1.

South Asia

In brief Programme Summary: • The regional programmes took another step to working more closely together in 2006, with a

number of initiatives for the four main programmes to collaborate on joint training and capacity building initiatives throughout the region. These efforts are building on attempts to ensure a more comprehensive and integrated approach to programme management both within Federation delegations and in national societies of South Asia.

• Programmes had to be modified a number of times during the year due to the reprioritization process of the tsunami appeal programmes, which until the middle of 2006 constituted a significant part of the regional programmes overall financial resources.

• The funding situation was positive overall, although some of the high percentage coverage of programmes hides the poor funding of individual projects, especially the disaster response project of the disaster management programme, which only received 21% funding. Similarly three of the four projects of the OD programme had between 45% - 57% coverage. The funding picture for 2007 is not at all positive, with 6 projects having less than 30% coverage at the time of writing.

Health DM HV OD Coord. &

impl. Total Expenditure in 2006 as % of total funding 79% 79% 99% 80% 98% 82%Funding coverage of original 2006 budget 96% 94% 36% 62% 84% 83%Funding coverage of revised 2006 budget 102% 101% 95% 102% 102.69% 102%Expenditure as % of revised 06 budget 81% 80% 94% 81% 101% 84%Latest funding coverage of 2007 budget 17% 33% <1% 8% 12% 18%

Appeal No. MAA52001 This report covers the period of 01/01/06 to 31/12/06 of a two-year planning and appeal process. In a world of global challenges, continued poverty, inequity, and increasing vulnerability to disasters and disease, the International Federation with its global network, works to accomplish its Global Agenda, partnering with local community and civil society to prevent and alleviate human suffering from disasters, diseases and public health emergencies.

Red Cross Red Crescent volunteers take shelter as a United Nations helicopter heads back to base following delivery of relief items in northern Pakistan. International Federation/John Tulloch

Needs: Total 2006-2007 budget CHF 5.73 million (USD 4.75 million or EUR 3.60 million) out of which 36% iscovered. Click here to go directly to the attached Financial Report 2006. No. of people we help: “direct beneficiaries” of regional programmes are typically staff and volunteers in national societies and Federation country delegations. This includes training, coachingand financial support. In this context “direct beneficiaries” in 2006 were as shown on the right. Indirectly, this capacity building work contributes to the direct beneficiaries of the 7 country programmes within south Asia. Please refer to the beneficiary numbers in the south Asia country reports for a more comprehensive picture of the reach of the south Asia regional programme. Our Partners: External partners include WHO, UNICEF, UNESCO, UNFPA, Mamta, Naz Foundation and APN+, ECHO, Geohazards International, UNDP, the British Council, Reuters. There is also collaboration with a number of international news agencies, Key Movement partners are the ICRC and the national societies of Canada, Japan, Germany, Spain, Great Britain, Finland, Sweden, Korea and New Zealand

DM Health OD HV Total 266 82 295 200 843

Current context South Asia continues to be fraught with internal conflict, terrorist attacks and many other challenges. Politically, the region remains a paradox, with overall stability and significant improvements in the economy and employment rates in India, but constantly fluctuating political unrest in all other countries. Security problems were prevalent in almost all countries, but especially in Afghanistan, Bangladesh Sri Lanka and Nepal. The ongoing security problems are a continued challenge to the work of the regional delegation, as visits of SARD staff frequently had to be rescheduled, making it difficult to provide an optimal level of support Bangladesh, India, Nepal, Afghanistan and Pakistan all experienced flooding or landslides following the monsoon but the effects were relatively minor, and were managed largely using existing resources of the national societies and Federation presence in the region, with only one DREF application made in 2006, by India Red Cross One of the most significant ongoing health threats in the region remains the relentless spread of HIV/AIDS. The rate of people recorded as living with HIVAIDS has increased alarmingly, particularly in India. Supporting the scaling up of the HIV/AIDS programme across the region, and the HIV/AIDS consortium in India are two key ways in which the delegation is addressing this very serious issue. One significant development was the granting of a “legal status agreement” to the International Federation by the Government of India in August 2006. The agreement provides legal and fiscal advantages similar to the status of a diplomatic mission, enabling the Federation to carry out its humanitarian activities more effectively in India.

Progress towards objectives Health and care Goal: Community vulnerabilities related to poor health in the south Asia region are reduced Objective: Red Cross and Red Crescent societies in south Asia have enhanced capacity to reduce vulnerability through improved public health intervention, both in normal and in emergency situations, by working with communities and civil society, and promoting health and the right to access by vulnerable populations.

This year has seen the regional health unit (RHU) consolidating and strengthening its approach in its focus areas namely programme support, knowledge management, advocacy, partnership and resource mobilization. The unit has developed its regional strategic plan (2006 – 2009) aligned with the Federation’s global health policy and strategy, Global Agenda and with the Millennium Development Goals (the strategic plan is available with the RHU). The programme primarily contributes to the first and second Global Agenda goals. The HIV project provides a strong foundation for enhanced activities under the emerging Global Alliance. South Asian countries received consistent and appropriate support with the RHU playing an active role in the evaluation of the emergency mobile units in Afghanistan, recovery planning in Pakistan, support to measles vaccination campaigns and youth peer education on HIV/AIDS in Bangladesh, as well as supporting HIV/AIDS programming in all the countries. Regional meetings have consolidated partnerships with country counterparts, and focused on knowledge sharing on blood safety, monitoring and evaluation with focus on HIV/AIDS, development of CBFA tools and manual, public health in emergencies and SARNHA (South Asia Red Cross and Red Crescent Network on HIV and AIDS).

Regional Health and Care Development Project Project objective: National societies in the region deliver responsive, quality and sustainable community-based health and care programmes that empower communities to be resilient to disease risks, the impact of disasters and other public health crises.

Key achievements • The RHU, guided by its strategic plan, has delivered meaningful, consistent and coordinated

support to health sector development and health programming needs of all National Societies (NS) in the region.

• Working closely with country delegations, the unit ensured that National Society programmes across the region are in line with evidence-based practices, contribute to national health policies and guidelines, and adhere to broader Federation global health policy and strategy.

• The PHIE (public health in emergencies) component has already influenced National Societies in setting up a good platform for emergency health preparedness programming. An opinion study conducted by the unit and review of revised country appeals indicate that there is now a better understanding on the PHIE concept both by the health managers and NS leadership.

Some specific examples of the RHU support to National Society priorities was supporting the evaluation of emergency mobile units and the strategic planning process in Afghanistan, implementation of health policy and strategies and setting up of health coordination mechanisms in Nepal, and earthquake recovery programming in Pakistan. It was also able to significantly support the Federation delegation in the Maldives in integrating a community-based first aid (CBFA) project in the year-long community-based disaster management component of the tsunami recovery programme, supporting the national campaign for dengue/chikungunya prevention and control, and upgrading the first aid training of the Faculty of Health Sciences. Public health in emergencies (PHIE) programming in different countries have gained further momentum. The concept is now better supported by National Society leaders and managers, as can be seen by the increased training on PHIE in India and Bangladesh, supported by SARD. All National Societies and country delegations now have health managers/officers who can play active roles in emergency preparedness and response. The RHU has contributed significantly in this development as part of its four-year (2006-2009) PHIE framework. In the regional PHIE workshop in May 2006, PHIE tools and guidelines developed, adapted or compiled by the unit were distributed, and e-mail networks were established for PHIE-trained practitioners as well as avian and human influenza (AHI) focal persons in the region. A focal person was identified for the regional PHIE task force. The RHU promotion of the ‘new’ CBFA framework was reinforced by an Asia Pacific CBFA consultation workshop (September 2006) where health managers discussed existing programming practices and shared insights on the tools and materials that will guide the future application of the

approach. The new CBFA framework is a community-based approach to health programmes and is part of the ongoing process of revitalising CBFA. The aim is to help National Societies by clarifying the approach/potential of CBFA, and sets some minimum standards for its implementation. 2006 saw increased networking and communication exchange among National Society health managers resulting in mutual technical and resource support. This increase was supported by RHU through twice-yearly regional health meetings and skills-based workshops; by coordinating task forces (such as avian influenza) and e-mail groups. The RHU worked with the regional disaster management unit (DMU) to promote an integrated approach to health and disaster management programming at both regional and country level, resulting in National Societies having a better understanding of the role of support of both the RHU and the DMU (disaster management unit). Constraints The PHIE component suffered a major setback when the reprioritization of all tsunami programmes worldwide resulted in significant funding to PHIE activities being terminated mid-way through 2006, causing many of the activities to be delayed until 2007. The unit continues to actively reach out to partners to ensure a sustainable funding base for 2007 activities, which remains unsecured at the time of writing.

Regional HIV/AIDS Project Project objective: National societies in the region deliver community-based HIV prevention, care and support programmes that contribute to the reduction of the burden of HIV and AIDS in the region.

Key achievements • With increased focus on development of capacity of the National Societies, the foundation to

scale up HIV/AIDS in the region is now in place. • Most, if not all, National Societies have now put HIV/AIDS as a priority programme and see it as a

comprehensive inter-sectoral issue than a ‘health’ issue. • The RHU has focused on consolidating its support and direction to HIV/AIDS programmes at

country level during the year, focusing on youth peer education (YPE), improving the quality of life of people living with HIV/AIDS voluntary non-remunerated blood donation and building capacity

• All National Societies are now beyond the preparation phase, with some scaling up existing activities and some starting implementation this year

Capacity development has been successful in the recruitment of HIV coordinators in all National Societies, assisting in programme planning, conducting skill building workshops and supplementing these with tools and guidelines (principally ‘HIV/AIDS project management manual’ and the guide ‘Youth peer education: steps’). Sharing information and best practices on youth peer education, life skills, safe blood promotion and programme management have also been key themes for support during regional meetings and country visits. The unit itself has strengthened its capacity by recruiting competent staff at the regional level. The RHU planned and developed tools for conducting annual reviews of country-level projects that are part of the regional HIV/AIDS programme1. The tools are part of the annual review to identify progress and achievements, identify and understand constraints and challenges and to identify steps to improve the programme and adjust expected results. Reviews should also consider the broader background and role of the regional HIV/AIDS programme in the RCRC HIV/AIDS response in south Asia to date.

1 The five-year regional HIV/AIDS programme in South Asia comprises components at the country and regional levels. The ‘regional HIV/AIDS project’ is the regional level component of this HIV/AIDS programme

The RHU also supported HIV coordinators from the Bangladesh Red Crescent, Indian Red Cross, Sri Lanka Red Cross and Nepal Red Cross to participate in the XVI International AIDS Conference held in Toronto. This was a significant opportunity to interact with representatives from the RCRC and other organizations across the world, and to gain new perspectives on the local and global response to HIV and AIDS. Follow-up discussions on emerging prevention technologies, role of civil society, and the importance of a comprehensive approach were held during the subsequent regional health meeting. The YPE component of the project made significant progress with the development of a comprehensive YPE resource pack which will help to develop a uniform approach in youth peer education across the region. In Bangladesh support will centre around training of trainers on YPE/life skills, and in Afghanistan, advice was given to develop a base line survey questionnaire and a draft MoU (memorandum of understanding) with the Ministry of Education. The unit will continue to offer similar support in other countries. Various advocacy initiatives against stigma and discrimination were undertaken during World AIDS Day observed by all National Societies representing public declarations of their commitment. Poster competitions were promoted by the unit and were organised by all National Societies. In addition, street plays, human chain, blood donation camps, poetry competition, rallies, quiz competitions and other awareness generation activities were organised across the region in collaboration with Ministry of Health and other organizations. Constraints It remains a challenge to implement HIV/AIDS activities uniformly across the region. Progress has been varied based on the current capacity and priorities of National Society health departments, and remaining sensitivities around HIV in all countries. Further work, particularly an emphasis on quality, advocacy and development of uniform anti-stigma activities during 2007, is needed before a scaled up operation across the region can be seriously considered. To achieve this, the RHU will continue to promote a comprehensive inter-sectoral HIV/AIDS programme and will work with country delegations to maintain an open dialogue with the National Societies and their relevant partners.

Cross-cutting issues Gender issues, a cross-cutting theme across the regional programme, advocates for the more meaningful involvement of women in programming at various levels, particularly in key staff recruitment, selection of peer educators/outreach workers and the target beneficiaries; as a matter of policy, women have been encouraged to apply for key positions and the majority of HIV coordinators are women. The YPE component aims to include an equal proportion of boys and girls. The programme has been successful in these respects. The low social status of women is a key underlying component that is driving the HIV/AIDS epidemic in south Asia, along with other factors such as widespread poverty and illiteracy. The regional programme will begin to address these aspects together with other basic human rights issues during the coming year. As mentioned in the overview, much effort was made in 2006 to ensure the programme was aligned with global initiatives of the Federation and the wider humanitarian community. Disaster Management Goal: Reduced impact of disasters on vulnerable populations throughout south Asia, as indicated by reduction in the number of deaths and the amount of damage sustained during disasters, and increased capacity of the population to respond and recover.

Objective: Improved response by south Asia RC/RC National Societies to the needs of the most vulnerable disaster-prone populations, before, during and following disasters. Overall there were three major areas of focus on the disaster management (DM) programme:

• Community preparedness and risk reduction - Support to NS in risk reduction programming and community mitigation programmes

• Response/preparedness for response - Developing regional disaster response teams and national disaster response teams

(RDRT/NDRT) - Contingency planning and response planning

• Coordination and cross cutting areas - Aligning with Hyogo Framework for Action (HFA) and the Federation’s Global Agenda - Establishing a regional DM working group and a regional DM strategy - Scaling up gender awareness and beneficiary communication - Integration with other programmes - Geographic Information System (GIS)

In 2006, the third area (coordination and cross cutting issues) was included in different aspects of the two projects as described below. The increased emphasis on these issues resulted in the establishment of a separate project for 20072. Significant progress was made to meet the overall objective, as most indicators on the revised logframe were either met or on track to be met in 2007. With 98% funding coverage of the revised appeal, the regional DM programme in general enjoyed healthy financial status in 2006, although some difficult times occurred for the disaster response project. Consistent programme implementation resulted in an average of 75% expenditure rate. The programme was revised to align the activities with the Hyogo Framework for Action (HFA)3 and related priorities of the Federation’s Global Agenda that aim to scale up actions with vulnerable communities. The DFID-funded regional risk reduction programme, which follows three of the five thematic priorities of the HFA, was incorporated into the annual appeal. This resulted in the significant increase of appeal budget. The incorporation of many activities previously budgeted for under tsunami activities in 2007 (following a global re-prioritization process for tsunami activities) also resulted in an increase in the programme’s budget for 2007.

Disaster Preparedness Project Project Objective: South Asia National Societies are better organized to manage the impact of disasters on the most vulnerable communities through an integrated risk management approach and higher level of coordination with other disaster management stakeholders.

Key achievements The disaster preparedness project in early 2006 had invested a lot of effort to lay down the foundation for programme implementation, particularly focusing on the risk reduction programme in Bangladesh, India and Nepal, organizing orientations and technical workshops such as the vulnerability and capacity assessment (VCA) workshops in Bangladesh and Nepal in collaboration with National Society counterparts. Following this, community mitigation projects in the state of Bihar in India and 15 communities in Nepal were begun in 2006. In Bangladesh, a series of training courses in disaster risk reduction took place with 150 volunteers trained in community based first aid (CBFA), 160 volunteers trained in leadership and over 640 volunteers trained in various livelihood and income generating skills. In addition to several coordination meetings, an exchange visit between Bangladesh Red Crescent and Nepal Red Cross was also organized. This visit reinforced knowledge/information sharing between the two National Societies in terms of a common understanding, analysis and terminology regarding programming, in order to harmonize tools being used by both National Societies. Based on this, the Bangladesh Red Crescent revised their plans and started developing operational guidelines incorporating the learnings in programming that came out of the exchange. SARD (south Asia regional delegation) facilitated two consultancy visits (in March and in September) to improve the quality of this DFID-sponsored risk reduction programme. 2 See programme updateno. 23 The World Conference on Disaster Reduction (WCDR) convened in Kobe, Japan in 2005 identified five priorities in its action plan – the Hyogo Framework for Action (HFA).

Special attention was given to the cross-cutting areas such as beneficiary communication and gender issues. Three months of community-based research in the Maldives concentrated on verifying beneficiary lists and collecting feedback from the target population. This survey contributed towards developing a beneficiary consolidation project, with a strong and growing volunteer base. This strengthened volunteer base has been significant for programme implementation in the Maldives. The regional DM programme is continuously supporting this project, and its outcomes are being documented as a case study. A gender case study was also carried out in Kathmandu valley in Nepal, which looked at women’s participation in one of the Nepal Red Cross mitigation projects. Climate change and the use of GIS in disaster management were other cross cutting issues for which the foundation was laid, and will receive further emphasis in 2007. With technical support from Kyoto University, small-scale community research was carried out in Bangladesh to understand flood-prone communities’ perception towards climate change. Several volunteers were guided in the use of participatory rural appraisal methodologies and questionnaires. It is hoped that this project will also be documented in a case study produced in early 2007. Regional DM working group meetings took place twice in 2006, aimed at encouraging harmonized close collaboration between National Societies. An integrated approach to improve knowledge/ information sharing was reinforced since many practical ideas such as contingency planning, VCA schedules, etc. were shared among the practitioners. The group also started discussions related to the development of a regional DM strategy. Close collaboration with some donor National Societies such as German Red Cross in India and Korean Red Cross in Sri Lanka resulted in a community contingency planning workshop of the Orissa disaster mitigation programme (ODMP) and a DM orientation to provide information on the tools, policies, strategies and programmes that the disaster management programme is implementing globally and regionally. Under the working together concept, technical support to the National Societies were exceptionally carried out in 2006. For instance, extraordinary efforts were given to the India Red Cross’ post graduate diploma course in disaster preparedness and rehabilitation for about four months, taking over 20 credit hours. In Nepal, a joint launch with the communication department of the world disaster report 2006 was successfully organized in December. Over 90% of the output indicators in the revised disaster preparedness project log-frame were accomplished. The only shortfall was collecting and analyzing well preparedness National Society (WPNS) information, which is still in progress.

Disaster Response Project Project Objective: Disaster response capacity at a national and regional level is further improved and mobilization of global, regional and national disaster response systems is ensured by promoting a harmonized disaster management approach.

Key achievements Regional disaster response teams (RDRT) were further developed in 2006, with several deployments building on the success in the Pakistan earthquake operation in late 2005 and early 2006. RDRTs were deployed in Pakistan beyond the emergency relief phase and RDRT members returned to Pakistan in May to support monitoring and training of volunteers. An RDRT training course was held in August with 30 participants and in December, four RDRT members from south Asia were deployed to help the cyclone operation in the Philippines Substantial technical support to country operations included, most notably, a total of 10 weeks in- country assistance to the Pakistan earthquake operation, assisting in designing residual relief plans and a winter contingency plan. Workshops were also held in Nepal and Afghanistan to introduce the basics of warehousing and logistics respectively. The DMU also contributed to national disaster response team (NDRT) training courses in India and Pakistan, participants of which were immediately deployed in floods assessments in India and winter distribution in Pakistan.

In addition, six qualified staff and volunteers from south Asia were supported to attend technical training courses such as the Field Assessment and Coordination Team (FACT) course, the FACT refresher course, the team leader course, the Sphere project training for trainers and a logistics course. Integration with other departments in SARD was emphasized, leading to collaboration in public health in emergencies workshops and a joint workshop with the humanitarian value coordinator on Sphere training in India, highlighting the humanitarian charter. The regional DM programme spent a lot of time supporting other regional, continental and global activities, such as contributing to the NDRT consultancy started by the Geneva Secretariat, and providing feedback on the development of the Asia Pacific regional DM strategy, global DM strategy and DM policy. In 2007, the regional disaster response project is planning to support the two priorities of NDRT and contingency planning in a more systematic manner, most of the groundwork of which had been laid in 2006.

Constraints and lessons learned The cutting of tsunami funding to the regional DM programme was the most unexpected constraint. It was particularly difficult as much effort had been made in January to integrate response activities into the tsunami emergency appeal to avoid duplication, and as there was only 20% income against the original disaster response project budget, However, the programme was able to undertake many response activities with innovative funding approaches, including ECHO thematic funding for the RDRT lessons learned workshop and training course, and using country level funding for NDRT training courses. The limited understanding of the disaster risk reduction concept in National Societies delayed implementation of risk reduction activities in early 2006. Some good examples notwithstanding4, most National Societies’ DM programmes in south Asia have mainly been around preparedness for response and rapid response – hardly surprising given the constant occurrence of rapid onset disasters in the region. A “developmental” approach to disaster management was therefore relatively new to many people. Nonetheless, dramatic progress was made after many orientations, guidance and peer support. A final concern was the lack of knowledge of procedures and standards by many newly recruited people in country delegations and National Societies. This resulted in regional DM staff frequently “filling the gaps” in the technical areas. With the perennial high turnover of staff at all levels, it is vital to develop a more sustainable human resources mechanism. Organizational development Goal: Well-functioning national societies deliver effective and relevant service to vulnerable people and communities. Objective: National societies have programmes that measurably increase assistance to vulnerable communities The programme progressed well overall, with significant developments in information and planning/reporting development, facilitated by an increased human resource base in the delegation and across the region. This information development project developed improved systems of collaboration with National Societies and the media, whereas the planning and reporting project developed a comprehensive approach to training and development which was implemented across the region.

4 For example the mitigation programmes in Assam (risk reduction pilot phase I) and Orissa in India and cyclone preparedness programme in Bangladesh

The financial development project consolidated the success of training in 2005, and focused on encouraging country trainings to take place. The strategic and management development project had some good successes early on in the year, but suffered between April and October as a suitable candidate for the OD delegate position could not be found. Funding was problematic overall with only 62% coverage of the original 2006 budget. Funding also looks problematic for 2007 with low coverage for all projects - strategic management 9%, finance 39%, information 30%, and planning/reporting 11%.

Strategic Planning and Management Development Project Project objective: National societies have improved foundation and increased capacity in resource mobilization, volunteer base and management and branch network for better service delivery and self-sustainability.

Key achievements Implementation of this project was on the right track for the first quarter. However, the project has been seriously affected by the lack of a programme manager (regional OD delegate) since April. As reported in programme update 1, the fundraising consultant began working with all the National Societies in the early part of the year, but there were no specific requests for follow up from National Societies. In addition, the lack of an OD delegate meant that the institutional support to further discuss and promote the importance of fundraising with the National Societies was not possible. In the latter part of the year, low funding of the OD project gave little scope for renewing this activity. The regional OD programme has also helped facilitate a human resources development consultancy in Nepal and Afghanistan, Sri Lanka and Pakistan earlier in the year. Two publications profiling good practice in OD programmes in the region were developed - the volunteer investment and value audit (VIVA) report and fact sheet from Nepal (to be printed in early 2007). VIVA is a measurement tool that assesses the value of volunteered time in relation to resources used to support the volunteers. The second publication was a detailed study of women volunteers in south Asia, approved by the SARD-supported regional gender committee, and distributed across the region. In constitutional matters, the new Afghan Red Crescent constitution has been approved by the Afghanistan parliament in June, and in the Maldives, a working group is finalizing the draft constitution for the setting up of a National Society. Sri Lanka Red Cross was supported by SARD and the service centre in Kuala Lumpur to set up a new volunteer management system and to develop a volunteer policy. Advice and guidance was given in the branch development process to the country delegations in Nepal, Afghanistan, Pakistan, Sri Lanka and the Maldives. In Sri Lanka, Bangladesh and Nepal, the National Societies started to use a simplified OD capacity assessment tool developed by the regional delegation. The hiring of a regional OD consultant in October was great support to the regional strategic process. A draft of a regional strategy was prepared focusing on how to implement the outcomes of the Federation of the Future in the region. The strategy will be discussed at the secretary general’s forum and regional partnership meeting in March 2007.

Constraints and lessons learned A number of activities listed in the original logframe for this project could not be implemented due to the constraint mentioned below. The logframe for 2007 was not modified however, pending appointment of a new delegate in early 2007. The lack of a regional OD delegate since April seriously affected implementation of planned activities. This is a recurring difficulty affecting many delegations world-wide of finding appropriate OD staff with sufficient funding. Although an OD consultant joined SARD at the end of October, this was mainly to focus on regional strategic issues. A suitable candidate was finally confirmed and will join in mid-April

2007. Another constraint at the country level has been the security situation, especially in Nepal, Afghanistan and Pakistan.

Impact The volunteer investment and value audit (VIVA) study from Nepal has been receiving very positive response. It is also expected that other National Societies will use VIVA studies to improve their financial and human resources and service delivery. A number of National Societies have started to focus on diversifying their volunteer base and their volunteer management systems. The publication of a study of women as volunteers in south Asia will further facilitate National Societies’ knowledge of how to go about recruiting, managing and retaining women as volunteers in RC programmes in a very practical manner. The consultancy support provided to Nepal Red Cross to develop a human resource development review will be of great support to further strengthen and develop the HR systems of NRCS.

Financial Development Project Project objective: National societies have strengthened capacity in financial accountability, reporting and management, leading to improvement in quality and timeliness of reports.

Key achievements Support in finance development was consolidated, building on the success of finance development and training work in 2005. In 2006, finance directors in the National Societies/country delegations were increasingly able to manage without extensive external support from SARD. In addition, finance development was scaled up across the region through training at branch level carried out by country finance directors. A thorough needs assessment in the Afghanistan Red Crescent led to a proposal for finance development which will be started once approval is received from the ARCS management. The National Societies of Nepal and Bangladesh were supported in the use of international standard financial software. In Nepal, follow up training in November in the three regional offices increased the knowledge of National Society staff, and the efficiency, quality and timeliness of their work showed a marked improvement. The first phase of installation and training on finance software was completed at Bangladesh Red Crescent headquarters, bringing improvement to financial structures and procedures. The second phase will be to carry out financial software installation and training at the BDRCS Holy Family Medical College and Hospital in mid 2007.

Constraints The major constraint was limited funding. Activities that had to be cancelled included finance management workshops in Pakistan and Nepal, a finance software refresher course for the Pakistan Red Crescent Society, salary support to one finance development manager at the Nepal Red Cross Society (NRCS) and support of an exchange programme visit between NRCS and ARCS.

Contributing to longer-term impact The improved capacity of finance directors in the National Societies and the consequent reduction in the SARD finance unit’s role in National Society activities, demonstrates the effective contribution of the finance development project towards the Federation’s third Global Agenda goal of increasing capacity of the Red Cross Red Crescent.

Information Development Project Project objective: Effective communications, advocacy and networking at national society and regional level are promoted to deliver enhanced services to the most vulnerable.

Key achievements The overall key achievement of 2006 is that the regional programme and all countries are guided by, and are actively following up on the cohesive regional communications framework developed during the workshop in November.

The Framework will allow all information and communication teams in south Asia to work towards common strategic objectives, principally the south Asia regional information sharing system (SARISS) and the media bridge5. The SARISS ensures regular information sharing by email and telephone between country delegations and SARD on possible media stories - which are then promoted to journalists networks in Delhi, the main part of the media bridge. Intensive networking during the year has greatly strengthened SARD’s links with international journalists in Delhi as a key support to the media bridge.

T

These two initiatives have already raised the profile of RC/ RC activities in south Asia, and are on track to continue in 2007. Key successes include: he Nepal Red Cross Society and 2006

he value of the Media Bridge concept and

World Disasters Report in the limelight.

• coverage of themes promoted by National Societies in the international media such as Nepal Red Cross’ maternal and neo-natal health. T

• a higher profile of south Asia RCRC activities both on the Federation’s website, and

• good coverage in the national and international media (including Reuters, BBC, CNN, the Times of London).

These achievements contributed to another key development in 2006 – building the capacity of regional communication personnel towards cultivating a ‘communications culture’6 in south Asia, and working towards integrating with core programmes in a more systemized and structured way (see cross cutting issues below). New communications personnel were hired in Afghanistan, Pakistan, Nepal and SARD during 2006, leading to greater capacity and communications outcomes. The regional workshop served to orientate the many communication personnel who were new to the Movement, leading to a tangible improvement in the activities of information units in the region.

proactive regional press relations was evident at the launch of the World Disasters Report 2006 in Kathmandu, Nepal. The report carried a chapter on neo-natal and maternal health in Nepal. SARD and the Nepal Red Cross Society (NRCS) decided to hold its South Asia launch in Kathmandu. The event led to substantial publicity for the NRCS and the neglected crisis of maternal health in Nepal as featured in local and international coverage by Reuters and Hindustan Times.

Throughout the year, technical support was provided to country delegations National Societies through field visits to all seven countries, with an emphasis on capacity building and publicizing core RC/RC activities primarily around major events. One example of this was the successful south Asia launch of the 2006 World Disasters Report hosted by the Nepal Red Cross in December. With financial support from the regional disaster management department, a regional information workshop was organized and quality regional and national marketing materials (such as the regional disaster response team brochure and the disaster risk reduction brochure) were produced during the year.

Cross cutting issues There was significant ground work on close collaboration at the regional level on cross-cutting themes such as beneficiary community in disaster management - a pilot project was planned on beneficiary communications which will incorporate issues related to humanitarian values and discrimination. This is aligned with the global and tsunami communication strategies, as well as the fourth goal and priority7 of the Global Agenda.

5 For details on this see programme update 2 http://www.ifrc.org/cgi/pdf_appeals.pl?annual06/MAA5200102.pdf6 Priority area 1 in: A Communications and Advocacy Strategy for The International Federation of Red Cross and Red Crescent Societies. 7 Priority four: Renewing our advocacy on priority humanitarian issues, especially fighting intolerance, stigma and discrimination, and promoting disaster risk reduction.

A module on humanitarian values was a key component of the regional information workshop. An article written by the regional information delegate on the barriers faced by women volunteers in south Asia was published in the Red Cross Red Crescent magazine8.

Constraints and lessons learned An unexpected constraint was the loss of funding for the one-year post of regional information officer under the tsunami appeal. However, reallocation of the annual appeal information programme budget allowed for a six month contract for a local regional information consultant. Visits to Afghanistan, Bangladesh and Nepal had to be postponed many times due to the unstable security situation in those countries at different times during the year.

Working in partnership The SARD information team worked with ICRC counterparts in India, Sri Lanka, Nepal, Pakistan and Afghanistan to discuss RC/RC collaborative communications pertaining to specific NS/country needs. While acting in the capacity of communications coordinator in Sri Lanka, the regional information delegate worked together with the ICRC communications delegate on press releases and information updates during the conflict induced relief operations.

Planning and Reporting Development Project Project objective: National Societies together with country delegations have increased capacity to use appeals and reports as an effective planning and monitoring tool

Key achievements The hiring of an additional staff member in June made it possible to focus more on designing and running skills-based training on reporting, planning, monitoring and evaluation in all the countries whose reports are processed by SARD (Nepal, Afghanistan, India, Bangladesh) for both NS and Federation staff. These trainings were complemented by spending time at country level, coaching and mentoring NS and country delegation counterparts in key techniques to improve the quality of their planning and reporting. Limited guidance was also given on monitoring and evaluation techniques and approaches. These efforts in planning and reporting development culminated at the end of the year with a training of trainers for NS and Federation country reporting focal points and programme coordinators, based on the training materials developed by SARD in collaboration with India delegation and RRU. Participants were taken through each session step-by–step, and extensive guidance was given on how to design and run a successful workshop, focusing on a training event as only one step in the overall process of improving country-level capacity. Country delegations, in collaboration with NS are now increasingly designing and running their own short regular reporting trainings at country level. These initiatives have also been complemented by training on report writing and logical framework development by the British Council in Nepal and in Bangladesh in 2007 (see programme update 2). All these activities were carried out while continuing to edit and process reports for the region. The increase human resources made it possible to use the processing of reports as a development tool, leaving more time to discuss areas for improvement with country counterparts and, as mentioned, to then engage in coaching and mentoring during country visits. These different methods of training and support are designed to complement each other and provide sustainable skills-based vocational-type training with regular follow up, grounded in the capacities and potentials of NS and Federation reporting focal points.

Constraints Funding difficulties in the earlier part of the year delayed the hiring of the regional reporting officer until June, following the flexibility of Swedish Red Cross to modify their contribution to the overall OD programme in favour of the planning and reporting development project.

8 Available at http://www.redcross.int/EN/mag/magazine2006_3/15.html

Uncertainty around the structure of the planning and appeals process in 2007 and the lack of a unique, accepted and authorized Federation planning tool caused some delay and complications in the development of regional planning and reporting guidance. Humanitarian Values Objective: The Red Cross Red Crescent Movement is a firm advocate for promoting respect for diversity and fighting discrimination and intolerance through its various programmes. 2006 saw the consolidation of the integration of humanitarian values into health and care and disaster management at the regional level through promoting understanding of cross-cutting areas like practical applications of the Movement’s Fundamental Principles, understanding and promoting the RC/RC Code of Conduct and the Sphere project and addressing stigma and discrimination in HIV/AIDS programmes. National Society colleagues were also supported in negotiations with their counterparts in DM and health for better integration of humanitarian values in the other programmes of the National Society. Through the experience of Nepal Red Cross during the internal conflict in Nepal, there was also an increasing realization how humanitarian values complement ICRC’s “safer access” programme. Key constraints were scheduling activities as funds arrived only in the second half of the year and the usual difficulty of humanitarian values being a low priority for most National Societies during the flood season in south Asia. Staff turnover in the National Societies was also a problem.

Understanding Humanitarian Values Project Project objective: To coordinate and facilitate the process of national societies understanding of humanitarian values and assist them in evolving long-term strategies to reduce discrimination and intolerance in the communities in which they operate.

Key achievements In June, Nepal Red Cross organized a workshop to explore linkages and strategic and purposeful integration of humanitarian values with the other ongoing programmes of the Nepal Red Cross Society, following up on work done in 2005. The workshop produced a course of action for the various departments based on key entry points such as junior and youth Red Cross for the HIVAIDS programme. A prominent and key success in Nepal Red Cross was the successful promotion of principles and values during the political demonstrations in Nepal earlier in the year. The Fundamental Principles of neutrality and impartiality were reflected through the actions of first aid volunteers while providing humanitarian assistance on the streets during demonstrations in the country. These experiences will be documented in a case study in 2007. Key staff of the Bangladesh Red Crescent spent four days exploring the significance of humanitarian values in their context; main themes examined were values, dignity and rights, discrimination and diversity, and violence in the social context of Bangladesh and the communities in which the BDRCS works. A workshop on how the Movement’s values translate into the Humanitarian Charter and the Code of Conduct for Movement and for INGOs (international non-governmental organizations) in disaster relief was held with the Indian Red Cross Society in August. The workshop was prompted by the realization that many DM practitioners were not conversant with the Humanitarian Charter which formed the basis of the standards. Importantly, this workshop saw the presence of all the partners of the Movement – the ICRC, the Indian Red Cross and Federation delegation.

Reducing Discrimination Project Project objective: National societies advocate for reducing discrimination through integrated programming and collaboration with the core programmes of disaster management and health.

Key achievements For the third year on, youth camps organized by the NRCS drove home the message of reducing discrimination in the communities through young leaders engaged in the Red Cross Movement. The camp has participants from diverse backgrounds – from among those living with HIVAIDS; refugees; the handicapped; dalits; single women; and, religious minorities like Muslims and Christians, besides young people from the upper castes, middle and upwardly mobile class and people who, in normal lives, may never have experienced the feeling of being discriminated against. The camp sent strong messages on advocacy for the most vulnerable, focusing on how discrimination and consequent lack of representation further exaggerates vulnerabilities. Peer network support was encouraged with colleagues from Indian and Bangladesh National Societies visiting Nepal to learn from successes there such as the youth camp. During the workshop in India on the Sphere project and Humanitarian Charter, participants from Maharashtra, Assam and Orissa outlined how they had addressed discrimination through their disaster management activities. This caused other participants to realize that they too had been addressing discrimination and resolved to address the issue in a more strategic way.

Binita Barman Datts, from the Assam state branch of the Indian Red Cross, described, during the HV/DM Sphere workshop for the national society, how the focus on discrimination was a revelation to her – about herself, about her work as a relief person with the branch, and, about the Movement she works for.

The organizing of street theatre on HIV/AIDS stigma and discrimination by different branches of the Bangladesh Red Crescent was a strong show-casing of the role the Red Crescent could undertake in Bangladesh among humanitarian organizations working on HIV/AIDS. The final event on World AIDS Day (December 1) coincided with one of the most violent days of political street protests in the country, but still carried on albeit on a smaller scale. This was in large measure due to the acceptance of the Red Cross Red Crescent way of putting forth the message in a country where talking about HIV/AIDS in public is often violently resented. In India, close collaboration between Federation HV and health colleagues led to an initiative for National Society staff and volunteers of three states to interact with people living with HIVAIDS through the youth peer education programme at state level. A knowledge sharing and planning meeting with programme managers from India, Nepal, Bangladesh and SARD consolidated youth programmes as an entry point for humanitarian values activities at the National Society level, which was reflected in the planning for the coming year.

Constraints It is a well known constraint that humanitarian values is low on the priority list during emergency response. This was reflected in Sri Lanka (tsunami and internal conflict); Pakistan (earthquake) and Nepal (internal conflict and floods). The recognition of the importance of humanitarian values and its links with ICRC’s campaign on “safer access” in Nepal (for the delivery of humanitarian assistance in conflict situations) could have been further built upon, to complement ICRC’s external advocacy approach to safer access with a deeper understanding of the Fundamental Principles within the national society by the humanitarian values programme. However, humanitarian values counterparts need to be more closely involved in regular and long term planning.

The ongoing intensive earthquake operation in Pakistan has meant that the humanitarian values programme has not been a big priority for the Pakistan Red Crescent Society, and prevented them sending a representative to the planning meeting in Nepal. The difficulty to travel to Pakistan and Afghanistan has also slowed down the progress of the programme in the region. Though the participation of women, as well as people from diverse backgrounds, has been better in the humanitarian values programmes than in other programmes, ensuring a gender balance of participants has still not been achieved. The humanitarian values programme links with these other programmes that do not have a gender component. The other underlying problem is the structure of the National Societies in the region, which still do not include an equal number of women and men. The difficulty to establish a uniform national forum for India will be negotiated by a series of workshops planned in different states beginning in 2007. The biggest constraint was the late arrival of even the low level of funding that the programme attracted in 2007. Much more could be achieved if these funds had arrived earlier in the year.

Lessons learned An important lesson learned was that while it was difficult to push messages corresponding to the issues of humanitarian values, particularly gender and diversity, it is still possible to plan with the long term in mind. In Sri Lanka, where the humanitarian values programme was struggling to take off in the immediate aftermath of the tsunami, the persistent endeavours to evolve a humanitarian values programme has meant support to draw up a vertical programme in the coming year. This lesson can be replicated in Pakistan in 2007. Another important lesson has been to constantly endeavour to have diversity in the people the Red Cross Red Crescent works with at the level of the National Society – particularly because a balance of gender is not the simplest matter to achieve in the south Asian region.

Working in partnership Health and Care The strategic plan (2006-2009) of the RHU gives priority to working in partnership and the unit has actively worked with external partners to draw more technical and resource support. The existing MoU with the WHO (southeast Asia regional office) has helped strengthen National Society health programmes, particularly the first aid/basic emergency response capacity of the Nepal Red Cross. The unit has also analyzed existing country-level partnerships and identified key organizations working regionally (such as UNAIDS, UNICEF, APN+, Oxfam) with whom partnerships would strengthen the capacity of the National Societies to deliver effective services to vulnerable communities. These potentials will be further explored in 2007, with tools and guidelines for NS to develop meaningful partnerships. In the HIV/AIDS project, the unit has been engaged in networking with UN and NGO partners addressing HIV/AIDS, both at regional and country level. A consultative meeting with potential partners (including NGOs) involved in YPE organized by the unit, resulted in sharing information, materials and training opportunities. One of these organisations – MAMTA, a national level NGO in India – is now a key partner and is involved in the programme at the regional and country levels. National societies were also supported to develop partnerships to enhance their capacity to make a significant contribution to the national response to HIV/AIDS - discussions are ongoing to sign a MoU with the Afghanistan Ministry of Public Health. The RHU has undertaken responsibility of the south Asia Red Cross and Red Crescent Network on HIV and AIDS (SARNHA) as a temporary measure, agreed to by the secretaries general, until the National Societies in the region take ownership of it in a meaningful way. Disaster Management

The DMU promoted regional and country programmes and good practices at Asia Pacific events such as the World Conference on Disaster Reduction in Mumbai, at which the Bangladesh Red Crescent showcased its good practices. A working partnership with the UN International Strategy for Disaster Reduction (UN/ISDR) regional office in Bangkok was improved, particularly through the Asia Pacific global platform on disaster risk reduction (GP/DRR) reference group meetings and the regional conference organized by the National Institute of Disaster Management (NIDM). The relationship with UNDP was very pragmatic as there was even a joint disaster risk reduction workshop organized in the Maldives for senior government officials. There were many discussions with GeoHazard International, a non-governmental organization, to promote earthquake safety for possible collaboration in non-structural mitigation activities, particularly in Bangladesh. Two simple brochures, one about RDRT and the other about risk reduction programmes in south Asia raised the profile of the DMU, enabling dialogues with many key partners in south Asia, including ECHO and the World Bank. As mentioned above, collaboration with ECHO and with country delegations were also used as a creative solution to funding difficulties. The DMU had also worked closely with the newly inaugurated regional DM centre which has been designated by the south Asia Association for Regional Cooperation (SAARC), by contributing to the south Asia policy dialogue in August and the regional lessons learned workshop in December.

Looking ahead Health and Care For the first part of 2007, the RHU will focus support on country-level initiatives as well as priorities which will not be severely impacted by structural changes (during the decentralization process), such as development of tools and materials. Health and care project: • Health practitioners in the region who have been engaged in the follow up of the CBFA

revitalization process by reviewing updated drafts of the CBFA guidelines and manuals will be preparing to pilot them in selected countries in 2007.

• The RHU will continue to facilitate networking and knowledge sharing in health and care, and will further support publication of regular updates and organizing exchange visits of health managers and staff.

• Further progress next year is expected to be guided by a regional PHIE task force which will guide the strategic directions of the programme at country level. Plans were made for training in Afghanistan in 2007 and for a separate PHIE project in Nepal in 2007.

HIV/AIDS project: • The RHU will focus on building partnership in HIV/AIDS programming so that a long-term

sustained programme can be envisaged. • Annual review of the country HIV/AIDS programmes are scheduled to take place in early 2007. • The RHU will make further strategic inputs to encourage National Societies to consider the

broader organisational changes and strategic directions that will be necessary in order to make a significant contribution to the HIV/AIDS response at the national and regional levels.

• The unit will support the development of new and emerging areas, as outlined in the programme proposals, such as care and support and voluntary non-remunerated blood donation.

• Focus will be on monitoring and reporting, quality and scale up of activities. • It will work more closely with other organizations, such as the World Health Organisation (in line

with the new regional agreement between the Federation and WHO) and the Asia Pacific Network of Positive People (APN+).

• A regional initiative on HIV/AIDS in the workplace will be developed, together with APN+. Disaster Management Although there have been many outputs, it is too early to define the impact of this two-year programme. The successful development of RDRT and contingency planning often had quick

returns, but require long term commitments by National Societies to be truly owned and sustainable. The DMU worked to ensure this is understood and will further emphasize this in 2007. Many activities in the disaster preparedness project will continue in 2007, building up further from the groundwork made in 2006. For instance, the research on gender participation in Nepal and climate change in Bangladesh will be verified and published as case studies. The risk reduction programme will continue with a more focussed and result oriented plan of action in 2007. The RDRT lessons learned workshop and the beneficiary communication study in the Maldives placed a lot of emphasis on listening to the voices of our trained volunteers and our target beneficiaries. These key lessons and recommendations have been incorporated into the 2007 programme planning. Organizational Development In strategic management, with an OD delegate soon to be in place, and an overall strategy for the region, the outlook for 2007 is very hopeful that much of the ground lost in 2006 can be made up. In finance the priority for 2007 is to build on the developments made in 2006 in human resource development and improvements in financial processes. The longer term aim is self-sufficiency of National Societies in financial management. In planning and reporting, focus for 2007 will be more on support to country delegations to run their own reporting training, as well as on increasing planning, monitoring and evaluation training during the development of Appeal 2008/2009. In information/communications, the communications framework for action will be implemented, focusing on further developing the SARISS and media bridge. The identified need for more technical training of communications personnel will be met with specialized media training. Proactive integration of communication with other programmes will be emphasized in 2007, including a thematic regional campaign and further development of beneficiary communications. Humanitarian Values The close linkages established between the humanitarian values programme and disaster management and health will be the driving force for the programme in 2007. This integrated way of working has been well appreciated across the region. Some specific progress towards impact this year was an increased understanding in the Indian Red Cross of the relevance of the Humanitarian Charter, Code of Conduct and minimum standards contained within Sphere, and most importantly of the dignity of the individual as an important part of service delivery in disaster management. This also led to Indian Red Cross participants seeing merit in including humanitarian values, particularly elements from the reducing discrimination initiative in ongoing IRCS programmes. The additional support that was requested will be provided in 2007. Prioritizing the issue of stigma and discrimination faced by people living with HIVAIDS in Bangladesh, the HV programme has made way for a Bangladesh Red Crescent HIVAIDS programme. The introspection on how untouchability adds yet another dimension to vulnerabilities is now being debated within the Nepal Red Cross. This is a result of the workshop on HV within the National Society, and will also be taken up in 2007.

For further information please contact:

In India: Anitta Underlin (head of regional delegation for South Asia), email: anitta.underlin@ifrc.org; phone: +91.11.24 1 11 25; fax +91 11 2685 7567.

In Geneva: Christine South (regional officer, Asia Pacific department), email: christine.south@ifrc.org; phone: +41 22 730 4316; fax +41 22 733 0395 or Gökce Balcik (senior assistant, Asia Pacific department), email:

gokce.balcik@ifrc.org; phone: +41 22 730 4813; fax: +41 22 733 0395. To support or find out more about the Federation’s programmes or operations,

Please visit www.ifrc.org

Selected ParametersReporting Timeframe 2006/1­2006/12Budget Timeframe 2006/1­2007/12Appeal MAA52001Budget APPEAL

All figures are in Swiss Francs (CHF)ANNUAL REPORT 2006

MAA52001 ­ SOUTH ASIA

International Federation of Red Cross and Red Crescent Societies

I. Consolidated Response to Appeal

Health & Care DisasterManagement

HumanitarianValues

OrganisationalDevelopment

Coordination &Implementation TOTAL

A. Budget 2,313,260 1,477,028 177,187 1,227,512 543,381 5,738,368

B. Opening Balance 698,849 155,821 4,032 102,057 115,318 1,076,078

IncomeCash contributions

0.00 British Red Cross 4,836 56,520 0 0 61,356Danish Red Cross 1,370 1,370DFID Partnership 32,180 53,383 95,283 45,294 226,140Finnish Red Cross 23,385 4,774 28,159Japanese Red Cross Society 64,977 30,577 95,555Swedish Red Cross 106,039 33,751 15,341 132,217 20,689 308,037

0.00 C1. Cash contributions 208,032 174,232 38,726 233,644 65,983 720,617

Outstanding pledges (Revalued)1.00 British Red Cross 89,038 89,038

New Zealand Red Cross 18,060 18,0601.00 C2. Outstanding pledges (Revalued) 107,098 107,098

Reallocations (within appeal or from/to another appeal)2.00 Finnish Red Cross ­11,038 11,038 0

German Red Cross 0 0Swedish Red Cross 0 0

2.00 C3. Reallocations (within appeal or 0 ­11,038 11,038 0

Inkind PersonnelBritish Red Cross 74,400 74,400Danish Red Cross 21,080 21,080Swedish Red Cross 74,400 74,400C5. Inkind Personnel 74,400 21,080 74,400 169,880

C. Total Income = SUM(C1..C6) 282,432 281,330 38,726 243,686 151,421 997,595

D. Total Funding = B +C 981,281 437,151 42,759 345,743 266,739 2,073,673

II. Balance of Funds

Health & Care DisasterManagement

HumanitarianValues

OrganisationalDevelopment

Coordination &Implementation TOTAL

B. Opening Balance 698,849 155,821 4,032 102,057 115,318 1,076,078C. Income 282,432 281,330 38,726 243,686 151,421 997,595E. Expenditure ­778,778 ­346,173 ­42,541 ­276,790 ­261,801 ­1,706,082F. Closing Balance = (B + C + E) 202,502 90,978 217 68,954 4,939 367,590

Prepared on 29/Mar/2007 Appeal report.rep Page 1 of 2

Selected ParametersReporting Timeframe 2006/1­2006/12Budget Timeframe 2006/1­2007/12Appeal MAA52001Budget APPEAL

All figures are in Swiss Francs (CHF)ANNUAL REPORT 2006

MAA52001 ­ SOUTH ASIA

International Federation of Red Cross and Red Crescent Societies

III. Budget Analysis / Breakdown of ExpenditureExpenditure

Account Groups BudgetHealth & Care Disaster

ManagementHumanitarian

ValuesOrganisationalDevelopment

Coordination &Implementation TOTAL

Variance

A B A ­ B

BUDGET (C) 2,313,260 1,477,028 177,187 1,227,512 543,381 5,738,368

SuppliesFood 5,000 5,000Water & Sanitation 5,000 5,000Teaching Materials 2,100 2,100Utensils & Tools 5,000 5,000Other Supplies & Services 23,000 23,000Total Supplies 40,100 40,100

Land, vehicles & equipmentComputers & Telecom 64,500 4,710 6,928 25,126 36,764 27,736Office/Household Furniture & Equipm. 681 1,644 2,325 ­2,325Total Land, vehicles & equipment 64,500 4,710 7,609 26,770 39,089 25,411

Transport & StorageTransport & Vehicle Costs 46,800 15,790 3,481 361 2,577 593 22,802 23,998Total Transport & Storage 46,800 15,790 3,481 361 2,577 593 22,802 23,998

Personnel ExpendituresDelegates Payroll 1,470,613 101,456 30,542 51,899 183,897 1,286,716Delegate Benefits 226,000 221,310 7,173 42,360 107,154 377,996 ­151,996Regionally Deployed Staff 97,500 51,040 51,040 46,460National Staff 389,978 71,469 24,862 15,707 21,523 133,560 256,418National Society Staff 26,566 13,390 329 4,037 17,756 8,810Consultants 374,807 2,731 18,309 30,012 50,960 102,012 272,795Total Personnel Expenditures 2,585,464 410,356 132,253 15,707 149,832 158,114 866,261 1,719,203

Workshops & TrainingWorkshops & Training 1,367,497 141,386 101,952 20,902 23,978 15,028 303,246 1,064,251Total Workshops & Training 1,367,497 141,386 101,952 20,902 23,978 15,028 303,246 1,064,251

General ExpenditureTravel 587,439 44,484 36,936 842 27,734 7,719 117,716 469,723Information & Public Relation 234,476 9,193 13,391 2,962 25,547 208,929Office Costs 348,550 89,621 17,320 551 17,806 61,276 186,574 161,976Communications 73,888 11,979 10,061 1,066 7,192 1,303 31,600 42,288Professional Fees 5,000 5,000Financial Charges 1,200 35 27 37 60 158 1,042Other General Expenses 10,460 918 641 347 649 2,555 7,905Total General Expenditure 1,261,013 156,231 78,376 2,807 55,731 71,007 364,150 896,863

DepreciationDepreciation 357 357 ­357Total Depreciation 357 357 ­357

Program SupportProgram Support 372,994 50,306 22,501 2,765 17,902 16,703 110,178 262,816Total Program Support 372,994 50,306 22,501 2,765 17,902 16,703 110,178 262,816

TOTAL EXPENDITURE (D) 5,738,368 778,778 346,173 42,541 276,790 261,801 1,706,082 4,032,286

VARIANCE (C ­ D) 1,534,482 1,130,855 134,646 950,723 281,580 4,032,286

Prepared on 29/Mar/2007 Appeal report.rep Page 2 of 2