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REPORT ON

MIDTERM PROGRESS REVIEW ON

IMPLEMENTATION OF STRATEGIC DEVELOPMENT

PLAN 2011-15

Review Timeframe

January 2011-June 2013

PLANNING, MONITORING, EVALUATION AND REPOTING (PMER)

SECTION

PLANNING AND DEVELOPMENT DEPARTMENT

BANGLADESH RED CRESCENT SOCIETY (BDRCS)

Report on Midterm Progress Review of SP 2011-15 | PMER Section, BDRCS

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Study Design, Implementation and Report Preparation

Md. Kamrul Hasan Sr. PMER Officer,

PMER Section, BDRCS

Afroza Sultana PMER Officer,

PMER Section, BDRCS

Md. Sazzad Ansari

PMER Officer, Organizational Development, IFRC, BD Delegation

Document Review

Md. Matiur Rahman

Director, Planning & Development Department, BDRCS

Moa Chenon

PMER Delegate IFRC, BD Delegation

Md. Adith Shah Durjoy

Manager, Organizational Development, IFRC, BD Delegation

Data Collection Team

Sl. No Name Sl. No. Name

1 Khandaker A. K. M. Iqbal 14 Halima Tarafader 2 Md. Afsar Uddin Siddique 15 Abul Kalam Azad 3 Rezina Halim 16 Ripan Das 4 Bashir Ahmed 17 Mst. Reksona Khatun 5 Md. Jiaul Ahasan 18 Mohammad Keramot Ali 6 Sayma Ferdowsy 19 Mohammad Kamrul Hasan 7 Sultana Nelofar Banu 20 Modasher Ahmed 8 Joynal Abedin 21 A K M Mohsin 9 Abdul Karim 22 Md. Emranul Hassan 10 Mizanur Rahman 23 Farook Rahman 11 Khonduker Enayetullah Akram 24 Fazlur Rahman Khan 12 Farzana Akther 25 Md. Kamrul Hasan 13 Afroza Sultana 26 Md. Sazzad Ansari 27 Mohammad Shahjahan (Saju)

Financial Support: Canadian Red Cross

Copyright@BDRCS, 684-686, Red Crescent Sarak, Bara Moghbazar, Dhaka, Bangladesh

All rights reserved. Any part of this document may be reproduced, stored in a database

or retrieval system, or transmitted in any form or by any means, electronic, mechanical,

photocopying, recording or otherwise, with proper reference.

Reference: Bangladesh Red Crescent Society. (2014). Midterm Progress Review of

Implementation of Strategic Development Plan 2011-15. Dhaka, Bangladesh: Author.


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Source: DRM Department, BDRCS, 2013


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Acknowledgement

First of all PMER Section would like to thank the project communities of Rangpur and

Kurigram district for their well understanding and giving us time to conduct FGDs.

Unit/Branch representatives of Cox’s Bazar, Khulna, Jessore, Rangpur, Kirigram,

Lalmonirhat and respective volunteers were so helpful which made our work more

comfortable and smooth. Technical and non technical staff of Khulna and Jessore MCH

centres was generous to provide required information during KII and queries.

We want to express our sincere thanks to the representatives of Departments, Section,

Programme, and Projects of BDRCS and specifically the reporting focal persons and DRM

PMER Officer for their enormous cooperation and coordination with us regarding data

collection and SWOT Analysis.

Our honest appreciation goes to the Director of Planning and Development of BDRCS and

OD Manager, IFRC for their continuous support and inspiration for accomplishing this

pioneer task in this National Society. And also PMER Delegate for her knowledgeable

feedback on various parts of the process.

We are also thankful to IFRC, ICRC and PNSs for their spontaneous participation in

primary data collection process and in SWOT analysis. More specifically, the Canadian

Red Cross (CRC) for their long lasting support to OD initiatives in BDRCS.

Lastly, we are grateful to the Honourable Chairman and Secretary General of BDRCS for

whom the Midterm Review Report came to light.

Progress Review Team

Planning, Monitoring, Evaluation and Reporting (PMER) Section

Bangladesh Red Crescent Society


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Abbreviation

ANC Antenatal Care

AGM Annual General Meeting

BDRCS Bangladesh Red Crescent Society

BD Bangladesh

BDT Bangladeshi Taka

BOM Branch Operational Manual

BRAC Bangladesh Rural Advancement Committee

BRC British Red Cross

CoC Code of Conduct

CBHFA Community Based Health and First Aid

CDRT Community Disaster Response Team

CHT Chittagong Hill Tracts

CDI Community Development Initiative

CBDRR Community Based Disaster Risk Reduction

CCA Climate Change Adaptation

CBO Community Based Organization

CPP Cyclone Preparedness Programme

CHF Swiss Franc

CRC Canadian Red Cross

DREF Disaster Response Emergency Fund

DP Disaster Preparedness

DRR Disaster Risk Reduction

DM Disaster Management

DD Digital Divide

EPI Extended Programme of Immunization

ECHO European Commission's Office for Humanitarian Aid and Civil Protection

FA First Aid

FGD Focus Group Discussion

FACT Field Assessment Coordination Team

Govt Government

GRC German Red Cross

HR Human Resources

HRC Hong Kong Red Cross

ICT Information and Communication Technology

IEC Information Education and Communication

IFRC International Federation of Red Cross and Red Crescent Societies

ICRC International Committee of the Red Cross

IGA Income Generating Activity

ID Identity Card

JD Job Description

KII Key Informant Interview

MCH Mother and Child Health Care

MDG Millennium Development Goal

NS National Society

NHQ National Head Quarter

NDRT National Disaster Response Team

NDWRT National Disaster WATSAN Team

OD Organizational Development

OCAC Organizational Capacity Assessment and Certification

PHiE Primary Health in Emergency

PASSA Participatory Approach for Safe Shelter Awareness


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PHAST Participatory Hygiene and Sanitation Transformation

PNC Postnatal Care

PNS Partner national Society

P&D Planning and Development department

PMER Planning Monitoring Evaluation and Reporting

RCRC Red Cross and Red Crescent

RFL Restoring Family Linkage

RMS Recourse Management System

RDRT Regional Disaster Response team

RCY Red Crescent Youth

RCM Red Crescent Message

SP Strategic Development plan

SOP Standard Operating Procedure

SWOT Strength Weakness Opportunity and Threat

SPSS Satirical Package for the Social Sciences

SAR Search and Rescue

ToT Training of Trainers

UDRR Urban Disaster Risk Reduction

UDRT Urban Disaster Response Team

UEC Unit Executive Committee

ULO Unit Level Officer

V2R Vulnerability to Resilience

WASH Water Sanitation and Hygiene

YABC Youth as Agent of Behavioural Change


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Table of Contents

Acknowledgement .................................................................................................. 4

Abbreviation .......................................................................................................... 5

List of figures ......................................................................................................... 9

List of tables ........................................................................................................ 11

List of boxes ........................................................................................................ 11

Executive Summary ........................................................................................... 12

Chapter One: Introduction ................................................................................ 15

1.1 Organizational Background ........................................................................... 15

1.2 Strategic Development Plan 2011-15, BDRCS ................................................. 15

1.3 Objective of the progress review ................................................................... 16

1.4 Justification and Scope ................................................................................. 16

1.5 Limitations .................................................................................................. 16

1.6 Outline of the report .................................................................................... 17

Chapter Two: Methodology ................................................................................ 18

2.1 Conceptualization ........................................................................................ 18

2.2 Sampling design .......................................................................................... 18

2.3 Data collection ............................................................................................ 19

2.3.1 Primary data collection ........................................................................... 19

2.3.1.1 Survey ........................................................................................... 19

2.3.1.2 Focus Group Discussion (FGD) ........................................................... 20

2.3.1.3 Key Informant Interviews (KII) .......................................................... 20

2.3.1.4 Interview ........................................................................................ 20

2.3.2 Secondary data collection ....................................................................... 20

2.4 Strength, Weakness, Opportunity and Threat (SWOT) Analysis .......................... 20

2.5 Data compilation, analysis and reporting ........................................................ 21

2.6 Findings sharing workshop ............................................................................ 21

Chapter Three: Progress Review Findings ......................................................... 23

3.1 Core Programme: Organizational Development ............................................... 23

3.1.1 Planning and Development interventions .................................................. 23

3.1.1.1 Enactment of New Legal Base ............................................................ 23

3.1.1.2 Formulation and implementation of Strategic Development Plan (SP) 2011-

15 ............................................................................................................. 24

3.1.1.4 Planning, Monitoring, Evaluation and Reporting (PMER) initiative ........... 24

3.1.1.5 Information and Communication Technology (ICT) strengthening .......... 24

3.1.2 Conduction of Organizational Capacity Assessment and Certification (OCAC) . 25


8

3.1.3 Strengthening of Unit/Branch capacity ...................................................... 25

3.1.4 Fund raising and resource mobilization initiatives ....................................... 25

3.1.5 Staff management and administration ...................................................... 27

3.1.6 Capacity building of volunteers for effective service delivery ....................... 27

3.1.7 Initiatives to protect miss use of RC Emblem ............................................. 29

3.1.8 Human resource development initiatives ................................................... 29

3.1.8.1 Training for staff capacity building ...................................................... 30

3.1.8.2 Revenue collection through commercial trainings ................................. 31

3.2 Core Programme: Disaster Management (DM) ................................................. 33

3.2.1 Community mobilisation toward building resilience ..................................... 33

3.2.2 Disaster response tool: Formation and Functionality ................................... 34

3.2.2.1 National Disaster Response Team (NDRT) ........................................... 34

3.2.2.3 Community Disaster Response Team (CDRT) ....................................... 36

3.2.2.4 National Disaster WATSAN Response Team ......................................... 36

3.2.3 Community resilience through programmes .............................................. 37

3.2.4 Status of Standing Operating Procedure (SoP) and Contingency Plan ........... 37

3.2.5 Capacity Building Initiatives for staff and volunteers................................... 38

3.2.5.1 Search & Rescue Issue ..................................................................... 38

3.2.5.2 First Aid and service Delivery ............................................................ 38

3.2.6 Integration of Water, Sanitation and Hygiene (WASH) in Programmes .......... 40

3.2.7 Disaster response: Effectiveness, Management and way forward ................. 41

3.3 Core Programme: Health .............................................................................. 47

3.3.1 Service provided through MCH services .................................................... 47

3.3.2 Safe blood services ................................................................................ 50

3.3.3 Primary health services during emergency ................................................ 51

3.3.4 Service delivery through Hospitals ........................................................... 52

3.4 General Understanding on Strategic Development Plan 2011-15 ........................ 53

3.4.1 Status of hearing about SP 2011-15, BDRCS ............................................. 53

3.4.2 Status of involvement of different groups in SP development ...................... 54

3.4.3 Division where groups provided institutional input/support .......................... 55

3.4.4 Alignment of 4 Years Development Plan with SP 2011-15, BDRCS ................ 58

3.4.5 Recommendation on the SP 2011-15 and its implementation ...................... 59

3.5 Strength, Weakness, Opportunity and Threat (SWOT) Analysis .......................... 59

Chapter Four: Conclusion and Recommendations .............................................. 63

4.1 Organizational Development ......................................................................... 63


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4.2 Disaster Management................................................................................... 64

4.3 Health ........................................................................................................ 66

4.4 The document: SP 2011-15 .......................................................................... 67

5. Annex ............................................................................................................ 68

5.1: Indicators under SP 2011-15 ....................................................................... 68

5.2: Qualitative indicators and checklist of FGD, KII and Interview .......................... 73

5.3: Questionnaire for general understanding of SP 2011-15 .................................. 79

5.4: Secondary data collection tool ...................................................................... 81

5.5 List of reporting focal persons ....................................................................... 82

5.6 Pictures: captures during workshop, meeting, and data collection ...................... 83

List of Figures

Sl. No. Title of the figure Page No.

1.1 Programmatic areas of SP 2011-15, BDRCS 15

2.1 Chronology of the concept development 18 2.2 Flow chart of the Methodology of Mid Term Review of Strategic

Development Plan 2011-15, BDRCS. 22

3.1 Above graph is representing the amount of money collected from donation box

26

3.2 The chart is presenting the information of fund collection from selling

souvenir items

26

3.3 Status on accomplishment of Search & Rescue ToT among the RCY. 28 3.4 Status of conduction of orientation on RCRC Basic and Emblem Campaign

with the Unit/Branch volunteers and officials. 29

3.5 The above figure shows the comparison between plan and achievement of number of First Aid training for Staff capacity building in 2011-2013 (June)

30

3.6 The above figure depicts the comparison between plan and achievement of number of commercial training conducted on Search and Rescue (SAR).

31

3.7 The above figure shows the comparison between plan and achievement of number of commercial training on First Aid conducted by the Training Department.

32

3.8 The above pie chart depicts the comparison between total number of Commercial training and Staff Capacity Building training organized by the

Training Department.

32

3.9 This bar graph represents the status of conduction of awareness raising sessions and beneficiary coverage through preparedness activity

33

3.10 This bar diagram is representing the data of deployment and training status of the NDRT member

34

3.11 The chart showing the deployment status and training status of UDRT

member during 2011~2013

35

3.12 This graph presenting the status of CDRT formation and training conduction of CDRT member

36

3.13 Beneficiary coverage ubder community resilience initatives during 2011 -13 by CDI & CCA project.

37

3.14 Gender perspective in beneficiary coverage 37 3.15 Status of recipient of First Aid services 39


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3.16 Graph shows the comparison of target and achievement of conduction of

First Aid training.

39

3.17 Male-female ration of FA training recipient and FA service recipient 39 3.18 Status of male and female members in First Aid training recipient and First

Aid Service Recipient 40

3.19 Comparison between plan and achievement of conducting awareness raising session on WASH

40

3.20 Comparison between plan and achievement of installation of safe water

sources

41

3.21 Comparison between plan and achievement of number of sanitation system installed

41

3.22 Yearly financial assistance provided to beneficiaries during disaster by the Disaster Response Department of BDRCS.

42

3.23 Flow chart of the response initiative by Disaster Response Department 43 3.24 Number of BDRCS volunteers received RFL training during 2011-13. 44 3.25 Number of Unit/Branch Secretary and ULO received RFL training during

2011-13.

44

3.26 Status of family coverage through RFL services, exchange of RC Message

and distribution of hygiene kits to foreign detainees.

46

3.27 The bar graph is showing the comparative progress status of Antenatal Care

47

3.28 The figure representing yearly basis plan and achievement of Postnatal Care

47

3.29 The Chart is representing the progress status of Non Complicated delivery 48 3.30 The chart presenting beneficiary coverage through EPI and counselling

session

48

3.31 This line graph representing the status of collection and supply of blood bags.

50

3.32 The chart representing the status of blood transfusion for the Thalassemia patients

51

3.33 The figure represents the number of volunteers trained on CBHFA and

Hand Wash.

51

3.34 The above grahp shows the number of outdoor consultation in 2011, 2012 and 2013

52

3.35 The male female ratio in patient coverage. 52 3.36 Number of surgery undertaken conducted in the hospitals 53 3.37 Number of delivery conducted in the hospitals 53 3.38 The figure represents the SP hearing status by the different group of

respondents (N=55)

54

3.39 The figure represents the status of involvement of different group of people in preparing the SP 2011-15 document (N=56).

54

3.40 The figure represents the level of involvement of different group of respondents on different criteria in preparing SP 2011-15, BDRCS (N=22).

55

3.41 The figure represents the status of contribution by different group of respondents in developing Core Areas of SP 2011-15 (N=23).

56

3.42 The figure represents the status of contribution by different group of

respondents in core areas of SP 2011-15 (N=21).

56

3.43 Status of receiving formal orientation on Strategic Development Pan 2011-15 by different group of respondents (N=46).

57

3.44 Status of addressing SP 2011-15 in formulating 4-Year Development Plan

58

3.45 Status of considering SP 2011-15 in formulating 4-Year Development Plan 58 3.46 Status of having hard copy of Strategic Development Plan 2011-15,

BDRCS. 59


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List of Tables

Table No. Title of the table Page No.

2.1 Coverage of Unit/Branches, volunteers and the project areas for progress review and use of different methods for assessing qualitative

indicators.

18

3.1 The table representing the progress status of mock drill, volunteer’s training and meetings conducted with CBOs during 2011 to 2013.

34

3.2 Year wise household coverage and financial assistance provided during

different category of disaster during 2011-13 by the Disaster Response Department.

43

3.3 Status of reviewing provided input before finalization (N=29). 57

3.4 Areas checked in the proposed proposal (N=14) before financial resource mobilization to National Society (NS).

58

List of Boxes

Box No. Title of the box Page No.

3.1 Effective Disaster Response Tool: NDRT, BDRCS 35

3.2 Hearing the Beneficiary: Early Recovery Project, Kurigram 45

3.3 Current modality and way forward of MCH Centre 49


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Executive Summary The report on midterm progress review of implementation of Strategic Development Plan

2011-15 of Bangladesh Red Crescent Society (BDRCS) focuses on the key findings on the

planned interventions under three core programme areas, covering Organizational

Development, Disaster Management and Health, and also put some recommendations for

further improvement. The review considers half way mark of the implementation period

of SP 2011-15 covering 2011 to June 2013. The study findings are the triangulation of

information and data from BDRCS, Its internal stakeholders and project beneficiaries.

Apart from quantitative data collection, qualitative information was also incorporated to

conduct this progress review. The progress review has been completed based on the

results mentioned in the three core programmatic areas under the Strategic Development

Plan 2011-15.

The Organizational Development (OD) of BDRCS is a combination of Administration and

Human Resource, Fundraising, Unit Affairs, Planning and Development, Training,

International Relation and Communication and Youth & Volunteer Department. Several

achievements like endorsement of the Legal base, finalization of Branch Operational

Manual (BOM), formulation of 4-Year development Plan, conduction of Organizational

Capacity Assessment and Certification, (OCAC) have been made in capacity building of

the BDRCS. The new Legal Base has been drafted which was planned to get enacted by

the parliament in the middle of 2013. The formulation of 4- Year Development Plan 2014-

17 of all Departments and Branches, in line with Strategic Development Plan 2011-15,

was not completed within the stipulated timeframe however the document was drafted by

a consultant. For building well-functioning Branches, the BOM was drafted by a

consultancy firm under the supervision of P&D Department of BDRCS. Development of

new organogram and job descriptions for all staff didn’t happen as per plan but it was

initiated during the reporting period. Moreover, the process of Organizational Capacity

Assessment and Certification (OCAC) was planned twice during the evaluation period but

it did not happen due to country wide political instability.

PMER and ICT Sections were functional with limited activities throughout the review

timeframe. A total of 15 Monthly Activity Reports (MAR), compiling an average of 15

Departments, Programs and Project updates’ were prepared and published in BDRCS

Website. Apart from these, ICT logistics were provided to Units and NHQ of BDRCS under

Digital Divide (DD) Project by ICT Section under the supervision of P&D Department.

Fund raising through selling souvenir items and donation boxes contributed to BDRCS

revenue and also in emergency response operation. Besides, collection of rent from

different sources was about 90% against the plan. Moreover, Training Department

contributed in BDRCS revenue through conducting commercial trainings like First Aid,

Search & Rescue and Fire Safety to other institutions and organizations.

Disaster response and management interventions were accomplished through several

programmes and projects like Climate Change Adaptation (CCA), Community Based

Disaster Risk Reduction (CBDRR), Vulnerability to Resilience (V2R), Urban Disaster Risk

Reduction (UDRR) and Community Development Initiative (CDI) by three Departments of

BDRCS: Disaster Risk Reduction, Disaster Response and Tracing. Community mobilization

towards building resilience community and humanitarian assistance were the key areas

where BDRCS put its contribution during the evaluation time frame. Awareness raising


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session, community consultation, meeting and mock drills were conducted in the targeted

communities for building resilience through sharing necessary information and

demonstrations by the trained volunteers and staff. Average achievement was slightly

more than target (107.7%) and 179980 community people were covered through

mobilization initiatives. Besides, income generating support like tailoring, homestead

gardening, handicraft, livestock rearing, carpenter and cash grants were provided to

4552 families to contribute to their sustainability. In depth analysis found that the

average achievement of these initiatives was 100% and female beneficiaries (57%) were

prioritized in terms of providing training and income generating support over male

(43%).

Simultaneously, disaster response operations were undertaken in major natural and man-

made calamities in Bangladesh during 2011-13 like South-East Flood, Flood Early

Recovery, Water Logging and Cold Wave. The operations were led by Disaster Response

Department, with the support of other Departments and Branches. Moreover, globally

recognized response tools like NDRT, NDWRT, UDRT, RDRT, CDRT, warehouses,

contingency plan for cyclone and floods were effectively utilized in conducting the

aforementioned humanitarian responses. Besides, Restoring family linkage (RFL)

interventions in disaster and related events was an unique approach in every

humanitarian assistance conducted by BDRCS. Moreover, WASH initiatives like

installation and reparation of safe water sources, sanitation systems and awareness

raising sessions were also embedded in disaster response and community development

projects.

Health interventions of the BDRCS encompass the Maternal and Child Health (MCH)

centres, the Blood Programme and the hospitals. The 56 community based 56 MCH

centres of the Health Department delivered primary health care services to the people in

remote rural areas. Sustainability of the MCH Centre is one of the main targets of BDRCS

Health Department and 32 MCH out of 56 are now financially sustainable. A significant

coverage of ANC, PNC, non complicated delivery and surgery was found against the plan

in MCH and hospitals during evaluation period. A total of 260583 beneficiaries received

health care and health message through MCH centres.

Blood collection and supply is one of the main activities of BDRCS blood banks under the

Blood programme. Average rate of blood bag supply and distribution was found as

85.15% which is contributing meeting our national blood demand. However, the Health

Department couldn’t expand blood bank as per plan although there was an increasing

demand of safe blood supply across the country.

Moreover, capacity building training on different issues like First Aid (FA), Search &

Rescue (SAR), Leadership, Fire Safety, Safe Delivery and other relevant technical & non

technical issues were regularly conducted for the staff and volunteers of BDRCS. Besides,

some of the trainings were also conducted by specific Department of BDRCS with

coordination of Training department.

The study found areas where the core programmes of the BDRCS where there still is

room for improvements which will ultimately contribute towards achieving the status of a

well-functioning National Society. The overall areas are mentioned below:


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There should be a clear alignment between strategic and operational plans. It is

recommended to formulate operational plans for a period of no more than 2 years so

that the respective departments, programmes, project will have sufficient scopes to

accomplish the planned interventions effectively, track the progress and also act upon

the drawbacks explored during implementation.

Legal base, Branch Operation Manual (BOM), Resource mobilization guideline, human

resource and procurement policy for BDRCS need to be in place to create a common

understanding and also to provide a standard guideline to accomplish planned

activities.

Organize more capacity building training, orientation on Basic Principle and Code of

Conduct of the RCRC Movement for the staff and volunteers for effective service

delivery and maintaining transparency and accountability.

School co-curriculum activities need to be expanded through designing more

programs in order to ensure effective utilization of the collected money from school

and college students.

Emphasis should be given on program monitoring and supervision in order to ensure

quality of services, accountability and transparency at all level.

There is a need to develop sustainability and phase out plan for the MCH centres for

ensuring sustainable health service delivery to the community people.

More initiatives are required to increase the number of non remunerated blood donors

across the country and number of blood bank need to be increased for providing more

contribution to national safe blood demand.

The shortcomings found in the SP 2011-15 document need to be carefully considered

during formulating next version of this document. In this connection, an internal

resource pool could be developed through effective training.

A comprehensive Monitoring & Evaluation plan needs to be developed for each

department, programme and project of BDRCS for tracking the progress, improving

the quality of services and also ensuring transparency.


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Organizarional Development

Health Disaster

Management

Figure 1.1: Programmatic areas of SP 2011-15, BDRCS

Chapter One: Introduction

1.1 Organizational Background

The Bangladesh Red Cross Society (BDRCS) was constituted on 31 March, 1973 by the

President's Order No.26 of 1973 with retrospective effect from the 16th December 1971.

The Society was recognized by International Committee of the Red Cross (ICRC) on 20th

September, 1973 and admitted to the International Federation of Red Cross and Red

Crescent Societies (IFRC) on 2nd November, 1973. The name and emblem were changed

from Red Cross to Red Crescent on 4th April 1988 vide Act 25 of 1988. The BDRCS has 68

Units. A Unit is constituted in each district and in the Metropolitan Cities of Dhaka,

Chittagong, Rajshahi & Khulna. Besides, it has 17 Departments to implement various

programme and projects across the country.

Vision

The Vision of the Society is to become an effective and efficient humanitarian

organization in Bangladesh by ‘doing more, doing better and reaching further’.

Mission

The Mission of the BDRCS is to prevent and reduce human sufferings and saves lives of

the vulnerable people.

1.2 Strategic Development Plan 2011-15,

BDRCS

Strategic Development Plan 2011-15 is the 4th

Strategic Plan of Bangladesh Red Crescent Society

which has been formulated as per the result of review

of 3rd Strategic Plan 2005-2008. A consultancy firm

named Development Support Link had been contracted

to carry out the review who submitted a review report

on 30 August, 2011 to the Society. Later on, the

review report was circulated among Departmental

Heads, IFRC, ICRC and PNSs for their comment.

Subsequently the OD Core Group took initiative for

formulating 4th Strategic Development Plan of BDRCS in line with the recommendations of

the review report. The SP 2011-15 was approved in 40th Annual General Meeting in 2012.

The Strategic Plan 2011-15 has stated the vision and mission of BDRCS and 5 strategic

goals of the Society for 2011-2015 which are:

To increase the capacity and efficiency of the BDRCS in emergency preparedness,

emergency response and recovery

To improve the quality and availability of health services and save lives of the

people in need

Organizational Development for a well-functioning National Society and effective

service delivery

To enhance community resilience through sustainable development

To promote the culture of non-violence and peace through effective Humanitarian

Diplomacy and advocacy


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The strategic development plan 2011-15 has also identified six strategies to implement

planned activities to attain the strategic goals.

1.3 Objective of the progress review

The midterm progress review of Strategic Development Plan 2011-15, BDRCS was

initiated to determine the following objectives:

To assess the progress of the planned interventions designed under each of the five

Strategic Goals formulated in the Strategic Development Plan 2011-15, BDRCS

To assess general understanding on SP 2011-15 of the BDRCS management that are

leading different departments/ programme/ projects and also internal stakeholders of

BDRCS who are continuously supporting to implement different interventions.

To explore the strength, weakness, opportunity and threat in accomplishing the

planned initiatives of Strategic Development Plan 2011-15

To identify the challenges in implementing Strategic Development Plan 2011-15 and

propose corrective measures in future programming.

1.4 Justification and Scope

The BDRCS management wanted to know the progress of the activities planned for two

and a half years in the implementation period of the SP 2011-2015. Besides, the Planning

and Development (P&D) Department was also committed to conduct the midterm review

of the plan. In this connection, the progress review was initiated and carried out by the

PMER Section of the Department.

In addition, this mid-term review process is the first internal process of major scale

carried out by the BDRCS. It was carried out with the aim to create a positive

understanding and motivation among the BDRCS management and Movement partners to

undertake similar initiatives in the future. The mid-term review process has capacitated

the PMER staff to carry out similar reviews and evaluations of the BDRCS. of the process

has also entailed capacity building of BDRCS staff, through the appointment of BDRCS

reporting focal persons in the review process. The reporting focal persons have been

actively involved in the process with a view to build their technical skills and motivate

them to support other initiatives of this kind.

1.5 Limitations

The limitations of the midterm progress review of the Strategic Development Plan 2011-

15 are:

The progress review considered sample basis Unit/Branch and projects (accomplished

& ongoing) for collecting required qualitative and quantitative data on various

indicators. It couldn’t cover all the Units/Branches and project due to time and budget

constraint

The quantitative data collection from relevant Departments, Sections, Programme and

Projects consumed longer period of time than expected (after finalizing the indicators

and orientation of data entry tool)

There was challenge to manage data on ‘achievement’ against ‘plan’ in some cases

(except ongoing and recently accomplished programmes and projects of BDRCS).


17

Inadequate and delayed response from the respective Department, Section,

Programme, and Project also hindered smooth movement of the process.

1.6 Outline of the report

In introduction chapter, the reader will find basic information about the organization,

strategic development plan 2011-15, objective of the midterm progress review,

justification & scope and limitation of the study.

Methodology chapter of the review describes different methods by which qualitative

and quantitative data, on various indicators under outputs, were collected, analyzed

and reported.

Progress review findings, in the chapter three, represents indicator wise progress

under three core programmatic areas of Strategic Development Plan 2011-15, general

understanding on the document and SWOT analysis.

The last chapter concludes the overall findings and provides recommendations under

each of the core areas for further improvement on the implementation of SP 2011-15.


18

Initial planning by PMER Section and P&D

Department

Context analysis and identfied areas need to be

considered

Drafted the progress review methodology

Commitment from BDRCS management

Sensitized moninated reporting focal person from Dept./Progr./Proj

Organized orientation on data collection tool

Started the Midterm Progresss Review process

Figure 2.1: Chronology of the concept development

Chapter Two: Methodology

2.1 Conceptualization PMER Section, along with Planning & Development Department

started the Initial thinking of conducting the midterm progress

review of SP 2011-15, BDRCS. The idea was to assess the

progress against the expected result in SP 2011-15 and to

create a platform for the PMER Section to conduct further work

in PMER at the national society and with its partners. A

workshop with the Chairman, Secretary General, Directors/ In

Charge/ Program Managers of all the

Departments/Programmes/Projects of BDRCS was organised to

attain the endorsement of the mid-term review by the BDRCS

senior management. The workshop covered formal

announcement of conducting the midterm progress review,

selecting reporting focal person from the

Department/Programme/Project (Annex 5.5 List of reporting

focal person) and sharing the methodology. There are no

indicators or benchmarks in the SP 2011-2015 to measure the

expected results, why the PMER Section developed indicators

against the outputs in the SP 2011-15. Later on, the

methodology and indicators were shared with the nominated

reporting focal person through another day long workshop. The

participants worked together and finalize those per-developed

indicators by adding with and deducting some from existing

indicators (Annex 5.1: Indicators for the progress review).

Through afore mentioned approaches, the review process

made participatory, so that all the relevant stakeholders can own and act upon the

desired requirements.

2.2 Sampling design

The midterm review includes Departments, Programmes, Projects, Branches and

volunteers as sample units. BDRCS has 64 Units and 4 city Branches, so all together it

has 68. The data collection team covered 10% of the Units (7 Units/Branches) to assess

qualitative indicators developed on the five strategic goals under Strategic Development

Plan 2011-15. Unit volunteers, who are trained on various issues and deployed in

responses, were selected for Focus Group Discussion (FGD). Besides, Unit Level Officers

(ULOs) were involved as Key Informant Interviews (KII) participants as they are

managing interventions through the at Unit level. Moreover, project beneficiaries under

CDI, flood early recovery operation and emblem campaign were selected for FGD

participants to assess the programmatic issues relevant to SP 2011-15, BDRCS.

Maternal and Child Health (MCH) centres were also included in the sample unit. KII with

midwifery was conducted in Khulna and Jessore MCH centre.

Purposive random sampling was applied in case of selecting KII, FGD and interview

participants and respondents for questionnaire survey. Besides, systematic random

sampling was followed for selecting Unit/Branch of BDRCS where representative Units


19

from Dhaka, Chittagong, Khulna and Rangpur Division of Bangladesh were considered in

the study.

Table 2.1: Coverage of Unit/Branches, volunteers and the project areas for progress

review and use of different methods for assessing qualitative indicators.

Sl. No.

Coverage Qualitative methods & participant coverage

FGD KII Interview Observation 01 NHQ,

BDRCS 2 FGDs with NDRT & NDWRT members, Disaster Response Department officials

3 KIIs with the Director of P&D, Tracing and Estate Department of BDRCS

- -

02 Cox’s Bazar Unit & project areas.

3 FGDs with trained Unit volunteers and Tracing Team members, CPP volunteers

1 KII with Unit Level Officer (ULO), Cox’s Bazar RC Unit

12 short interview with pharmacy owners and 5 ambulance drivers

12 pharmacies and 5 ambulances

03 Khulna and

Jessore Unit

1 FGD with the

volunteers of Khulna Unit

2 KIIs with Unit

Level Officers (ULO)

- -

04 MCH Centre (Khulna & Jessore)

- 2 KIIs with MCH staff in Khulna and Jessore MCH centre

2 interviews with midwifery and one with One pregnant

mother

-

05 Rangpur

and Kurigram Unit

2 FGDs with

volunteers of Unit

2 KIIs with Unit

Level Officers

- -

06 CDI Programme,

Rangpur

2 FGDs with CRDT members and CDI

programme beneficiary

- - -

07 Early Recovery Operation, Kurigram

FGD with project beneficiary

- - -

2.3 Data collection

2.3.1 Primary data collection

Qualitative indicators, linking several results mentioned in the Strategic Development

Plan 2011-15 of BDRCS, were assessed through collecting primary data. Methods

including survey, Key Informant Interviews (KII), Focus Group Discussion (FGD) and

interview were employed with different level of officials and stakeholders of BDRCS.

2.3.1.1 Survey

General understanding on Strategic Development Plan 2011-15, BDRCS, among the top

and mid level management staff covering different Department/Programme/Project of

BDRCS, representatives from IFRC and Participating National Societies (PNSs), was

assessed through a structured questionnaire. Two different types of question paper were

prepared, based on the responsibilities of BDRCS and IFRC, ICRC & PNSs in implementing


20

the interventions mentioned in the Strategic Development Plan 2011-15 for capturing

different views. A total of 52 respondents were covered in this survey (Annex 5.3: Survey

tool).

2.3.1.2 Focus Group Discussion (FGD)

FGD was implied to capture in depth information on pre defined qualitative indicators

from different level of participants from National Headquarters, Unit/Branch, volunteers

and project beneficiaries of BDRCS. FGDs with NDRT & NDWRT members, Cyclone

Preparedness Programme (CPP) volunteers & staff and Disaster Response Department

were conducted at Dhaka, Cox’s Bazar, Khulna, Jossore, Kurigram, and Rangpur Unit.

Key FGD issues were capacity building, utilization of acquired knowledge, beneficiary

satisfaction etc. Volunteers who were involved in project implementation selected as FGD

participants. Besides, beneficiaries of the Community Development Initiative (CDI)

programme and Flood Early Recovery project and CDRT (Community Disaster

Management Committee) were also included in the FGD. Standardized rules and FGD

checklist were followed during conducting the session at the NHQ, Unit level and

community level (Annex 5.2: FGD checklist).

2.3.1.3 Key Informant Interviews (KII)

KIIs were conducted with the specific Department Directors of BDRCS and Unit Level

Officers for assessing analytical aspects on various results of SP 2011-15. This approach

was also helpful to explore the challenges they faced and actions that were taken to

resolves those (Annex 5.2: KII checklist).

2.3.1.4 Interview

Short interviews were carried out with the 12 pharmacy owner, 5 ambulance driver and

other health institutions focusing appropriate using of BDRCS emblem at Cox’s Bazar

District. Besides, 2 interviews were conducted with the midwifery under Jessore and

Khulna MCH centre. The review team also visited 12 pharmacy setups and 5 ambulances

to actually observe which logo they are currently using. Moreover, evidence based

photography was also taken during observation (Annex 5.2: Key interview issue).

2.3.2 Secondary data collection

Secondary data, on pre selected indictors on the strategic goal, was collected through a

data collection template which was oriented and disseminated to the reporting focal

person nominated by the relevant Department, Programme, Section and Projects of

BDRCS. They filled the template with the support of monthly activity report (MAR),

quarterly & annual donor report, small scale MIS (Management Information System),

project completion report and other preserved documents. Later on, they submitted the

filled up template to PMER Section through proper channel (Annex 5.4: data entry

template).

2.4 Strength, Weakness, Opportunity and Threat (SWOT) Analysis

SWOT analysis, with the representatives of relevant Departments, Section, Programme

and Projects of the BDRCS and IFRC staff, was conducted in a workshop at the BDRCS

conference room. The participants discussed together minutely in groups and explored

key points under strength, weakness, opportunity and threat issues. Four core individual

SWOT analyses were compiled into one.


21

2.5 Data compilation, analysis and reporting

Primary and secondary data on pre-defined indicators based on Strategic Goals of

Strategic Development Plan 2011-15 were compiled and analysed using Statistical

Package on Social Sciences (SPSS) and Microsoft excel software. A comprehensive

progress review report was prepared by the PMER team and initially shared among OD

staff and PMER Delegate for internal feedback. Later on the document circulated to all

Departments, section, Programmes and Projects of BDRCS and its stakeholders for

further feedback. The report was finalized through incorporating all the necessary

feedback and shared hard copy.

2.6 Findings sharing workshop

A workshop was organized with the Director/In Charge, Reporting Focal Point of

Department/Section/Programme/Project of BDRCS and IFRC, PNSs representative to

share the midterm progress review findings.


22

Secondary Data For quantitative indicators, data will be collected from different sources like -

- Quarterly/semester/annual report - Event report - MARs - Review of existing & supportive

documents

Primary Data For measuring qualitative /quantitative indicators perception of BDRCS staffs & volunteers and stakeholders will be assessed by applying -

- Questionnaire survey - Key Informant Interviews (KII) - Focus Group Discussion (FGD)

Finalize the indicators by incorporating feedback from respective

Department/programme/project of BDRCS

Identify the objectives of Mid Term Review of Strategic Development Plan 2011-15

Setup of SMART Indicators - - Formulate SMART indicators (both

qualitative and quantitative) on outcomes and outputs mentioned in SP

Data collection

Develop tools for assessing indicators

- tools for qualitative and quantitative indicator will be developed

- Share tools with Department/ programme/project focal for more clarity

Data compilation, analysis and interpretation

Prepare Mid Term Review Report

Organize workshop for disseminating review findings with BDRCS and its stakeholders

Incorporate workshop feedback and finalize the report

Print and disseminate review report to BDRCS Stakeholders

Finalize all the tools/checklist/excel & ward formats developed for the review

Organize strategic workshop on Review of Strategic Development Plan 2011-15

Further clarification of indicators

- - Share drafted indicators with respective Department/Programme persons

Discussion among BDRCS PMERs (OD & DRM)

Study on SP 2011-15/ formation of initial team

Communication & coordination among members

Nominate focal from each department & programme

Review of drafted indicator by participants

Progress measurement excel sheet & SPSS for qualitative data analysis

SMART Indicator: S – Specific M - Measurable A - Achievable R – Realistic/relevant T – Time bound

Ensure effective communication with review stakeholders

Prepare comprehensive data collection schedule

SWOT Analysis for 3 core divisions of SP 2011-15

Figure 2.2: Flow chart of the Methodology of Mid Term Review of Strategic Development

Plan 2011-15, BDRCS.


23

Chapter Three: Progress Review Findings

The chapter is the presentation of data and information which were collected from

relevant departments, programmes and project of BDRCS, different stakeholders and

project beneficiaries through qualitative and quantitative data collection method and their

analysis. The overall findings are classified under four parts entitled as:

3.1 Core Programme: Organizational development

3.2 Core Programme: Disaster Management

4.3 Core Programme: Health

3.4 General Understanding on SP 2011-15

However, the detail findings are discussed in the following:

3.1 Core Programme: Organizational Development

Organizational Development, commonly familiar as OD, is one of the three core programs

of BDRCS as per the SP 2011-15. OD of BDRCS mainly comprises Planning and

Development, Youth and Volunteer Development, Fund Raising and Resource

Mobilization, Administration and Human Resource Management, real estate management,

training, PMER, Strategic Planning, Unit Management and Development etc. Humanitarian

Diplomacy and Gender also falls under OD activities as cross-cutting issues. All these

endeavours are supposed to contribute toward achievement of Strategic Goal-3; to

ensure organizational development for a well-functioning National Society and effective

service delivery and Strategic Goal-5; to promote the culture of non-violence and peace

through effective humanitarian diplomacy and advocacy. This Mid-Term Evaluation

measured the progress of above OD issues toward attaining the relevant strategic goals

against the plan for the period of 2011- June 2013.

3.1.1 Planning and Development interventions

3.1.1.1 Enactment of New Legal Base

One of the major OD issues in the Society over the last Decade is Legal Base reform in

order to make it in comply with the Movement Model Law. In this connection, as per

recommendation of Joint Statutes Commission in 2001, the process was started in 2002.

As per the SP 2011-15, there was a plan to get the new legal base approved by the

Parliament by 2011 which was not done and as per review data new legal base was not

approved by the middle of 2013. Therefore, the plan to conduct orientation of new legal

base and formulation of corresponding statutes during 2012 and 2013 did not take place

as the new LB was not approved. Meanwhile, several initiatives including regular follow

up and communication, inter-Ministerial orientation (in 17-21 June 2012), Chairman’s

letter to the Prime Minister (17 Feb, 2013), Inter-Ministerial Meeting (in 12 June, 2013)

and other correspondence took place between different level of BDRCS, Line Ministry

(Ministry of Health and Family Welfare) and other relevant Ministries like Ministry of Law

and Parliament Affairs, Ministry of Finance, the Cabinet Division etc. (BDRCS Annual

Report 2012 and 2013).


24

3.1.1.2 Formulation and implementation of Strategic Development Plan (SP)

2011-15

Strategic Plan formulation was also another vital OD activity for the Society. The

Strategic Plan 2011-15 of BDRCS has been formulated under the coordination of Planning

and Development Department. The SP, dividing BDRCS programs into three core areas

i.e. Disaster Management, Health and Organizational Development, outlined 5 strategic

goals and corresponding output level result statements to be achieved by the Society.

However, absence of Outcome statement and indicator against any level of result

statement should be the issues to be addressed in the next planning.

It was a plan to formulate the ‘SP 2011-15’ in 2011 and start implementation from 2012

and onwards. Although the initiative, as planned, of SP formulation was taken in 2011

through hiring a consultancy firm with a target to complete it by the same year, the

review data depicts that formulation of SP was not completed during the stipulated time.

It was just half done in 2011 and took almost the whole year of 2012 to get it finalized.

Finally, the SP 2011-15 was approved by the Managing Board in the AGM of 2012 and

was printed and distributed among internal stakeholders through different meeting and

workshop. It was also been circulated among the delegates and the Movement Partners.

No formal orientation session was arranged for orienting the SP at NHQ and Unit level.

3.1.1.3 Formulation Four Years Development Plan

In order to have all operational plans of Departments and Units aligned with the Strategic

Plan, P&D Department hired a consultant to develop 4-Year Development plan of 22

Departments and 68 Units. The target was to formulate it in 2012, as an immediate

action after completion of SP in 2011, and forced into implementation from 2013 and

onwards. However, as per data, formulation of 4-year development plan was not done in

the stipulated timeframe. The consultant was working on the plan in consultation with

respective Departments and Units. Earlier, the consultant organized workshop with all 68

Unit representatives and at NHQ level as a part of formulation of the development plan.

3.1.1.4 Planning, Monitoring, Evaluation and Reporting (PMER) initiative

PMER Section under P&D Department was established in November 2011. Compilation of

Monthly Activity Reports (MARs) of different Department of BDRCS and uploading in the

website was the main activity at the beginning of the Section. Since inception, a total of

15 MARs were published and uploaded in BDRCS website. However, the Section was

supposed to publish 19 reports during the evaluation period which was not done due to

resignation of staff and subsequent delay in filling up the position. There was also a plan

to conduct Mid-Term Evaluation of all on-going project led by PMER Section in 2013

which was also not done.

3.1.1.5 Information and Communication Technology (ICT) strengthening

ICT Section implemented the Digital Divide (DD) project in BDRCS. Under this DD

project, the plan was to develop ICT Capacity of 4, 20 and 10 Units in the respective year

of 2011, 2012 and 2013 (June). The review data depicts, there was no support provided

to any Unit in 2011. However, 6 Units in 2012 and 10 Units in 2013 received ICT

logistics like computer, UPS, internet modem together with informal orientation to Unit

officials and volunteers.


25

Besides, as a part of the project, 187 email accounts were created against the target of

472. Moreover, a total of 20 email and 80 email accounts, in respect to target of 187 and

167 created email accounts, were distributed to BDRCS staff in 2012 and 2013

respectively.

3.1.2 Conduction of Organizational Capacity Assessment and

Certification (OCAC)

Organizational Capacity Assessment and Certification (OCAC) self-assessment was

planned to be conducted in 2012 and implementation of OCAC recommendation was

supposed to be underway subsequently after the assessment. However, it was not

conducted during the planned timeline. As per data, initiative was taken in 2012 and P&D

Department prepared everything including office circular, venue confirmation, participant

list, stationary etc. to hold it in June 2013 but was postponed due to country wide

political instability and crisis (KII 2014).

3.1.3 Strengthening of Unit/Branch capacity

As per the SP 2011-15 there was a plan to develop 30 C category Branches to B

category and 4 B Category to A Category during the period of 2011-2013 (June). As a

part of this, there was a target of supporting 34 Units for renovation and construction of

office building during the review period which was not achieved. Only 4 Units received

fund for office renovation and due to fund constraints rest of the Units could not be

covered. Also there was no further assessment carried out to identify if the Units made

any progress.

Development of Branch Operation Manual (BOM) together with Governance Manual, Asset

Management Policy, Code of Conduct and Integrity Policy was one of the initiatives of

Unit capacity strengthening by the P&D Department which was planned to be done in

2012. The process of developing those documents was started by appointing a consultant

in the middle of 2012 with a target to complete them within the same year which was not

achieved. It was found that the consultant could only manage to submit a first draft by

the middle of 2013 for the review of OD Core Group and subsequently by the Federation.

3.1.4 Fund raising and resource mobilization initiatives

Fund raising Department, one of the oldest Department of BDRCS, was established to

raise fund for the Society. An amount of BDT 330240, 843455 and 1034195 were

collected against the target of 300000, 60000 and 1200000 respectively in 2011, 2012

and 2013. Likewise, an amount of BDT 180861, 107321 and 64748 was collected through

Donation Boxes respectively in 2011, 2012 and 2013. Looking more closely, the data

reveals that fund collection through selling souvenir items had a very positive upward

trend and was higher than the target in 2011 and 2012. On the other hand, collection

from donation boxes was inconsistent through the review period and was slightly lower

than the target.

Apart from these, a high level dinner for fund raising with the presence of Honourable

President and Prime Minister of Bangladesh was planned to be conducted in 2012 which

was also not done.


26

0 50000 100000 150000 200000

2011

2012

2013

200000

150000

100000

180861

107321

64748

Achievement Plan

0

200000

400000

600000

800000

1000000

1200000

2011 2012 2013

300000

600000

1200000

330240

843455 1034195

Plan Achievement

There was a plan to formulate asset management policy in 2012 which was not

completed during the stipulated timeframe. However, a consultant was hired in the

middle of 2012 to formulate asset management policy together with Branch Operation

Manual who submitted the draft in the middle of 2013 for BDRCS review.

As a part of resource mobilization, there was a plan to introduce RMS for BDRCS staff and

volunteers in 2012 which was also not started in the stipulated timeframe.

Real estate is the main source of earning of unrestricted revenue for BDRCS. Estate

Department mainly responsible to perform duties related to management and

maintenance of Society’s properties like land and building that includes rent collection,

agreement renew, dispute resolution, warehouse maintenance, updating land documents,

payment of holding and land taxes, recovering of dispossessed lands etc. Rents are being

collected from different buildings, shops, and warehouse as well as leasing of NHQ pond

and trees. Estate Department during the period of 2011-13 (June) collected an average

of 90% of their forecasted rent (KII 2014). However, there is a big amount of arrear

rents that been carried over for years denting the yearly percentage of achievement.

Recovering of grabbed and dispossessed lands is also a big concern for the Society.

During the evaluation period, Estate Department with the help local RC Unit identified 11

lands in Noakhali being grabbed by others and started legal action for repossession. The

Department also started legal process for protecting NHQ land from encroachers.

Having no policy for asset management is a massive drawback in terms of real estate and

other asset management of BDRCS. Lack of ownership documents of lands, political

influence, tenants’ non-cooperation, absence of land surveyor, having no fund for

maintenance and tax further intensify the problems. They also raised some

recommendations which will support further smooth interventions (KII 2014):

Figure 3.1: Above graph is representing the

amount of money collected from donation box

Figure 3.2: The chart is presenting the

information of fund collection from selling

souvenir items


27

There should be a Policy for managing asset and real estate of BDRCS.

A database should also be maintained with information of all property and lands

including GPS.

There should be more close supervision over assets of all Units from NHQ

especially by Estate Department.

Proper procurement system should be followed in selection of developer, tenant or

any other procurement related issues.

ULOs should be trained on asset management and a Land Surveyor can be

recruited.

A portion of collected rents should be preserved for maintenance and paying

holding and land taxes.

3.1.5 Staff management and administration

Administration Department issued Identity Card (ID), visiting card, prepared absent

statement, prepared security guard roster and organized observation of national and

international days in a regular basis to ensure an effective and smooth running of the

society. During the evaluation period, a total of 90, 150 and 200 ID cards were issued

against the plan the plan of issuing 100, 150 and 250 cards in the respective year of

2011, 2012 and 2013. Likewise, the Department issued and distributed visiting cards to

30 staff. In regard to observation of national and international days, the Department fully

achieved its target. It organized observation of 13 main national and international days in

each year of 2011 and 2012 and 6 days up to June 2013. Besides, the Department

prepared absentee statement, issued office circular, paid electricity and telephone bills,

prepared security guards roster as per the plan. Apart from these, the Department

produced reports on a regular basis based on their planned activity which is noteworthy.

Under Human Resource reform initiatives there was a plan to develop an organogram in

2012 for BDRCS with the support of Canadian Red Cross OD Fund and implemented by

Planning and Development Department. But the progress was not made in 2012.

However, the initiative was started in 2013 which was also not completed in that year but

half done. As part of HR reform process, it was also planned to develop Job Description

for BDRCS staff and in this connection, Job Description for Secretary General, Directors

and Deputy Directors of all the Departments of BDRCS were drafted needing approval

from the Managing Board. However, the plan of preparing of job description for rest of

the staff during 2011 to 2013 was not completed during the planned timeframe. As the

target of JD preparation was not achieved so the workshop and orientation on JD was not

organized although the activity was planned for 2013.

3.1.6 Capacity building of volunteers for effective service delivery

The Department was involved in the process of capacity building of the Red Crescent

Youth (RCY) through organizing training and workshop during the timeframe. Training

course on Basic RCRC Movement and First Aid, Youth as Agent for Behavioural Change

(YABC) and Dead Body Management were conducted with the volunteers of BDRCS. The

Youth and Volunteer Department planned to organize 10 training on Basic RCRC

Movement and FA in 2012 but couldn’t organize any event. However, in 2013 as per plan

similar training was conducted at 34 Unit/Branch which covered 1,020 participants.

Besides, 24 volunteers were trained on YABC in 2011 but the Department couldn’t

arrange any training in 2012 however they planned to conduct 2 training courses.


28

0

10

20

30

40

50

60

70

2011 2012 2013 (Till June, 13)

30 30

68

3 4

34

Nu

mb

er

of

ToT

ToT on Search & Rescue Plan

Ach.

Figure 3.3: Status on accomplishment of Search & Rescue

ToT among the RCY.

Moreover, as a capacity building support, 2 training courses were organized on Dead

Body management with 20 volunteers in 2013.

Under youth co-curricular activity, yearly Youth Leadership workshop was organized

during 2011-13 as per plan which covered 189 male and 15 female participants from 68

Units/Branches of BDRCS. Under this initiative, the Department organized training of

Trainers (ToT) events for RCY and school teachers to develop resource persons on RCRC

Basic & First Aid and Search & Rescue issues. During the reporting period, 6 ToT courses

on RCRC Basic & First Aid were completed with 210 school teachers against planned 14

courses. Similarly, total 11 ToT courses were completed with RCY as per plan which

covered 440 participants during 2011 to 2012 and the Department had no plan for

conducting such ToT in 2013. Besides, there was plan to conduct 7 ToT courses on

Disaster Management with RCYs in 2013 but they could not organize any course till June

2013.

The Department stressed on conducting capacity building event on Search & Rescue

aspects during the time frame. In 2011 and 12, total 7 ToT course were organized and

the average achievement was very minimal as 11.66% in respect to the target. However,

in 2013, the Department was able to organize 34 ToT courses as per plan till June 2013.

Each of the ToT

events covered 30

participants and the

total number was

1230 RCYs.

In case of expanding

the youth co-

curricular activities,

the Department took

internal mechanisms

to increase the

coverage of school,

college and open

troops as well as the

total number of RCY

during the reporting

timeframe. More specifically, the total number of RCY has increased from 40,684 in 2012

to 440,269 in 2013. This status gives the insight on the expansion of Youth Co-curricular

initiatives of BDRCS to a great extent. However, the Plan of expanding co-curriculum

activities up to 70% by 2013 could not be measured due to lack proper data and baseline

status.

Besides, the Department organized 12th National Youth Red Crescent Camp in Chittagong

on 21-25th December 2012 although the plan was to organize camp in 3 Divisions. Unit

Level Officer (ULO), Secretary and 22 RCY Members from each 68 Units participated in

the National Camp. A total of 2,500 students gathered and were informed about RCRC

(Red Cross Red Crescent) Basic, First Aid, Tracing and Rescue, and Climate Change

Adaptation issues.


29

3.1.7 Initiatives to protect miss use of RC Emblem

International Relation and Communication Department of BDRCS played the key role in

promoting BDRCS emblem with the support of ICRC and BDRCS revenue across the

country. In this regards, numbers of orientation sessions were conducted in different

District throughout the review period, although as per SP it was only planned for 2013. In

2011, the Department covered 7 Districts (viz Bandarban, Rangamati, Feni, Munshigong,

Magura, Comilla and Norshindi), 6 Districts (viz Luxmipur, Bagerhat, Habiganj,

Gopalganj, Kustia and Chuadanga) in 2012 and 5 Districts (viz Bhola, Narail, Khulna,

Cox’s Bazar and Bogra) in 2013 (up to June). Objective was to provide basic

understanding on RCRC Basic and Emblem Campaign to the volunteers and respective

Unit officials. Immediate after the orientation, the team moved to their assigned location

to conduct 5 days long door to door awareness raising campaign on BDRCS emblem.

Figure 3.4: Status of conduction of orientation on RCRC Basic and Emblem Campaign

with the Unit/Branch volunteers and officials.

The review team has found the campaign useful in raising awareness in BDRCS emblem

in the ground level. Trained volunteer covered health institutions including government

and private setups and disseminated their acquired knowledge to the stakeholders. The

common sharing was that the persons involved in the health aspects were not aware of

using correct logo. After receiving orientation, they started using correct logo for their

own purpose as well as encouraging others to use the logo rightly. Now, they can

distinguish BDRCS logo with others. 98% of the medical centres changed their logo after

awareness raising campaign (Field Observation, 2014).

3.1.8 Human resource development initiatives

During the review period the Training Department conducted numbers of training on First

Aid, Search and Rescue, Basic RCRC, Leadership Development, Disaster Risk Reduction

(DRR) and refresher course for strengthening the capacity of NHQ and Unit staff. At the

same time the Department also conducted training on the aforesaid courses commercially

for different organizations. However, the progress of the Training Department for mid-

term review was measured through few pre-defined indicators set jointly by the review

team and the focal point of the Training Department.

0 2 4 6 8 10

2011

2012

2013

10

10

5

7

6

5

Number of campaign

Orientation on BDRCS Emblem Ach.

Plan


30

3.1.8.1 Training for staff capacity building

Under capacity building initiative of BDRCS staff, the Department conducted 10 and 3

First Aid trainings courses against the plan of 11 and 5 training in the respective year of

2011 and 2012. A total of 311 participants with 244 male and 67 female were covered

through this training. However, as per data, no training was conducted in the 1st half of

2013.

Figure 3.5: The figure shows the status of conducting First Aid training for Staff

The Department organized only one training course on Search and Rescue for BDRCS

officials in 2011 with 25 participants where 10 participants were male and 15 were

female. There was no other training on SAR being organized in 2012 and 2013.

Training on RCRC Basic was conducted for Unit and NHQ officials to orient them about the

Movement. 2 trainings were organized in each year of 2011 and 2012 respectively

against the plan of 3 and 5. As per data no training took place on RCRC Basic in 2013.

The Department oriented a total of 104 staff and officials on Red Cross and Red Crescent

Basic during the reporting period where 84 were male and 24 were female.

Training on Disaster Risk Reduction (DRR) was conducted to build capacity of Unit and

NHQ officials. The Department conducted 1 course in 2011 and 6 courses in 2013 on DRR

with a total of 285 participants from NHQ and Units. No training took place in 2012. In

fact, the Training Department organizes DRR training on Demand basis and that’s why

they don’t set a target in advance about the number of training courses the Department

would like to organize in the following year.

The Department also conducts Training of Trainers (ToT) course on First Aid, Search and

Rescue, Disaster Risk Reduction issues. During the review period the Department

conducted ToT course only on First Aid. In 2011, there were 5 ToT with 144 participants

against the target of 5, in 2012, there were 6 ToT with 159 participants against the target

of 7 and in 2013 (up to June) the Department conducted 1 ToT with 24 participants

against the target of 2.

Only 1 induction training conducted in 2011 with 28 participants (22 male, 6 female).

Information of 2012 and 2013 was not found.

0

2

4

6

8

10

12

2011 2012 2013

11

5

0

10

3

0

Nu

mb

er

No. of FA training for staff

Plan

Achievement


31

3.1.8.2 Revenue collection through commercial trainings

It was found that the Department conducted numbers of trainings commercially in other

organizations on different issues like First Aid, Search and Rescue, Refresher on First Aid,

Fire Safety, and Disaster Risk Reduction etc. The Department, through conducting

commercial trainings, is contributing the reserve of unrestricted fund of BDRCS.

Search and Rescue (SAR) is one of the main courses that the Department offers to

different organizations. During the review period the Department conducted a total of 28

courses in different public and private organizations. However, evaluation team found

that the achievement of conducting SAR Training is a bit lower than the Department

planned for. There were 11 courses with 257 participants (172 male, 85 female) in 2011

and 17 courses with 439 participants (271 male, 168 female) in 2012 against the plan of

13 and 18 in the respective year. The Department had no plan to conduct SAR Training in

the first half of 2013.

Figure 3.6: The figure depicts status of conducting commercial training on SAR.

In depth data analysis shows that the Department conducted highest number of trainings

and orientations during the reporting period on First Aid. The Department, in every year,

nearly met the plan of conducting commercial First Aid training. Review data shows that a

total of 60, 49 and 12 training courses were organized respectively in 2011, 2012 and

2013 against the target of 62, 52 and 14 in the respective year. Altogether the

Department conducted 121 training and orientation on First Aid with a total of 2,798

participants among which 2,159 were male and 639 were female during the review

period.

0

5

10

15

20

2011 2012 2013

13

18

0

11

17

0

Trai

nin

g n

um

be

r

No. of commercial training on SAR

Plan Achievement


32

12%

88%

Staff Capacity building training Commercial training

Figure 3.8: The pie chart represents the ratio of

conducting commercial and staff capacity building

training by the Training Department.

Figure 3.7: The figure shows the status of conducting commercial training on First Aid.

Refresher on First Aid was also conducted on demand basis. The Department conducted

13 commercial refreshers with 252 participants in 2011, 8 refreshers with 111

participants in 2012 and 3 refreshers in 2013 (up to June) with 65 participants. As the

refresher course is usually conducted on demand basis so the Department had no target

for it.

Training on Fire Safety and Disaster Risk Reduction (DRR) was also conducted

commercially. There were 5 training courses on Fire Safety with 140 participants and 2

training on DRR with 64 participants in 2012 only.

The review found that 88% of the total trainings conducted by the Department are

commercial and rest 12% is for

the capacity development of

BDRCS staff and volunteers.

Training Department contributed

an amount of BDT 6,442,827 to

the Revenue of BDRCS during

2011 – June 2013 through

conducting commercial training in

different organizations. However,

the Department had no yearly

forecast for collecting fund through

conducting commercial training.

0

10

20

30

40

50

60

70

2011 2012 2013

62

52

14

60

49

12 Nu

mb

er

of

trai

nin

g

No. of commercial training on FA Plan Achievement


33

3.2 Core Programme: Disaster Management (DM)

3.2.1 Community mobilisation toward building resilience

Bangladesh Red Crescent Society (BDRCS) carried out a number of activities to mobilize

community people for developing disaster resilience communities through different

programmes and project entitled Under Disaster Management Division entitled Climate

Change Adaptation (CCA), Community Development Initiative (CDI), Vulnerability to

Resilience (V2R), urban disaster Risk Reduction (UDRR) and Community Based Disaster

Risk Reduction (CBDRR) across the country. Training, mock drill, awareness raising

session and meeting with CBOs are the key initiatives that were conducted for community

mobilization. Apart from these, a significant number of beneficiaries were covered

through community consultation/ awareness session and preparedness activity conducted

in afore mentioned programmes ns projects during 2011 to 2013. A total of 750, 1488

and 2050 awareness session were conducted against the target of 992, 1568 and 2186 in

2011, 2012 and 2013 respectively. At the same time, beneficiary coverage through all

the preparedness activities were 2024, 2306 and 2608 against the target of 1624, 1696

and 2496 in 2011, 2012 and 2013 respectively. The participation of male and female

were 6286 and 7802 in community awareness session and 31145 and 66575 were in

preparedness activity which also represents significant participation of female in these

initiatives.

Moreover, training, mock drill and meeting with Community Based Organizations (CBOs)

were conducted to accelerate the process of community mobilization. All the afore

mentioned programmes and projects conducted mock drill for raising mass awareness on

disaster preparedness in respective intervention areas. During the evaluation period, a

total of 44 mock drills were conducted as per plan which covered 42100 community

people including 18450 male and 23650 female.

Training for Unit/Branch volunteer is one of the main activities because they act as

mobilizing agent in the community through dissemination of information and conducting

various events. A total of 8, 8 and 12 training courses were conducted in 2011, 2012 and

2013 respectively which covered 506 volunteers.

Figure 3.9: This bar graph represents the status of conduction of awareness raising

sessions and beneficiary coverage through preparedness activity

0 500 1000 1500 2000 2500 3000

Plan

Achi.

Plan

Achi.

Plan

Achi.

20

11

2

01

2

20

13

992

750

1568

1488

2186

2050

1624

2024

1696

2306

2496

2608

Number

Community people participated in preparedness activity

Community consultation & awareness raising session


34

Moreover, 120, 202 and 292 meetings held with Community Based Organizations (CBOs)

in 2011, 2012 and 2013 respectively. A total of 8066 people including 4125 male and

3941 female participated in those meetings.

Table 3.1: The table representing the progress status of mock drill, volunteer’s training

and meetings conducted with CBOs during 2011 to 2013.

Activity

2011 2012 2013 Avg.

Achi.

Ben.

cover

age Plan Achi. Plan Achi. Plan Achi.

No of Mock Drill

conducted 8 8 0 0 36 36 100 42100

No of training conducted

with volunteers 8 8 8 6 12 12 92 506

No of meeting conducted

with CBOs 120 120 192 202 280 292 103 8066

3.2.2 Disaster response tool: Formation and Functionality

3.2.2.1 National Disaster Response Team (NDRT)

National Disaster Response Team (NDRT), who are primarily focused on needs

assessment covering damage occurred, beneficiary selection and distribution, is the key

tool to providing effective response during disaster situation.

In regards of NDRT formation, 2 NDRT were formed in 2011 which wasn’t not in plan,

however in 2012 and 2013, plan was to form 3 NDRT teams. Besides, Disaster Response

Department conducted two training for NDRT members in 2011 where 36 male and 7

female were participated. The data representing male and female status where we found

female participation is not remarkable.

NDRT members are deployed in time of disaster. During 2011 to 2013 a total of 21 male

and 1 female were deployed in response. Again, deployment of female NDRT has found

minimal in respect to male which needs to be carefully looked upon.

Figure 3.10: This bar diagram is representing the data of deployment and training

status of the NDRT member

0 5 10 15 20 25 30 35 40

ND

RT

me

mb

ers

de

plo

yed

in

re

spo

nse

Tr

ain

ing

rece

ive

d

21

36

1

7

Number

Ind

icat

ors

Female Male


35

Figure 3.11: The chart showing the deployment status

and training status of UDRT member during 2011~2013

0

50

100

150

Training conducted with UDRT member

Deployed in response

115

0

85

0

Male Female

Box 3.1: Effective Disaster Response Tool

The motivation of the BDRCS staff to be joined in NDRT and NDWRT is ‘to serve the

vulnerable people who are in need’. The trained NDRT members are capable of handling

damage & needs assessment, filling up of damage form, selection of area and

beneficiary, pre, during and post disaster initiatives, relief distribution etc. Most of the

participants utilized their acquired skills like leadership, decision making ability and

managerial capacity in different situations during conducting interventions. Majority of

the participants expressed their satisfaction regarding service delivery during response

in disaster. However, NDRT/NDWRT members have uttered dissatisfaction regarding

preparing and endorsement of the beneficiary list for providing support.

Besides the team members faced several challenges during conducting their assigned

tasks in the field like establishing their recommendations regarding area and beneficiary

selection, emergency relief distribution and other related aspects. They have also

provided recommendations for making most utilization of this tool in further

interventions (FGD, 2014):

o Besides basic NDRT/NDWRT training, sector wise expertise need to be developed

like monitoring and reporting in emergency response and others relevant issues

for more effective service delivery.

o Organize refresher training for NDRT/NDWRT members so that they can be in

touch with their acquired skills.

o Inclusion of NDRT/NDWRT members in lesson learned workshop which would

create opportunity to plan for the further actions based on actual scenario

o NDRT curriculum needs to be reviewed and BDRCS can invite RDRT (Regional

Disaster Response Team) Focal point to review and develop the document

o Allocate sufficient equipment, specialized vehicle and arrange insurance coverage

for the team members during deployment

o Commitment of team members and deployment of female NDRT members are

important regarding effective response during disaster.

o Communication and coordination among the Response Department, BDRCS

management and Local unit need to be improved.

3.2.2.2 Unit Disaster Response Team (UDRT)

Community Disaster Response Team (CDRT) and Unit Disaster Response Team (UDRT)

are also disaster response

tools of Bangladesh Red

Crescent Society to

contribute in fast response

during any types of disaster.

As per Strategic

Development Plan, 30 Unit

Disaster Response Team

were supposed to form at

Branch level. But only 8

UDRT were formed in branch

level during 2011 to 2013

where 115 were male

member and 85 were female

member. The achievement of team formation was not as per the plan and achievement

was far behind than the plan. Only Community Development Initiatives (CDI) formed


36

Figure 3.12: This graph presenting the status of CDRT

formation and training conduction with CDRT member

0 10 20 30 40

16

10

37

8

4

4

Training conducted CDRT formed

those 8 teams at Unit/Branch level. Other Department/Program/ Project didn’t take

initiatives to form the team. CDI Programme also conducted training for UDRT members.

3.2.2.3 Community Disaster Response Team (CDRT)

CBDRR, CDI programme, CCA and V2R project formed 63 Community Disaster Response

Team (CDRT) against the target of 57 during 2011-2013. A total of 1671 members were

involved including 1099 male and 572 female in those CDRTs.

Community

Development

Initiatives (CDI)

conducted a total of 16

training for the CDRT

member as per their

plan. A total 400 CDRT

members including 245

male and 155 female

participated in those

training courses.

Training issues were

Participatory Hygiene

and Sanitation

Transformation (PHAST), Participatory Approach for Safe Shelter Awareness (PASSA) and

Basic First Aid (FA).

A total of 4 communities under CDI programme in Rangpur received the training as a

CDRT member. Apart from theses a total of 25 members also received training on Basic

Disaster. CDRT members supported in early marriage issues and road construction issues

in the community. After getting the PASSA training CDRT members disseminated

acquired knowledge to the local people. CDRT members committed to support people in

case of need. They uttered some challenges regarding coordination with Unit team

members and Youth & Volunteers Department of NHQ BDRCS. They also put

recommendations for strengthening CDRT initiatives in future (FGD, 2014):

CDRT members need to be involved in Unit/Branch interventions

Enrolment of CDRT in Youth & Volunteers Department of BDRCS

Need to deploy CDRT member during response in disaster

3.2.2.4 National Disaster WATSAN Response Team

National Disaster WATSAN Response Team (NDWRT) is basically assigned for water and

sanitation related response initiatives. As per Strategic Development Plan 2011-15, total

3 NDWRTs were supposed to form during 2011 to 2013. However, only 1 team was

formed in 2013 comprising 27 members including 24 male and 3 female. In 2012 there

was plan to form 2 NDWRT teams but respective Department was unable to do so.

Besides, capacity building training was also organized for the newly formed NDWRT

members however there was plan for 3 training. Based on the data of Disaster Response

Department, 3 male NDWRT members were deployed in disaster response. Interesting

point is no female NDWRT member was deployed in the fields during the time frame.


37

4600

5500

7400

1334 1590

738

1334

2236

982

0

1000

2000

3000

4000

5000

6000

7000

8000

2011 2012 2013

Nu

mb

er

of

be

ne

fici

ary

Awareness campaign

Provided IG training

Provided IG support

43%

57%

Gender

Male

Female

3.2.3 Community resilience through programmes

Community Development Initiative (CDI) and Climate Change Adaptation (CCA) project

of BDRCS were involved in building community resilience through including different

initiatives in the PoA (Plan of Action). Major activities under this issue were awareness

raising campaign on disaster vulnerabilities and self safety, organising income generating

(IG) training as preparedness and also providing IG support to the beneficiaries for

making them financially stronger to responding during and after any incident. Based on

quantitative data, a total of 62 awareness raising campaigns were conducted which have

covered 17500 people including 6750 male and 10750 female in the project intervention

area. Besides, an increasing trend was found in beneficiary coverage during 2011-13. For

capacity building in IG initiative, 3662 project beneficiaries covering 1660 male and 2002

female received income generating training like tailoring, homestead gardening,

handicraft, livestock rearing, carpenter training etc. Besides, income generating cash

grant was distributed to the trained beneficiaries in the communities. A total of 4552

beneficiaries including 2570 male and 1982 female received cash grant support from the

project. In depth analysis, also found that average achievement of these initiatives was

100% where female beneficiaries (57%) were prioritized in terms of providing training

and IG support than male (43%). Cyclone Sidr Left Over fund and Canadian Red Cross

fund were utilized to accomplished the initiatives under CDI and CCA project respectively.

Figure 3.13: Beneficiary coverage ubder community

resilience initatives during 2011 -13

Figure 3.14: Gender perspective in

beneficiary coverage

3.2.4 Status of Standing Operating Procedure (SoP) and Contingency

Plan

The disaster response Department initiated developing the Standard Operating Procedure

(SOP) for conducting disaster preparedness, response and recovery interventions in 2011

but couldn’t able to complete the document. However, agreement between IFRC and the

Unit regarding roles and responsibilities during response period are in place. This reduces

complications regarding activity accomplishment and also resolving major challenges.

Besides, contingency Plan for Flood and Cyclone are in place in BDRCS. Last year, during

Cyclone Mahasen Early Recovery Operation, cyclone contingency plan was activated

where staff of BDRCS was given alert for preparing immediate deployment in the affected


38

Figure 3.16: Graph shows the comparison of target

and achievement of conduction of First Aid training.

32 32

98

32

6

103

0

20

40

60

80

100

120

2011 2012 2013

Nu

mb

er

Plan Achievement

Figure 3.15: Status of recipient of First Aid services

320

400

480

250

320

340

0 100 200 300 400 500 600

2011

2012

2013

Number

Achievement Plan

areas (FGD, 2014). Response Department also organized a workshop on Contingency

Plan in 2011 as per plan where 18 participants contributed to revising the developed

plan.

Apart from these, Community Development Initiative (CDI) programme formulated

Contingency Plan for 28 communities where respective people identified the way how

they will respond to any natural and manmade incident along with prioritization and

distribution of specific roles and responsibilities.

3.2.5 Capacity Building Initiatives for staff and volunteers

3.2.5.1 Search & Rescue Issue

Data from different projects under DM division depicts that the training on Search and

Rescue was only planned in 2013 by Urban Disaster Risk Reduction (UDRR) programme.

The project organized 4 training courses in the first half of 2013 as per plan where 100

participants including 60 male and 40 female learnt different issues related to Search and

Rescue in emergency. As no other project of DM Division conducted SAR Training so

there was no deployment by them except UDRR. In 2013 UDRR Project deployed 8

trained volunteers in Search and Rescue operation among which 6 were male and 2 were

female.

3.2.5.2 First Aid and service Delivery

Scaling up of first aid service is mandatory to have an effective and efficient emergency

response. As a part of this, different programs/projects like Community Development

Initiative (CDI), Climate Change Adaptation (CCA) and Vulnerable to Resilience (V2R)

included First Aid training for the targeted beneficiaries. During the review period, overall

rate of achievement was found 75% (by the afore mentioned projects).


39

Figure 3.17: male-female ration of FA training recipient and FA service recipient

68%

32%

Male-female ratio of FA training participants

Male

Female

35%

65%

Male-Female ratio of FA service recipient

Male

Female

Figure 3.18: Status of male and female members in First

Aid training recipient and First Aid Service Recipient

323

587

462

221

0

100

200

300

400

500

600

700

Male Female

Nu

mb

er

Recipient of FA service Recipient of FA training

Specifically, the achievement in 2011 and 2013 is respectively 100% and 105% but in

2012 it is only 19% as CDI project couldn’t conduct any training against their plan of

conducting 24 in that year. A total of 141 First Aid Training were conducted by CDI, CCA

and V2R project with a total of 683 participants where female participants were 221 and

male participants were 462.

Participants of First Aid training involved themselves in providing First Aid services to the

targeted communities in the respective project areas. During the review period, CDI

programme provided First Aid services to 910 beneficiaries among whom 323 (35%)

were male and 587 (65%) were female. However, the Program has failed to reach target

in terms of providing FA services and overall achievement is about 76%. In 2011, the

program covered 250 people against the target of 320, in 2012, it covered 320 people

against the target of 400 and in 2013 (up to June) it covered 340 people against the

target of 480.

However, looking at the male-female ratio between number of First Aid training recipient

and number of First Aid service recipient the evaluation team found just a reverse trend.

In First Aid training,

participation of male

(68%) is way more than

female and on contrast

among the recipient of

First Aid services number

of female (65%) is more

than the number of male.

This indicates, females

are more vulnerable to

any disaster needing be

more focused in First Aid

training.

Besides, CDI and UDRR programme together planned to purchase first aid kits. CDI was

supposed to purchase of FA Kits in 2011 and 2013 and UDRR had a plan only in 2013.

CDI purchased all its planned 32 Kits in 2011 but failed in 2013 and purchased 24 Kits

against the plan of 75 that year. On the other hand UDRR program has purchased all 20

Kits that it planned up to June 2013.


40

Figure 3.19: comparison between plan and achievement of

conducting awareness raising session on WASH

200

184

250

180

154

210

0 50 100 150 200 250 300

2011

2012

2013

Number

Ye

ar

Achievement Plan

Figure 3.20: Comparison between plan and

achievement of installation of safe water sources

100

222

422

80

233

386

0

100

200

300

400

500

2011 2012 2013

Nu

mb

er

Year

Plan Achievement

3.2.6 Integration of Water, Sanitation and Hygiene (WASH) in

Programmes

CDI, CCA and V2R project conducted numbers of awareness sessions on Water Sanitation

and Hygiene issues. Community Development Initiative (CDI) Project has been

implementing in 4 Districts, Magura, Kushtia, Natore, Nilphamari, of Bangladesh targeting

more than 10,000 beneficiaries to make them resilient to disasters and improvement of

living standard through income generation. Sidr left over fund was utilized to implement

CDI initiatives. The project conducted 180, 130 and 160 awareness session respectively

on 2011, 2012 and 2013.

Climate Change

Adaptation (CCA)

project, has been

implementing in

Noakhali,

Manikganj,

Gopalganj, Bogra

since 2011,

planned to conduct

WASH awareness

among

beneficiaries on

2012 and 2013.

V2R project is

going on since 2012 in Barguna and Patuakhali District targeting 60,000 beneficiaries.

During the review period CDI, CCA and V2R projects were able to conduct 86% of

awareness raising sessions on Water, Sanitation and Hygiene (WASH). In 2011, 210

sessions conducted against the plan of 250, in 2012, 154 sessions conducted against the

plan of 184 and in 2013, 180 sessions were conducted against the plan of 200 by CDI,

CCA and V2R project.

For improving Water and

Sanitation facilities and

increasing access to safe

drinking water for the

vulnerable community, CDI,

CCA and V2R project installed

numbers of safe water sources

like tube-wells, rain water

harvesting system and ponds

in their targeted project areas.

In 2011, CDI Programme

installed 80 Safe Water

Sources against the target of

installing 100. In 2012, CDI and CCA project together installed 222 safe water sources

against the target of installing 233. CCA project installed all its planned 22 water system

but CDI programme was able to install 200 water system against their target of 211.


41

Figure 3.21: Comparison between plan and achievement of number of sanitation system installed

0 1000 2000 3000 4000 5000

2011

2012

2013

600

1350

4124

550

1291

3724

Number

Ye

ar

Achievement Plan

In 2013, CDI, CCA and V2R project had a plan to install safe water sources for their

beneficiaries. However, there were 386 safe water sources installed by these three

projects against the target of 422. CCA and V2R installed all their planned safe water

sources respectively 37 and 345. But CDI could only install 4 safe water sources against

the target of installing 40. As per the collected data, there is no information of beneficiary

coverage by the installation of safe water sources by CDI and CCA project. Only V2R

project has given the information of beneficiary coverage and the project covered about

35,450 community people (among which 16,800 male and 18,650 female) by installing

345 safe water sources in 2013.

Besides installing safe

water systems,

Community Development

Initiative (CDI), Climate

Change Adaptation

(CCA) and Vulnerable to

Resilient (V2R) projects

installed sanitation

system for the target

beneficiaries. In 2011,

there were 550

sanitation system

installed against the

target of 600 by CDI Project. In 2012, 1291 sanitation system were installed by CDI and

CCA project against the target of installing 1350, CDI installed 741 which are more than

their plan of installing 700 and CCA project installed 550 against the target of installing

650. In 2013, CDI, CCA and V2R project together installed 3,724 sanitation systems

against the plan of installing 4,124. Among these 3,724 systems, CCA installed all their

planned 100 sanitation system and V2R installed all their planned 3,624 sanitation

system. CDI could not install any of their planned 400 sanitation system by the 1st half of

2013.

However, CDI and CCA did not provide any information related beneficiary coverage. V2R

project covered around 16,878 community people (where 8,246 were male and 8,632

were female).

3.2.7 Disaster response: Effectiveness, Management and way forward

Disaster Response Department of BDRCS is fully engaged in humanitarian response

initiatives in Bangladesh. During 2011-13, the Department responded to major events

occurred in Bangladesh like South-East flood, flood early recovery and Satkhira water

logging operation.

More specifically, a total of 35 response initiatives were undertaken covering different

categories of disasters like flood & landslide, cyclone, tornado/norwester, cold wave, fire,

river erosion and manmade disaster like Other Situation of Violence (OSV) in various

parts of Bangladesh. Response interventions in terms of distributing financial assistance

and beneficiary coverage has increased over time; for instance, in 2011 the amount was

CHF 1358104.5 (BDT 10864836) which increased to CHF 1946235 (BDT 155698800) in

June 2013. Although the amount usually depends on scale of disaster, however there is


42

no doubt that the initiative has become more intensive these days. Total 196544

households were covered through financial assistance of CHF 4608535 (BDT 368682800)

in various disasters during 2011 to June 2013.

The assistance covered key items like Food Items (FI), Non Food Items (NFI), cash grant

for livelihood & shelter, materials support, WATSAN support like post excavation,

installation of PSF (Pond Sand Filter) and RWH (Rainwater Harvesting), blanket for cold

wave sufferers and beef distribution for the ultra poor families during Eid-Ul-Adha, cash

for work and training initiative in the intervention area.

Figure 3.22: Yearly financial assistance provided to beneficiaries during disaster by the

Disaster Response Department of BDRCS.

Table 3.2: Year wise household coverage and financial assistance provided during

different category of disaster during 2011-13 by the Disaster Response Department.

FY 2011 FY 2012 FY 2013 TOTAL

Sl Disaster Category HH

Support

(CHF) HH

Support

(CHF) HH

Support

(CHF) HH

Support

(CHF)

1 Flood/landslide 17420 559297 17420 559297 10000 1196975 44840 2315570

2 River erosion 75 27187 75 27187 0 0 150 54375

3 Manmade (OSV &

others) 12056 224780 12056 224780 262 59385 24374 508945

4 Tornado/ Norwester

5700 243437 5700 243437.5 2110 27500 13510 514375

5 Cold wave 36600 298125 21955 190216 50915 400875 109470 889216

6 Fire 100 32277 100 32277 0 0 200 64554

7 Cyclone 0 0 0 0 4000 261,500 4000 261500

Total 71951 1385104 57306 1277195 67287 1946235 196544 4608535

2011

2012

2013

1385104.5

1277195

1946235

71951

57306

67287

HH coverage Financial assistnace (CHF)


43

Project implementation

In large scale DREF Operation launch or Emargency Appeal

For small scale incident BDRCS & IFRC jointly decide to response

Then, held discussion with IFRC – Deploy assessment team for damage assessment

If possible Unit/Branch can response immediately, otherwise carried out response from Joint DP stock (at HNQ

BDRCS)

Disaster Response Department collects information & validation with government

After disaster – Request for assistance sent from the field

Figure 3.23: Flow chart of the response initiative by Disaster Response Department

Beneficiary selection usually

depends on mode of project.

BDRCS followed the selection

criteria mentioned in the field Relief

Manual which was developed in

1997. Later in 2012, a consultant

was haired to review the manual

which needs to be in surface. Based

on the criteria, person/family has to

be the affected and priority should

be given to female/widow and

physically challenged & autistics

person in the affected areas.

Although the selection process

includes community consultation

and further validation but still the

participation isn’t up to the mark.

The process of beneficiary selection

for any assistance need to be fully

community based. Besides, the

review team did not find any statement regarding Compliance & Response Mechanism

and monitoring & evaluation during response initiative which usually contributes towards

maintaining transparency and accountability. Meanwhile, BDRCS is familiar with preparing

beneficiary database after complete the beneficiary selection process in the intervention

areas.

There are five 5 warehouses located in Dhaka, Chittagong, Rangpur, Bagerhat and

Barguna district of Bangladesh. These are the response tools from where supports are

being reached to the affected communities immediately after the occurrence. Respective

Unit/Brach manages these with the support of IFRC logistics and active involvement of

NHQ BDRCS. The Department organized capacity building events during this period like

NDRT training & refresher, lesson learned workshop on Aila Recovery, South East Flood

and Land Slide, First Aid and Safe Shelter with the volunteers in 3 Units/Branches, Cash

for Training for 30 volunteers. Moreover, representatives of the Department participated

in a workshop on ‘Cash Based Programming’ at Geneva and ‘Cash Based Learning’ at

Nepal in 2013. The acquired knowledge also contributed towards effective relief

management. Financial contributions from IFRC, BRC, HRC, ICRC, ECHO and BDRCS own

fund were utilized for successful completion of the response initiatives (FGD, 2014).

However, representatives of Response Department shared some challenges they faced

during implementing response interventions and also put recommendations for further

improvement of the initiatives (FGD, 2014). The challenges are as follows:

Inadequate time allocation for implementing the interventions planned in Emergency

Appeal.

Constrain in receiving adequate fund for implementing project, for instance, in

Cyclone Mahasen Early Recovery Operation in South Central coastal areas of

Bangladesh, the Department could not respond to its planned beneficiary number.


44

Figure 3.24: Number of BDRCS volunteers received

RFL training during 2011-13.

40 45 50 55 60

2011

2012

2013

56

51

54

55

48

56

Number of volunteers

Ye

ar

Achievement Plan

Figure 3.25: Number of Unit/Branch Secretary

and ULO received RFL training during 2011-13.

0

20

40

60

80

2011 2012 2013

63

0

40

60

0

26 Nu

mb

er

Year

Plan Achievement

Proper beneficiary selection for providing assistance due to political influence and lack

of following Code of Conduct by the local management.

The recommendations for effective relief management are:

Organize orientation with Unit Executive Committee (UEC) members on RCRC

Movement, Code of Conduct (CoC) and Relief Management at the Unit level in order

to facilitate transparency and accountability.

Unit/Branch based Unit/Branch Disaster Response Team (UDRT) need to be

formulated (now formulating only project basis) and trained them on RCRC Movement

and relief management for effective service delivery.

Qualitative human resources need to be in the response and other initiatives

(management and governance).

Enhance capacity of NHQ and local Units/Branches human resources on relief

management along with promoting accountability.

3.2.8 Restoring Family Linkage (RFL) services

Restoring Family Links Department of BDRCS has been providing support to families

separated during disaster, emergencies and migration aspects. Key interventions of the

Department are; firstly, restoring family linkage where missing family members are being

traced and exchanging family news through Red Crescent Message (RCM), phone call,

family notification and reuniting family members, Secondly, support to migrated person

who apprehend in foreign land. Thirdly, visiting foreign detainees in different jails of

Bangladesh to provide RFL services and distribution of hygiene kits annually or twice in a

year.


45

Box 3.2: Hearing the Beneficiary, Early Recovery Project, Kurigram

FGD was carried out with the beneficiaries of Flood Early Recovery project conducted at

Char Jatrapur, Kirigram, Bangladesh. Disaster Response Department with the support of

Kurigram Unit Office implemented the project. British Red Cross (BRC) provided financial

support to this project.

The participants of the discussion had general understanding about BDRCS, its area of

interventions; for instance they were able to utter things like community development,

health care and distribution of relief during disaster situation.

Through ‘Flood Early Recovery project’, the beneficiaries received cash grant and training

support on different agricultural issues. Besides, people received First Aid training. Female

participants, who were trained on homestead gardening, of the project were able to utilize

their learning in family life.

Beneficiaries received BDT 20,000 in cash in two instalments; second instalment was

distributed after monitoring of first instalment. They purchased cow, goat with the money.

More than half of the respondents added some money with the support. All the

beneficiaries utilized their support in agricultural purpose like producing pulse, sugarcane,

banana and ground nuts.

According to project beneficiary, the support that BDRCS provided to them contributed to

improving their livelihood. Beneficiaries sold their cows, goat, vegetables and crops in the

market to generate income and after wards they utilized those profits to other areas for

continuing profit. They also agreed that the early recovery project has contributed in

overall ‘Community Development’. ‘We can hardly handle 5000 BDT after the devastated

flood but the timely support of BDRCS makes us stronger and visionary’.

However, they need further support for financial and institutional stability like

establishment of health care institution for the pregnant mother and other complications,

further training on agriculture for further livelihood improvement and enhancing

educational provision etc.

Pursuing the Departmental interventions, Tracing team was formed at each 68 Units level

consisting 6 members (including Secretary as Convener, ULO-Member Secretary, 1 UEC

(Unit Executive Committee)) member and 3 RCYs (Red Crescent Youths). For effective

RFL service delivery, the Department organized capacity building training for the

volunteers, ULO and Secretary of the respective Unit. A total of 159 volunteers received

training on RFL including 126 male and 33 female during 2011-13. In respect to plan, the

Department has achieved 98.67% of the participants’ coverage in the training. For ULO &

Secretary, 86 persons were trained on RFL where 80 were male and 6 female during

2011 and 2013. The Department had no plan for training in 2012. The average

achievement in respect of plan has found as 80.12% in terms of participant coverage.

The training covered different issues like effective RFL response, need assessment,

service delivery, case dealing process, dealing with beneficiaries, dead body

management, how to maintain formalities, record keeping, photograph taking, awareness

raising etc. The Department also provided need base training and on Job training in Units

where work load is relatively high.

Although the incidents are uncertain but Unit/Branch tracing team in Cox’s Bazaar,

Patuakhali, Norial, Serpur, Comilla, Chapainawabganj and Sylhet Branch utilized their

acquired knowledge effectively. However, without having any assignment for so long,

many tracing teams are gradually forgetting various training issues (KII findings, 2014).


46

Tracing Department of BDRCS provided various need based services to the people in

need like sending RC Message, notification, family reunification including repatriation,

hygiene kits distribution to the foreign detainees living in different jails of Bangladesh etc.

During the reporting period, need based beneficiary coverage and RC Message exchange

has found increased over time. The Department reached 995 families through its services

and majority (521 families) were covered in 2013. Besides, total of 2400 foreign

detainees including 2233 male and 167 female received hygiene kits in jails and highest

number (889 people) was reached in 2012. In average 32 District Jails had been covered

by conducting this initiative. Besides, RC Messages were also exchanged with 429 people

in and abroad of Bangladesh which covers 395 male and 34 female. The RFL services

usually conducted by the Unit/Branch Tracing Team and in case of emergency volunteers

are deployed in the field. During the reporting period, a total of 67 volunteers including

52 male and 15 female were deployed in Lybia crisis, Launch capsize incident and Bishwa

Istema.

Figure 3.26: Status of family coverage through RFL services, exchange of RC Message

and distribution of hygiene kits to foreign detainees.

Apart from these, Tracing Department organized 2 orientation programs on RFL with the

Board Members and also different ministry of the Government of Bangladesh in 2011 and

2013. A total of 40 participants including 37 male and 3 female received information on

relevant issues. The Department also published different IEC (Information, Education

and Communication) materials like short film on disaster tracing and migration, note

book, pen, coat pin, cap, jacket, life jacket, leaflet, poster and guideline during the

reporting period. The Department also conducted RFL capacity and needs assessment in

202 and 2013.

However, there are some challenges that Department faced in implementation phase like

decrease of financial resource mobilization from International Committee of the Red Cross

(ICRC), as ICRC is the key donor for this RFL activities, for Tracing Department and

influence of local government during conduction of RFL initiatives in the affected areas.

They have also some recommendations for strengthening RFL initiative in BDRCS like

(KII, 2014):

Enhance capacity of tracing team members in terms of convincing local

administration regarding smooth accomplishment of the RFL initiative during crises

Intervention of IFRC focusing their role in disaster tracing and migration initiatives

need to be conducted

239 235

521

126

51

252

773

889

738

0

200

400

600

800

1000

2011 2012 2013

Nu

mb

er

Family

received RFL service

Exchanged RC

Message

Hygiene kit

distribution


47 0 5000 10000 15000 20000 25000

2011

2012

2013

19946

19454

21081

20500

21000

22000

Number

Plan Achievement

0

2000

4000

6000

8000

10000

12000

14000

2011 2012 2013

12000 11000

13000

11592

6612

13964

Nu

mb

er

Plan Achievement

An archive on RFL initiative need to be in place in BDRCS

Allocate time or session on RFL activity in RCY co-curricular activity

Organize awareness raising campaigns on RFL with beneficiaries (specially migrant

communities) and authorities

3.3 Core Programme: Health

3.3.1 Service provided through MCH services

The Health Department has been implementing primary health care interventions through

56 Maternal and Child Health (MCH) centres throughout the country since inception of the

organization. The key objectives of this programme is to reduce maternal and child

mortality in remote rural Bangladesh. There are 56 MCH centres of which 32 are

financially sustainable and rests are in under process. The centres are community based

and BDRCS is supervising centres. A total of 126 Health workers and 62 midwives have

been working in MCH centres aiming to cover 1 million people in 27 districts through 56

MCH Centres. Primary health services like patient consultation, conduction of safe

delivery (non-complicated), antenatal care (ANC), Postnatal care (PNS), basic pathology

and family planning are being provided to the community. Besides, awareness raising

session on different health issues, counselling session and supporting to government’s

Extended Program of Immunization (EPI) are also being conducted in the target areas.

Quantitative data found an average achievement of conducting 10 non complicated

deliveries, 25 ANC, 10 pathology tests and 100 EPI doses in each MCH centre. Apart from

these the Department has emergency medical team in order to support disaster affected

people. Hospitals are providing supports in curative aspect.

A total of 19946, 19454 and 21081 pregnant mother were covered through ANC services

against the plan of 20500, 21000, and 22000 in 2011, 2012 and 2013 respectively.

Looking closely, it can be easily found that a gradual progress is happened in ANC

coverage against plan during review period and also average achievement was more than

90%. However, data on PNC conduction represents discontinuity in achieving its target.

In 2012, the achievement was found low in compare to 2011 and 2013, but progress was

more than the plan in 2013.


48

0

2000

4000

6000

8000

2011 2012 2013

6000 6500 6500

5349 4934 5796

Nu

mb

er

Year

Plan Achievement

90.50% 96.66% 105.21%

83.33% 77.14%

90%

0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

120.00%

2011 2012 2013

Pe

rce

nta

ge

Benificiaries covered by EPI Program benificiaries covered by Counselling session

Figure 3.27: The bar graph is showing the

comparative progress status of Antenatal Care

Figure 3.28: The figure representing yearly

basis plan and achievement of Postnatal Care

MCH centres are contributing to

Millennium Development Goal 4 &

5 through conducting non

complicated deliveries which

supporting in reducing maternal

and child mortality in the remote

rural areas. A total of 5349, 4934

and 5796 non complicated

deliveries were conducted in 56

MCH centres against the plan of

6000, 6500 and 6500 in 2011,

2012 and 2013 respectively. The

rate of achievement was quite

good against the plan during the

time frame.

Supporting government’s EPI and conducting counselling session are the regular activity

of general health component of

MCH programme. A gradual

increase of population coverage

through EPI has found increased

during 2011-13. In an average,

the percentage of achievement

was found as 80 to above 100 in

EPI Program. Moreover,

beneficiary coverage through

counselling session was significant

and the average achievement was

83.33% during 2011 to 2013. A

total of 20600, 21600 and 4600

female received counselling on

various health issues from

technical staff of MCH centre in

2011, 2012 and 2013

respectively.

Basic pathology tests like pregnancy, urine, sugar and haemoglobin are being provided in

the MCH centre under general health component. Yearly data shows a gradual increase of

number of pathological tests during evaluation period 2011-13. A total of 11001, 12622

and 17493 test were done against the plan of 12000, 13000 and 17000 in 2011, 2012

and 2013 respectively in MCH centres. The average achievement in 2011 and 2012 were

significant however achievement was more than the plan in 2013. It’s also contributing

towards sustainability of the centres. For strengthening existing MCH centres, a total of

27 MCH Centres renovated against the plan of 32 in 2011. In 2012 and 2013, Health

Department planned to renovate 10 and 6 MCH centres respectively. However, there was

no progress on that plan in 2012 and 2013 due to missing links between strategic

development plan and internal plan of the health department.

Figure 3.29: The Chart is representing the progress

status of Non Complicated delivery

Figure 3.30: The chart presenting beneficiary

coverage through EPI and counselling session


49

Box 3.3: Current modality and way forward of MCH Centre

MCH centre of Noihati, Khulna and Gopalpur, Jessore are the two self sustainable MCH

centres which are running with its own fund. An amount of BDT 11000-12000 and 13000-

14000 is the average income of Noihati, Khulna and Gopalpur Jessore respectively. The

services of the MCH centres are patient consultation, safe delivery, pathology, ANC, PNC.

Beneficiaries usually reached through both home delivery services and outdoor services.

However, it was found that the MCH Centre of Khulna running a small micro credit

program through their field staff for their sustainability. The centres also organized

awareness raising court yard sessions on adolescent health, WASH and HIV issues. Both of

the MCH centre has active committee to oversee and support the MCH centre in

implementing the activities more effectively. In order to provide quality health care

services to the communities, Health Department organized capacity building training

(technical and non technical) for both staff and volunteers of the MCH centres. The

training issues were safe delivery, pathology test, primary health care, nutrition, seasonal

diseases prevention and family planning in order to provide quality health services to the

community. The Centres are not facing challenges in conducting their activities in field

level due to their acceptance in the community. However they provided some

recommendations for further improvement of the MCH centre like (KII, 2014):

Ω Need to establish effective communication and coordination with other health

service providers in the MCH working areas like BRAC, Mere Stops and community

clinics, Upazila Parishad health setup of the government for referral services and

other support

Ω Necessary instruments for safe delivery conduction like oxygen cylinder, spare

blood pressure machine need to be available in MCH centre

Ω Capacity building training for both technical and non technical staff is required for

quality service delivery

Ω Arrange benefits for staff like provident fund, gratuity and remuneration package

for positive motivation in service delivery.

Apart from these, MCH programme organized capacity building refresher trainings on safe

delivery and other primary health care issues for midwives and other staff. In the same

period, epidemic control trainings were organized for 440 volunteers to support the

affected people during post disaster situations. Key objectives were to improve the

environment, promote the health services and referral of wounded survivors for

appropriate services. Besides, MCH programme supported to Aila Recovery Operation at

Kamarkhola area of Khulna District. A team comprising 2 doctors, 2 paramedics was

formed and supported in the response operation. However, in depth discussion with the

relevant staff was found some action points for further improvement of the MCH centres

and those are:

Ω More doctors and nurses are required for strengthening the service delivery and

update the MCH centres

Ω IFRC and other PNSs is needed extending their technical and financial support in

capacity building of MCH staff

Ω Review of organogram of the Health Department of BDRCS for effective service

delivery


50

46000

48000 47000

51000

54000

52000

42000

44000

46000

48000

50000

52000

54000

56000

2011 2012 2013

Nu

mb

er

of

bag

Blood Bag Collected Blood Bag Supplied

3.3.2 Safe blood services

Blood collection and supply is one

of the main activities of BDRCS

blood banks under the Blood

Department. Blood is collected

and supplied for wounded in

accident, major surgery,

maternity cases and Thalassemia

patients. A total of 46000, 48000

and 47000 bags of blood were

collected from non remunerated

blood donors respectively in 2011

to 2013. However, the status of

supplying number of blood bags

was found higher than the

collection. A total of 51000,

54000 and 52000 blood bags

were supplied respectively during 2011, 2012 and 2013. Blood banks were able to supply

more bags as in case of supplying blood to the children the usual blood bags are being

divided into two. So, the programme is managing more demand through their actual

collection.

In depth information depicts that a total of 48000 non remunerated blood donors donated

blood yearly and total 55000 bags distributed to the people in need. It is mentionable

that Blood Department of BDRCS contributed 20% of the national blood demand. Apart

from these, training also provided to the Unit/Branch volunteers on blood grouping and

blood donation, so that they can arrange blood collection and grouping program in school

level.

Quality of blood is being ensured through cross matching of the blood samples and after

having satisfactory result, blood bags are distributed in the hospitals based on their

requisition. Hospitals have to pay minimum service charges for collecting the blood bags.

However, non remunerated blood donors receive blood bags for free of cost. An amount

of BDT 400-600 and 800 is being charged for hospital Ward and Cabins respectively. The

challenge is having no database (software based) for the blood donors. However, the

Department is maintaining blood donors list manually. Blood Program is trying to develop

a database to maintain the donor’s data properly. The Department officials uttered

challenges like motivating non remunerated blood donors and also retain the existing

blood donors. They also recommended for arranging Club 25 for accelerating the

donation and increasing the number of blood donors (KII, 2014).

Figure 3.31: This line graph representing the

status of collection and supply of blood bags.


51

7000 8000 9000 10000

2011

2012

2013

9000

9500

10000

8500

9100

9500

Number

Achievement Plan

0

200 205

0

125 118

0

50

100

150

200

250

2011 2012 2013

Nu

mb

er

Plan Achievement

Figure 3.33: The figure represents the number of

volunteers trained on CBHFA and Hand Wash.

Under safe blood service, blood

was supplied to the Thalassemia

patients. A total of 8500, 9100

and 9500 Thalassemia patients

were covered by blood

transfusion angst the target of

9000, 9500 and 10000 in 2011,

2012 and 2013 respectively. A

gradual increase of patient

coverage has been observed

throughout the time frame

however, the yearly

achievement remained less to

the plan.

3.3.3 Primary health services during emergency

Under Primary Health in Emergency Project (PHiE) Project, road safety initiatives were

conducted in Dhaka-

Chittagong, Dhaka-Benapole,

and Dhaka-Shylet

transportation road of

Bangladesh. Key objective

was to provide First Aid

service to the wounded people

in accident. A total of 125 and

118 volunteers were trained

on Community Based Health

and First Aid (CBHFA) in 2012

and 2013 against the plan of

200 and 205 volunteers

respectively. Among 243

training participants, 82 were

female and 161 were male. It’s mentionable that the road safety initiative was

undertaken in 2012 and 2013 that is why 2011 doesn’t represent any status. Trained

volunteers provided First Aid services in 18 selected spots under the afore mentioned

transport ways.

Raising awareness in the community people on emergency health was another key

activity of PHiE project. In this connection, the project conducted numbers of sessions to

aware the beneficiaries on different issues of emergency health, first aid and basic

hygiene. However, the review found that the project was slightly below to cover all its

targeted number of beneficiaries through awareness raising sessions and the overall rate

of achievement has found 85.75% against the target. There were 700 beneficiaries

including 280 male and 420 female against the target of 800 in 2011 and 588

beneficiaries including 200 male and 388 female against the plan of 700 in 2013 covered

through awareness sessions.

Figure 3.32: The chart representing the status of

blood transfusion for the Thalassemia patients


52

0

10000

20000

30000

40000

50000

60000

2011 2012 2013

1822 3500

60000

1792 3103

40052

Nu

mb

er

Plan Achievement

Figure 3.34: The above grahp shows the number of

outdoor consultation in 2011, 2012 and 2013

Male 38%

Female 62%

Figure 3.35: The male female ratio in

patient coverage.

3.3.4 Service delivery through Hospitals

Bangladesh Red Crescent

Society has 5 hospitals

throughout the country to

provide medical services to the

community people. These are

Jamison General Hospital in

Chittagong, Amanotgonj

General Hospital in Barisal,

Maternity Hospital in Sylhet,

Maternity Hospital in Chandpur

and Community Hospital in

Banglabazar, Dhaka. However,

some of the hospitals are

running with financial

limitations. Chandpur Maternity

Hospital and Banglabazar Community Hospital were closed for about a year during 2012-

2013. However, since the beginning of 2013 both the hospitals resumed their services.

The review found a gradual increase of

patient’s number who received outdoor

consultation from the hospitals during the

considered period although the program

failed to achieve the target. In 2011 a total

of 1,792 patients against the plan of 1,822,

in 2012, 3,103 patients against plan of

3,500 and in 2013 a total of 4052 patients

against the plan of 6000 were consulted in

the outdoor section of the hospitals. Within

the time frame, a total of 8947 patients

received consultation among which 62%

were female and rest 38% were male.

The above hospitals also provided different surgical and delivery services to the patients.

Numbers of surgeries undertaken by those hospitals were 42, 34 and 606 against the

target of 60, 80 and 800 in 2011, 2012 and 2013 respectively. The rate of overall

achievement was found as about 63%.

In terms of providing child delivery services, the evaluation found relatively improved

rate of achievement as 74% than surgery. The numbers of delivery conducted by those

hospitals were 50, 44 and 365 against the target of 60, 70 and 500 in 2011, 2012 and

2013 respectively.


53

60 80

800

42 34

606

0 100 200 300 400 500 600 700 800 900

2011 2012 2013

Pat

ien

t N

um

be

r

Plan Achievement

60 70

500

50 44

365

0

100

200

300

400

500

600

2011 2012 2013

Nu

mb

er

of

pat

ien

t

Plan Achievement

Figure 3.36: Number of surgery undertaken

conducted in the hospitals

Figure 3.37: Number of delivery conducted in

the hospitals

Indoor patients consultation found not up to the mark in terms of yearly target that

reflected in the rate of overall achievement (i.g 54.18%) which is very poor. In 2011, 112

patients were consulted against the plan of consulting 250, in 2012 only 78 patients

consulted against the plan of consulting 300 and in 2013, there were 971 patients being

consulted against the plan of 1500. However, the trend seemed upward which gives a

positive indication.

3.4 General Understanding on Strategic Development Plan 2011-15

This part was designed to extract information on general perception about Strategic

Development Plan 2011-15 of BDRCS from four separate groups of respondents. The

groups consist of the representatives from BDRCS Top Management (e.g Chairman,

Secretary General, Director and Programme/Project In Charge), BDRCS Reporting Focal,

IFRC BD Delegation and ICRC & PNSs. This part of the result analyzed data on general

understanding, involvement of different group members in SP development and its

implementation. It also reports on the alignment of 4-Year Development Plan 2013-16

with SP 2011-15 of BDRCS. At the end of this section, recommendations on Strategic

Development Plan and its implementation from the respondents has been summarized.

3.4.1 Status of hearing about SP 2011-15, BDRCS

The four categories of the respondents were asked whether they have heard about

Strategic Development Plan (SP) 2011-15 or not. The status was found satisfactory as in

an average 90.75% of the respondents were able to respond positively regarding SP

2011-15, BDRCS. Meanwhile, a considerable percentage of respondents in BDRCS

Reporting Focal (15.38%) and IFRC BD Delegation (18.18%) were found unknown to this

document. Most of the respondents treated SP 2011-15 as Disaster Risk Management

document.


54

Figure 3.38: The figure represents the SP hearing status by the different group of

respondents (N=55)

3.4.2 Status of involvement of different groups in SP development

In terms of involvement, query was raised whether the participant had any contribution

towards preparing the SP 2-11-15 document or not. Status was found varied among the

groups like BDRCS top management and reporting focal persons were more involved then

the IFRC and ICRC & PNSs officials in the SP preparation. More specifically, involvement

of BDRCS top management had the height percentage (65.21%) and IFRC BD Delegation

(9.09%) had the lowest participation in preparing the document. In depth assessment

also found that effective involvement of the ICRC, IFRC and PNSs in preparing the

prestigious document would contribute towards formulating more realistic and interactive

document.

Figure 3.39: The figure represents the status of involvement of different group of people

in preparing the SP 2011-15 document (N=56).

In depth statistical analysis also found a lower percentage of active involvement by the

respondents who were engaged in the process of preparing the document; only 20% of

the BDRCS Reporting Focal person was involved in the process actively. However, partial

contribution was found better in respect to other criteria’s of involvement and in an

average 65.35% of the respondents from all the groups were partially involved in the

0.000

20.000

40.000

60.000

80.000

100.000

BDRCS Top Management

BDRCS Reporting Focal

IFRC BD Delegation

ICRC & PNSs

95.652 84.615 81.818

100

4.348 15.385 18.182

0

Pe

rce

tage

(%

)

Yes

No

0.000 20.000 40.000 60.000 80.000 100.000



IFRC BD Delegation

ICRC & PNSs

65.217

35.714

9.091

25

34.783

64.286

90.909

75

Percentage (%)

No

Yes


55

process. Besides, average 20% of the respondents from BDRCS top management and

reporting focal were engaged only at the beginning of the document development

process. Moreover, respondents from BDRCS reporting focal (20%) and ICRC & PNSs

(50%) were just attended in a meeting held on development of the document.

Figure 3.40: The figure represents the level of involvement of different group of

respondents on different criteria in preparing SP 2011-15, BDRCS (N=22).

3.4.3 Division where groups provided institutional input/support

Majority of the respondents who were involved in the SP developing process, contributed

in Organizational Development part among the three core programmes under the

Strategic Development Plan 2011-15, BDRCS. About half of the respondents from BDRCS

management, reporting focal and ICRC & PNSs and 100% from IFRC BD Delegation

provided their thought in developing Organizational Development part in the SP 2011-15.

In Disaster Management, as the second core area of SP 2011-15, 40% (in average) from

BDRCS management and reporting focal provided support in developing the inner part.

The contributor was found less in the Health part, as the third core area in SP 2011-15,

compare to last two; only 20% of the respondents from reporting focal and only 7 %

from the top management said they have contributed to prepare the health part. Most

interesting observation is, BDRCS Reporting Focal persons were engaged in all the core

areas of the document rather than the representatives from top management.

0.000

20.000

40.000

60.000

80.000

100.000

Active Partial Only at the begining of this process

Just attended a meeting

7.143

71.429

21.429

0

20

40

20 20

0

100

0 0 0

50

0

50

Pe

rce

nta

ge (

%)

BDRCS Top Management BDRCS Reporting Focal IFRC BD Delegation ICRC & PNSs


56

Figure 3.41: The figure represents the status of contribution by different group of

respondents in developing Core Areas of SP 2011-15 (N=23).

Immediate after, the respondents were asked to report on exactly where, i.e. narrative

writing, objective setting, preparing Plan o Action (PoA), and all the mentioned issues,

they have provided support. The assessment also found that half (50%) from BDRCS

Reporting Focal and ICRC & PNSs and all the respondents of IFRC BD Delegation

contributed in narrative writing, objective setting and preparing PoA in SP 2011-15.

Besides, 25% of the BDRCS reporting Focal person provided support in preparing PoA and

formulating objective. It’s interesting that involvement of BDRCS Top management, in

almost all afore mentioned issues, were not up to the mark; specifically 50% in preparing

PoA and 28.57% in objective setting.

Figure 3.42: The figure represents the status of contribution by different group of

respondents in core areas of SP 2011-15 (N=21).

In terms of reviewing the inputs provided in the document by the respondents under

different response group, 40% of the respondents of top management uttered that they

have reviewed their inputs before finalizing the document. On the contrary, majority

(72.72%) of the reporting focal person and considerable portion (26.66%) of top

management weren’t able to review their input in the SP. Besides, 33.33% respondents

0.000 50.000 100.000 150.000 200.000 250.000

Organizational Development

Disaster Management

Health

Missing

53.33

40

6.7

0

40

40

20

0

100 0

0

0

50 0

0

50

Percentage (%)


7.14

28.57

50

7.14 7.14 0 0

25

50

25

0 0 0

100

0 0

50

0

50

0 0.000

10.000 20.000 30.000 40.000 50.000 60.000 70.000 80.000 90.000

100.000

Narrative Writing Objective setting Plan of Action All of the mentioned issues

Objective setting & PoA



57

from the BDRCS Top Management status and all from ICRC & PNSs didn’t get opportunity

to review the inputs.

Table 3.43: Status of reviewing provided input before finalization (N=29).

Sl.

No. Respondents category

Response criteria

Yes, I reviewed

my input

No, I wasn't

able to do that

I didn't get

any

opportunity

1 BDRCS Top Management 6 (40) 4 (26.66) 5 (33.33)

2 BDRCS Reporting Focal 1 (9.09) 8 (72.72) 2 (18.18)

3 IFRC BD Delegation 0 1 (100) 0

4 ICRC & PNSs 0 0 2 (100)

After preparing the document, no formal orientation program was held in BDRCS with its

different level of audiences. However, respondents from BDRCS top management

(52.38%) and reporting focal person (25%) uttered that they receive informal orientation

on the developed SP 2011-15 through bi-lateral or multilateral discussion or different

meeting at different time. However, respondents from IFRC and ICRC & PNSs didn’t

receive any king of orientation on the document.

Figure 3.43: Status of receiving formal orientation on Strategic Development Pan 2011-

15 by different group of respondents (N=46).

IFRC BD Delegation (N=9) and ICRC & PNSs officials (N=8) were asked whether they

consider Strategic Development Plan 2011-15 during resource mobilization to any

Department/Programme/Project of BDRCS or not. It was found that all the ICRC & PNSs

and 66.66% of the IFRC officials treat SP document as a guiding tool for financial

contribution to the National Society (NS). In depth information also depicts that IFRC

checked the proposals whether it’s overall objective is aligned with SP, the plan is aligned

with 4 Years Development Plan and both of these criteria before supporting National

Society. Besides, majority (75%) of the ICRC & PNSs checked both of the criteria for fund

mobilization.

0.00 20.00 40.00 60.00 80.00 100.00



IFRC BD Delegation

ICRC & PNSs

52.38

25

0

0

47.62

75

100

100

Percentage (%)

Yes

No


58

0.000

20.000

40.000

60.000

80.000

100.000

Yes No

83.33

16.66

50 50

Pe

rce

nta

ge (

%)

BDRCS Top Management BDRCS Reporting Focal

5.000 50.000

Development Objective is allaigned with SP

Objective

Activities are allaigned with SP Objective

Both of these

35.71

7.14

57.14

25

25

50

Percentage (%)

BDRCS Reporting Focal BDRCS Top Management

Table 3.4: Areas checked in the proposed proposal (N=14) before financial resource

mobilization to National Society (NS).

Respondents group

Response area

Whether the overall

objective is aligned

with SP or not

Whether the plan is

aligned with 4 Years

Development Plan or not

Both of

these

IFRC BD Delegation 2 (33.33) 2 (33.33) 2 (33.33)

ICRC & PNSs 2 (25) 0 6 (75)

3.4.4 Alignment of 4 Years Development Plan with SP 2011-15, BDRCS

Bangladesh Red Crescent Society has a 4 Years Development Plan which was formulated

to support achieving the goals of SP 2011-15. BDRCS Top Management and Reporting

Focal person reported on whether they were involved in the plan development process or

not. It was found that majority (65.217%) of the respondents from BDRCS top

management were involved but majority (61.53%) of the reporting focal person were not

involved in formulating 4-Year Development Plan 2013-16, BDRCS. In case of addressing

SP 2011-15 in formulating Development Plan, most of the respondents from BDRCS Top

Management uttered that they have considered that, however half of the reporting focal

responded that they did not consider in formulating their plan development.

In depth query also reported that half of the respondents from BDRCS top management

and more than half (57.14%) of the reporting focal person have considered both

alignment of activities of the development plan with SP objective and development

objectives with SP objective during formulating development plan. Moreover, the

respondents (N=33) also reported on the status of implementing 4-Year Development

Plan 2013-16 as per SP 2011-15 of BDRCS. It was found that majority of the respondents

from BDRCS top management (77.27%) and reporting focal (63.63%) are implementing

their development plan according to Strategic Development 2011-15, BDRCS.

The following figure represents the status of having hard copy of SP 2011-15 at different

category of respondents. The data indicates that majority of BFDRCS top management

Figure 3.44: Status of addressing SP 2011-15 in

formulating 4-Year Development Plan

Figure 3.45: Status of considering SP 2011-15 in

formulating 4-Year Development Plan


59

(87.95%) and ICRC & PNSs (75%) respondents have the hard copy of SP document and

majority of BDRCS reporting focal (69.23%) and IFRC & ICRC (81.81%) do not have the

copy of SP 2011-15.

Figure 3.46: Status of having hard copy of Strategic Development Plan 2011-15,

BDRCS.

3.4.5 Recommendation on the SP 2011-15 and its implementation

The respondents made some recommendations on the formulation, implementation and

progress tracking of the strategic development plan 2011-15. The summary flinging are

mentioned below:

All the staff of BDRCS need to have a formal orientation on Strategic Development

Plan 2011-15 to have clear understanding on the document.

The Four Years Development Plan of BDRCS and other plans need to be more aligned

with Strategic Development Plan 2011-15.

PMER Section needs to start the progress monitoring/periodic assessment of Strategic

Development Plan 2011-15, BDRCS and its measurement tool need to be in place.

Progress on Strategic Development Goals and 4-Year Development Plan (2013-16)

need to be followed up on regular basis

Outcome level results statements under five strategic goals of SP 2011-15 need to be

formulated

The document needs to be circulated officially to all Movement Partners, South Asian

Regional Delegate, Asia Pacific Zone and Geneva.

The SP has ambiguous theoretical goals which needs to be realistic and achievable

Guideline should be developed on how to implement and use of SP 2011-15

Shelter and WASH components need to be included in the strategic plan

3.5 Strength, Weakness, Opportunity and Threat (SWOT) Analysis

Four groups, including representatives from the Departments, Programmes and Projects

of Bangladesh Red Crescent Society (BDRCS) worked together for a half day to formulate

separate SWOT on Organizational Development, Disaster Management, Health and

Central Services. Later on, group leaders represented each of the areas under their

SWOT and made necessary clarifications and adjustment based on the comments made

by other participants in the house. Apart from these sectoral SWOTs, the aim was to have

an Organizational SWOT compiling all fur SWOTs. During compilation, PMER Section



IFRC BD Delegation

ICRC & PNSs

86.957

30.769 18.182

75

13.043

69.231 81.818

25

Yes No


60

received all together 33 strengths, 29 weaknesses, 16 opportunities and 9 threats under

four sectors. Further discussion, with required justification, clarification and modification

on each of the issues mentioned in the SWOT, was carried for ‘Preparing Organizational

SWOT’. The process of elimination was implied to reduce the number of statements and

the following is the ‘Organizational SWOT’.

Strength Weakness

1. Significant, generous, volunteers based

humanitarian organization.

2. Performing an auxiliary role to Bangladesh

Government in line with 7 Fundamental Principles

of the RCRC Movement.

3. Immediate and effective disaster response

mechanism (i.e cyclone shelter, warehouse,

disaster preparedness stock, disaster response

emergency fund, appeal, contingency plan, and

other response tools like RDRD, NDRT, UDRT,

CDRT).

4. Experienced staff and trained volunteer network in

humanitarian service.

5. Regulating with relevant and required policies and

strategies (i.e Service rule, Gender policy, Cyclone

Management Policy, Fundraising Policy, Disaster

Risk Management and Climate Change Adaptation

Strategy, Response Manual, Branch Operational

Manual, Finance & Audit manual).

6. Unique Restoring Family Link services during

emergencies and missing cases

7. Contributing 20% of National blood demand

through non remunerated blood donation

8. Sustainable MCH centres in rural areas contributing

Millennium Development Goals.

9. Implementing joint flagship Cyclone Preparedness

Programme (CPP) with Bangladesh government in

vulnerable coastal districts of Bangladesh.

10. Well organized, structured and decentralized

operational set up at National Headquarters to 68

Branches.

11. Regular sources of funding, moveable and

immovable assets (i.e. land, buildings, vehicles

and others required logistics).

12. Strategic Development Plan (2011-15) and 4-

Year Development Plan (2014-17) for

Departments and Units are in place.

13. Existence of Participating National Societies

(PNSs), IFRC and ICRC in BDRCS.

1. Lack of policies and strategies

on Human Resource,

Procurement, Volunteer and

PMER issue

2. Inadequate promotional

initiatives, including

dissemination of auxiliary status

and 7 Fundamental Principles

with relevant stakeholders for

organizational branding

3. Inadequate funding and

resource mobilization

4. Lack of archiving, office

management and sharing of

knowledge

5. Lack of sustainability and phase

out strategy in programming

6. Insufficient practice of

transparency and accountability

7. Lack of proper safety, security

and insurance coverage for the

volunteers and staff

8. Traditional mind set and lack of

professionalism among BDRCS

management and governance

9. Governance interference in

management and malpractice

10. Lack of proper networking,

coordination and representation

of BDRCS at National and

International level

11. Implementing only donor based

project rather than utilizing

own fund.

Opportunity Threat

1. Emerging demand of First Aid and Search & rescue

training across the country.

2. Promote organizational sustainability (financial and

institutional) through effective communication and

coordination with GoB, like minded NGOs, potential

individuals and others institutions

3. Worldwide network of Red Cross and Red Crescent

1. Existence and performance of

other competitive organizations

in humanitarian and voluntary

services.

2. Political influence & instability,

national crisis and personal

threat during implementation.


61

Movement and IFRC’s learning platform for

capacity building.

4. Online get way service and utilization of social

media for raising fund and organizational image

building.

5. Expansion of Navision software to Unit/Branch

level for financial management

3. Increased litigation challenges

for real estate of BDRCS.

Source: SWOT workshop, 2014

Sl.

No.

Indicator statement Unit

measurement Average % of

achievement

1 Early warning/ strengthen the warning system 83.33

2 Community mobilisation/ Community mobilisation

through training volunteers and effective networking

100.924

3 NDRT / Formulate NDRT (2 teams) / I NDRT 100.000

4 UDRT / Formulate UDRT (20 teams at Branch level) 100.000

5 CDRT/ Formulate CDRT - as per programme

requirements

113.880

6 NDRWT/ Formulate NDRWT (2 teams) 100

7 Community resilience through programmes 100.000

8 Formulating contingency and response plan 100.000

9 SOP formation and approval 100

10 Developing Regional/Domestic contingency plan/

review existing plan 100

11 Search & Rescue/capacity building on S&R 100

12 FA - First Aid/ Scaling up of First Aid service 75.460

13 WASH/ Introduce WASH and integrate in future

programme planning

92.64


62


63

Chapter Four: Conclusion and Recommendations

Based on the analysis of available data and rigorous discussion on the results, the review

team comes up with specific programmatic summary and also propose recommendations

on the areas where the organization has to put its further contribution for improvement.

4.1 Organizational Development

In keeping with the above information the review team concludes with mixed impression

on achievement and failure against the planned target of OD activities in the SP 11-15.

The new Legal Base was planned to get enacted by the parliament in 2011 which was not

done. Meanwhile several initiatives including regular communication, inter-ministerial

orientation and meeting, Chairman’s letter to hon’ble prime minister and other

correspondence took place between BDRCS and relevant Ministries to expedite the

process. However, things were not in the control of BDRCS as the process completely

depends on the Government.

Strategic plan formulation was also not completed in time resulting delay in preparation

of corresponding 4-Year Development plans of all Departments and Units. PMER section

was established as per the plan but lack of proper understanding and sensitization of

PMER issues in BDRCS got the strength of PMER Section be misused. Besides, one of the

major activities, the Organizational Capacity Assessment and Certification (OCAC), was

not conducted during stipulated timeline. In regard to support to Unit for capacity

building, Branch Operation Manual (BOM) was drafted but not finalized during planned

timeline. ICT Section under P&D Department successfully completed DD project However,

a huge gap has been identified between target and achievement in distributing official

email account.

In regard to asset management, a policy was supposed to be formulated in 2012 but no

progress found in the review during the period. However, overall all rent collection from

different sources of BDRCS was satisfactory and was about 90% of the target.

Performance of Administration Department was relatively better. They have almost met

the target of issuing and distributing ID and Visiting cards, taking effective security

measures and observing National and International days during the review period.

Besides, the progress on formulation and approval of new organogram and Job

Description was very low in terms of target.

It was found that various relevant trainings were planned and organized for skill

development of youth and volunteers. However, number of FA training, achievement of

ToT on Disaster Management and Search and Rescue wasn’t up to the target. Besides,

the progress of conducting staff capacity building, commercial and refresher training was

found satisfactory. However, the training department don’t have any training calendar for

systematic accomplishment of events.

Therefore, the above discussion reveals that the OD activities of BDRCS have both

positive and negative momentum in terms of implementation of SP 2011-15. As per the

result of this mid-term progress review, the OD practitioners of the Society needs to

emphasize on actions for addressing the gaps in order to attain the aforementioned

strategic goal by the stipulated time frame.


64

In keeping with the above findings the review team came up with following

recommendations for improvement of OD intervention in BDRCS:

Proper sensitization and common understanding is very much important among all of

internal and external stakeholder of BDRCS regarding Organizational Development

issues to formulate the organizational as the strong one.

There should be clear alignment between strategic and operational plan. It is

recommended formulating operational plan for a period of no more than 2 years for

proper progress tacking and achieving expected result.

Resource mobilization guideline, human resource and procurement policy need to be

in place for effective and efficient utilization of both financial and human resources.

Database of all properties of BDRCS and its close supervision by the NHQ BDRCS is

necessary for better assets and real estate management.

The process of enactment of new legal base should be accelerated through

establishment of effective communication and follow up in the relevant Ministries and

Parliament with the support of Movement Partners.

The Branch/ Unit Operation Manual (BOM), Governance Manual, Asset Management

Policy, Code of Conduct and Integrity Policy need to be in place for strengthening

Branch and NHQ capacity.

A comprehensive Monitoring & Evaluation plan needs to be developed for each

departments for tracking the progress, improving the quality of services and also

ensuring transparency.

The Training Department should maintain a training calendar for both staff and

volunteer capacity building and also for commercial training. Training Needs

Assessment (TNA) should be carried out each year through the organization with the

lead of Training Department. Besides, coordination mechanism between Training and

other Department, Programme and Project should be established in terms of providing

training.

Organize more capacity building training and refresher for the volunteers for effective

service delivery. Besides, producing master trainers through ToT (Training of

Trainers) can be very effective way to replicate relevant capacity building initiatives

further.

School co-curriculum activities need to be more expanded by designing of more

programs for school and college students in return to their co-curriculum fee.

Otherwise, BDRCS may have loosing trust of school/college students, teachers and

even guardians.

4.2 Disaster Management

Six programmes and projects including CCA, CBDRR, V2R, UDRR and CDI along with

three Departments (e.g. Disaster Risk Reduction, Disaster Response and Tracing)

contributed towards achieving proposed Plan of Action (PoA) under Disaster Management

part of the SP 2011-15. Key finding against the plan are as follows:

BDRCS interventions altogether conducted awareness raising session, community

consultation, meeting and mock drill in the targeted communities for building resilience

through sharing necessary information and demonstrations by the trained volunteers

and staff. Average achievement was slightly more than our expectation (107.7%) and

162480 community people were covered through mobilization initiatives.


65

Disaster responses were conducted in major natural and man-made calamities across

the country effectively by the Disaster Response Department along with the support of

other Departments and Units/Branches during the review time frame. Response

management tools like NDRT, NDWRT, UDRT, CDRT, warehouses in strategic locations,

contingency plan for cyclone and flood are in place and among which NDRT and

NDWRT were being deployed in the response operation in time. During the reporting

period, a total of CHF 4608535 were distributed to 196544 survivors’ families under

South-East, flood, flood early recovery, Satkhira water logging, cold wave response

and other.

Restoring family linkage (RFL) intervention in disaster and related events is being

treated as a unique response in humanitarian movement in Bangladesh. A specific

Department named ‘Tracing’ is implementing these activities through trained tracing

team in all 68 Units/Branches. Besides, foreign detainees were also supported in

District jails of Bangladesh through relief distribution. A total of 995 families received

RFL services during the reporting period.

WASH initiatives like installing or repairing of safe water sources, sanitation system

and awareness raising sessions were conducted in the project intervention areas.

Average achievement was found as 90.19%. A total of 85333 beneficiaries were

reached through WASH activities.

Strengthening the services, capacity building training on Search & Rescue and First Aid

were conducted with the volunteers and BDRCS staff. A total of 141 First Aid training

and 8 Search & Rescue were completed with 638 and 100 participants respectively.

Besides, 169 volunteers and staff received training on RFL. Moreover, staff from

different programme and project also received training cash based programming, relief

management etc.

Based on the progress review findings, the team concludes with the following

recommendations:

More training on response tools for developing human resources (both staff and

volunteers) and organizing refreshers course need to be included in Plan of Action

(PoA). Moreover, trained female representatives should be considered in the

deployment to handle gender sensitive cases during response which will also

contribute towards empowerment.

Local political influences are hindering proper selection of beneficiaries for providing

assistance which is also creating image crisis for the organization. In this connection,

making the beneficiary selection process fully community based may be an effective

option to make it so.

Orientation on Basic Principles and Code of Conduct of RCRC Movement needs to be

conducted among UEC, ULO, Volunteers and BDRCS staff for enhancing transparency

and accountability in programming.

A comprehensive Monitoring & Evaluation plan needs to be developed for each of the

programme, project under disaster management initiatives for tracking the progress,

improving the quality of services and also ensuring transparency.


66

4.3 Health

In terms of service delivery, it can be said that MCH Centres, outdoors and indoors of the

hospitals and blood centres were played a vital role in achieving their targeted plan

during the review period. Under the Strategic Goal 2 of SP 2011-2015, number of

services were provided on ANC, PNC, Non-complicated delivery EPI, First Aid, emergency

health services, safe blood services, pathology test, safe blood services, surgery, patient

consultation in and outdoor to the community people in time of need.

It has been found that the average beneficiary coverage through the health care

services is 81.70% during the review period. It seems quite significant but there is

still room to increase the beneficiary coverage which we can take as a learning of our

past experience.

Capacity building training and basic knowledge sharing on health issues were

organized by the MCH Centre, Blood Program, Hospitals and PHiE project. Several

trainings on different health issues were organized during 2011 to June 2013 in order

to enhance capacity of the programme staffs and volunteers. The review data depicts

that volunteers and staff received numbers of trainings on health issues.

MCH Centres, a community based initiative are delivering services to the community

people. Sustainability of the MCH Centres is one of the main concern of BDRCS and

32 centres out of 56 are now financially sustainable. However, the centres are running

with financial limitations demand more concentration in order to become sustainable

one.

Blood programme is a one of the core programme of the Health Department but as

per data, there were very limited exceptions of blood centres against the target

during the review period. The average rate of blood collection and distribution through

current setup was found 85% which is contributing meeting national blood demand.

The increasing demand of safe blood transmission indicates expansion of the

programme in different areas to cover significant number of beneficiaries.

Based on the progress review findings, the team concludes with the following

recommendations:

Regular planned activities under MCH, Blood and Outdoor programmes hampered due

to shortage of technical staff like doctor, lab technician, midwives and non technical

staff at field level. Hence, skilled staff with proper orientation is required to run the

programme more effectively.

Staff should be given proper training like ToT on psychosocial support, basic midwifery,

advance pathology test and financial management to prepare themselves to deliver the

services to the community.

Sustainability of the community based MCH centres is one of the key priorities of

health programme of BDRCS. In this connection, community mobilization and

ownership, sustainability plan and donor support is required to ensure the

sustainability of the MCH Centres.

An monitoring and evaluation plan needs to be in place for health interventions of

BDRCS for tracking the progress and maintaining the quality of the services which will

contribute towards ensuring accountability and transparency. Besides, the supervision


67

that has been conducting in the field needs to have formal report which will also have

implications towards improving the staff performance and service quality.

Coordination among similar service providers like BRAC, Mere Stops and government

community clinic is required to establishing and making the referral services functional.

This will contribute towards supporting patients who needs specialised and secondary

health care services.

Further initiatives like organizing blood campaign and awareness raising sessions are

required to increase the number of non remunerated blood donors across the country.

Besides, to meet emerging demand of blood suggests increasing number of blood

banks.

4.4 The document: SP 2011-15 The formulation of SP 2011-15 document for BDRCS is being treated as the wise step

towards implementing systematic and planned interventions in Bangladesh. However, the

document doesn’t have wider well understanding due to having no formal orientation and

proper sensitization among the stakeholders. Moreover, the planned activities mentioned

under three core programmatic areas doesn’t have any year round target which also

hampered the actual measurement of progress in some cases. The following

recommendations need to following during formulating next version of the document.

The guideline on formulating strategic development plan developed by

International Federation of Red Cross and Red Crescent Societies should be

followed during preparing SP for BDRCS. Meanwhile, an internal resource pool

may be developed for formulating new Strategic development plan for BDRCS

through organizing capacity building training and other methods.

A participatory approach needs to be followed in formulating a comprehensive

strategic development plan document for BDRCS. In this regards, representation

of BDRCS top management, IFRC, ICRC and Participating National Societies

(PNSs) should be ensured at relevant stages in preparing the document.

Orientation session on the prepared SP document should be organized with

relevant stakeholders in proper time for common understanding and also

perceiving the importance of the document. Moreover, an annual tracking tool

needs to be in place so that the concerned authorities will be able to aware the

progress of the planed interventions.


68

5. Annex

5.1: Indicators under SP 2011-15

Organizational Development:

Activity/setting of indicators (proposed) Methodology of Monitoring Source and Means of Verification (MoV)

Department/Programme/Project

Strategic Plan 2011-2015 formulation / implementation /Midterm evaluation of SP

- Published and distributed BDRCS SP - % of implemented activity according to SP - Conducted Midterm evaluation at the last quarter of 2013

- Review of doc - KII with dept. focal, FGD with

volunteers/programme persons/stakeholders

- KII, FGD, Document review

- Office order/P&D register - Primary data, review reports,

documents, financial document

- Evaluation report

- Planning & Development, all the Departments

HR Reform/Orientation and implementation - Developed and approved organogram for BDRCS - Prepared and approved JD for BDRCS staffs - No of workshops conducted to orient ogranogram and JD

- Review of document

- Office order/meeting resolution, workshop report & participant lists

- HR, P&D,

Branch capacity building (develop 20 C category Branches to B category) /12 C category to B and 7 B to A category.

- Capacity develop 20 C category Branches to B category - Capacity developed 12 C category to B - Capacity developed 7 B to A category

- KII, Observation, document

review

- Primary data, secondary document/ register, training report, photo

- P&D, Unit Affairs

NHQ Capacity building (strengthening Dept & Programmes) - Formulated and finalized 4 years plan by the departments - Distributed ICT logistics to departments - Provided training on reporting to 24 dept/programme/project

- Observation

- Document review, register, training report, logistics handover document

- P&D, ICT,

PMER–MAR / 4-years Development Plan for 68 Branches and NHQ, Branch Operations Manual, Partnership Building/ communication strategy develop

- 24 MARs published in BDRCS website - Conducted planning workshops in 68 Branches and 22

department - Developed and approved BOM for BDRCS - No of partnership with NS developed with BDRCS

- Observation, review of document, KII with consultant

- Workshop schedule, register, MoUs, record of discussion

- PMER

DD Project /Monitoring and expansion

- No of ICT logistic provided to Units & Departments - No of email account distributed

- Observation, review - Register, logistic handover

document

- ICT

ICT capacity development for the 20 Branches - No of ICT logistics provided to Branches - No of orientation on ICT conducted

- Observation, review - Register, handover document - ICT

Fund Raising (President / Prime minister dinner and other activities) - Conducted dinner for fund raising

Fundraising


69

- Amount of BDT collected by selling BDRCS souvenir items - Amount of BDT collected as house rent

Resource mobilisation - both Financial and Nonfinancial; develop Assets Management Policy, RMS

- Developed and approved Asset management Policy - Updated RMS database for NHQ and Units

Fund raising, Y&V, ICT

Orientation on Legal Base and Statutes - Conducted orientation on BDRCS Legal base and Statutes

- Observation - Participants list, photo - P&D

Introduce HD for all programme level planning - Conducted orientation/workshop on HD

- Observation - Participants list, photo - OD

Skills based development of RCY- Youth Pledge, Pledge 129, YABC - No of training on Search & Rescue, First Aid, RFL, Dead body

management conducted with no of RCY

- Observation, FGD - Primary data, participants list, photo

- Y&V

Co-curriculum activities - expansion upto 40%, ToT, Youth Leadership Workshop/ update 70% ToT for teacher, leadership workshop, RCRC basic, DM, SAR

- 70% expansion of co-curricular activities - Conducted ToT on Youth Leadership, RCRC Basic, DM, SAR - Conducted ToT for teachers on Youth Leadership, RCRC Basic,

DM, SAR

- Observation, FGD

- Primary data, ToT report, annual report, participant list

- Y&V

National Volunteer Camp at 3 Divisions - Organized yearly youth camp

- Review

- Camp report - Y&V

Assessment and implementation of OCAC - Organized OCAC for BDRCS - No of initiatives taken against OCAC recommendation

- Review

- Office order, participant list - P&D

Midterm evaluation led by PMER for all ongoing projects - No of evaluation supported by PMER

- - PMER

Misuse of emblem campaign - No of awareness raising orientation/campaign/workshop

conducted by Information Department

- Review

- Report/participant list/videos/photos

- IR

Gender sensitization through programs

- No of gender sensitization activities conducted by the programmes

- KII with department focal, - Project/programme

document

- OD


70

DRM INTERVENTIONS:

Type Activity/ setting of indicators (proposed) Methodology of Monitoring Source and Means of Verification

(MoV)

Detp./prog/proj

Prep

ared

ness

Early warning/ strengthen the warning system - Received early warning from BMD - Conducted regular coordination meeting

between CPP and BMD - Early warning equipments are functional - Conducted training and refreshers on early

warning system

- Document review - Observation - FGD

- Meeting minutes/schedule - Training report/register/money

receipt

Response , CPP Training Dept / DRM, CCA Project

Community mobilisation / Community mobilisation through training volunteers and effective networking

- No of community consultation, awareness raising session conducted

- No of Mock Drill conducted - No of training conducted with volunteers - No of meeting conducted with CBOs - Community people participated in

preparedness activity

- Document review - Observation

- Videos of mock drill - Register - Participant list - Reports

DRM Dept – CBDRR Prog., CCA project, UDRR, V2R & IFRC

NDRT / Formulate NDRT (2 teams) / I NDRT - 3 NDRT teams formed - No of training conducted with NDRT

members - NDRT members deployed in response

- Review

- Participant list - ToR & office order

- Response department

UDRT / Formulate UDRT (20 teams at Branch level)

- 30 UDRT teams formed - No of training conducted with UDRT

members - UDRT members deployed in response

- Review

- Participant list

- ToR & office order

- DRM – CBDRR, CCA,

UDRR, V2R and IFRC

CDRT/ Formulate CDRT - as per programme req. - No of CDRT teams formed - No of training conducted with CDRT

members - CDRT members deployed in response

- Review


- DRM – CBDRR, CCA, UDRR, V2R and IFRC

NDRWT/ Formulate NDRWT (2 teams) - 2 NDRWT teams formed - No of training conducted with NDRWT

members - NDRWT members deployed in response

- Review



Community resilience through programmes - No of awareness raising campaign conducted

- Document review

- Report - Photo



71

- Provided IG training to the community - Provided IG support for livelihood

- Beneficiary list - Participant list

Revise ASO and get approval - Conducted ASO revision workshop - Approved ASO by proper authority

- Document review

- Participant list - Document

-

Formulating contingency and response plan - Formulated contingency and response plan

- Document review - Document -

SOP formation and approval - Formulated SOP - Approved SOP

- Document review

- Participant list - Document

- Response, DRM

Em

erg

en

cy r

esp

on

se

Developing Regional/Domestic contingency plan/ review existing plan - Conducted workshop to formulate contingency

plan in regional/domestic level in 2011 - Conducted workshop to review existing plan

- Document review - Contingency plan - Workshop participant list

- Response, DRM

Search & Rescue/capacity building on S&R - No of search & Rescue training conducted - No of participant covered - % of trained volunteers deployed in S&R

operation

- Survey - Observation

- Participant list - Training schedule - Deployment record

- Training department, Y&V Department DRM

FA - First Aid/ Scaling up of First Aid service - No of people covered through First Aid services - No of First Aid training conducted - No of First Aid kits purchased

- Document review - Participant list - Training schedule - Register

- Training department, Health, Y&V Department

- DRM

PHiE / Strengthening PHiE Health Department

WASH/ Introduce WASH and integrate in future programme planning - Included WASH interventions in

programme/project planning - No of awareness raising sessions conducted on

WASH - No of safe water source installed or repaired - No of sanitation system installed or repaired


- Participants list - Project reports

DRM, Response, IFRC

Relief Management/ Enhanced capacity in Relief Management -construct new warehouse, introduce better techniques in management etc. - No of training conducted on Relief Management - Formulated standard beneficiary selection criteria

for relief distribution - No of new ware house established in strategic

location - Established complaint mechanism in relief

management


- Training schedule - Participants list - Project reports - Received box/list

- Response Department, Training Department , DRM


72

- No of reports prepared on relief distribution - No of workshop conducted

Restoring Family Link/ Strengthen RFL activities - No of family received RFL service - No of volunteers trained on RFL - No of volunteers deployed in response - No of RC message exchanged in and abroad

- Observation - Training schedule - Participants list - Record - Register

- Tracing, IR Department

HEALTH INTERVENTIONS:

Activity/ setting of indicators (proposed) Methodology of Monitoring

Source and Means of Verification (MoV)

General Health (MCH centres - expansion by 7 new centres)/ expansion of 3 centres - Established 8 new MCH centers - No of ANC, PNC, delivery conducted - No of beneficiaries covered by counselling session - No of child and maternal covered EPI session conducted at MCH centres - No of pathology services (various tests) provided - Patient satisfaction measurement (%)

Health department, Blood and MCH

General Health – strengthening of existing MCH and blood centres - Renovated MCH and blood centres - Organized capacity building training

Safe Blood services/ establish 2 more centres / establish 2 more centres - Established 3 new blood centres - No of blood collection sessions organized for blood collection - No of blood bags collected - No of blood bags supplied - % of retention of blood donors

PHiE: Road safety/ cover 2 new high way/ cover 2 new high way - No of volunteer trained on First Aid and Counselling - Project covered 3 new road - No of First Aid service provided by the volunteers - No of parent referred - No of service providing posts established

PHiE: Emergency Health - No of volunteer trained on CBHFA and hand wash - No of awareness raising session conducted with the beneficiary - No of services provided - Increase of knowledge on CBHFA and basic hygiene

Hospitals - No of patients consulted (outdoor)


73

- No of indoor patients consulted - Renovated hospital cabin and wards - No of surgery undertaken - No of delivery conducted , - Patient satisfaction measurement (%), - Fund flow (increased / decreased), - No of hospital managed locally

Health education - No of group discussion conducted with the beneficiaries

HIV Programme - No of counselling session conducted at the community level - Increased knowledge of beneficiaries on HIV issues (% from baseline data)

5.2: Qualitative indicators and checklist of FGD, KII and Interview

Indicator (Qualitative) Implementing

authority

Data Collection

Method/

Respondent

Checklist Place, Timeline & Budget

% of volunteers

and unit officials have Knowledge on SAR, FA, RFL and Dead Body Management

OD & DM FGD with

volunteers and

Unit Officials.

FGD Checklist: Have you received any training on SAR/ FA/ RFL/ DBM? What are the objectives and overall impression about the

trainings? What have you learned? Did you know the issues before receiving training? How many of you got refresher course? When did you receive last

training? How many of you utilized the knowledge in emergency / in need? How many of you never had the chance to utilize the training

knowledge? Have you ever deployed in any emergency? Which of the above skills/ knowledge you have utilized during

your deployment? Do you utilize the knowledge any other way apart from

deployment in emergency? Do you have any success story to share? Have you faced any Challenges? Any recommendation on further improvement of training qualities

- Cox’s Bazar, Khulna, Barguna, Kurigram, Natore, Sylhet

By June 15~30, 2014 Participants: 10-12 volunteers and staff in each event Duration: 45 minutes (approx.)

% of recipient

applied acquired knowledge and skills at real field

OD & DM FGD with

volunteers

% of Movement members knows 7 Fundamental Principles

NHQ / Unit FGD with UEC

members, Staffs,

volunteers

FGD Checklist Did you receive any orientation on RCRC basic? How many FPs are there in RCRC Movement and what are they? Do you apply them in your work? give an example Have you ever disseminated the FPs and how?

- Cox’s Bazar, Khulna,

Kurigram, Natore, By June 15~30, 2014


74

Do you have any suggestion to further promote FPs? Participants: 8-10 UEC member, volunteer and staff Duration: 45 minutes

% of CPP volunteers informed and disseminated early

warning messages–

CPP FGD with RCY &

CPP volunteers

FGD Checklist

What do you know about CPP?

What do you mean by early warning system and its importance?

How many volunteers are there for early warning message

dissemination?

Do you have any training in early warning system?

What is your basic learning?

What do you know about evacuation drill?

How early warning dissemination system works in your area?

(signal receive and dissemination)

Where people can take shelter?

Any challenges that you have faced in disseminating early

warning signal?

Do you have any suggestion for further improvement of early

warning system of BDRCS or CPP?

Cox’s Bazar, Khulna,

Participants: 10-12

volunteers (CPP)

Duration: 45 minutes

% of community

people have basic knowledge on WASH

CDI FGD with

beneficiary

FGD Checklist

Did you attend any awareness session on WASH conducted by

BDRCS?

What is your basic learning on WASH from the session?

How do you practice it in your daily life?

Do you know 5 critical times of hand wash?

Any other basic hygiene practices that you follow?

What is sanitary latrine?

Do you use sanitary latrine?

Why using sanitary latrine is important?

How to maintain sanitary latrine?

What are the Drinking water sources in your locality?

What are the main water-borne diseases?

What is the status of your community regarding diarrhoea

disease in compare to past.

- Community Development

Initiative (CDI) Programme (Rangpur)

Participants: 10-12 community people Duration: 30 minutes

Enhanced capacity in Relief Management

Response KII with IFRC and

BDRCS/

FGD with relevant

KII Checklist What are the implications of SOP on preparedness, response and

recovery? Is there any contingency plan in place for response?

- KII/FGD at NHQ - (IFRC- Mr. Adith Shah

Durjoy - BDRCS-Mr. Matiur, Belal


75

officials

What are the Beneficiary selection criteria? What is you perception on standardization and accuracy for

beneficiary selection? How many training, meeting, workshop, lessons learned

workshop conducted on relief management? What are the implications of those training, meeting, workshop,

lessons learned workshop? How the relief management system works in BDRCS and are you

satisfied with it? Does BDRCS maintain DP Stock? And is it sufficient? How is the maintenance and warehousing system of BDRCS? What are the challenges that you faced in relief management

during 2011~2013? Do you want to share any best practices? Do you have any recommendation to strengthen BDRCS relief

management system?

and Farook) By June 15, 2014

% of NDRT, CDRT, UDRT, NDWRT members contributed towards disaster response

Response and

other Relevant

Department

FGD with NDRT,

CDRT, UDRT,

NWDRT members

FGD checklist:

Why you are with RCRC Movement?

What type of training you have received?

What is the basic learning from the training?

What are the main roles of NDRT/ CDRT/ UDRT/ NWDRT

members?

Have you ever deployed in any emergency?

What skills you utilized during response/ deployment?

Level of satisfaction about the services you are providing.

Any challenges that you have faced during deployment?

Do you have any stories to share?

Do you have any recommendation for efficient service delivery?

(NDRT & NDWRT will be conducted at NHQ BDRCS)

(UDRT will be done at Cox’s Bazar, Khulna, Kurigram

Enhanced capacity on RFL activities

Tracing (RFL) KII with RFL

director and ICRC

focal point

KII Checklist What are the key areas that RFL address? What have you done in 2011-2013? What are the initiatives that you have taken for effective RFL

service delivery (during 2011-13)? Have you organized any training/ workshop/ meeting/ orientation

on RFL for volunteers? Do Units have any capacity on RFL activities? What are they? How they are Utilizing the knowledge? How do you collaborate with BDRCS in regard to RFL services?

(ICRC) How do you collaborate within BDRCS Departments, ICRC and

other organization on RFL? (BDRCS)


76

What is your plan for further strengthening of FRL service? (BDRCS & ICRC)

Any story you want to share? What are the main challenges in RFL? Do you have any recommendation?

No of Units received and utilized financial

support for renovation and construction as per estimated budget

Selected Unit Observation

method to be

followed and KII

with ULO of

selected Unit

KII Checklist:

What is the amount and source of financial support?

How the money was utilized? (maintaining quality of renovation

and construction)

What are the implications of construction and renovation work?

Is there any scope for further development?

Any challenges that you have faced?

Cox’s Bazar, Khulna,

Barguna, Kurigram, Natore, Sylhet

(TBD in discussion with Unit

Affairs Department & P&D)

% of reporting focal acquired basic knowledge on reporting

All Department at

NHQ

FGD with

reporting focal

FGD Checklist:

Have you received any orientation on reporting?

What is the basic learning from orientation?

How and where are you utilizing the learning?

What is the current reporting process and system in your Dept?

What is the utilization of those reports?

What types of report you are preparing?

What are the challenges in reporting?

Do you have any recommendation?

- NHQ, BDRCS

By 15 June, 2014

% of Unit officials/

volunteers utilized ICT knowledge in day to day work

Selected Unit FGD with Unit

Officials and

Volunteers

FGD Checklist Have you received any ICT orientation/ training? What are the basic learning from orientation/ training? How are you utilization the learning in day to day work? How about the email correspondence? Any challenges that you have faced? Do you have any recommendation?

Cox’s Bazar, Khulna, Barguna, Kurigram, - Jessore - Rangpur

To be merged in the FGD with reporting focal

No of initiatives taken against OCAC recommendation

P&D, IFRC OD

Focal

KII with P&D

Director, FO and

IFRC OD Focal

KII Checklist

What is OCAC?

Is OCAC conducted?

What are the measures taken to conduct OCAC?

Who were the participants to conduct the exercise?

What were the challenges in conducting OCAC?

What are the main recommended areas in OCAC findings report?

What is your plan for implementing OCAC recommendation?

NHQ, BDRCS

#11 June, 2014 at 9:30

% of community

people aware

IR & Communication

FGD with

community

FGD Checklist How do you perceive Red Crescent? (May show the logo if they

- Cox’s Bazar, Khulna,


77

about RCRC emblem

Dept (Emblem campaign)

(Pharmacy,

Hospital, Clinic)

people

(KII with Thana Health Officer)

recognize) Have you received any orientation/ campaign on RCRC emblem? What was the main learning? How the learning is utilized? Did BDRCS share any IEC materials? Have you ever disseminated the message of RCRC emblem

campaign? What is your opinion about not misusing the RC emblem? Do you have any suggestions or feedback on the emblem

campaign?

Dhaka ()

No of measures taken for maximum rent collection and BDRCS property recovery

Estate KII with Estate

Director

KII Checklist What are the areas that Estate Department deal with? What are the sources of rent collection? Comparison between plan and achievement of rent collection

(2011-13) What are the measures taken for collecting arrear rents? What are the measures taken for recovering Society’s properties? Does BDRCS have Real Estate and Asset Management Policy? What are the main challenges in this regard? Do you have any recommendation?

- NHQ, BDRCS

% of patient satisfied with the services of existing Health Care system

Health (Document

review/interview

of patients)

<Secondary data

may be collected

from patient

satisfaction

measurement

report by Health

Dept>

Observe the MCH

Question - Interview individuals/ patients

What type of health services the MCH delivering?

What type of services you have received?

What do you think about doctors’ consultation?

Any pathological test that you have undergone?

Were you satisfied with the quality of pathological test?

Are you satisfied with the services in terms of cost?

Is there any complain mechanism established in the MCH centres?

Have you ever complained and response received accordingly?

How was the behaviour of MCH staff?

Normal-delivery patient

What do you think about the service quality?

How was the behaviour of MCH staff?

How was the referral service?

Service provider’s interview What are the measures taken to maximize patient satisfaction

and providing quality service?

Cox’s Bazar, Khulna, Kurigram, - Secondary data in Health

Department - Primary data from the

interview with MCH patients (1/2 patients)

% of community Health FGD with FGD Checklist MCH project has an inbuilt


78

people informed about CBHFA and Basic Hygiene

volunteers/

community people

Have you received any orientation from RC Volunteers on FA and Basic Hygiene?

What are the main issues of basic hygiene? How many of you know about that? How many of you know about First Aid issues? What have you learned about First Aid? How many of you utilize in your daily life? Do you have any suggestion?

system to disseminate HIV message to the community. - Khulna MCH, Satkhira,

Jessore

% of beneficiary aware about HIV issues

Health FGD with

community people

FGD Checklist Any orientation/ awareness session conducted by RC HIV project

staff? What have you learned about HIV AIDS? Describe 3 reasons of transmitting HIV /AIDS Describe 3 reasons of preventing HIV /AIDS Is there any arrangement of counselling session for HIV affected

patient?

MCH project has an inbuilt system to disseminate HIV message to the community.


79

5.3: Questionnaire for general understanding of SP 2011-15

Applicable for National Society (Bangladesh Red Crescent Society)

01

Have you heard about SP 2011-15, BDRCS? 1. Yes

2. No

02 What you think SP 2011-15 is?

1. It’s a Human Resource document 2. It’s a DRM document

3. It’s a Health document 4. It’s the Strategic Development Plan of

BDRCS

03 Were you involved in developing the SP 2011-15 of the BDRCS? 1. Yes

2. No

3.1 If yes, to what extend did you participate?

1. Active 2. Partial 3. Only at the beginning of this process 4. Just

attended a meeting

04 To which division of SP 2011-15, did you provide your institutions inputs?

1. Organizational Development 2. Disaster Management 3.

Health

05 In which part of the SP you provided support?

1. Narrative writing 2. Objective setting 3. 4 Year PoA 4. All of the

mentioned issues

06 Did you review your input before finalization of the document?

1. Yes, I reviewed my input 2. No, I wasn’t able to do that 3. I didn’t get any

opportunity

08 Did you receive any orientation on the SP 2011-15? 1. Yes 2. No

09 Did you formulate 4 Years Development Plan for your Department? 1. Yes

2. No

9.1 If yes, did you address SP 2011-15 in your 4 Year Development plan? 1.

Yes 2. No

9.2 If yes, how? 1. Development objective is aligned with SP Objective

2. Activities are aligned with SP objective 3. Both of these

10 Are you implementing your Development Plan as per SP? 1. Yes

2. No

11 Do you have a hard copy of SP 2011-15? 1. Yes

2. No

12 Do you have any comments regarding SP/SP Implementation in BDRCS?

1.

2.

3.


80

Applicable for PNSs, ICRC and IFRC (supporting BDRCS)

01 Have you heard about SP 2011-15, BDRCS? 1. Yes 2. No

02 What you think SP 2011-15 is?

1. It’s a Human Resource document 2. It’s a DRM document

3. It’s a Health document 4. It’s the Strategic Development Plan of

BDRCS

03 Were you involved in developing the SP 2011-15 of the BDRCS? 1. Yes

2. No

3.1 If yes, to what extent did you participate?

1. Active 2. Partial 3. Only at the beginning of this process 4. Just attended

in a meeting

04 To which division of SP 2011-15, did you provide your institutions inputs?

1. Organizational Development 2. Disaster Management 3.

Health

05 In which part in the SP, were you supported?

1. Narrative writing 2. Objective setting 3. 4 years PoA 4. All of the

mentioned issues

06 Did you review your input before finalizing the document?

1. Yes, I reviewed my input 2. No, I wasn’t able to do that 3. I didn’t get any

opportunity

08 Did you receive any orientation on the SP 2011-15? 1. Yes 2. No

09 In case of providing support to BDRCS, do you consider SP 2011-15 in

programme/project proposals 1. Yes 2. No

9.1

If yes, what do you usually check in programme/project proposal?

1. Whether the overall objective aligned with SP or not 2. Whether the plan is

aligned with 4 Years Development plan 3. Both of

these

10 Do you have a hard copy of SP 2011-15? 1. Yes 2. No

11 Do you have any comments regarding SP/SP Implementation in BDRCS?

1.

2.

3.


81

5.4: Secondary data collection tool

Sl. No.

Indicator statement

Unit measuremen

t

As per SP 2011 As per SP 2012 As per SP June 2013 (June 2013)

% of achievement

Average % of achi.

Beneficiary Coverage

Total benefic

iary Plan Achi.

People reached

Plan Achi.

People reached

Plan Achi.

People reache

d

2011

2012

2013

2011 2012 2013

M F M F M F

1

2

3

4

5

6

7

8

9

10

11

12


82

5.5 List of reporting focal persons

Sl. No.

Name of person Designation Department/Programme/Project Email address Cell No

1 Khandaker A. K. M. Iqbal DD PMER Section [email protected] 01715703327

2 Rezina Halim DD Unit Affairs [email protected] 01811458508

3 Bashir Ahmed DD Cyclone Preparedness Programme [email protected] 01927667504

4 Md. Jiaul Ahasan DD Training [email protected] 01711261470

5 Sayma Ferdowsy DD Youth and Volunteers [email protected] 01678089188

6 Sultana Nelofar Banu DD Fund Raising [email protected] 01912475775

7 Joynal Abedin DD Estate [email protected] 01811458511

8 Abdul Karim AD Health [email protected] 01811458519

9 Mizanur Rahman AD Urban Disaster Risk Reduction [email protected] 01716433091

10 Khonduker Enayetullah Akram AD Communication and IR [email protected] 01716760599

11 Farzana Akther JAD Human Resource [email protected] 01817617363

12 Fazlur Rahman Khan JAD Health [email protected] 01715002461

13 Halima Tarafader JAD Administration [email protected] 01811458548

14 Abul Kalam Azad JAD Health [email protected] 01190509497

15 Ripan Das ICT Officer ICT Section [email protected] 01717187274

16 Mst. Reksona Khatun Finance Officer Finance [email protected] 01811458544

17 Mohammad Keramot Ali Field Coordinator Community Development Initiative [email protected] 01714019064

18 Md. Kamrul Hasan Sr. PMER Officer CCA, CBDRR [email protected] 01815298341

19 Modasher Ahmed project manager Vulnerability 2 Resilience [email protected] 01716674119

20 A K M Mohsin Asst Director Tracing [email protected] 01811458528

21 Md. Emranul Hassan Field Officer Planning & Development [email protected] 01916754444

22 Farook Rahman Field Officer Disaster Response [email protected] 01740945846

mailto:[email protected]























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5.6 Pictures: captures during workshop, meeting, and data collection

From upper left, Picture’s Description

From upper left to right, workshop on midterm

progress review, meeting with reporting focal

person, FGD with volunteers, FGD with project

beneficiary, FGD with disaster response personnel,

visit of MCH center, discussion on emblem and KII

with ULO.

report on midterm progress review on … · 2019. 3. 7. · report on midterm progress review on...

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