 5,509 37,738 42,610Total Programme Support 80,348 8,136 19,788 4,305 5,509 37,738 42,610

TOTAL EXPENDITURE (D) 1,316,478 133,305 324,213 70,250 1 91,084 618,853 697,625

VARIANCE (C - D) 264,148 277,603 92,266 -1 63,609 697,625

Prepared on 16/Aug/2010 Page 2 of 2