Plan of Action 2012
Pacific Regional Office
PROGRAMME INFORMATION
Implementing National Societies:
Australia, Cook Islands, Fiji, Kiribati, Marshall Islands (in early formation), Micronesia, New Zealand, Palau, Papua
New Guinea, Samoa, Solomon Islands, Tonga, Tuvalu (in formation), Vanuatu
Number of people to be reached:
Budget total:
Staff and volunteers of National Societies: 250
Community members: 400,000
CHF 3,424,112
1.
Executive Summary
The Pacific region covers a vast geographical area comprising thousands of islands and atolls. The majority of Pacific
Island countries contend with the challenges of smallness and geographic isolation. The Pacific Island countries are
heavily aid-assisted.
The Pacific region is highly disaster prone, and its populations are particularly vulnerable to environmentally-related
hazards. It is now clear that climate change is a major factor in the disasters we will face even in the next four years.
A pattern of more frequent extreme weather events may have a disproportionately devastating impact on small island
communities. There is an increasing risk of flooding, droughts and cyclones, as well as longer term impacts such as
rising sea levels, poor harvests and a rise in temperature-associated diseases such as typhoid and malaria.
Public health will remain a key issue, particularly in the prevalence of non-communicable diseases (NCDs) which
already cause 75 per cent of deaths in the region, and indications are that NCD-related mortality and morbidity is
rising. Communicable diseases such as malaria and tuberculosis and the emerging threat of HIV and other sexually
transmitted infections are continuing concerns.
The recent global economic crisis has brought additional challenges to the region’s attempts to combat poverty.
Increasing underemployment and unemployment is a major concern, especially for the region’s young people, women
and people with disabilities. Gender-based violence, which is often exacerbated by rising domestic hardship, will
remain a pervasive issue for many women across the Pacific. In Melanesia, especially in Papua New Guinea, genderbased violence increases women’s vulnerability to HIV.
Related to this are significant demographic challenges. Almost half of the total population of the Pacific Islands is less
than 20 years old. In most countries young people are not completing secondary education. Limited employment and
underemployment contributes to rising levels of poverty and homelessness among youth, as well as violence and
crime. High levels of social tension have led to pockets of high violence and the use of guns in Papua New Guinea.
The crisis in the Solomon Islands in 1998-2003 reported high incidences of theft and use of guns. Young people are
also more likely to engage in risky behaviour such as drugs and alcohol use, and unsafe sex.
The Red Cross national societies of the Pacific are well positioned to play an increasingly significant role in times of
disasters and crisis, and in helping to meet the health and social challenges of the region. Through their local
volunteer-led branch networks, Red Cross societies have greater reach into communities than any other civil society
actor. Through their disaster management, development and welfare programmes, the Pacific national societies
contribute to achieving national development objectives, including national Millennium Development Goals and the
2005–2010 Pacific Plan initiatives.
The International Federation of Red Cross and Red Crescent Societies’ (IFRC) regional office in the Pacific has
developed its 2012 plan based on the objectives identified by its Pacific members. The focus of the 2012 plan is to
support national societies to be well-governing civil society leaders, delivering relevant programmes with and for
vulnerable people.
2.
The Programme
The Pacific regional office provides support to 13 national societies. These national societies in turn provide support
to thousands of people. The national societies are the Australian Red Cross, Cook Islands Red Cross Society, Fiji
Red Cross Society, Kiribati Red Cross Society, Micronesia Red Cross Society, New Zealand Red Cross, Palau Red
Cross Society, Papua New Guinea Red Cross Society, Samoa Red Cross Society, Solomon Islands Red Cross
Society, Tonga Red Cross Society, Tuvalu Red Cross Society (currently in formation) and Vanuatu Red Cross
Society.
2.1
Business Line 1: “To raise humanitarian standards”
Objectives
Project Code
Targets for 2012
Outcome 1: The quality of humanitarian and
development thinking is improved by the inputs
of experience and knowledge of Pacific
national societies.
Output 1.1: Pacific national societies’ ability to
feed into regional and global processes is
enhanced through the provision of tailored
technical assistance.
P55201

5 national societies supported to represent
the Pacific Red Cross voice at regional
and global forums in 2012
Output 1.2: National societies profile their
services, strengths and gaps by participating in
the global databank.
P55907

At least six national societies have
uploaded their annual reports and
strategic plan on Federation Databank
(FDB) and at least three national societies
have also contributed to other key
information on FDB
One National Society has completed the
OCAC process

Output 1.3: Pacific national societies
participate in the IFRC online learning platform
to strengthen education, training and
leadership development.
P55907

At least 30 new members from the small
islands’ national societies have
participated in the learning platform.
Business Line 2: “To grow Red Cross Red Crescent services for vulnerable people”
The Pacific region covers a vast geographic area vulnerable to a variety of hazards, including cyclones, tsunamis,
flooding, volcanic activity, earthquakes and landslides. The frequency and intensity of these events is increasing due
to climate change, and effects are compounded by the impacts of poverty, unsustainable livelihoods and
environmental degradation. The isolated and small nature of many countries in the region means that reaching them
in the event of a disaster is challenging.
The disaster management activities of the 13 Pacific national societies include preparing for, responding to, and
recovering from disasters. Preparedness and mitigation initiatives include equipping, training and organizing
community volunteer teams, strengthening disaster preparedness planning, and building response mechanisms,
including maintaining emergency supplies and shelters and establishing early warning systems.
Objectives
Project Code
Targets for 2012
Outcome 1: Pacific national societies deliver
better quality assistance to disaster and crisis
affected communities.
Output 1.1: Pacific national societies’
capacities in preparedness and response are
increased including their ability to respond to
needs during emergencies.
P55160
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Output 1.2: Protocols, operating procedures
and systems are in place for effective
response and coordination of regional and
national assistance in the event of a major
disaster or crisis.
P55160

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

4 national societies have received support
to build up their staff/volunteers capacities
to respond to an emergency
4 national societies have prepositioned
standard emergency items as a cyclone
preparedness measure
All national societies that requested
assistance for emergency response have
been supported
2 national societies have improved their
emergency response mechanisms and
documented it
Emergency response agreements among
partners to support logistics during
emergency response and logistics
capacity building
Regional disaster response team training
course has been reviewed and improved
The response and coordination of shelter
preparedness mechanisms are improved
in the region with the support from IFRC
as cluster convenor
Business Line 3: “To strengthen the Red Cross Red Crescent contribution to development”
Our desire to strengthen the contribution of national societies to development in the Pacific has highlighted a range of
issues to be addressed and resolved. Smaller populations, widely dispersed throughout the region often means that
national societies have correspondingly small staffing levels with large areas of responsibility. This means that an
integrated approach to programming is a necessity simply because national societies can often only afford to send
one individual to an outer island/branch to address a range of Red Cross issues. To add to this complexity,
experience has also shown us that IFRC approaches and tools need to be significantly adapted to the Pacific context
to maintain their relevance and impact.
Following consultation with the 13 National Societies of the region (one is in formation) the Regional office has
integrated all health and disaster risk reduction activities within a single community programming unit (CPU). In 2012
the priority is for the CPU to work seamlessly with the organizational development coordinator to review existing
approaches and tools providing holistic tailored support to the region. Broader organizational development issues
such as governance, management support and strategic planning continue to be a priority and the team will seek to
link their importance to successful programming benefiting vulnerable populations.
Objectives
Outcome 1: Pacific national societies scale up
their efforts to build community safety and
resilience utilizing their grass root branch and
volunteer networks.
Project Code
Targets for 2012
Objectives
Output 1.1: More tailored, integrated and
consistent accompaniment to national society
self development.
Project Code
P55907
Targets for 2012
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Output 1.2: Enhanced strategic leadership
through tailored support to both governance
and management.
P55907
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
Output 1.3: A focus on supporting national
efforts to develop volunteering and to ensure
young people become more active in leading
and participating in their national societies.
P55907
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


Output 1.4: National societies are better able
to engage and support vulnerable communities
P55902

Five national societies have completed the
revision of its statutes/constitution Cooks, Micronesia, Palau, Samoa
(including rules and procedures) and
Tonga
Four national societies have completed its
strategic planning and/or operation
planning process (Samoa, Micronesia,
Palau and Vanuatu)
One National Society (Tuvalu) was
recognized and became the member of
IFRC
One National Society (PNGRC) engaged
with IFRC digital divide project
Two national societies have upgraded
their capacity in human resource
management, resource mobilization, and
programme monitoring, evaluation and
reporting (one or more area each)
Four national societies engaged with
Pacific finance development programme
meeting minimum financial management
standards (Solomon, PNG, Kiribati,
Samoa or Tuvalu)
National Society provided tailored support
to resolve integrity issues and other
sensitive internal situations as required
(no specific target)
Additional four national societies engaged
with Pacific Governance Enhancement
Programme (PGEP)
A mid-term review of PGEP conducted by
the end of 2012
Two national societies provided mentoring
support on national society development
or received leadership development
training
Pacific leadership development needs
identified and appropriate leadership
capacity building modules developed
Two national societies have developed or
updated their volunteering policy and
guidelines.
Pacific Youth Network (PYN) formalized
and have conducted the first youth forum
in 2012
PYN has organized one training of trainers
on Youth as an Agent of Behavioural
Change (YABC) and at least two national
societies have further expanded YABC.
At least two national societies have
developed and or revised its youth policy
All 13 national societies have identified
their youth focal points and at least six
national societies have youth
representatives on its governing board
CBHFA in two national societies have selfsustaining CBHFA programmes
Objectives
Project Code
to achieve better health practice and
behaviour.
Targets for 2012


Output 1.5: National societies are better able
to engage and support communities, reducing
their vulnerability to disasters and
emergencies.
P55003
P55902
Output 1.6: National societies are better able
to support communities in an integrated and
harmonized way by utilizing common
approaches and tools developed with support
of the regional office.
P55003
P55902
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

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

Output 1.7: National societies’ ability to
implement community safety and resilience
programmes is enhanced due to the regional
office coordinating closer cooperation between
stakeholders and agreeing on common,
simpler ways of working and sharing of
experiences.
P55003
P55902


supporting vulnerable communities
Global Fund – HIV in four national
societies are supported to implement HIV
prevention programmes
National societies have noncommunicable diseases’ self sustaining
and healthy lifestyle programmes that are
contributing to behaviour change
Community based approaches are field
tested (2 DRR projects)
Support national societies in the
development of community-based early
warning and disease surveillance systems
Mapping of National Society approaches
to community-based activities
Review of existing IFRC/external
community-based approaches and tools
Development of Pacific community-based
framework and alternative approaches
Pacific integrated capacity building tools
are developed
Phase 1 of DRR cost benefit analysis
study completed
Development of DRR advocacy guide
including climate change
Examples of regional learning are shared
to inform and influence programming of
national societies
Pacific Disaster Net has expanded its
reach and application
Business Line 4: “To heighten Red Cross Red Crescent influence and support for our work “
The IFRC’s Humanitarian Diplomacy policy recognizes that the decision to engage in humanitarian diplomacy is not a
choice, but a responsibility. The responsibility is a logical extension of the commitment of national societies and the
IFRC to the fundamental principle of humanity - a commitment that is accepted worldwide as prevailing above all
others because of its linkage to international humanitarian law, the Statutes of the International Red Cross and Red
Crescent Movement and the IFRC Constitution.
Pacific national societies are at an early stage in relation to their understanding and implementation of humanitarian
diplomacy. Many have articulated the importance and need for humanitarian diplomacy but lack the necessary
financial resources, staff, experience, tools and relationships to implement this form of advocacy. Having said this,
there are a number of Pacific national societies that have developed expertise in aspects of humanitarian diplomacy
and that could readily share their experiences, collaborate with other national societies, build partnerships and foster
strong and meaningful relationships with local and regional decision makers and opinion leaders.
The aim of our work under this business line is to:

increase the proactive engagement of IFRC and its 13 Pacific members with policy makers, the donor
community, other humanitarian agencies, and media on key issues that significantly impact vulnerable people
in the Pacific Region through local and regional mechanisms;

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strengthen recognition and influence within the wider humanitarian community and with government in the
Pacific Region;
support national societies to be able to advocate more effectively on behalf of vulnerable groups to engender
positive change in their lives;
create greater awareness surrounding the importance of humanitarian diplomacy in programming amongst
key stakeholders including National Societies, government and the wider humanitarian sector;
empower communities that can lobby and influence public opinion through direct access to the media and
communication platforms.
Objectives
Project Code
Targets for 2012
Outcome 1: IFRC and national societies are
respected and recognized as neutral, impartial
humanitarian actors; and have a distinctive,
authoritative and consistent voice which
influences and improves policy and legislation
affecting vulnerability.
Output 1.1: Pacific national societies are
better engaged with their government
P50019

5 advocacy sessions with government
authorities on the auxiliary status of
national societies
Output 1.2: National societies have utilized
their enhanced advocacy skills and Pacific
tailored advocacy and communication tools
and materials to influence decision makers and
opinion leaders about the needs of vulnerable
people at local, national and regional level.
P50019

The Pacific humanitarian diplomacy
strategy is adopted by Pacific national
societies
A Pacific humanitarian
diplomacy/advocacy manual is developed
and disseminated
3 demonstrated examples of Red Cross
humanitarian diplomacy contributing to
changing decision making with regards to
vulnerable groups
The Pacific Monthly Newsletter published
each month and the two IFRC external
newsletters published
2 demonstrated cases of more responsible
resourcing of Pacific Red Cross activities
as a result of advocacy to donors and
other partners
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
Output 1.3: International disaster response
and disaster risk reduction legislative advocacy
contribute to IFRC becoming increasingly
influential within regional and national policy
and opinion-making forums.
P50019
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
Output 1.4: Cooperation with external partners
has contributed to complementarity of action
and coordination and improved understanding
about the distinctive role of the IFRC and its
individual members.
P50019


1 country has adopted a new, procedure,
policy and/or regulation which addresses
aspects of IDRL
2 national societies are aware of key IFRC
messages on disaster laws
1 national society has increased its skills
in legislative advocacy in disaster law
Opening dialogue with PIFS on endorsing
IDRL model act
At least 1 national society engages in a
more strategic way with an external
organization and is able to influence policy
outcomes to strengthen assistance to
vulnerable people
1 MoU/agreement in place with new
regional cooperation body to enhance
collaboration between IFRC and the
organization to influence better outcomes
for vulnerable people
Business Line 5: "To deepen our tradition of togetherness through joint working and accountability”
In 2012, the regional office will continue to facilitate regional cooperation initiatives such as policy and strategy
dialogue, operational cooperation, peer exchanges and joint learning. Regional coordination between Pacific national
societies, the IFRC, ICRC and participating national societies will continue to be facilitated through country-level and
regional meetings. When they arise, the resolution of national society integrity issues will be closely coordinated with
the regional ICRC office in Suva.
In 2011, the Pacific regional team will continue to develop more holistic approaches to its work. This will involve
planning and managing programmes based on a national society’s overall priorities, developing programme staff’s
understanding of organizational development, meeting on a regular basis as a whole programme team to discuss
progress and share lessons learnt about the work at country level, and ongoing tailoring of the team’s structure to
better support integrated work.
Specific initiatives will focus on ensuring diversity within the regional office and increasing Pacific Islander
representation. Discussions are already underway with participating national societies regarding how to develop more
systematic and sustainable mechanisms to improve Pacific Islander representation. All international posts will also be
advertised locally.
Following strong messages from members about the need for more consistent and coherent support from the IFRC,
the regional office has:
 developed a four-year strategy in consultation with members
 continued to strive for delegate continuity
 engaged additional local staff to promote continuity
 drawn on the expertise of people outside the regional team with strong experience in the Movement and the
Pacific to provide tailored support to members.
These initiatives will be ongoing in 2012.
Objectives
Project Code
Targets for 2012
Outcome 1: Cooperation between Movement
actors results in our expanded contribution to
meeting humanitarian needs in the Pacific
Output 1.1: Regional cooperation and
coordination mechanisms contribute to the
quality and effectiveness of our work and the
better development of national societies.
P55201


Output 1.2: Pacific national societies engage
with each other developing trusting
relationships, unified by the common ideals of
the fundamental principles, the IFRC
constitution and Strategy 2020.
P55201



Outcome 2: A strong Pacific regional office
team with continuity of knowledge, experience
and service in the region
Quarterly regional coordination meetings
facilitated by the Secretariat result in two
joint initiatives that benefit the region as a
whole
At least 1 example of the Secretariat
facilitating the success of other Movement
actors
At least one leadership forum per year
facilitated by the Secretariat
The Pacific Governance Enhancement
Programme and the Pacific Leadership
Working Group has increased
opportunities for member to member
exchanges
A greater sense of ownership and trust in
the IFRC
Objectives
Output 2.1: Effective management of
secretariat resources
Project Code
C00227
Targets for 2012
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
Output 2.2: All team members feel valued, are
committed to continuity, strive for work life
balance and healthy living.
C00227



We only mobilize resources that support
our strategic and operational goals and we
reallocate existing resources in line with
our goals
Internal audit recommendations
implemented
Working advance risk management
procedures in place
50 per cent of delegates remain in their
position for 3-4 years
70 per cent of staff report that their
managers provide the necessary support
and listen to staff needs
25 per cent staff have received
training/coaching in one identified
development area
Output 2.3: Increased diversity within the
team including more Pacific islander
representation.
C00227

22 per cent of programme staff are Pacific
Islanders
Output 2.4: Compliance with IFRC operational
standards, timely and quality narrative and
financial reporting and risk management in
place.
C00227

100 per cent of reports are delivered on
time and in line with quality standards
A risk management plan is in place and
informing management decisions
3.

Programme support strategy
The necessary management support, to ensure effective implementation of the programmes, will be provided as below:
3.1
Finance
 Financial management controls and mechanisms will be maintained through clearly defined financial policy and
procedures to ensure proper recording, reporting and management of finances.
 Management of funds and financial assets will be maintained according to existing IFRC standards, guidelines and
procedures.
 Timely and accurate financial reports will be prepared for the HoRO and programme managers and advice will be
provided on specific financial matters where required.
 Working closely with the zonal finance unit, all required monthly routines will be completed on time, and financial
issues will be investigated and resolved in a timely manner.
 Programme Managers will be supported to improvement budget preparation, budget control, reporting and
monitoring and cash flow management.
 Technical assistance will be provided to national societies to develop their capacities in finance and administration
management.
3.2
Administration
 Ensuring that there is sufficient inventory of stationery and IT consumables.
 Ensuring adequate controls are in place including inventories for all office or household furniture and equipment.
These will be updated at least every two months.
 Ensuring that office equipment is well maintained and in good working condition and that service contracts are valid.
 Conducting administrative briefings for staff and visitors.
 Arranging the most cost effective travel and accommodation arrangements and ensuring consistency of service for
IFRC and national societies.
 Arranging visas in a timely manner for IFRC staff and national society representatives.
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Liaising with the Ministry of Foreign Affairs concerning delegate permit exemptions and the of clearing tax free
equipment and other goods.
Ensuring that the regional office premises are adequately maintained and that office utilities (rent, electricity, water,
telephone, fax, email etc) are functioning properly.
Providing administrative support for regional meetings and training events.
Maintaining accurate records of lease agreements and liaising with landlords on all issues related to the office
building.
3.3
PMER
 PMER is the responsibility of each programme manager, however, managers can rely on support from the Suva
office planning and reporting focal point and the monitoring and evaluation focal point.
 PMER policies, guidelines, tools and templates will be shared by the focal points with programme managers.
 We will strive for quality and timely reporting that meets the expectation of partners and donors.
 We will have key reports edited by by professional IFRC editors.
 IFRC programme staff will play a role in coaching national society counterparts in monitoring and reporting,
especially during field visits.
3.4
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IT
Providing basic IT support to staff and visitors.
Troubleshooting hardware and coordinating equipment servicing.
Providing IT support to meetings and events and maintaining the conference equipment.
Monitoring wireless network and LAN and suggesting enhancements.
Backing up server data, maintaining backup logs and keeping servers in a working condition.
3.5
Communications
The regional office does not have a communications delegate. The office therefore relies on the inputs of the Zone office
communications focal point for the Pacific and the communications focal point in the regional office, which in 2012 will be
the humanitarian diplomacy delegate. The focal points are responsible for:
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Corporate communications which includes the production of calendars and greeting cards (joint responsibility).
Maintaining , with support from the admin team the Pacific photograph database (Suva focal point).
Managing the 2012 regional photo project in collaboration with ICRC, Australian and New Zealand Red Cross (joint
responsibility).
Maintaining with support from the administration team and programme teams the Pacific external contact list (Suva
focal point).
Supporting national societies with the development of messages for the media in times of disasters or relating to
specific advocacy issues (Zone focal point with relevant programme managers).
Layout for Pacific publications (Zone focal point with minimal support from the Suva focal point).
3.6
Human Resources
 Ensuring HR systems and procedures are in place, in compliance with IFRC policies and consistent with local
regulations.
 Working closely with the Zonal HR team on all relevant HR administrative issues.
 Supporting international staff mobilization, arrival and departures.
 Assisting new delegates in finding accommodation and provide them with orientation to the local culture.
 Helping to negotiate rental contracts with landlords and real estate agencies, with the advice of local lawyers where
necessary, and in line with the regional office contract template.
 Ensuring timely renewal of lease agreements after consultation with the head of regional office.
 Regularly update of the regional office Welcome Pack for visitors and new staff.
 Providing monthly HR updates including headcount and leave reports.
3.7
Logistics
 Procure goods and services on behalf of the Regional Office following Federation standard practices and keeping
documentation to full audit trail standards while also providing advice on logistical matters or negotiating contracts.
 Plan and organize transportation requirements, if needed, and implement/maintain the use of a transportation
management system for the Regional Office Vehicle.
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3.8
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4.
Plan, organize and maintain the storage space available at the back or the office, and produce timely reports of
office assets.
Provide advice and support to new delegates on procurement of goods and services in Fiji. Maintain an updated list
of assets in delegate’s accommodation.
Organize the customs clearance, transportation and other formalities for incoming goods to ensure timely receipt
into the storage area or deliver to the concerned unit.
Provide timely advice and technical support on logistics issues to other functions within the Regional Office.
Support, train and develop National Staff on Logistics.
Liaise with the zone office in co-coordinating and managing the logistics support for small emergency operations.
Represent the International Federation in Regional Logistics events as needed in coordination with RC partners in
the Pacific.
Security
Ensuring that incident reports are completed and forwarded to the Zonal security delegate in a timely manner.
Sharing relevant security updates and advice with all IFRC staff in the Pacific region.
Updating the security regulations for Fiji every six months.
With the support of the Zonal security delegate developing security regulations for other Pacific countries.
Ensuring that the contacts for the medical facilities listed in the security guidelines are updated every six months.
Liaising with UNDSS to access their security updates for the region.
Monitoring and Evaluation
The Pacific regional office’s sphere of operation incorporates 13 national societies operating over a large dispersed
geographical area. Unlike other regions within the Asia Pacific Zone the Pacific regional office has no country
delegations to support national societies with ongoing program monitoring and evaluation. Due to the significant costs
involved in traveling, monitoring and evaluation can be limited because of infrequent country visits. Our strategy with
donors is to incorporate a higher ratio of monitoring and evaluation costs within programme budgets to support this
important area of work.
A set of baseline positions (to determine where we are now) are being created for our programmes under each
business line. These will include a mix of simple quantitative and qualitative indicators (including stakeholder
satisfaction feedback) that can be consistently used over the next four years to measure progress. Opportunities to
gather information include:
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Programme reporting, reviews and evaluations, which will include brief sections on any impact of recent
programme progress on wider strategy.
Quarterly programme coordination meetings and annual review and planning discussions will include an agenda
item on progress against indicators.
Country visits will be an opportunity to review progress and seek feedback from Pacific national societies.
Regional meetings with Pacific national societies, ICRC and participating national societies will include an agenda
item on progress against indicators.
We will report on our progress in our programme updates and annual reports, in regional meetings and through the
Pacific Monthly newsletter.
In 2012, the mid-term review of the HIV/VNRBD programme will guide us to enhance the quality of programming
during 2012/2013 and will inform our Global Fund round 11 proposal. Over the next 18 months we will map existing
national society community-based approaches in the Pacific, evaluate IFRC approaches and tools, adapting them
further to the Pacific context. Community-based pilot projects will be developed and monitored and evaluated for their
sustainability and impact. We will develop a number of capacity building tools and it is envisaged that this may include
a monitoring and evaluation module. Each emergency response supported by the IFRC regional office will be
followed by a participatory evaluation of the operation. Lessons learned from these disaster response evaluations will
inform IFRC and national society preparedness activities for the 2012/2013 cyclone season. A mid-term review of
Pacific Governance Enhancement Programme will be conducted at the end of 2012 to measure progress and to
identify any gaps in order to further improve the programme.
Beyond 2012, a short mid-term review of progress against our four year targets will be undertaken.
A final evaluation of the Pacific Secretariat four year strategy will be undertaken and the report shared with all
stakeholders. This will be followed by a joint planning process with national societies to develop the 2015-8 strategy.
5.
Budget summary
Project code
2012
2013
2014-2015
Total
0
0
0
0
0
0
0
0
1,138,677
1,138,677
2,277,354
4,554,708
1,138,677
1,138,677
2,277,354
4,554,708
2,219,810
2,219,810
4,439,620
8,879,240
2,219,810
2,219,810
4,439,620
8,879,240
0
0
0
0
Outcome 1:
0
0
0
0
Outcome 2:
0
0
0
0
65,625
85,625
151,250
302,500
Outcome 1:
56,625
76,625
133,250
266,500
Outcome 2:
9,000
9,000
18,000
36,000
3,424,112
3,444,112
6,868,224
13,736,448
BL 1. Humanitarian Standards (1)
P55201, P55907
Outcome 1:
BL 2. Grow services for vulnerable people
P55160
Outcome 1:
BL 3. Contribution to development
P55907, P55902, P55003
Outcome 1:
BL 4. Heighten influence and support (2)
BL 5. Joint working and accountability
P50019
P55201
Total Budget
Budget Notes:
(1) The only costs for the implementation of these activities are staff costs. The staff who will be implementing activities are funded
under other business lines.
(2) The activities for this business line will be funded under the Asia Pacific Zone IDRL budget and the Pacific Community
Programming Unit budget which appears under business line 3.
6.
Annexes
The following Annexes are available upon request:
1.
2.
3.
4.
5.
6.
Logframes
Resource mobilisation plan
Workshops and training plan
Personnel plan
Vehicle plan
Detailed budget