Plan of Action 2012
Mongolia
PROGRAMME INFORMATION
Implementing Host National Society:
Mongolian Red Cross Society
Number of people to be reached:
Budget total:
290,000
CHF 945,763
1.
Executive Summary
The IFRC’s Mongolia country office has been successfully supporting a range of initiatives of the Mongolia Red Cross
Society (MRCS) in different areas such as health and care, disaster preparedness and response, and youth
development over the past 15 years. A key enabling factor has been the comprehensive legal status granted to
IFRC’s Mongolia country office by the Mongolian government, which allows a high-level of efficient support to be
provided in times of crises and country-wide disasters. IFRC personnel are embedded within the National Society.
The following key areas are deemed as continued priority for the next four years:
1. Organizational development and capacity building
2. Disaster management – strengthening of systems and implementation of activities
3. Health and care programme – capacity development and implementation of activities
As the largest humanitarian organization in Mongolia, MRCS tackles key social issues in Mongolia and advocates for
the need of governmental action in areas related to key vulnerable populations both in urban and rural areas of the
country.
Mongolia has experienced a series of rapid social changes which are the result of a combination of socio-political,
economic factors and natural disasters. The displacement and relocation of a large percentage of the country’s
population to the capital city – Ulaanbaatar – has put immense pressure on existing public services, and in some
respects, could lead to significant social challenges for the nation as a whole within the next decade or so. The
exponential economic growth driven by the mining industry, coupled with an immature social policy framework and a
weak safety net, is resulting in a widening social gap which has the potential to lead to a possible social crisis if not
addressed. To date, large numbers of people who appear not to have benefited from the current mining ventures
relocate in urban areas, particularly the outskirts of Ulaanbaatar.
Against this social background, MRCS continues to strive to deliver services which are relevant and sustainable in an
effort to continually improve its organizational capacities. To that effect the Mongolia country office supports MRCS to
implement their Strategy 2011-2015 and assist with the alignment of their activities with Strategy 2020.
For the past 12 months the office has adopted a new approach to the provision of organizational development support
by way of using local talent to introduce and where possible build on existing knowledge and policy/operational
frameworks. The country office continues to work closely with MRCS in reviewing their legal framework and
operational structures. The core challenges to MRCS are similar to that faced by many Red Cross Red Crescent
Societies around the world – unclear roles in a changing socio-economic environment, limited resources and the
dilution of traditional sources of support. The Zone and Regional offices have, over the past 24 months, contributed
significantly to continue the provision of specialist/expert support by sponsoring the presence of the Head of
Delegation.
2.
The Programme
2.1
Business Line 1 “To raise humanitarian standards”
In order to improve its efficiency in the delivery of relevant services to the vulnerable groups in Mongolia MRCS is
supported by the IFRC in undertaking organizational development strategies to strengthen and build on its existing
capacities. MRCS has embarked on a process of modernization which, whilst it will deliver important improvements in
performance and efficiency, will see the organization continue to experience lag issues.
Objectives
Project Code
Targets for 2012
Outcome 1: MRCS is a well-functioning National
Society delivering relevant and efficient services
in support of the Mongolian population in
adherence with Red Cross Red Crescent
Movement Principles and Policies.
Output 1.1: MRCS has participated in the
programmes oriented to standardizing practices
across National Societies including having completed
a review of its statutes following established
processes and inputs from the Joint Commission.
PMN005

A national consultation process of
the Statutes of the MRCS is
implemented
Output 1.2: MRCS has successfully implemented a
review of its activities ensuring these are in alignment
with the decisions adopted at the IFRC General
Assembly, the Council of Delegates and the
resolutions of the Red Cross Red Crescent Movement
international conferences.
PMN005

A national vulnerability assessment
is conducted
2.2
Business Line 2 “To grow Red Cross Red Crescent services for vulnerable people”
A key factor in ensuring MRCS services remain relevant and focused on the needs of the most vulnerable people in
Mongolia is the engagement of the organization with national and local authorities to allow for the MRCS role and
mandate to be clearly understood and better supported. The inclusion of the organization in processes of preparation
and response are dependant on the closer cooperation and coordination with the different authorities and government
agencies as well as the upkeeping of a constant state of readiness to respond to emerging situations. To that effect
MRCS, with the support of IFRC, strives to improve its dialogue with the government and increase its response
capacity.
Objectives
Project Code
Targets for 2012
Outcome 1: MRCS is better prepared to
adequately respond to major disasters including
the provision of emergency health.
Output 1.1: MRCS’s mandate in disaster
preparedness and response becomes clear and is
reflected in the state disaster law or other relevant
documents and disseminated to concerned parties
PMN160


Greater cooperation with the
National Emergency Management
Agency (NEMA) as the principal
National Coordination body for
disaster response and
preparedness in Mongolia is
furthered through monthly
coordination meetings leading to
better understanding of the role and
mandate of National Society.
MRCS actively participates in all
relevant clusters meetings, and its
Objectives
Project Code
Targets for 2012



Output 1.2: MRCS has the capacity to provide timely
relief, emergency health and water sanitation services
to affected populations in an efficient manner
PMN160








role better reflected in the existing
contingency plans
An adequate information sharing
system is established with local
partners such as ministries in order
to improve understanding about
MRCS and Red Cross as a
worldwide movement;
Ongoing briefings are conducted
internally in order to facilitate a
greater and better understanding of
the MRCS role in the cluster
approach; key personnel are
assigned roles as focal points for
relevant clusters
MRCS plays a lead agency role in
coordination of the Shelter cluster
MRCS contingency plan is finalized
National disaster response team’s
(NDRT) terms of reference and
standard operational procedure are
finalized
At least 10 NDRT members are
identified and adequately equipped
Specialized teams within NDRT on
relief, emergency health,
psychosocial service support
(PSS), and water and sanitation,
and blood supply in emergencies
are formed
At least 10 people in each sector
mentioned above are trained and
adequately equipped
NDRT field school with participation
of at least 40 people is organized to
assess effectiveness of developed
procedures and trained human
resource
An induction training on disaster
response is organized for at least
80 youth members to increase a
human resource pool to be
deployed in disasters and
emergencies
Emergency stock in MRCS’s seven
regional disaster preparedness
centers are replenished and
increased to be able to meet
emergency non-food item (NFI)
needs of at least 1,000 households
Outcome 2: MRCS is better positioned and has
stronger capacity to achieve the vital goal of
helping to protect the most vulnerable and
increasing and safeguarding humanitarian space.
Output 2.1: MRCS has actively advocated decision
makers in respect to the humanitarian imperatives in
Mongolia in alignment with the resolutions acquired at
the International Red Cross Red Crescent
Conference.
PMN005


Regular meetings are held with key
members of government at national
and local level to brief them on
issues of concern and interest for
the MRCS
MRCS membership and active
Objectives
Project Code
Targets for 2012
participation in key bodies of
coordination such as National
Emergency Council and
Earthquake Council enable a
greater understanding of the role
and work of the Red Cross Red
Crescent
2.3
Business Line 3 “To strengthen the specific Red Cross Red Crescent contribution to development”
MRCS, with technical and financial support from the IFRC has been implementing community-based disaster
preparedness programmes aiming at increased knowledge, awareness and practice of locally appropriate disaster
preparedness, protection and mitigation methodologies among the community members in order to build up
community resilience, protect livelihoods and reduce the incidence of preventable life threatening and debilitating
injuries.
Objectives
Project Code
Targets for 2012
Outcome 1: MRCS improves health awareness
and enhances disaster resilience of a wider
community through its integrated communitybased approach (combination of communitybased health and first aid (CBHFA), water and
sanitation, livelihoods, community-based disaster
preparedness (CBDP) and other community-based
programmes and branch development).
Output 1.1: MRCS branches have piloted communitybased programme based on community needs
prioritization and local context as well as taking into
consideration the existing capacities, experience and
resources within MRCS.
PMN002





Number of people with improved
knowledge, awareness and
practices on disease prevention,
positive health behavior, first aid
and disaster preparedness and
response is increased at least by
10 per cent in 12 sub-provinces
through CBHFA integrated project
At least 20,000 people in
Ulaanbaatar have improved
knowledge, awareness and
practices on disease prevention,
positive health behavior, first aid
and disaster preparedness and
response as a result of replicating
CBHFA integrated project into 3
central districts of Ulaanbaatar
CBHFA integrated project
methodologies are introduced to
other 26 mid-level branches
At least 40,000 people both in rural
and urban areas have
vulnerabilities reduced and
resilience built as a result of piloting
community-based programming in
six selected locations
At least 16,000 people both in rural
and urban areas have enhanced
capacity to plan for disasters,
mitigate their impact, respond to
and effectively cope with their
consequences as a result of
Objectives
Project Code
Targets for 2012
implementing
community-based disaster
preparedness project in four
locations

A review to assess strengths and
weaknesses of all existing
community-based programmes is
conducted by the end 2012 in order
to decide if there is any need to
develop a national communitybased programme

At least 8,000 children in both rural
and urban areas have improved
knowledge, awareness and skills
on disaster preparedness,
earthquake response, first aid and
road safety through school-based
integrated programming

A first aid center in Ulaanbaatar is
established to ensure continuous
promotion of first aid awareness,
knowledge and skills among
general population

Number of junior and youth Red
Cross members is increased by 20
per cent through Red Cross open
days, and other
international/national Red Cross
events

A programme is initiated to
increase health awareness of at
least 3,000 illegal miners through
dissemination, trainings and other
appropriate measures in order to
reduce risk of injuries and
accidents

Current blood donors are retained
35 per cent through awareness
raising and motivation activities

Number of potential blood donors
is increased by 10 per cent
Output 1.2: An adequate volunteer recruitment and
management framework and specific policies are in
place at a national and local level.
PMN005



Output 1.3: The social care programme offers
comprehensive social service which is widely
accessed by vulnerable groups in the rural and urban
areas.
PMN160


A volunteer management policy is
developed based on current terms
of reference for volunteers
Current volunteer/membership
database is reviewed
A volunteer management training is
organized for key MRCS staff
At least 450 people with special
needs are assisted through regular
home visits, referral to hospitals,
food assistance and PSS provided
by adequately trained volunteers
At least 40 per cent of mid-level
branches make a Memorandum of
Understanding with local social
welfare departments on funding
grant for activities that address
needs of the most vulnerable
groups such as the elderly,
disabled, single parents and
Objectives
Project Code
Targets for 2012


2.4
extreme poor
At least 100 children that are
members to Helpful groups are
trained to provide better quality
services to people with special
needs
1,000 volunteers participate in a
national MRCS volunteers’
conference
Business Line 4 “To heighten Red Cross Red Crescent influence and support for our work”
As the largest humanitarian organization in Mongolia, MRCS tackles key social issues in Mongolia and advocates for
the need of governmental action in areas related to key vulnerable populations both in urban and rural areas of the
country.
Objectives
Project Code
Targets for 2012
Outcome 1: MRCS’s communications are utilized
to highlight key areas of interest and concern for
the Red Cross Red Crescent Movement stressing
its competitive advantage in the humanitarian
market place.
Output 1.1: Closer cooperation takes place with
relevant stakeholders to highlight the humanitarian
imperatives in Mongolia.
PMN005



Output 1.2: The National Society is better positioned
through a comprehensive resource mobilization
strategy
2.5
PMN005


A national fundraising campaign to
be held by mid-2012
MRCS staff and volunteers have
better knowledge on Red Cross
mandate, values and structure as
well as the National Society's vision
and mission by taking part in a
national conference
MRCS personnel are encouraged
to hold regular meetings with local
authorities to represent Red Cross
and promote Red Cross work.
A national MRCS resource
mobilization strategy is developed.
Long-term plans for each core
programme is developed reflecting
on key priorities agreed upon by
the National Society, Mongolian
government and other partners.
Business Line 5 “To deepen our tradition of togetherness through joint working and accountability”
The core challenges to MRCS are similar to that faced by many Red Cross Red Crescent Societies around the world
– unclear roles in a changing socio-economic environment, limited resources and the dilution of traditional sources of
support. It is therefore necessary to bring greater cohesion to our work by improving the communication between
partners of the MRCS and seek to develop more strategically aligned processes.
Objectives
Outcome 1: MRCS has increased capacity to
deliver services by maximizing its support
through a permanent coordination structure.
Project Code
Targets for 2012
Objectives
Output 1.1: Partnership agreements are executed
with relevant partners under a comprehensive
cooperation framework
Project Code
PMN000
Targets for 2012

A partnership meeting of MRCS is
held ensuring participation of all
partner national societies, IFRC
and ICRC.

All staff both at headquarters and
mid-level branches are trained on
effective utilization of existing
PMER tools.
Outcome 2: MRCS practices systematic
planning, monitoring, evaluations and reporting
(PMER) approach in order to ensure greater
accountability to donors, partners and people
reached.
Output 2.1: A four-year PMER plan for the National
Society is developed and implemented efficiently
and effectively.
3.
Programme support strategy
3.1
Finance and Administration
MRCS’s capacity to deliver its life saving services needs the ongoing support of the IFRC to improve the
accountability and financial management of its structures. Ongoing training and audit support will continue to
be provided across the country. A specialist (local person) has been engaged full time to provide daily
support at a national and local level to the management and administration of MRCS’s programmes. In 2011
this focused process resulted in the development of HR policy, rules and procedures.
3.2
PMER and Resource Mobilization
One of the ongoing challenges in Mongolia remains the minimal amount of financial support received by MRCS
from partnerships from outside and within Mongolia. Despite multiple attempts to secure sustainable income
sources, the National Society remains heavily dependant on the support of foreign partners to be able to deliver
core services to communities who are in very vulnerable situations and who need significant amounts of
support. The IFRC is supporting the MRCS by strengthening MRCS’s capacities in relation to planning,
monitoring, evaluation and reporting (PMER), and resource mobilization processes inclusive of in-country and
regional trainings as well as placing expert personnel to support MRCS counterparts.
4.
Monitoring and Evaluation
The MRCS and IFRC personnel implementing programmes/projects will continuously monitor the activities
carried out. Each project will develop its monitoring and evaluation plan in order to be able to track
implementation in an effective and efficient manner. At the end of 2011, there will be an organized PMER
capacity building visit from Asia Pacific Zone office. Priorities for this onsite mentoring process will be a
training on project/programme planning, on-the-job coaching with individual project staff, and assessment of
branch level monitoring and evaluation capacity. This process will be continued throughout 2012.
Regular communication will be maintained with all level stakeholders so that their feedback and inputs are
reflected in the implementation process.
Both financial and narrative reporting for the programmes will be covered in the IFRC’s regular mid-year
programme updates and final annual report. Also, main programmatic highlights will be communicated to
and disseminated by East Asia regional office on a monthly basis.
No major evaluation/review/assessment is planned for 2012.
5.
Budget summary
Project
code
BL 1. Humanitarian Standards
2012
2013
20142015
Total
10,810
214,000
476,100
700,910
Project
code
Outcome 1:
MRCS is a well-functioning National Society delivering
relevant and efficient services in support of the Mongolian
population in adherence with Red Cross Red Crescent
Movement Principles and Policies.
PMN005
2012
10,810
BL 2. Grow services for vulnerable people
Outcome 1:
Outcome 2:
MRCS is better prepared to adequately respond to major
disasters including the provision of emergency health.
MRCS is better positioned and has stronger capacity to
achieve the vital goal of helping to protect the most
vulnerable and increasing and safeguarding humanitarian
space.
0
PMN160
2013
20142015
Total
214,000
476,100
700,910
642,000
1,421,965
2,063,965
1,421,965
2,063,965
0
642,000
0
701808
791,000
1,751,220
3’244’028
PMN002
365,066
1,751,220
1,751,220
3’244’028
Outcome 2:
PMN005
10,810
Outcome 3:
PMN160
325,932
791,000
3’244’028
21,559
450,000
960,000
1,431,559
960,000
740,559
BL 3. Contribution to development
Outcome 1:
MRCS improves health awareness and enhances disaster
resilience of a wider community through its integrated
community-based approach (combination of communitybased health and first aid (CBHFA), water and sanitation,
livelihoods, community-based disaster preparedness (CBDP)
and other community-based programmes and branch
development).
BL 4. Heighten influence and support
Outcome 1:
MRCS’s communications are utilized to highlight key areas
of interest and concern for the Red Cross Red Crescent
Movement stressing its competitive advantage in the
humanitarian market place.
PMN005
0
21,559
Outcome 2:
BL 5. Joint working and accountability
Outcome 1:
Outcome 2:
211,586
MRCS has increased capacity to deliver services by
maximizing its support through a permanent coordination
structure.
MRCS practices systematic planning, monitoring,
evaluations and reporting (PMER) approach in order to
ensure greater accountability to donors, partners and people
reached.
Total Budget
6.
Annexes
1.
2.
3.
4.
5.
6.
Logframes
Resource mobilization plan
Workshops and trainings plan
Personnel plan
Vehicle plan
Detailed budget
0
211,586
450,000
211,586
0
945,763
2,097,000
4,609,285
7,652,048