BRITISH RED CROSS
DEPARTMENT FOR INTERNATIONAL DEVELOPMENT
PAKISTAN RED CRESCENT SOCIETY AND
THE INTERNATIONAL FEDERATION OF RED CROSS AND RED CRESCENT
SOCIETIES
PAKISTAN: INSTITUTIONAL PREPAREDNESS AND COMMUNITY BASED
DISASTER RISK MANAGEMENT
TOTAL AMOUNT RECEIVED FROM DFID: GBP 2,500,398
Aries Code: 20280-150
FINAL REPORT
MAY 2012
1
Basic Data Sheet
Name of Agency:
British Red Cross
Address:
44 Moorfields
London EC2Y 9AL
Implementing Partner:
Pakistan Red Crescent Society (PRCS) and British Red Cross
(BRC)
Location:
Pakistan (countrywide)
Operating timeframe of
Appeal:
9 months (June 2011 – February 2012)
Analysis of situation:
This project aimed to support PRCS’s in progressing its’
Community Based Disaster Risk Reduction (CBDRR) approach to
risk reduction and strengthen PRCS rapid emergency
preparedness and response capabilities. It also supported the
development of 12 districts DM Cells on decentralising
prepositioned stock to 25 nationwide DM Cells situated in close
proximity to vulnerable communities with supplies for 200
households at each location and a total of 35,000 people have
access to goods, services and support in the immediate days
following a disaster.
Funding Received from
DFID:
GBP 2,500,398
Status of Report:
Final
2
Introduction
This report focuses on the GBP 2,500,398 contribution provided by DFID through the British
Red Cross (BRC) to support the Pakistan Red Crescent’s Community Based Disaster Risk
Reduction approach and capacity to respond future emergencies. The report will outline the
achievements by both BRC and PRCS under this project gained through the use of DFID funds.
Key lessons and challenges, and a financial summary are incorporated.
Summary Achievements

Emergency shelter and NFI contribution made to enable PRCS to preposition
emergency relief stocks at two central points sufficient to meet the needs of 200
households (HH) at 25 PRCS DM cells, totalling 5,000 HH (35,000 people).

An additional 1,100 tents (procured using savings) distributed to flood affected
beneficiaries in Thatta and Badin.

A total of 12 communities have set up disaster management committees, received
sensitisation awareness training and developed community risks and vulnerability
plans.

A total of 157 PRCS staff capacity was enhanced through a combination of training
at national, provincial and district level (DM Cells).

Of the total £2,500,398 budget, a total of £2,502,185 (balance covered from BRC
Appeal funds) was expended. Of the total expenditure £2,295,759, equal to 92%, is
committed to the delivery of goods and services.
Project Background
The Institutional preparedness and community-based disaster risk management project was
developed in alignment with Strategic Objective 1 of PRCS Strategy 2015 and focused on
community and organizational preparedness. In line with the key directions of the PRCS five
year strategy, the intention of this project was to support PRCS in progressing its’ Community
Based Disaster Risk Reduction (CBDRR) approach to risk reduction and in the immediate term
strengthen PRCS rapid emergency preparedness and response capabilities in the face of
anticipated hazards posed in the future.
The project looked to address localised disaster risk and limited response capabilities by
promoting the roll of PRCS DM Cells to foster a community centred approach to building
resilience. Key activities identified in the initial stages of the PRCS CBDRR strategy were
supported in 12 districts through designated DM Cells across Baluchistan, Gilgit Baltistan and
Sindh.
Additionally, PRCS national preparedness and response capacity was further developed with
stock contributions held centrally for 25 nationwide DM Cells situated in close proximity to
vulnerable communities to draw down from. By ensuring PRCS have disaster management
staffing capacity and sufficient emergency supplies for 200 households for each location the
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project ensured that 35,000 people have access to goods, services and support in the
immediate days following a disaster.
These outcomes were achieved through:
1. Procurement and prepositioning of emergency relief stocks, sufficient to meet the needs
of 200HH at 25 DM Cells, totalling 5,000 Households (35,000 people);
2. PRCS staff capacity development and training at national, provincial and district level
(DM Cells);
3. Investment in the PRCS DM infrastructure and equipment;
4. Building safer communities, introducing resilience concepts through existing DM Cell
structures and encouraging community engagement with PRCS and local authority
disaster management planning.
Project rational
Goal/Overall Objective: To provide integrated response and assistance to the needs of affected
populations in Pakistan as and when required.
Purpose: To increase and maintain PRCS preparedness and response capacity to ensure
35,000 people have access to goods, services and support in the immediate days following a
disaster and to initiate CBDRR sensitisation in 12 vulnerable districts in support of PRCS
community resilience approach to disaster management.
Overall impact of specific DFID contribution
Objective 1: Procurement and prepositioning of emergency relief stocks,
sufficient to meet the needs of 200HH at 25 DM Cells, totalling 5,000 HH (35,000
people).

PRCS have sufficient prepositioned emergency relief stocks to ensure that in the event of a
disaster 35,000 people have access to goods, services and support allowing for a return to
normality.
Outputs of DFID donation under this objective
Result 1: PRCS have sufficient prepositioned emergency relief stocks to ensure that in the event of a
disaster 35,000 people have access to goods, services and support allowing for a return to normality.
Outputs
Sector: NFI
1.1 Supplement PRCS national stock holding to
enable pre-positioning of locally appropriate
stocks at 25 DM Cells enabling each to provide
adequate NFIs for 200 HH in the event of an
emergency (total 5,000 HH – 35,000 people).
Activities planned
1.A. Procurement of emergency response / disaster
preparedness stock: NFI kits x 5,000 families
1.B. Pre-positioning of emergency response / disaster
preparedness stock
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A. Procurement of emergency response / disaster preparedness stock:
This component ensured that PRCS had sufficient prepositioned emergency relief stocks that in
the event of a disaster 35,000 people have access to goods, services and support allowing for a
return to normality.
The procurement plan in support of Result 1 (above) was based on historical data and
evaluations identifying those commodities most frequently identified as required in the
immediate aftermath of a disaster (natural and man-made).
The range and specification1 of items purchased in Table 1 below complemented those already
pre-positioned and those held in preparedness in PRCS’s provincial and national warehouses.
Further, the items conform to the Red Cross Emergency Item Catalogue (EIC) specifications.
This ensures compatibility and uniformity of items already in stock or pre-positioned, and, as
critically, compatibility with items delivered against international appeals for humanitarian
assistance. Initial plans were to purchase complete household kits for 5,000 households but this
would have created surpluses in some items and deficiencies in other items. Following the stock
audit carried out in July 2011 (see Annex 1: Stock Audit Summary), it was determined that the
DFID funded project will focus on procuring those items necessary to bring all the core items to
the required level to cover the target number of people.
BRC liaised with PRCS in Islamabad and agreed the procurement levels, specifications against
the Red Cross EIC and delivery points following in June 2011. Procurement was carried out
from July to December 2011 when all the items were delivered as agreed. As summary of the
total number of items procured and their respective positioning are summarised in Annex 2:
Summary of DFID Funded BRC Procured Items.
Table 1: Stock procurement summary
Item group
Item description
Total Stocks
Family tent
TENT, All Weather, 4x4, NON
WINTERISED
6,400
Hurricane
Lamps
LAMP, HURRICANE
18,299
Jerrycan
JERRYCAN, foldable, 20L, food grade
plastic, screw cap
11,100
Stoves &
heaters
STOVE, wood burner
20,174
1
PRCS and IFRC provided BRC with the stock requirements and specifications which was shared and agreed with
the DFID Humanitarian Office in Islamabad in July 2011.
5
Tarpaulin
TARPAULINS, woven plastic, 4 x 6 m,
white/white, piece
17,500
Total No of Items
73,473
B. Pre-positioning of emergency response / disaster preparedness stock:
The International Federation of
Red Cross and Red Crescent
Societies
(IFRC)
Pakistan
delegation, with PRCS, supported
in
the
custom
clearance;
transportation and warehousing of
these stocks and BRC employed
specialist inspections companies
to ensure compliance with the
required
standards
and
specification.
The
stocks
deliveries
were
received,
transported
and
warehoused by PRCS / IFRC at
their warehouses in Haripur,
Islamabad and Karachi.
Figure 1: Picture of a standard PRCS DM Cell Kit. Standardized
packages of non-food items are stored at these cells, ready to be
distributed upon activation by the National Society
Overall achievements, challenges and value added against Objective 1:
I.
Initial plans were to place the relevant stock purchase orders through the IFRC
procurement office in Islamabad. Following further investigation by the BRC Head of
Logistics in July 2011, it was determined that firstly BRC had the capacity through their
own dedicated logistics team, and secondly, by undertaking the procurement process
directly, enabled the project to save a total of £70,371 from the original budget but not
having to pay the IFRC service charge of 4%. BRC does not charge for the procurement
service. The savings from undertaking the procurement process and cost price savings
across the procurement budget enabled the BRC to purchase an additional 1,000 tents
in September 2011 to support the PRCS response after consultation with the DFID
Humanitarian Unit, Islamabad. (See II below).
II.
The stresses of the 2011 Floods response by PRCS in Sindh added further pressures on
the non-food items pipeline, especially with regards to tents. BRC agreed with PRCS’s
request to provide an additional 1,100 tents directly to the PRCS which were distributed
in response to the 2011 floods by PRCS Badin and Thatta branches through the support
of the German Red Cross field offices. An additional 1,000 tents were sent to Badin and
Mirpur Khas and distributed by PRCS branches, enabling their stock contingency levels
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to reach 100% from a position of 83% following the 2011 Floods response. (See ANNEX
5: BRCS-DFID Tent Distribution by the GRC and PRCS Branches).
III.
Only 1,000 of the original BRC procured stocks of tents were distributed by PRCS in
Mirpur Khas and Badin as a priority in the 2011 Floods operation in Sindh as initial early
field assessment reports indicated that food was a priority during the immediate
response phase. Field observations also confirmed that there was very little suitable
ground for which to set up tents in the early weeks, and there were fears that tents would
be sold instead for much-needed food.
IV.
BRC was able to source the majority of items (tents, Hurricane Lamps, Wood Burning
stoves) locally through the standard IFRC procurement procedures which utilised open,
competitive tendering and competitive bid analysis. (See Annex 3: IFRC Stock Report)
This, combined with the institutional knowledge of both the IFRC and PRCS concerning
Pakistani suppliers was able to deliver reliably the right quality at the right time, and
ensured best value for money. The procurement of the Jerry cans and Tarpaulins was
again undertaken through the IFRC standard procedures which identified suppliers
regionally at favourable unit costs.
V.
Although the specifications of the materials purchased had to marry to existing PRCS
stocks (and as per IFRC EIC) to enable the required stock levels to be achieved at the
same specifications. This resulted in a number of restrictions. The standards set by the
IFRC EIC and the rigidity of existing stocks was either too high a specification or not as
relevant to local requirements during the 2011 Floods response. Tents procured met the
standard specifications set out in the IFRC EIC but PRCS found that they would be too
hot for households to use in Sindh province during the hot season in 2011. Likewise the
2011 Floods beneficiaries preferred battery powered lamps that they were used to using
and were unwilling to accept fuel lamps from the fear of household fires and wood
burning stoves were not required as all households were familiar and able to rebuild clay
kiln ovens. Although Hurricane Lamps are standard PRCS NFI kits, the villages
supported by PRCS during the 2011 floods used torch lights which resulted in PRCS
distributing like-for-like, as requested by the communities themselves following their
involvement in the planning process.
Likewise PRCS standard NFI kits include the provision of five blankets per family. In
response to the 2011 Floods in Sindh, PRCS chose to distribute only 3 blankets per
family in southern parts of Punjab and Sindh. Again, in response to disasters in GilgitBaltistand and Kashmir, PRCS has distributed up to nine blankets per family due to the
climate differences between northern and southern Pakistan.
VI.
Although all the procured items under the DFID funded project are according to the
Federation Standards, not all of PRCS Disaster Preparedness stocks are, being a
mixture of contributions from a number of donors that include both local and bilateral.
This project will now enable PRCS to hold a core stock of Non-food items of standard
quality that will form the main emergency stock for 35,000 people in future.
VII.
The requirement to ensure the procured items met with existing stocks specifications
restricted the ability to purchase items that would be more flexible or have greater
impact. Initial proposals to purchase solar lamps were welcomed by both IFRC and
PRCS as an ideal opportunity to enhance their range of stocks. Following consultation
with both parties, PRCS and IFRC chose to restrict the purchase to existing stock
specifications over concerns that it would not be possible to buy enough for 5,000
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households if solar lamps were chosen against adding to existing stocks of Hurricane
lamps.
VIII.
PRCS Logistics standards of using the ‘first in, first out’ stock rotation system did have
some benefits. Although there were restrictions in being able to utilise the stocks BRC
procured during the 2011 Floods response, it did provide an opportunity for existing
stocks provided to PRCS through IFRC or other Red Cross Societies to be released.
PRCS were able to distribute similar levels of stocks received during this emergency and
maintain their overall capacity to meet the required stock levels for 5,000 households.
IFRC and PRCS were able to release existing older stocks to the 2011 Floods operation
having received BRC’s news stocks to compensate. (See Annex 4: Stock Comparison –
DFID Procurement and PRCS 2011 Floods Distribution).
IX.
Initial plans were for the procured items to be decentralised to its twenty five Disaster
Management cells with each cell holding stocks for 200 households. This plan was
changed by PRCS in favour of a more centralised warehousing approach with the stocks
provided by BRC, primarily due to the fact that PRCS had already pre-positioned stocks
within the DM Cells from existing stocks. Further prepositioning of NFI to DM cells was
thought less prudent by PRCS because of the threat the early warning systems were
highlighting with regards to the potential of similar monsoon floods expected in 2012 to
that in 2010. With this is mind, PRCS decided to opt for a more centralised approach
with BRC stocks where larger and more coordinated responses would be required. To
facilitate this, PRCS took the decision to keep these stocks at national and provincial
level warehouses. Stocks are still able to be deployed to disaster areas within 24 hours.
X.
The Turkish Red Crescent Society (TRCS) has been instrumental in responding to the
recent refugee influx as a result of the Syrian conflict. In doing so, the TRCS has utilised
most of their Earthquake preparedness stocks and has request immediate support from
regional National Societies to help in the short term in loaning IFRC standard stocks to
cover those released. In response to this request, PRCS, with IFRC support, has agreed
to release a total of 5,000 tents from their own stocks. Of those tents loaned and
transported to Turkey by road through Iran, 500 tents from the Islamabad Warehouse
have formed part of the consignment which was procured by BRC through the DFID
grant. Arrangements with local supplies in Pakistan to replenish the stocks provided
have already been placed and will be completed by July 2012.
Objective 2: Capacity to deliver a quality, coherent response improved through
development of systems, equipment and staff training

PRCS have sufficient capacities in terms of transportation, flexible storage facilities, systems and
personnel to manage a disaster to ensure that 35,000 people will receive goods, services and
support allowing for a return to normality.
Outputs of DFID donation under this objective
8
Result 2: PRCS identification of humanitarian needs and the capacity to deliver a quality, coherent
response improved through development of systems, equipment and staff training.
Outputs
Sector: Logistics & management systems
2.1 To ensure increased delivery capacity for
goods and services to 35,000 people and
accurate, timely monitoring of distributions
Activities planned
2.A Procurement of Trucks for transportation of DP
Stocks during emergency (Hino rigid 6MT drop side
truck and Nissan 4x4 pick-up truck)
2.B Procurement of emergency use Rubb Hall x 2
2.C Initiate development of an Integrated Disaster
Response System
A. (Hino rigid 6mt drop side truck and Nissan 4x4 pick-up truck):
Logistic support is critical for any disaster response, for timely delivery of goods and services to
the affected people. Contributing to the PRCS logistic capacity as a part of organisation disaster
response capacity building through the procurement of two Toyota HILUX D/CAD (transport
vehicles) and two Hino Trucks (heavy transport loading vehicle), completed in February 2012,
have increased the fleet capacity by 10 per cent with the additional of 4 vehicles to the existing
fleet of 40 in total.
To facilitate the vehicles usage, funds from within the budget were reallocated towards their
adaption, insurance and registration prior to hand over to PRCS. As of May 2012, the two
pickups have been deployed to Sindh and are engaged in supporting the Integrated Recovery
Programme’s water and sanitation activities.
B. Procurement of emergency use Rubb Hall x 2:
Following consultation with PRCS, it was agreed to support two major warehouses at two
strategic locations (in Islamabad and Karachi) for eight months (June 2011 to January 2012) to
support the National Society’s operations within the 2010 Floods and then 2011 Floods
response. At the outset of the project, PRCS determined that their present number2 of Rubb
Halls was sufficient to provide the necessary level of flexible warehousing but there were
concerns that there was limited strategically placed warehousing in the Provinces. PRCS took
the decision with IFRC to rent two fixed warehousing units in Karachi and Islamabad to
preposition their core stocks in planning for a major disaster in 2012.
C. Initiate development of an Integrated Disaster Response System:
PRCS has a network of 40 DM cells, provincial and NHQ resources, a national mandate to
respond to emergencies, operating access to most parts of the country and a country and
2
BRC had donated x2 during the response phase; Iranian RC x14, Canadian RC x3, PRCS old stock x9 (most are
erected and in use at different locations counttrywide)
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population vulnerable to a wide range of natural and man-made disasters. PRCS lacks an
integrated disaster information management system to identify and plan responses across
sectors and locations delivering a more cohesive and integrated response whilst maximising the
utilisation of available resources.
The Project aimed to instigate the development of such a system but not through to
implementation as this is beyond the timeframe of the project. Plans to develop the precursor
elements including developing the ‘user specification’, with which to move forward to identifying
processes, procedures and systems to meet the specification was expected to be completed
under this project. This would have enabled PRCS to work together with operations
management and information management consultants to develop the user specification.
Subsequent to the project, PRCS engaged with software developers looking to design and
implement the solution elements. Following various meetings with the software developers,
PRCS recognised that this component would take time to develop, test and approve the various
iterations of the software development. The development would take longer than the project
timeframe and again PRCS with IFRC took the decision to cancel this element and reallocate
the funding towards the modification, registration and insurance for the four vehicles which was
not budgeted.
D. PRCS Disaster Response Staff Training:
The disaster response capacity building aspects of the project covered a number of key training
components including water and sanitation in emergencies, reporting in emergencies,
participatory hygiene and sanitation transformation (PHAST) and for disaster response teams
(DRTs) at national, branch (provincial) and district (DM cell) levels. The detailed list of these
trainings with dates and number of participants is outlined in Table 2 below:
Table 2: List of PRCS DM Training activities completed
#
Training Title
1.
DM programme review meeting
Islamabad
2.
Branch disaster response team
training (BDRT)
PRCS Gilgit- Baltistan branch
3.
District disaster response team
training (DDRT)
PRCS Hunza (DM cell)
4.
National level PHAST training
5.
National water and sanitation
disaster response team training
Dates
14 – 15
October,
2011
21 – 25
October,
2011
28 – 30
October,
2011
21 -27
January,
2012
9 - 13
January,
2012
Participants
Five DM managers and one secretary from AJK
branch.
26 participants from all over the province
attended the training
26 participants attended the training from all
over the district Hunza Nagar
21 participants attended the training from all
over the country
23 participants attended the training
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6.
Reporting in emergencies
7.
National disaster response team
training (NDRT)
13 - 16
December,
2012
17 - 23
February,
2012
31 participants attended the training
30 participants attended the training
A second PRCS DM Review meeting for 2011 was held over 14th - 15th October, 2011, at the
PRCS Disaster Management Logistics Centre, attended by PRCS DM managers from both
Provincial and District Branches. (See Annex 6: PRCS DM Training Plan of Action)
D1 – National Disaster Response Training:
The National Disaster Response Teams (NDRT) of the PRCS comprises staff and volunteers
drawn from all branches across Pakistan. Each NDRT has the primary responsibility of being
the ‘first responders’ at the scene of sudden-onset or developing disasters. Their locality, and
therefore connection to local communities and villages, supports them providing rapid first
response pending the arrival of additional disaster response resources mobilised from
neighbouring locations, nationally or, potentially, internationally.
The 5th NDRT training was held by the PRCS with collaboration of IFRC in Islamabad from 16th
to 23rd of February 2012. The training resulted in a total of 30 male and female participants
from all over the country, representing different operation levels and experiences and different
branches of the PRCS network in Pakistan both at provincial and district level being added to
the existing pool of one hundred trained personnel.
Each NDRT member underwent a comprehensive training programme encompassing, through
theory and simulation exercises, aspects of responding including:
Working with local branch people / volunteers, Regional Disaster Response Teams, IFRC and
other Red Cross Red Crescent teams, ICRC and government personnel/teams. Preparing plan
of action / budgeting, co-ordination
with INGO’s , OCHA, UN Cluster
meetings, Government Rules and
Regulations on Disaster Response,
working with communities in
different environments, cultural /
religious considerations,
team
leadership,
security
issues,
assessment process and relief
distribution
plan,
logistics,
monitoring & reporting and exit
strategy.
Figure 2 - NDRT Training, February 2012
In addition to NDRT,BDRT and DDRT trainings for disaster management staff PRCS will also
identify staff to be trained in the PHAST and WSDRT training elements.
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The seven day training programme culminated in a comprehensive field simulation exercise
carried out in Shah Pur Dam, fifty kilometres from Islamabad, affected by flooding in 2011.
Following the assessment of the damage in the community and identification and register of
beneficiaries, a distribution plan for distribution of NFIs was developed and carried out by the
participants with support from PRCS Logistics and IFRC personnel. (See Annex 7: PRCS NDRT
Training Itinerary and Annex 8: PRCS List of Participants).
D2 – Branch and District Disaster Response Training:
A total of 52 participants attended both the BDRT training from Gilgit Baltistan(GB) province and
the DDRT Training from Hunza, AJK in October 2011. Both training courses covered topics from
introductions to the Red Cross Movement, its various DM components through to emergency
assessment, beneficiary targeting and introduction to Water & Sanitation in emergencies. The
five day classroom based training culminated in a field based simulation exercise which enabled
participants to practice a combined BDRT/DDRT disaster response scenario in a selected
community. The scenario for the field exercise was designed so that participants would be able
to enhance their skills in order to respond effectively and efficiently in time of need. The
following activities were conducted during field exercise:
 Rapid and Detailed Assessment
 Selection and arrangements of Distribution Point
 Distribution of relief
 Coordination with different actors
Forty three participants on both training components were existing or new volunteers to PRCS.
The DDRT training enhanced the response capacity of Hunza branch by capacitating 22 branch
officials and volunteers on disaster response and adding them to the existing disaster response
team roster.
D3 – Participatory Hygiene and Sanitation Transformation (PHAST)3 Training:
The PHAST training, carried out in January 2012, had twenty one participants drawn from all
Provincial Headquarters and the National Headquarters in Islamabad involved in implementing
community based programmes related to health, water, and sanitation and hygiene promotion
and social mobilization. Only two participants selected from the branches had limited
background in health or hygiene sectors.
Part of the training was field based and centred within a village in Haripur District. The
participants were divided into three groups and assigned the activities of community mapping,
investigating community practices, how diseases spread and good and bad hygiene behaviours.
The teams then critiqued and modified the National Society WASH plans as a result.
D4 – Water and Sanitation Disaster Response (WSDRT) Training:
3
PHAST is a participatory hygiene and sanitation transformation training. It is a participatory assessment tool for
Hygiene and sanitation related problem identification and designing community based interventions. After
implementation of designed activities knowledge and understanding of the use of this tool also assists in monitoring
impact.
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The WATSAN response team is also a PRCS disaster response tool with trained staff and
volunteers deployed in the event of any national level disaster which may have watsan sector
implications. The training enabled disaster management staff to identify and respond
accordingly to meet the immediate needs of affected communities.
The five day training course, facilitated by IFRC and based in Nawabshah, Sindh was carried
out in January 2012 with a total of 22 Volunteers from nine different District or Provincial
Branches that attended with 18 attendees selected for future deployments. (See Annex 10: List
of Participants and Branch affiliate).
The training was conducted in Urdu and English with Urdu translation; explanations in Urdu
were done at times to provide a better understanding of some of the more detailed issues and
the training course again comprised a mixture of class based (2 days) with field based practical
exercises (3 days) with an assessment on completion of the participants.
The Training course focused on the following:

Oxfam tank erection and dismantling,

Water quality analysis and treatment (Water Chemistry)

Household water treatment

Latrine construction

Hand washing facilities ( tippy tap for washing without touching the water container)

Distribution points
The WSDRT training will enable volunteers to support the deployment of mass water treatment
units; undertake water quality testing; support the erection of emergency latrines; and starting
emergency hygiene activities.
This training will complement the pool of forty-eight existing trained WatSan Disaster Response
Team members at provincial and national levels following previous courses run in 2008 & 2009).
WatSan teams deployed in 2012 to support the 2011 Floods activities have provided direct
services to the beneficiaries and bridge the gap in services where local capacities have been
unable to meet demand. Provincial WatSan teams have also linked up with National teams in
which will be the main model for future emergencies.
D5 – Reporting in Emergencies Training:
The four day training course was carried out in Islamabad in December 2011 and attended by
31 PRCS Disaster Management Officers and Managers from all Provinces, including FATA.
(See Annex 11: PRCS Reporting in Emergencies Training Participation List).
The course covered IFRC standard tools within the project management cycle and facilitated by
both IFRC and PRCS DM and PMER personnel. (See Annex 12: PRCS Reporting in
Emergencies training itinerary). Pre and post tests were carried out to reflect knowledge uptake
and understanding plus identification of knowledge gaps amongst individuals which can be
directly raised with the individuals concerned to follow up on.
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E. Purchase and Positioning of Disaster Response Kit for Response Teams:
The National Disaster Response Teams (NDRT) deployment kit4 for two teams (2X4 = 8
members) has been purchased and located at PRCS disaster management and logistic centre
(DMLC) for any emergency deployment of NDRT.
The NDRT of the PRCS comprises staff and volunteers drawn from all branches across
Pakistan. Each NDRT has the primary responsibility of being the ‘first responders’ at the scene
of sudden-onset or developing disasters. Their locality, and therefore connection to local
communities and villages, supports them providing rapid first response pending the arrival of
additional disaster response resources mobilised from neighbouring locations, nationally or,
potentially, internationally.
In support of the teams, PRCS pre-positions Disaster Response kits, configured to provide
personal and operational support from the initial rapid deployment until such time as additional
support items are mobilised and arrive from outside the disaster area.
Overall achievements, challenges and value added against Objective 2:
XI.
BRC was able, following consultation with PRCS, to allocate additional budget savings
towards the purchase of a second Toyota Hilux 4X4 D/C to support the capacity of
PRCS to move stocks quickly in future emergencies. The addition of this truck increased
the capacity of the National Society by ten percent in terms of overall load capacity.
Although initially budgeted for two vehicles, the vehicles costs were found to be
significantly over budget which initially restricted the project to purchasing one vehicle.
This increased delivery capacity reduces the PRCS reliance on contracted or leased
arrangements with national trucking organisations to secure some degree of reliable
delivery resource when responding to emergencies. It was found that most organisations
have a limited number of owned-trucks, the majority of supply being through subcontracting owner-operators. At times of high demand owner-operators will respond to
market demands, not necessarily to single demands from any one sub-contractor, and at
the same time, drivers have exhibited reluctance to deliver to certain locations, either
from concerns about security or road conditions. For PRCS, the priority has been to
ensure access, regardless of restrictions and rapid transport of materials to key
locations.
Securing dedicated transport now guarantees an increased capacity wholly under the
control of PRCS and therefore able to be tasked to cover the highest priority needs. The
truck model chosen (Hino rigid 6mt drop-side) is common within Pakistan, ensuring good
availability of service, spare parts and familiarity. Each truck has the capacity to deliver,
the equivalent of sufficient blankets to shelter about 4,000 people on each trip. The truck
balances overall capacity with dimensions and gross weight that does not restrict its
access from smaller roads and tracks. Where conditions prevent the trucks reaching the
final destination, the 4x4 pick-up trucks provide the necessary capacity and capability, at
4
NDRT kit content includes: IT & Comms (laptop, printer, drives, GPS, sat phone) admin (stationery, response and
logistics forms), personal equipment (protective clothing, sleeping bag, torch, small tent), emergency equipment
(shovel, saw, tool kit, first aid kit, nylon rope, Swiss army knife)
14
the same time supporting also movement of staff and volunteers to cover assessments,
distributions and monitoring missions as now being demonstrated through its use in
Sindh in May 2012.
When considering other options rather than outright procurement, using the IFRCS
vehicle leasing option was reviewed in terms of providing full-life cost savings. Whilst
IFRC continues to negotiate for its status agreement with the Pakistan authorities,
without which importation of lease vehicles from the Dubai free-zone global fleet base is
protracted to the point of being ineffective and thus detrimental to enabling PRCS
effective response in emergencies.
XII.
The vehicles were procured locally through open the IFRC standard competitive
tendering process which ensured a degree of value for money. One constraint however
concerned the unit costs at the time of tender on the open market which initially
restricted the option to purchase two vehicles as planned. Fortunately, as outlined
above, cost savings from the procurement process enabled funds to be reallocated
within the budget to ensure two trucks could be purchased. IFRC has agreed to review
its budgeting process in light of this issue.
XIII.
Recommendations coming out of the NDRT training focuses on ensuring that all
participants to the training are specialists; greater focus on response mechanisms, tools
and systems; risk assessment methodology; and introduction to new learning from past
emergencies should be covered in future training, Both PRCS and IFRC will review
these recommendations as part of its overall DM review process.
XIV.
Although the PRCS DM training events only concluded in February 2012, options for
those involved from the BDRT/DDRT/NDRT to support the on-going activities to the
2010 and 2011 Floods by PRCS has been instigated. These Disaster Response Teams
and the Watsan teams have been deployed to Sindh although it is not yet possible to
accurately measure the impact of the trainings at this point in time.
XV.
It should be noted that PRCS response capacity has been enhanced by the fact that this
is the first time in PRCS’s history that their NDRT teams are now equipped with
deployment/emergency response kits and heavy trucks which will further contribute to a
more effective and efficient response to future disasters.
XVI.
The initial plan were to procure NDRT deployment kit for 20 (team member), but after
the change in content in the kit by PRCS National Disaster Management Working Group
in August 2011, PRCS decided to procure the NDRT deployment kit for only 8 (team
members) given the limited budget and the increased cost of the kits following the
changes in composition.
XVII.
Training events such as those of the Disaster Response teams, as noted in the
proposal, will build capacities by equipping participants with the necessary skills and
knowledge in the event of future deployments. Volunteers and staff members are the
front line first responders, deployed in the event of a national-, provincial- or district-level
disasters. Likewise, assessment and reporting tools highlighted in the training are used
by these teams at present, resulting in a systemised and standard approach that will
help streamline information flow for future disaster response.
XVIII.
One example of how capacities have grown can be seen from comparing the PRCS
response time to recent disasters. In the 2010 floods and 2011 floods for example, while
assessments and regular distributions happened almost a month in the 2010 flooding, it
15
took a week for PRCS assessment teams to be deployed in Sindh during the 2011
flooding, and two weeks for regular distributions to begin. Although the project trainings
were carried out after these events, it is expected that those trained will also aid similar
results in the future.
XIX.
To carry out the activities in the field, funds were sent to the PRCS branches from the
National Headquarters. Delays in the process in transferring funds to Branches in 2011
during the Floods response, subsequently delayed the implementation of the CBDRR
activities in 2012. The National Headquarters DM unit is now working with the Finance
teams to look at a more streamlined approach so that emergencies in the future do not
hamper future activities.
XX.
The predominant use of Urdu as the base for all the training where volunteers were the
main participants proved to be the most effective in terms of communication and
transference of detailed information. This may seem logical but most of the standard
training programmes are undertaken in English with translations provided. PRCS has
taken these IFRC standard training packages and tailored them towards their volunteer
base recipients.
XXI.
Recommendations coming from the review of the WSDRT training on its completion
highlighted the needed for a greater focus on health and how interventions between the
two specifics can be more married through joined up approaches or linkages.
XXII.
Further recommendations again highlighted the need for PRCS to develop a
comprehensive Human Resource database centrally with all DM response personnel
details captured and managed from one point. Additionally, PRCS would benefit from
developing a core team of trainers to support future training courses internally.
Objective 3: Community Based Disaster Risk Reduction (CBDRR) activities will
start building capacities to leave communities more resilient to disasters in the
future.

Communities identified have the knowledge and capacity to respond to locally recognised risks
through their own initiatives and coping allowing for a return to normality.
Outputs of DFID donation under this objective
Result 3: A community resilience approach to disaster management is initiated in 12 vulnerable
communities engaging with local people and institutions so as to strengthen local capacity.
Outputs
Sector: CBDRR
12 vulnerable communities are introduced to
resilience concepts and consulted regarding
PRCS disaster management planning in their
area
Activities planned
3.A CBDRM sensitisation and awareness sessions
3.B Formation of village committees
3.C CBDRM training for Village Committees
3.D Village Disaster Management Plans developed
16
To create a community resilient approach for disaster management in vulnerable communities,
twelve communities were identified in 12 DM cells districts.
The Table below was developed by the various Community groups which outlined the major risks
and vulnerabilities identified within the twelve districts where CBDRR initiatives have taken place;
Table 3: Summary of Risks and Vulnerabilities highlighted by CBDRR Communities:
Province
District
Taharparkar
Sindh
Khairpur
Jhang
Punjab
DG Khan
Gilgit
Baltistan
Gilgit
Hunza-Nagar
Baluchistan
Ziarat
Turbat &
Noshki
Lasbella &
Gawadar
Identified risks and vulnerabilities
Drought impacting the local community through loss of crops,
livestock and increase of diseases that leads to death and
migration. Occasional flash floods and was affected by the 2005
earthquake.
Affected by 2010 floods, and was evacuated following the
monsoon rains. Crops were lost and people here are therefore
particularly vulnerable to future flooding.
Risk of flooding, crops and a high proportion of land were
destroyed in the 2010 floods.
The 2010 floods affected 160,168 acres of cropped land and
225 villages, which damaged 20,924 homes in this district. This
district is also in a politically insecure zone.
In 1920 a whole village was washed away and in last year’s
floods, access to the population was hampered by poor road
conditions and landslides. The province is comprised of 27% of
glaciers- the largest in the world outside of the polar region.
Many people live in isolated valleys, making them especially
vulnerable when a disaster hits.
In the past, there have also been two major tectonic thrusts in
this province.
In the Attabad lake crises of 2010, 2 / 3 entire villages slid into
the river and blocked it. Located in Gilgit Baltistan, the above
risks also apply for this district.
Ziarat was affected by the earthquake in 2008 and was one of
the worst hit areas in the 2010 floods. Violence in this district
also means protection of the population is a concern, as well as
their access to basic services.
In 2007, these districts were affected by the floods and cyclone
Yemyin, damaging and destroying homes and villages across
the district. Turbat is situated on the left bank of the Kech River,
making flooding likely to occur again.
In winter in Gawadar, Western Disturbance, an extra tropical
storm originating from the Mediterranean, can cause heavy
rainfall and sudden snow. Last year, cyclone PHET caused
damage across these districts.
The CBDRR process started with the community identification and mobilisation followed by
activities like disaster awareness sessions, village committee formation, CBDRR trainings for
community based organisations (CBOs) and development of village disaster management plans
(VDMPs). Progress of these activities against the selected DM Cells is outlined in the table
below:
17
Table 4: CBDRR Process completed under the DFID funded Project:
Branch
Baluchistan
Gilgit
Baltistan
Sindh
DM cells
supported
by DFID
Community
mobilization
(1 x each
district)
Awareness
sessions
Village
committee
formation
Gawadar,
Ziarat,
Lasbella,
Noshki,
Turbat
Lasbella
Ziarat
Kech
Gawadar
Noshki
Lasbella
Ziarat
Kech
Gawadar
Noshki
Lasbella
Ziarat
Kech
Gawadar
Noshki
Hunza
Gilgit
Hunza
Gilgit
Hunza
Gilgit
Gilgit
Hunza
Khairpur
Tharparkar
Khairpur
Tharparkur
Khairpur
Tharparkur
Khairpur
CBDRM
Trainings
Lasbella
Ziarat
Kech
Gawadar
Noshki
Gilgit
Hunza
Khairpur
A total of three Village Disaster management plans have been completed during the project’s
timeframe and is being assessed by the local DM cells in terms of support requirements.
Overall achievements, challenges and value added against Objective 3:
XXIII.
The disaster awareness sessions and report building supported the organisation of the
communities in 12 vulnerable communities in 12 selected DM cells. The CBDRR
trainings for the Village Committees helped to sensitise them on community based
approaches and to initiate community based Disaster Risk Reduction programming in 12
communities’ of 12 vulnerable districts in support of PRCS community resilience
approach to disaster management.
XXIV.
Not all of the planned 25 Disaster management officers have been recruited by PRCS
within the project’s timeframe which has resulted in PRCS looking to review the number
of DM cells it needs to maintain to ensure it has strategically placed covered in future.
XXV.
Although the establishment and sensitisation of CBDRR committees, with
representatives of both genders within each committee, has been recently carried out,
there remains limited information on its benefits or impact at this stage. It is hoped that
further information will be more readily available in the near future.
XXVI.
The CBDRR approach has also been followed (Community mobilization, formation of
VC, awareness raising etc.) has been used during the design and implementation of
Shelter, WATSAN, and Livelihood projects in the selected villages for the PRCS-IFRC
Integrated Recovery Programme, under the 2010 Floods Operation. Micro mitigation
projects identified by the community have been included in the Livelihoods projects.
Coordination
Besides Red Cross Red Crescent Movement Coordination, PRCS and IFRC maintain a close
working relationship with the National Disaster Management Authority (NDMA), provincial- and
district-level disaster management authorities and local government. The IFRC country office
18
regularly attends the humanitarian country team meetings – equivalent to the inter-agency
standing committee (IASC) – which constitutes the highest level coordination of the international
humanitarian community in Pakistan and under which the cluster system (now referred to as the
working groups) works.
Overall challenges/ lessons learned
Challenges
XXVII.
The 2011 floods response operation in Sindh had a major impact of PRCS’ ability to
complete the project plans within a timely manner in order for the materials procured and
those trained to be able to support the response operation. Although it was noted that the
proposal did not intend for actual disaster response, implementation was only complete in
February 2012, a month before the closure of the IFRC/PRCS Sindh 2011 emergency
appeal. It should be noted that 2,100 tents5 were used to support the PRCS response.
The flooding in Sindh in 2011 saw huge delays in response from the aid organisations
involved in relief operations. This was partly because of the nature and severity of the
flooding: the government had predicted an end to the monsoon season in Sindh by the time
the rains had come, and unlike the 2010 ‘mega-floods’ which disaster scenarios had
predicted, the flooding in Sindh was not a “riverine” type, like the previous year’s flooding,
caused by swollen rivers overflowing their banks. The Sindh flooding was caused by
prolonged heavy rain which blanketed most of the province, affecting all its districts, including
typically dry desert areas. Nevertheless, PRCS was able to respond within days of the
disaster from distribution of its own prepositioned stocks (whether from affected DM cells or
provincial warehouse stock) – by the time the IFRC appeal was launched, it had already
been in its second week of regular distributions.
XXVIII.
PRCS engagement with the 2010 Integrated Recovery Programme and the response to the
2011 Floods limited its capacity to set up and run the DM training programme and for
volunteers and staff to attend whilst still engaged with on-going activities. Likewise toward
the latter part of 2011 and into 2012, the level of security incidents and a greater degree of
humanitarian actors being either recipients or targeted, often impacted PRCS and IFRC
ability to gain access to the field and for field staff to be able to travel, which impacted on the
timing of the training programme. The initial training would have enabled some of those
trained to engage to a greater degree with the overall PRCS response activities.
XXIX.
BRC has had two BRC representatives in Pakistan over the course of the grant which
has had a major benefit in having a presence in country to support the project’s
monitoring and decision making. There have been gaps between their respective
deployments which have resulted in less than timely communication between BRC,
IFRC and PRCS which has resulted in delays in budget decisions being implemented.
Whilst this has not had a major impact in the Project’s implementation, efficiencies have
been reduced as a consequence.
XXX.
PRCS and IFRC have also been constrained by key positions at senior levels not being
filled quickly with both organisations having to cover for long periods. Although this has
5
[Badin 500, Mirpur 500] =1000 through PRCS branches plus 1,100 through GRCS in conjunction with PRCS
branches = 2,100 DFID tents used to support floods 2011 response.
19
not had a direct impact on the project’s outputs, the delays in communication and
decision making have reduced the effectiveness and efficiency the project should have
provided to on-going operations during the timeframe.
XXXI.
Purchasing stocks through BRC had saved significant administrative fees enabling
additional stocks to be purchased and vehicles to be procured as planned. It has
however resulted in both IFRC and PRCS needing to track materials through difference
stock management systems. PRCS has been involved in the tracking of externally
procured items that required custom clearances which they have supported whilst IFRC
has been instrumental in supporting the tracking of locally procured stocks. Whilst there
is a common and standard system in place in both organisations, the process of
marrying the information from both sources did cause some issues by the country
representatives in reconciling the tracking information and reporting.
XXXII.
PRCS now has limited support from other donor or supporting national societies with
many having finished their support following the 2005 earthquake or have programmes
with PRCS coming to a close in 2012. Long term programmes supported by partner
National Societies are as follows:
Table 5: Partner supported programmes
Continued progress to PRCS CBDRR programming will be limited going forward without
further Partner support. BRC/DFID remained the single supporter to the PRCS Disaster
Management component of the country appeal in 2011.
Lessons learned
XXXIII.
Formal lessons learnt exercise has not been conducted for the 2011 flood response by
PRCS and IFRC as yet. However, measures are being taken to revise the contingency
plans with input from the most disaster-prone provinces and a pre-disaster meeting is
planned for June 2012 with PRCS, ICRC and Red Cross Donor/Operating National
Societies which will provide an insight into further improvements towards the probable
2012 monsoon response.
20
Financial report
See separate financial Statement.
Outputs of the DFID grant under this project
XXXIV.
Of the total £2,500,398 budget, a total of £2,502,185 (balance covered from BRC Appeal
funds) was expended. Of the total expenditure £2,295,759 equal to 92% is committed to
the delivery of goods and services. (See Annex 14: DFID Financial Summary)
Figure 3: Summary of Expenditure against Budget
1,600,000
1,400,000
GBP
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
Breakdown
Budget
Actuals
XXXV.
Of the total grant, £1,934,320 (77%) was used in the procurement of prepositioned
stocks with the greatest proportion of costs (£1,479,722 / 59% of total spend) coming
from the procurement of 6,400 tents. BRC, through cost savings was able to procure an
additional 1,100 tents than planned which were distributed in Sindh as part of the
IFRC/PRCS 2011 Floods response. (See Annex 15: BRC Procurement Expenditure
Summary).
XXXVI.
During the duration of the project, BRC made a net gain of £14,929 from exchange rate
changes and an income from interest of £3,200. These net gains were offset against the
additional tent procurements.
21
XXXVII.
Through the IFRC standard open tender procurement process, BRC was able to achieve
lower than budgeted unit costs through the Red Cross Movement’s framework
agreements with Suppliers which had local manufacturers in country and internationally.
(See Annex 16: BRC Procurement Competitive Price Summary).
Conclusions
It is well recognized that amongst most International organisations, the Red Cross / Red
Crescent Movement offers unparalleled access to communities through the hugely popular and
active volunteer networks. A recent study conducted by the IFRC Secretariat concluded that for
each salaried member of the Movement there are at least 20 unpaid volunteers that assist and
often play central roles in the delivery of programme results. The IFRC both in Pakistan and
worldwide remains a massive network for disaster response, often the very first to help through
local volunteers and mobilising the network of National Societies at a regional or global level.
The DM component of IFRC’s country plan 2011 focused on community based initiatives to
build the capacities of local communities to enhance preparedness and response capabilities to
any future disasters. Because the communities are the first responders in case of any small to
large scale disasters. CBDRR component gives an ownership to the communities and is thus
sustainable and leads to a longer term development of disaster risk reduction initiatives in the
target communities. PRCS/IFRC supported the communities in development of the village
disaster management plans (VDMPs) and provided technical support where possible. These
communities are also linked up with local government and other active stakeholders for
execution of these VDMPs. The disaster awareness and advocacy will further motivate them to
follow up more effectively on their VDMPs.
PRCS/IFRC plans for the future disaster response, risk reduction and community resilience
building as a part of IFRC’s Long-Term Planning Framework (LPTF) published on the IFRC
website.
Pakistan is at higher risk of both natural and man-made disasters, as highlighted in the
International Strategy of Disaster Reduction (ISDR). Since 2005, the history of occurrence of
natural disasters and security forces operations against the militants place the region at risk to
future disasters, both natural and man-made. PRCS’s five-year strategy also focuses on
community and organizational preparedness. Thus, the DM programme has been developed in
alignment with the PRCS strategic objectives. In any kind of disasters, communities and local
staff are the first one to respond, thus through this project the role of DM cells at local level and
localized response and disaster preparedness will be promoted.
Any effective disaster risk management programmes must equally look to strengthen local
preparedness and capacity to respond in order to achieve disaster resilient communities. As
DFID highlighted in the recent 2011 humanitarian emergency response review, “resilience is
about being prepared for disasters, and having good systems for responding to them”.
The funding received through this pledge was limited in terms of timeframe (nine months) given
that a disaster risk reduction programme typically runs far longer (normally a three-year period)
to be able to measure certain longer-term results. The components supported by DFID funding,
however did enable PRCS to build up disaster response capacities through the prepositioning of
NFI, the equipping of response teams, adding to the fleet capacity or the maintenance of
existing structures.
22
Overall the project has contributed towards the PRCS’s Strategy 2015 CBDRR objective to
develop a more focused approach to disaster management around community and
organisational preparedness. Following the key directions of the PRCS five-year strategy, this
project has supported PRCS in progressing its CBDRR approach to risk reduction as well as
strengthen PRCS’s rapid emergency preparedness and response capabilities in the face of
anticipated imminent hazards posed by monsoons, floods, earthquakes and potential manmade disasters which can lead to internal displaced people (IDP) scenarios.
The project has also contributed towards the PRCS overall disaster management programme to
address localised disaster risk and limited response capabilities identified in this report by
promoting the role of disaster management cells to foster a community-centred approach to
building resilience.
The total number of direct beneficiaries who benefitted from different trainings organised under
the disaster management programme are 122, while approximately 16,000 individuals are
indirect beneficiaries of the 12 vulnerable communities (each community has an estimated
1,400 individuals or 200 households) where the CBDRR programme has reached.
Current predictions by the NDMA are that the 2012 flood season may well be more severe than
both of the 2 previous years.
In this regard, BRC would like to convey its gratitude to DFID for its support to PRCS
institutional preparedness and community-based risk management programmes.
23
ANNEX 1: STOCK AUDIT JULY 2011
24
ANNEX 2: SUMMARY OF BRC DFID FUNDED PROCURED ITEMS
Item
Tents
Hurricane Lamps
Jerry Cans
Wood burning stoves
Tarpaulins
Project Targets
PRCS Stock
deficiency
7499
20550
11892
18699
18272
Original
procurement
target
5300
20150
11100
18299
17500
PRCS Stock levels - DfiD funded items positioning
% of PRCS
stock
deficiency
covered by
project
(target)
71%
98%
93%
98%
96%
Isl
1000
4000
1575
5830
Kar
4400
9424
11100
7299
5830
Haripur
6750
9425
5840
Badin
500
Mirpur
Khas
500
Project results
Total
outstanding
6400
-1100
20174
-24
11100
0
18299
0
17500
0
% of PRCS
stock
deficiency
covered
by project
(actual)
85%
98%
93%
98%
96%
25
ANNEX 3: IFRC STOCK DELIVERY REPORT
ITEMS RECEIVED FROM BRITISH RED CROSS
RELIEF GOOODS/DP STOCKS
Item group
Family tent*
1,900
IMGC
Local
ISLAMABAD
Actual
received
500
3,400
Local
1500
1900
0
5300
1000
Local
4000
9424
6750
20174
0
0
11100
0
11100
0
Local
1575
7299
9425
18299
0
International
5830
5830
5840
17500
0
PO Qty
SUPPLIER
Hurricane Lamps
20,150
Jerrycan
11,100
Haji Nizamuddin &
Sons
Haji Nizamuddin &
Sons
Kuehnel+Nagel
Wood burning stove
18,299
IMGC
Tarpaulin
17,500
Kuehnel+Nagel
Local/International
International
KARACHI
Actual
received
1400
HARIPUR
Actual
received
TOTAL
QUANTITY
RECEIVED
TOTAL
QUANTITY
DISPATCHED
In Stock
0
4,300
20,174
11,100
18,299
17,500
* Plus 1,100 tents procured by BRC and distributed by GRC
VEHICLES
Vehciles
Toyota Hilux 4X4
D/C
Hino Trucks
NDRT kits
Items
Quantity
Delivery
Delivered on
2
24.11.2011
01 trucks
2 received by IFRC
on 20.02.2012
Quantity
Delivery
Remarks
Handedover to PRCS. GRN
attached
Registration is in process by IFRC
Fleet dept.
Remarks
26
NDRT kits
30 items
Delivered on
27.02.2012
Received by IFRC DM team. GRN
attached.
DETAILS DISPATCH REPORT OF 1000 TENTS
Item group
Warehouse
Origin/Destination
Family tent
Islamabad
WH- PRCS
NHQ Stocks
Badin
Tracking
number (CTN)
PRCS-11-00005
Owner/Donor
Date
British Red
08.09.2011
Cross
British Red Cross Total
PRCS-11-00005 Total
British Red
Cross
PRCS-11-00005 Total
Mirpur Khas Total
Family tent Total
-500
-500
PRCS-11-00005
08.09.2011
-190
07.09.2011
-310
British Red Cross Total
Islamabad WH- PRCS NHQ Stocks Total
-500
-500
Badin Total
Mirpur Khas
OUT
-500
-500
-500
-1000
-1000
27
ANNEX 4: STOCK COMPARISON – DFID PROCUREMENT & PRCS 2011 FLOODS DISTRIBUTIONS
Item
2011 Floods
Response
Project Targets
PRCS
Original
Stock
procurement
deficiency
target
% of PRCS
stock
deficiency
covered by
DFID
project
(target)
71%
Sindh
Replenishment /
Pre-positioning
2010 Floods Response
Sindh
5,973 450
KPK
GB
Total
DFID
DFID % of
NFI's
replenished
1,464
11,359
2,000
19,246
6,4006
33%
22,377
23,439
2,000
80,923
-
5,105
20,174
395%
41,647
11,100
27%
71,649
-
0%
-
18,299
0%
Punjab
Tents*
Complete NFI
Kits
7,499
5,300
-
-
Stoves
20,550
20,150
98%
Jerry Cans
11,892
11,100
93%
13,489 15,818
2,990
9,350
Kitchen Sets
-
-
0%
5,932 28,194
14,357
23,166
Hurrican Lamps
18,699
18,299
98%
Tarpaulins **
18,272
17,500
96%
14,530 69,265
40,354
46,878
4,000
171,027 17,500
10%
Total 18,272
17,500
96%
45,029 148,834
81,542
114,192 8,030
389,597 73,473
19%
0%
35,107
5,105
30
0
0%
Figures does not include ICRC
* 1 tent per family
** 2 per family
6
1,100 BRC procured tents were delivered and distributed directly in Badin and Thatta through the German Red Cross, December 2011
28
ANNEX 5: BRCS-DFID Tent Distribution by the GRC and PRCS Branches
S.No.
Distribution Points
Date
Union Council
District
Tents
1
Haji Muharam Khaskheli
14-Jan-12
Tahri / haji Sawan
Badin
197
2
Allah abad
15-16 Jan 2012
Seerani, Ahmed Rajo ,Kadi
Qazia ,Garro
Badin
371
3
Local Badin
15-Jan-12
Badin-1
Badin
32
Total Badin
600
4
Haji Salah Muhammad Kernani
15-Jan-12
Kalankot
Thatta
24
5
Haji Salah Muhammad Kernani
15-Jan-12
Domani
Thatta
2
6
Haji Salah Muhammad Kernani
15-Jan-12
Kalri
Thatta
8
7
Haji Salah Muhammad Kernani
15-Jan-12
K R Shah
Thatta
19
8
Wali Muhammad Babar
16-Jan-12
Chatoo chand
Thatta
26
9
Wali Muhammad Babar
16-Jan-12
Jhirke
Thatta
421
Total Thatta
500
Grand Total
1,100
29
ANNEX 6: PRCS Plan of Action for DM Training programme
BRC (DFID) supported DM Plan of Action (Jun, 2011 to Feb, 2012)
Activities
OCT
NOV
DEC
JAN
FEB
Training
DM Programe Review Meeting
2nd week
National Disaster Response Team Training (Refresher)
2nd
week
Branch Disaster Response Team Training
3rd week
District Disaster Response Team Training
4th week
National Level PHAST Training
4th week
Water & Sanitation Disaster Response Team Training
3rd
week
Training on Disaster Management Reporting
3rd week
30
ANNEX 7: PRCS NDRT Training Programme – 02/2012
5th "National Disaster Response Team" (NDRT) Training
17-23 February 2012
08:30
09:00
Day 2
Sat 18 Feb
Day 3
Sun 19 Feb
Day 4
Mon 20 Feb
Day 5
Tue 21 Feb
Breakfast
Breakfast
Breakfast
Breakfast
Breakfast
Breakfast
Official Welcome
Daily Review & Eval
Session
Daily Review & Eval
Session
Daily Review & Eval
Session
Daily Review & Eval
Session
Daily Review & Eval Session
Pre- Test- (ABK)
Mission Finance and
HR- (MN)
NDRT Mission
Breifing and TORs (YM)
Food & Non Food Aid
in emergiencies-(GG)
Volunteers in
emergencies- (DAS)
Security in Relief
Operations- (AA)
Shelter / Camp
Management (QA)
Operational
Planning and POA(QA)
Inagural Session
10:00
11:00
Break
Break
Break
Break
Day 6
Wed 22 Feb
Humaintarin Diplomacy(SP)
Beneficiary
communication- (KG)
Reporting and Operaitonal
updates-(AF)
Break
11:30
Basic DM Term
and Concept- (AN)
NDRT Field
equipment with
IT/Telecom - (IL)
WATSAN in
emergencies- (NM)
Beneficiary
Seleciton and
Registraiton-(ABK)
Handover of operaitonal
responsiblitites -(KW)
12:30
IFRC Global
Response
Mechanisms, in
country Response
structure and
PRCS Mandate(UK)
Intorduction to
Sphere Standards (QA)
Health in emergencies(IK)
Relief Management
(Relief Distributuion
Plan) - (GG)
End of Mission Report(UK)
Day 7
Thu 23 Feb
Field Sim-ex
Presentaiton (YM)
Field Simulation Exercise
08:00
Day 1
Fri 17 Feb
Facilitators Feed Back
Break
Participants feedback
and Post Test (ABK)
Closing Ceremony
31
13:30
Lunch
Response Code of
Conduct for
Disaster Response
&
Personel
Preparendess (AAK)
14:30
15:30
Break
NDRT Database &
Trigger Factor,
Alert system and
SOPs - (ABK)
Lunch
Response Spiral &
Emergancy Need
Assessment- (AAK)
Break
Lunch
Restoring Family
Links- (SK)
Break
Lunch
Media Handling(CD)
Break
Coordination in
Disaster Response/
understanding
Cluster Approch(KW)
Lunch
Lunch
Mission debriefing-(KW)
Break
Free Evening / Departure
Emergancy Need
assessment
(Continue)
Logistic in
Emergencies- (M)
Day Sim-ex
Day Sim-ex
Day Sim-ex
Day Sim-ex
Dinner
Dinner
Dinner
Dinner
Dinner
1-
ABK= Abdul Baseer Khan
5- MN= Muhammad Naseem
9- IK= Dr.Irfanullah Khan
13- GG= Gocha Guchashvili
17- AA= Ali Akhter
2-
AN= Asima Naseem
6- QA= Qaswar Abbas
10- SK= Shaista Khattak
14-SP=Surein PEIRIS
18- YM= Yasir Manzoor
3-
UK= Ubaidullah Khan
7- IL= Imran Lodhi
11- M= Moin Sb
15-KW= Kanwar Waseem
19- AF= Asfia Firdus
4-
AAK= Asif Aman Khan
8- NM= Niaz Muhammad
12- DAS= Dawar Adnan Shams
16- KG= Katherine GUNN
20-CD=Communication Department
Field Sim-ex briefing (YM)
17:00
20:00
32
ANNEX 8: List of PRCS NDRT Participants
TRAINING "NATIONAL DISASTER RESPONSE TEAM"
LIST OF PARTICIPANT
17th Feb - 23rd Feb, 2012
Sr.#
Names
Designation
1
Dr. Saqlain Gillani,
AD Training (Health Department)
NHQ
2
Akhtar Adil
(Disaster Management Manager)
Sindh
3
Farhan Razzaq
Volunteer (Y&V Department)
NHQ
4
Muhammad Nizam
DMO Noshki
Baluchistan
5
Sumaira Qurban
AD M & FR ( M & FR Department)
NHQ
6
Saima Freed
First Aid Co
AJK
7
Mr. Muhammad Naseem
AD Finance DMLC ( Finance Department)
NHQ
8
Mr. M. Anwar Khan
Media and Com Officer
FATA
9
Mr. Sahibzada Amir
Secretary D.I.Khan,
KPK
10
Mr. Manzoor Khan
Logistic Officer
GB
11
Mr.Waheed ullah
DMO Dir
KPK
12
Hamayoo Hassan
DMO JHANG
Punjab
13
Mr. Afzal Abid
PHQ-KPK
KPK
14
Khair Muhammad
Health Motivator
Baluchistan
15
Mehreen Malik
Field Officer
AJK
16
Ms. Rabia Butt
PMER Officer
IFRC - CD
17
Yasir Arafat
Project Manager
AJK
18
Ather Khan
(Provincial Programme Officer)
Sindh
19
Naeem Sarwer
PSP Specialist
AJK
20
S.M. Kashif Ali
(Emergency Response Officer)
Sindh
21
Mr. Ahmad Din
DMO Hunza Nagar
GB
33
22
Syed Usama Mashhadi
DMM PUNJAB
Punjab
23
Mr. Ghulam Muhammad
DMO Astor
GB
24
Muhammad Aziz
DMO Gawader
Baluchistan
25
Mustafa Tahir
DMO Layyah
Punjab
26
Mr. Asim Abbas
Snr. Admin Finance officer KPK
IFRC - CD
27
Mr. Irfan
DMO Mohmand Agency
FATA
28
Mr. Rashid Hussain
Shelter Officer
IFRC - CD
29
Ms. Amama Shabir
Admin finance IFRC Karachi
IFRC - CD
30
Ms. Farwa Rashid
Ben Comm Officer
IFRC - CD
34
ANNEX 9: Pictures taken from the PRCS PHAST Training, January 2012
Community involvement in PHAST Methodology, Haripur
Hygiene Awareness sessions with female groups, Haripur.
35
ANNEX 10: PRCS WATSAN Disaster Response Training, January 2012 – Participants details
Newabshah, Karachi
36
Water & Sanitation Disaster Response Team WSDRT-Sindh : Final Evaluation 9th - 13th January 2012
Attentiv
eness
Name of
Participan
t
Designation
Branch
(1-10)
Healthy
interacti
ons
(1-10)
Positive
Attitude
Communi
cation
skill
(1-10)
(1-10)
Team
building
Knowledg
e on
subject
matter
Taking
initiativ
es
Persona
l
behavio
ur
Field
works
(1-10)
(1-10)
(1-10)
(1-10)
(1-10)
Total
% age
1
Waheed
Ali
Volunteers
Khairpur,
Sindh
8
9
8
9
8
8
7
7
7
71
79
2
ImranUlla
h
Volunteers
Khairpur,
Sindh
8
8
8
8
7
7
7
7
6
66
73
3
HabibUll
ah
Volunteers
Khairpur,
Sindh
7
8
8
8
7
6
6
8
7
65
72
4
Kamran
Ali
Volunteers
Badin,
Sindh
7
7
7
7
6
6
7
7
6
60
67
5
Muhamm
ad Aslam
Volunteers
Badin,
Sindh
7
6
8
7
6
5
7
8
7
61
68
6
Muhamm
ad Khan
Volunteers
Badin,
Sindh
7
5
8
5
5
4
5
7
6
52
58
7
Sajid
Sadiq
Volunteers
Mirpurkhas
, Sindh
8
7
7
6
7
4
4
8
5
56
62
8
Nahal
Volunteers
Mirpurkhas
, Sindh
7
6
8
5
6
3
5
7
6
53
59
9
Anees
Khan
Volunteers
Mirpurkhas
, Sindh
7
7
7
6
6
4
4
8
7
56
62
10
Kamran
Ali
Volunteers
Dadu,
Sindh
6
7
8
5
5
3
5
7
6
52
58
11
Damsaz
Volunteers
Dadu,
Sindh
6
6
7
4
5
4
4
8
7
51
57
12
Raheel
Siddiqui
Volunteers
Karachi,
Sindh
7
5
8
6
6
5
5
7
5
54
60
13
Khalil
Ahmad
Volunteers
Karachi,
Sindh
5
8
8
8
7
4
4
8
6
58
64
Recommendations
Recommended for
deployment within the
District
Recommended for
deployment within the
District
Recommended for
deployment within the
District
Recommended for
deployment within the
District
Recommended for
deployment within the
District
Recommended for
deployment within the
District
Recommended for
deployment within the
District
Not Recommended
Recommended for
deployment within the
District
Recommended for
deployment within the
District
Not Recommended
Recommended for
deployment within
the District
Recommended for
deployment within
37
the District
14
Shahbaz
Volunteers
15
Allaudin
Volunteers
16
Shuja ud
Din
Volunteers
17
Farooq
Khattak
18
Karachi,
Sindh
Nawabsha
h, Sindh
6
7
8
7
6
4
5
7
7
57
63
Not Recommended
6
5
7
4
5
3
4
7
6
47
52
Needs more training
Nawabsha
h, Sindh
6
6
8
7
7
4
5
7
7
57
63
Volunteers
Thatha,
Sindh
8
9
7
8
7
7
6
7
6
65
72
Mudassa
r Ali
Shah
Volunteers
KPK
8
8
8
7
7
6
6
7
7
64
71
19
Abdul
Qadeer
Volunteers
KPK
9
8
9
8
8
7
5
8
5
67
74
20
Raja
Fayaz
Volunteers
KPK
8
7
8
6
7
5
3
7
7
58
64
21
Umer
Waqas
Volunteers
KPK
7
8
7
8
7
5
4
7
6
59
66
22
Sabir
Zawar
Volunteers
Punjab
8
7
9
7
6
5
4
8
6
60
67
Recommended for
deployment within
the District
Recommended for
deployment within
the District
Recommended for
deployment within
the District
Recommended for
deployment within
the District
Recommended for
deployment within
the District
Recommended for
deployment within
the District
Recommended for
deployment within
the District
38
ANNEX 11: PRCS Reporting in Emergencies Participants list
#
Names
Sindh
1
2
3
4
5
6
Mr. Akhtar Adil
Mr. Shahid Hussain
Mr. Zainul Arfain
Mr. Muhammad Sajjad
Mr. Essa Paryar
Mr. Israr Abbasi
GB
7
8
9
10
11
12
Mr. Shafiq Ahmad
Mr. Ghulam Muhammad
Mr. Altaf Hussain
Mr. Ahmed Din
Mr. Mumtaz Hussain
Mr Pervaiz Ahmed
KPK
13
14
15
FATA
16
17
18
DMM
DMO
DMO
PMER Officer
DMO
IT and Telecom Manager
DMM GB
DMO Astore
DMO Skardu
DMO Hunza Nagar
Dist. Secretary Skardu
PPO GB
Mr. Ejazur Rehman
Mr. Tariq Habib
Mr. Waheed Ullah
DMO, Chitral
DMO, DIKhan
DMO Lower Dir
Mr. Shehryar Khan
Mr. Amjad Sohail
Mr Irfanullah
DMM
Program Officer
DMO Mohmand Agency
Baluchistan
19
Mr. Agha Omer Bangulzai
20
Mr. Nizam-ud-Din
21
Mr. Abdul Aziz
22
Mr. Bilal Ahmad
23
Mr. Ghulam Haider Lasi
24
Mr. Mukhtar Qureshi
25
Ch. Muhammad Iqbal
Punjab
26
Mr. Ahsan Billah
27
Mr. Usama Mashadi
28
Mr Abdul Rauf
29
Mr. Sohail Akhtar
30
Mr. Abid Mehmood
31
Mr. Atif Khan
DMM Balochistan
DMO Noshki
DMO Gwadar
DMO Turbat
DMO Lasbela
DMO Neelum
DMO Mirpur
PMER Officer
DMM
DMO Muzafargarh
DMO
DMO
DMO Bagh
39
ANNEX 12: PRCS Reporting in Emergencies Training Itinerary
Reporting in Emergencies – (Assessments, Monitoring and Reporting)
13-16 Dec 2011, Islamabad
Tuesday, 13 Dec 2011
Time
9:30 am
10:30 am
11:00 am
Session
1:30 pm
2:15 pm
Opening Ceremony
Morning Tea
Designation move, Sessions
Introduction, Pre Test and
expectations
Introduction to RC RC DM
Structure
Lunch Break
Energizer
2:30 pm
Disaster Response Tools
12:00 pm
3:00 pm
Assessments
4:00 pm
Tea Break
4:20 pm
Assessments
4:50 pm
Feedback/close
Content
Presenters/
Facilitators
Asfia, Ubaid and
team
Notes
Ubaid to give opening address
Sadia, Asfia and
team
DM Team
Training Dept
shiraz
DM Team
What is meant by Assessment
When do we do Assessments?
Why are Assessments important?
Types of Assessments in RC RC (PRCS)
Different formats and their usage
Examples
Exercises
Problems Faced during Assessments and
recommendations to improve (interactive session)
DM Team
PMER with DM
Team
PMER
40
Wednesday, 14 Dec 2011
Time
9:15 am
Session
Content
Recap previous day/Presentation
9:30 am
Planning
10:45 am
Tea Break
11:00 am
Planning for emergencies
1:00 pm
2:00 pm
2:15 pm
Lunch
Energizer
Planning for emergencies
3:15 pm
Introduction to Monitoring
4:15 pm
Tea Break
4:30 pm
General Session
5:00 pm
Feedback/close
Presenters/
Facilitators
PMER, participants
What is planning? Why is it important? Types of
Planning, What is your role in planning? How to
plan in emergencies?
Checklist for planning
DM team
Continued
Exercises
DM team
Notes
Training Dept
continued
What is monitoring? Why is it important?
Link to planning.
What is your role in monitoring? Experience
Sharing
Checklist for monitoring
Problems faced during planning and monitoring
and recommendations
Rabia, team
PMER with DM
team
PMER
Thursday, 15 Dec 2011
Time
9:00 am
9:30 am
10:45 am
11:00 am
Session
Recap previous day/presentation
Introduction to Reporting
Tea Break
How we work together
Content
Presenters/
Facilitators
Participants/ PMER
PMER Cycle
What is Reporting?
What is your role in reporting?
How to make good reports and what happens
when we don’t report
PMER
Reporting in Emergencies
PMER
Notes
41
12:00 pm
Financial Reporting
1:30 pm
2:15 pm
2:30 pm
3:45 pm
4:00 pm
Lunch
Energizer
Reporting Exercises
Tea Break
Post Test and General Discussion
5:15 pm
Feedback and Closing
GIS Intro
Different Formats (explanation and exercises)
What is the financial structure and requirements of
PRCS? How to report finances? What are the
problems? Experience sharing
Including PMER cycle elements
Qaswar and
Naseem
Training Dept
PMER
Problems faced during reporting and
recommendations
Friday, 16 Dec 2011
Time
9:00 am
9:30 am
12:30 pm
Session
Recap previous day
Reporting in Emergencies
Content
Experience sharing, Roles and Responsibilities
during emergencies, Reporting structure and
frequency (interactive session with working tea)
Presenters/
Facilitators
Participants/PMER
Provincial PMERs,
participants
Notes
Israr and Atif on preliminary floods
assessment
Closing Ceremony and Lunch
42
ANNEX 13: Example of PRCS Plan of Action for the Community Disaster Preparedness – Sindh Branch
BRC (DFID) supported DM Plan of Action (Oct, 2011 to Feb, 2012)
Items
OCT
NOV
DEC
JAN
FEB
Unit Cost
DM Cell - Khairpur
Start
End
Start
End
Start
End
Start
End
Sensitisation Awareness Sessions
District Administration Awareness Session
4th week
Tehsil Awareness Session
4th week
Community Mobilization
Rs. 55,000 for
all activities
under
sensitization
3rd week
Community Awareness Session
3rd week
Working within Communities
Formation of Village Committees
4th week
Signing of ToP with Communities
4th week
Rs.20000
CBDRM training for Village Committees
2nd week
Rs.35000
nill
Development of village DM plans
DM Cell - Tharparkur
Sensitisation Awareness Sessions
District Administration Awareness Session
4th week
Tehsil Awareness Session
4th week
Community Mobilization
Community Awareness Session
3rd week
3rd week
Rs. 55,000 for
all activities
under
sensitization
Working within Communities
43
Formation of Village Committees
4th week
Signing of ToP with Communities
4th week
CBDRM training for Village Committees
Development of village DM plans
Rs.20000
2nd
week
3rd
week
nill
Rs.35000
44
ANNEX 14: DFID FINANCIAL SUMMARY
BRC DFID Finance BREAKDOWN
Budget
£
1,297,440
142,152
27,952
72,360
219,381
9,936
1,769,222
Actuals
£
1,479,722
148,354
28,706
43,790
220,379
13,368
1,934,320
Sum B Logistics
159,940
91,109
95,040
5,760
351,848
152,274
78,599
88,823
0
319,696
12.78
Sum C. Personnel
148,270
25,000
173,270
143,490
1,779
145,269
5.81
42,480
41,743
1.67
163,577
61,157
2.44
2,500,398
2,502,185
100.00
Budget
35,000
5,000
Estimate
35,000
5,000
500
71
500
71
A. Supplies
Tents
Tarpaulins
Jerry cans
Hurrican Lamps
Wood Burning Stoves
CBDRR
Sum A Supplies & Materials
B. Logistics
Procurement
Transport
Storgage
System Support
C. Personnel
Personnel
M&E
D. Personnel Support
PRCS training & Review meeting
F. Management Support
Agency overhead
Total
DFID Breakdown
Project Target
Unit Costings
Units
Population total
Families total
Per Family
Per Person
% of total spend
59.14
5.93
1.15
1.75
8.81
0.53
77.31
Variance
100%
100%
45
ANNEX 15: BRC Procurement Expenditure Summary
BRC Procurement
Items (incl, transport)
Supplier
No.
Value [£]
Unit Cost [£]
1. Tents
Alpinter (Haji Nizamuddin & Sons)
3,400
803,473
236.32
IMGC Global Pvt Ltd
1,900
442,058
232.66
Paramount Industries
1,100
234,191
212.90
6,400
1,479,722
231.21
2. Tarpaulins
Reltex Tarpaulins (Africa) EPZ
17,500
148,354
8.48
3. Jerry cans 20L
Tri-Med Serices Ltd
11,100
28,706
2.59
4. Huricane Lamps
Alpinter (Haji Nizamuddin & Sons)
20,150
45,706
2.27
5. Wood Burning Stoves
IMGC Global Pvt Ltd
18,299
220,379
12.04
6. Inspection Fees
Intertek (tents & stoves)
3
5,720
1,906.67
Total BRC Procurement costs / % against overall
budget
£
1,928,587.59
77%
46
ANNEX 16: BRC Procurement Competitive Price Summary
(Yellow lines indicate selected suppliers)
All Transport Cost to Islamabad
DFID grant (GBP)
1,800,736
NFI SUPPLIERS
Tarpaulin
Reltex - x-China
Alpinter / Nizam x -Pakistan
IFRC
IMGC
Jerry Cans
Tri-Med
IMGC
Tents
Shikh Noor-ud - Din
& Sons
IMGC
IFRC
Alpinter / Nizam
TNT
Alpinter / Nizam
Hurricane Lamps
Alpinter / Nizam
TNT
IFRC
IMGC
Wood Burning
Stove
TNT
IFRC
Alpinter
IMGC
Exchange
rate
LEAD TIMES
ORIGIN
5 WEEKS
10760 pcs available /
5 WEEKS
CHINA
PAKISTAN /
CHINA
1.6 USD - 1
GBP
Quantity
(pcs)
Unit Cost
(USD)
Unit Cost
(GBP)
TRANSPORT
(USD)
TRANSPORT
(GBP)
Total Cost (GBP)
17472
7 WEEKS
12.72
7.95
9500
21.4
9500
19.95
13.375
9.65
12.47
4.9
138902.4
inc
233,688
168,605
217,854
2.47
3.0625
1,977
inc
29,394
33,994
385
364
240.625
227.5
inc
inc
1,251,250
432,250
1900
378
397
260
236.25
248.125
11,000
inc
Iinc
1,352,000
448,875
1,290,250
1400
20150
373
233.125
inc
326,375
3.4
4.75
2.125
2.96875
3.72
2.46875
inc
inc
inc
inc
42,819
59,820
74,958
49,745
16.78125
12.64
18.75
11.84375
inc
inc
inc
inc
307,080
231,299
343,106
216,729
PAKISTAN
inc
11100
4 - 5 WEEKS
6 - 7 WEEKS
GERMANY
TAIWAN
5200
6 - 7 WEEKS
5 - 6 WEEKS
5 - 6 WEEKS
5 - 6 WEEKS
6 -7 WEEKS
OLD SPEC
AVAILABLE
IMMEDIATELY IN
PAKISTAN
3
3
3
3
-
4
4
4
4
PAKISTAN
PAKISTAN
PAKISTAN /
KL RLU
PAKISTAN
PAKISTAN
WEEKS
WEEKS
WEEKS
WEEKS
PAKISTAN
CHINA
PAKISTAN
PAKISTAN
3 - 4 WEEKS
3-4 WEEKS
3-4 WEEKS
3-4 WEEKS
CHINA
PAKISTAN
PAKISTAN
PAKISTAN
1900
3.95
18299
26.85
30
18.95
47
48