India Appeal No. MAAIN001 This report covers the period of 01/01/06 to 31/12/06 of a two-year planning and appeal process.

In brief

In a world of global challenges, continued poverty, inequity, and increasing vulnerability to disasters and disease, the International Federation with its global network, works to accomplish its Global Agenda, partnering with local community and civil society to prevent and alleviate human suffering from disasters, diseases and public health emergencies.

Group exercises during the youth humanitarian values workshop. International Federation.

Programme Summary: Appointment of key persons at the Indian Red Cross Society (IRCS) National Headquarters (NHQ) resulted in a positive momentum in programme implementation. The National Society (NS) responded well to the threat of avian influenza at the beginning of the year. Progress under the health programme continued throughout the year, with public health in emergencies trainings and re-signing of the consortium agreement, including new consortium partners. The health programme spent around 59 per cent on the HIV/AIDS project and 67 per cent on the Red Cross volunteer network project. The Disaster Management programme saw a good response from the IRCS to the unprecedented floods in 11 states, including Rajasthan (worst hit in 200 years). The NS strengthened its response network with more state and district level teams and a second national disaster response team. The overall expenditure of the programme was 59 per cent of the total budget. The Organizational Development programme reduced the human resource gap at IRCS NHQ, improving the pace of programme implementation. There was increased communication between the states and NHQ, leading to better coordination and higher participation from the states in planning. The overall expenditure of the programme against budget was 42 per cent. Goals: • Improved health indicators in vulnerable communities; • Vulnerable communities are able to mitigate and cope with the effects of disasters, reducing loss

of life and property; • IRCS has the capacity to provide effective services to reduce vulnerability, by achieving the

characteristics of a well-functioning national society. Needs: Total 2006-2007 budget CHF 12.11 million (USD 9.67 million or EUR 7.47 million), out of which 56 percent is covered). Click here to go directly to the attached financial report.

Our Partners: Ministry of Health at the national and state levels, United Nations Development Programme (UNDP), United Nations Children’s Fund (UNICEF), German Red Cross, Spanish Red Cross, American Red Cross, Canadian Red Cross, Swedish Red Cross, British Red Cross, local level agencies including governmental and non-governmental agencies.

Current context The country witnessed a year of economic growth at a rate of approximately 9%. Climate change and terrorism were a few areas of concern for the government; the year did not see any major disasters but did witness social unrest in many parts of the country. The IRCS received the Red Cross Award for excellent performance during the tsunami operation, which boosted the morale of its staff and volunteers. The NS faced the threat of avian influenza in the beginning of the year. It was one of the few National Societies in the world to print literature related to the disease in 11 different (Indian) languages and disseminated these to all the state branches. The state branch of Maharashtra, where the disease was first detected among poultry, carried out a number of awareness raising activities with the local people. Following the first quarter of 2006, the implementation of educational and human resource initiatives ensured smooth programme management against the annual plan, although a few activities could not be completed.

Progress towards objectives Health and Care Goal: Improved health indicators in vulnerable communities. Objective: The IRCS has improved capacity in planning and implementation of health programmes that reduce community vulnerability to diseases (especially HIV/AIDS) and the impact of disasters. To set the tone for the year, all seven HIV consortium partners met in Delhi in January 2006 to renew their pledge to combat HIV/AIDS. Amendments to the existing IRCS HIV/AIDS consortium were accepted and signed by consortium partners, with the IRCS as the lead partner. The key feature was to implement the HIV project through state/district branches under the supervision of the NHQ health unit. By the end of 2006, the HIV/AIDS programme expanded from four to five states, with funding from the German Red Cross to support one of the HIV project states till 2008. The IRCS has developed a plan to expand the HIV project in some additional states in 2007, to be implemented through the consortium. The concept of “public health in emergencies” received tremendous attention from various agencies, including UNICEF, during the year. The NS in India is considered to be a pioneer in this concept. More efficient resource planning is expected, with the merging of the HIV programme with the Red Cross volunteer network capacity building programme. HIV/AIDS Objective: The impact of HIV and AIDS in targeted communities has been reduced through prevention, promotion, care and support

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Health and HIV staff participated in various meetings, trainings and workshops to promote the understanding of the Red Cross Movement principles, humanitarian values, and project structure at the IRCS and Secretariat India office. Strengths, constraints, and technical contents of the HIV and public health emergencies were also covered. New monthly reporting formats were introduced at the state and district levels which helped in better programme monitoring. To increase awareness on HIV/AIDS prevention among youth, a youth peer education programme was implemented in the three high HIV prevalent states of Andhra Pradesh, Maharashtra and Tamil Nadu. In all state and district level ToT workshops, HIV positive persons from the “positive persons’ network” shared their experiences. These sessions were included to specifically address stigma and discrimination faced by HIV positive persons from family, community and society at large. On World AIDS Day, activities were organized to raise awareness on HIV/AIDS in keeping with the theme of ‘HIV/AIDS Prevention-Keep the Promise’. Among the activities was a poster-painting competition where the three best entries were picked by the IRCS NHQ to develop into greeting cards for 2007. The hospital based “3 S Link”1 programme was initiated under the HIV/AIDS prevention initiative, in collaboration with a government hospital for Thoracic Medicine in the state of Tamil Nadu. The programme aims to provide needs-based service and counseling support to PLWHA after visiting or being admitted to hospital, and to address stigma through awareness generation. A nutritious mid-day meal is provided on a daily basis to approximately 200 HIV positive patients. Hygiene kits are also distributed daily. The community based “community care centres” initiative, implemented at Dharampuri district of Tamil Nadu aims to reduce the impact of HIV/AIDS among children and their HIV positive parents through comprehensive care. This includes non-formal education, psycho-social and skills support, and addressing stigma in the community.

At the age of 18, Nidhi Mehra is one of the active junior Red Cross (JRC) members in her school and has been associated with the Red Cross for the past four years. A student of the government senior secondary school in Amritsar (Punjab state), she is proud to be a part of the Red Cross family. She feels that she benefited immensely from a recent visit to Japan (sponsored by the Japanese Red Cross), as part of an international youth exchange programme. Sharing her experience she said that during her two-week stay there, she met fellow JRC members from Afghanistan, Hong Kong, Indonesia, Nepal and Japan and learnt about different cultures and traditions. She had an opportunity to share with them the JRC activities in her school and her city. She believes that more such youth exchange programmes should be organized.

As part of the HIV/AIDS project, information on non-remunerated voluntary blood donation was disseminated in HIV project states, at district level workshops and during world blood donor day activities.

She pledges that she will keep working as a Red Cross volunteer to help the vulnerable. There are many volunteers and members like Nidhi who are willing to work for the Red Cross Movement and so, the need is to effectively streamline youth volunteers and in turn, improve IRCS volunteer management at all levels.

RCV network capacity building Objective: IRCS has increased capacity for effective response in preventive health and in public health in emergency by building the Red Cross Volunteer (RCV) network.

The Red Cross volunteer (RCV) project aims to increase capacity for effective response in preventive health by building the RCV network.

1 Three “S” stands for service by providing support to combat stigma.

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IRCS state branches have been asked to submit project proposals according to a detailed project concept which was shared with NHQ. One national and three state level ToTs on public health in emergencies were conducted. Participants were Red Cross members/volunteers, state level medical staff and paramedical staff from government and non-governmental organizations. Brochures on avian flu and a list of frequently asked questions were distributed to all the IRCS state and union territory branches, World Health Assembly in Geneva, Secretary General’s meeting in the Maldives and to in-country partner national societies. Constraints and lessons learned The main constraint was the lack of funds to effectively run the HIV programme. This has since been positively addressed with the help of the Swedish Red Cross. However, programme staff continue to require training in various technical aspects. The insufficient contribution received for the community care centre has raised the very important question of project sustainability. Increase in outreach activities by involving people from other walks of life, such as migrant workers, will help to enhance the impact of the programme. Disaster Management Goal: Vulnerable communities are able to mitigate and cope with the effects of disasters, reducing losses in lives and property.

Objective: IRCS has strengthened capacity in disaster preparedness and disaster response to loods, cyclones, earthquakes and communal riots, and improved cooperation with the government nd other stakeholders.

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The Federation supported disaster management (DM) programme was initiated in 2001 to help build capacity within the IRCS towards better disaster response and preparedness, and to encourage a holistic understanding of DM. Following the completion of the Gujarat earthquake rehabilitation programme in 2004, the IRCS DM programme was further expanded to the seven most vulnerable Indian states of Maharashtra, Bihar, Assam, West Bengal, Orissa, Andhra Pradesh and Tamil Nadu. In 2006, the IRCS planned to further expand the DM programme to three more states namely Rajasthan, Tripura and Uttaranchal. The Secretariat supported DM programme continued to focus on strengthening IRCS’s capacity in disaster preparedness (DP) and disaster response (DR), as well as promoting coordination mechanisms with movement partners and other stakeholders. In 2006, apart from the eight programme states, the ongoing DM programme expanded into three new states of Tripura, Uttaranchal and Rajasthan. Efficiency within the NHQ DM department improved considerably with the recruitment of a DP coordinator and a disaster management centre (DMC) coordinator. Based on details received from the respective states, the database of DM trained staff/volunteers and resource persons at national and state levels was updated for better retrieval of information. DM coordinators and volunteers from 12 states participated in a workshop on integrating HV in disaster response and preparedness, to promote HV and minimum standards of disaster relief. A weekend post-graduate diploma course on disaster preparedness and rehabilitation (affiliated with Indraprastha University, Delhi) was launched by the IRCS NHQ. The course is aimed at creating a cadre of trained personnel, including Red Cross staff and volunteers, to effectively manage and mitigate disasters in the country.

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During the monsoon season, the IRCS conducted flood assessments and immediately mobilized around 14,000 family packs of non-food relief items to affected states. Two water purification units were mobilized, meeting the water needs of around 650,000 affected people. Considerable improvement was made in relation to the speed of reporting of working advances. The Secretariat developed a set of detailed and customized guidelines, and branches were trained on how to submit expenditure vouchers, ensuring that all support documents are available. This has considerably improved the speed of reporting of working advances. To improve communication, programme state branches set up emergency control rooms equipped with digital cameras, mobile phones, and computers with internet facility. District and state level disaster response teams were formed to strengthen disaster response capacities. Capacities of volunteers on disaster preparedness and management were developed through state level community based disaster preparedness (CBDP) workshops. As part of community level disaster preparedness interventions, school-based disaster preparedness activities were initiated through teacher training programmes and workshops on disaster preparedness and first aid. Awareness materials on safety aspects during disasters were disseminated. A comprehensive disaster preparedness response plan and guidelines at NHQ, state and district/branch levels was developed.

Amar Bhuse, from Mumbai, who works as section head at the Shipping Corporation of India, is an inspiring story of a how volunteers are making a difference in the lives of vulnerable people during disasters. His association with the IRCS started in 2001, during the Gujarat earthquake, and from then on he has been proactively involved with the Maharashtra branch of the IRCS during disasters (including the tsunami and Mumbai floods). During the Kargil war he flew to Srinagar (Jammu and Kashmir state) with a medical kit and assisted affected people at a hospital there. The Maharashtra branch has honored him for his valuable contributions during times of crisis. He is proud to be a Red Cross volunteer and wants to keep working for the Red Cross as he firmly believes in its Fundamental Principles and its transparent work environment. He also wants to try to motivate others to be a part of this mission to serve the most vulnerable.

The total number of persons trained in the national disaster response team increased to 67, consisting mainly of staff of the IRCS national headquarters, regional warehouses, state branches and Red Cross volunteers from 17 states. State disaster response teams (SDRTs) were formed in six of the eight programme states. In Orissa, the state branch conducted district level disaster response training courses and formed district disaster response teams in four districts of the state. During the floods in 2006, trained SDRT members in the states of Andhra Pradesh, Bihar, West Bengal, Orissa, Assam and Gujarat were deployed for emergency assessment, rescue and relief coordination. They also took the lead in awareness and training programmes on disaster preparedness, organized at state/district/sub-district and community levels. Logistics and warehouse management capacity was strengthened with the provision of essential safety equipment to secure relief materials stored in the warehouse in Vasna, Gujarat. A logistics mapping exercise was carried out through the completion of a logistics questionnaire, and a decision was made at the IRCS NHQ to construct a district level warehouse in Gujarat and a state level warehouse in Bihar. As a part of community level capacity building, a number of initiatives were undertaken by state branches. These included CBDP training of volunteers, school-based disaster preparedness interventions, training of school teachers at

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district and state levels, first aid and CBDP workshops and mock drills in leading schools and colleges. Awareness campaigns and distribution of community awareness materials on safety during disasters was also carried out. The Maharashtra state branch trained volunteers on search and rescue operations, some of whom participated in the flood rescue and relief operations during the recent floods. The state of West Bengal focused on the training of school teachers to increase awareness on DM among children and the community. The Bihar state branch focused on volunteer capacity building through training, while the Assam state branch focused on training of community level volunteers on DP. The Orissa branch took the initiative to develop community contingency plans in vulnerable areas. Construction To ensure that the capacity of IRCS warehouses and other physical structures are improved, major steps were taken to increase the capacity and quality of existing warehouses, and ensuring accountability in the renovation of regional warehouses. At the end of the project, warehousing capacity increased and the vulnerability of the warehouses was reduced. The NS hired consultants and contractors, with technical and financial assistance from the Secretariat. A project management consultant was appointed and a decision made to concentrate on the renovation of staff quarters. Given the inclement weather situation from June to October, construction work on the Arakonam warehouse in Tamil Nadu will not be completed as planned by the end of 2007. Work however continues to progress on the construction of the DMC. Constraints and lessons learned Unprecedented floods and subsequent involvement of the state/district branches in post disaster relief and recovery operations delayed implementation of planned activities. Issues of programme efficiency and coordination at NHQ level continued to be a major constraint, although the appointment of the DP supervisor and the DMC coordinator and frequent discussions with IRCS leadership improved such problems during the year. Reporting of activities at NHQ level needs further strengthening, along with establishing coordination and monitoring mechanisms with state branches and other stakeholders. The absence of a DM delegate and a head of delegation impacted programme implementation progress, and effective follow up and coordination with IRCS. As a result, other planned activities, including the procurement of 5,000 family packs for replenishment of DP stocks, could not be carried out. Planned activities which could not be accomplished in 2006 have been shifted to the 2007 activity plan. Organizational Development Goal: IRCS has the capacity to provide effective services to reduce vulnerability, by achieving the characteristics of a well-functioning National Society. . Objective: IRCS structure, systems, resources and image are established and enhanced in order to increase the capacity of the national headquarters and branches to deliver effective volunteer-based programmes in the community. Implementation of the Organizational Development (OD) plans picked up during 2006, although some key challenges remain to be addressed. Human resource gaps were reduced and the appointment of a new joint secretary in 2006 further strengthened the senior management at IRCS national

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headquarters (NHQ). A high percentage of newly recruited personnel received induction, training and development at country, regional or global levels. In conjunction with World Red Cross day celebrations, volunteer development and management issues were addressed in early 2006 and plans for organizing, developing and managing volunteers at the national level began to take shape by the end of 2006. Communication improved between branches and headquarters, although systems and structures still need to be developed. Increased capacity of branches to mobilize resources locally has been demonstrated in many branches such as Gujarat, Andhra Pradesh and Maharashtra. The Gujarat branch was able to raise resources through the provision of first aid training to various industries and corporate offices through its trained community based first aid (CBFA) volunteers. The major challenges for the IRCS continue to be in finance management and development and in the generation of programme reports from branches. Support to the IRCS in these areas continues to be provided by the finance and reporting/information teams from the India office. At the close of the year, the implementation of the OD programme was around 42%. However for 2007, the programme is well covered as the Japanese Red Cross has agreed to extend support to capacity building up to December 2007. Capacity of the NHQ and state branches to provide development support to the district branches was partially achieved through recruitment and training at NHQ, increased number of branch visits and branch development planning support through workshops. Systems are still required at the national level to effectively respond to the needs of the branches. Gujarat branch development progressed steadily. Major activities in the state during the reporting period were induction courses, an orientation programme for junior and youth Red Cross members, and the provision of community based first aid to employees of various organizations. The branch reported raising about CHF 100,000 (approximately 4 million Indian Rupees) in 2006 to be utilized for the provision of first aid training for its various programmes, including an artificial limb centre and thalessaemia programme. To identify various branch development priorities, branch development planning workshops were conducted, with participation of representatives from about 90 district and sub-district branches. The outcomes are being compiled and will feed into the revised IRCS strategic development plan to be addressed in 2007. Regular discussions with ICRC and partner national societies continued in order to maintain a coordinated approach to organizational development. Among the major issues discussed were annual programmes for which funding was sought by the National Society (NS), and revisions made to partners and staff positions to improve the organizational structure. To strengthen the capacity of the NHQ for more effective financial management, a detailed working advance procedure was developed by the delegation finance team and shared with the IRCS. Technical and coordination support to the NHQ continues to be provided by the finance team as and when required. Flow of information and communication at NHQ and at branch levels improved with the use of current information tools to promote IRCS visibility. Good practices, the preparation of web stories for the IRCS website and the annual report were captured through field visits made by the IRCS information and reporting officer. To strengthen reporting skills and increase information sharing within the team, specialized sessions on these issues are being conducted by the Secretariat for IRCS NHQ staff.

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The publication of the IRCS journal was revived with the first edition expected in early 2007. IRCS NHQ developed a draft on a pilot project for volunteer management. The aim was to recruit, train and manage about 200 volunteers who are willing to devote 100 hours a year for Red Cross activities. The pilot project will commence in Delhi, with the proposed recruitment of 50 volunteers. Based on its success, the model will be replicated at the branch level. Constraints and lessons learned In 2006, no Governing Board meetings took place. There is need to emphasize and address the requirement to hold regular Governing Board meetings. Another challenge in the development of the NS was the way it was perceived by different stakeholders, including other programme sectors, and the expectations from the India OD programme. It has been possible to bridge some gaps through increased number of coordination meetings with other sectors and adoption of an integrated approach. This has had a better impact on NS development and more of such meetings are planned in 2007, to further bridge these gaps. IRCS finance development and general capacity building initiatives were severely and adversely affected with the departure of the NHQ finance director almost immediately after joining. The absence of a finance director resulted in the IRCS not being represented at the finance development workshop organized by the regional OD unit in November. The post will have to be re-advertised. Humanitarian Values2 Goal: IRCS has the capacity to provide effective services to reduce vulnerability, by achieving the characteristics of a well-functioning national society.

During 2006, almost all planned activities for humanitarian values (HV) under the organizational development programme were constructively accomplished. To promote respect for diversity and human dignity, a HV component has been incorporated into state level branch development OD workshops.

Objective: The IRCS’s capacity to mobilize, organize and manage local resources, and to advocate on behalf of the vulnerable is strengthened at all levels.

A total of 25 staff and volunteers were trained at a national level HV workshop for disaster preparedness and response activities. Two interactive sessions to understand and address issues surrounding stigma and discrimination against people living with HIV/AIDS (PLWHA) were conducted through the health programme, benefiting 446 youth and branch staff In the last quarter of the year, a HV mapping exercise was carried out, plus a session on the ‘code of conduct’ was conducted by the Canadian Red Cross for staff of the India office. To provide a better understanding of the Movement, its fundamental principles and humanitarian values, the India office conducted three induction courses during the year for 51 staff members of the IRCS and Movement partners. An additional 700 copies of volunteer training materials “Basics About Red Cross” were printed for the IRCS branches covering the history of the Red Cross Movement/IRCS, the emblems, fundamental principles, international humanitarian law, and the four core areas. Revision of the IRCS brochure, highlighting its activities, was completed and 10,000 copies were printed for the NHQ. The content includes the IRCS mission, a brief history, current activities and the Fundamental Principles.

2 The promotion of humanitarian values is integrated in organizational development (OD) as expected result 6 of the OD programme

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A draft concept paper for the development of junior Red Cross (JRC)/youth Red Cross (YRC) was formulated with the NHQ. It was decided to have focused youth workshops in selected states to promote HV and youth development. In answer to the NHQ’s request to all state branches, a workshop to discuss state level youth development was organized by the Punjab state branch. At the youth workshop carried out in Haridwar (Uttaranchal state) in December, a total of 52 college students (representing a good gender balance) participated from the states of Punjab, Uttaranchal and Haryana. The workshop covered various topics including increasing youth participation in IRCS activities, how to strengthen the JRC/YRC movement, as well as the promotion of HV among youth. The youth were briefed on the Federation’s mission, the Movement’s history, fundamental principles and emblems. Separate sessions were conducted on HV and issues of stigma and discrimination surrounding HIV/AIDS. A mapping exercise on “assessment for the core areas of humanitarian values” was conducted during the workshop and feedback was forwarded to the South Asia regional delegation. The key outcome of the workshop was the opportunity it created for disaster management and HV to work closely by sharing integrated resources. The HV workshop focusing on disaster preparedness and response activities of the IRCS resulted in an attitudinal change among the target audience and staff involved. To promote respect for diversity and human dignity, separate sessions on HV were conducted in development workshops for Tamil Nadu, Assam and the North-East, Uttaranchal and Uttar Pradesh state branches during the year. Interactive sessions with PLWHA in the states of Andhra Pradesh, Maharastra and Tamil Nadu were conducted through youth peer education programmes and training of trainers (ToT) workshops. Two HIV positive persons (a male and female) shared their experiences with participants. Newly recruited staff from the district and the sub-district branches of the Gujarat state branch received induction courses. The state branch also organized a ToT workshop on the Fundamental Principles and HV for all district branches established after 2001. Constraints and lessons learned Budgetary constraints prevented the involvement of HV programme personnel in the interactive sessions for HIV/AIDS that were conducted by the health unit. Translation of the Code of Conduct and Humanitarian Charter into eight local languages was initiated in 2006 but could not be completed due to the lack of translators. This will be resumed next year.

Working in partnership Under the new leadership, the IRCS has shown good growth in terms of getting new partners on board. The post-graduate diploma in relief and rehabilitation provided opportunities for the NS to approach and collaborate with DM professionals in the country. During 2006 many new partner national societies set up their offices in the country like the British Red Cross and the German Red Cross. The IRCS extended talks with various government bodies and high ranking officials with regard to funding. The trust and commitment of the government to the movement was evident in the attendance of high-ranking officials at events organized by the NS. More recently the NS had discussions with UNDP and UNICEF for collaboration in the fields of water and sanitation and public health in emergencies. The Sphere movement provided inter-agency coordination focus to the IRCS. State branches initiated public and private partnership assignments, enabling them to raise funds.

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Contributing to longer term impact In the OD programme, human resource issues were largely addressed by the NHQ, with support from the Secretariat, partner national societies and ICRC, resulting in the scaling-up of activities in general, and improved support from NHQ to branches. Headquarters consultation with branches to streamline communication and reporting procedures helped to provide better support to branches. A reporting workshop, conducted in August, set the precedence for future taskforce meetings on information and reporting development. Volunteer development and management received increased recognition within the IRCS, both at branch and national levels. Long-term measures taken by the NS increased awareness among volunteers of their responsibilities and rights within the institution. Organizational Development support to the Gujarat branch began to show results, with the quality of financial and narrative reports from the branch showing improvement. Resource generation capacity of the branch improved and sources of funding diversified. The improved capacity of the branch was also evident in the way it mobilized volunteers and effectively responded to the floods in the state in 2006. Finance development and technical support for better finance management at the IRCS continues, to support reconciling outstanding working advances in 2006. Activities carried out in 2006 have resulted in the Humanitarian Values programme now having a base and is technically well supported by the South Asia regional delegation to move ahead in 2007. Exposure visits, supported by the regional delegation and the IRCS, have led to good understanding of the programme and better programme planning for the future. The DM programme supported an HV workshop to orient state branches on the implications of HV in the field, resulting in proposals to organize similar workshops at state level. The induction course carried for staff working with the IRCS for a number of years made a significant impact and was a good forum, encouraging active facilitation from ICRC, the regional delegation and partner national societies. Following a youth development workshop by the Punjab state branch, participants expressed their views on actively working with the Red Cross principles and values in mind, and how to increase youth networks. The health programme gained considerable momentum and adapted to the emerging needs of the NS. This was evident in the development of preparedness and response plans for avian flu, which was not a part of the 2006 plan. Information, education and communication materials for avian flu were also developed and distributed to all the IRCS state and union territory branches. Trained health staff at NHQ and state branches significantly contributed in project development and implementation, resulting in better project management in terms of conducting training at various levels, regular monitoring and submission of reports. Trained staff members were invited as resource persons by other organizations involved in the area of HIV/AIDS. The number of active (funding) consortium partners, districts and states implementing the HIV project has increased, with the British Red Cross and German Red Cross now funding HIV/AIDS projects bilaterally in the states of Uttar Pradesh and Maharashtra.

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The well acknowledged ‘public health in emergencies’ concept is preparing the state branches for any medical emergency in the state. Workshops have taken place in a few states and plans are now underway to replicate these in districts. In the Disaster Management programme, pre-positioning of DP stock and water purification units in regional warehouses proved useful. During the flood response and relief operations, around 14,000 family packs were quickly mobilized to 12 flood affected states and two water purification units provided safe drinking water needs for approximately 650,000 people. Requests from government departments, and public and private sector companies to train their employees on CBDP and first aid training provided a clear indication of the impact made, arising from measures to address disaster preparedness capacity building. Interagency assessment, response plans and operations reports were shared with the state government which assisted with planning for government disaster response. Connecting national disaster response teams with the state and district level teams speeded up emergency response at the local level. The database of trained volunteers and disaster response team members proved very useful in checking availability for immediate deployment during disasters. Disaster monitoring and communication between the IRCS NHQ and branches has improved significantly which was evident from the reporting of working advances by the state branches. After much advocacy for the need of added manpower, IRCS has recruited two more persons as DP and DMC coordinators under the DM programme, allowing for improved and effective coordination at the NHQ. Improved communication between IRCS NHQ and state branches is evident from the regular and timely monthly progress reports and disaster situation reports being received by the NHQ from the state branches.

Looking Ahead The year 2006 saw major successes in human resource (HR) issues. Bridging the HR gap resulted in a decrease in response time within the NS. The strategy for 2008-09 will be to make better and more effective use of HR and work towards improving staff skills. Induction courses organized on a regular basis helped to raise the profile of the NS. Increased trust from partner national societies towards the IRCS was visible with the revised consortium agreement and new members joining the body. The concept of disaster response teams at national, state and district levels has filtered down to the field and more states are looking forward to adopting it. Similarly the concept of public health in emergencies was also well received by the states.

For further information please contact: Indian Red Cross Society, Dr. S.P. Agarwal (Secretary General);

email: spagarwalsg@indianredcross.org; Telephone: +91 11 2371 6441/2 and 3; Fax: +91 11 2371 7454 Country Delegation in India: Mohamed Babiker (Head of Delegation); email: mohamed.babiker@ifrc.org;

Telephone: +91 11 2332 4203; Fax: +91 11 2332 4235 Federation South Asia Regional Delegation in India: Anitta Underlin (Head of Regional Delegation);

email: anitta.underlin@ifrc.org; Telephone: +91 11 2411 1125; Fax: +91 11 2411 1128 Federation Secretariat in Geneva (Asia Pacific Department): Hiroto Oyama (Regional Officer);

email: hiroto.oyama@ifrc.org; phone: +41 22 730 4273; Fax: +41 22 733 0395 or Gokce Balcik, Senior Assistant; email: gokce.balcik@ifrc.org, Telephone: +41 22 730 4429; Fax: +41 22 733 0395

To support or find out more about the Federation’s programmes or operations, click on www.ifrc.org

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Selected ParametersReporting Timeframe 2006/1­2006/12Budget Timeframe 2006/1­2007/12Appeal MAAIN001Budget APPEAL

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

MAAIN001 ­ INDIA

International Federation of Red Cross and Red Crescent Societies

I. Consolidated Response to Appeal

Health & Care DisasterManagement

HumanitarianValues

OrganisationalDevelopment

Coordination &Implementation TOTAL

A. Budget 2,116,535 8,843,245 1,088,181 59,872 12,107,832

B. Opening Balance 1,101,606 3,863,044 1,151,620 ­72,491 6,043,778

IncomeCash contributions

0.00 British Red Cross 299,498 299,498Finnish Red Cross 39,250 39,250Irish Red Cross Society 18,259 18,259Italian Red Cross 0 0Swedish Red Cross 153,990 725 154,715

0.00 C1. Cash contributions 172,249 338,748 725 511,722

Outstanding pledges (Revalued)1.00 British Red Cross ­181,444 ­181,444

OPEC Fund For International Developm ­18,500 ­18,500Swedish Red Cross 159,750 159,750

1.00 C2. Outstanding pledges (Revalued) 159,750 ­199,944 ­40,194

Reallocations (within appeal or from/to another appeal)2.00 British Red Cross 0 0

Canadian Red Cross Society 234,882 234,882Finnish Red Cross ­8,000 ­8,000Japanese Red Cross Society ­14,199 14,199 0Other 0 ­100,000 ­34,455 134,455 0Singapore Red Cross Society ­99,451 99,451 0Swedish Red Cross 0 0

2.00 C3. Reallocations (within appeal or ­113,650 240,532 ­34,455 134,455 226,882

Inkind PersonnelSwedish Red Cross 11,160 11,160C5. Inkind Personnel 11,160 11,160

C. Total Income = SUM(C1..C6) 218,349 379,335 ­34,455 152,828 716,057

D. Total Funding = B +C 1,319,955 4,242,379 1,117,165 80,336 6,759,835

II. Balance of Funds

Health & Care DisasterManagement

HumanitarianValues

OrganisationalDevelopment

Coordination &Implementation TOTAL

B. Opening Balance 1,101,606 3,863,044 1,151,620 ­72,491 6,043,778C. Income 218,349 379,335 ­34,455 152,828 716,057E. Expenditure ­473,240 ­1,251,700 ­230,966 ­71,182 ­2,027,088F. Closing Balance = (B + C + E) 846,715 2,990,679 886,199 9,154 4,732,747

Other IncomeMiscellaneous Income 6,487 6,487C6. Other Income 6,487 6,487

Prepared on 29/Mar/2007 Appeal report.rep Page 1 of 3

Selected ParametersReporting Timeframe 2006/1­2006/12Budget Timeframe 2006/1­2007/12Appeal MAAIN001Budget APPEAL

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

MAAIN001 ­ INDIA

International Federation of Red Cross and Red Crescent Societies

III. Budget Analysis / Breakdown of ExpenditureExpenditure

Account Groups BudgetHealth & Care Disaster

ManagementHumanitarian

ValuesOrganisationalDevelopment

Coordination &Implementation TOTAL

Variance

A B A ­ B

BUDGET (C) 2,116,535 8,843,245 1,088,181 59,872 12,107,832

SuppliesShelter ­ Relief 3,374,000 3,374,000Construction ­ Housing ­33 ­33 33Construction ­ Facilities/Infrastruc 17,237 17,237 ­17,237Construction Materials 1,112,547 61,972 61,972 1,050,575Clothing & textiles 30 8 11,607 11,615 ­11,585Food 156,683 21,026 21,026 135,656Seeds,Plants 30 14 14 16Water & Sanitation 225,939 70 73,947 74,017 151,922Medical & First Aid 17,019 17,019Teaching Materials 16,000 6,136 6,136 9,864Utensils & Tools 100 56 2 57 43Other Supplies & Services 1,016,148 30,850 345,827 376,677 639,471Total Supplies 5,918,495 52,024 510,559 6,136 568,718 5,349,777

Land, vehicles & equipmentLand & Buildings 10,390 10,390 ­10,390Vehicles 12,000 864 864 11,136Computers & Telecom 124,825 7,635 194 2,329 10,159 114,666Office/Household Furniture & Equipm. 1,870 ­3,234 ­1,364 1,364Others Machinery & Equipment 1,300 ­362 ­362 ­182 906 0 1,300Total Land, vehicles & equipment 138,125 ­362 19,533 876 1 20,048 118,077

Transport & StorageStorage 113,025 7,334 7,334 105,691Distribution & Monitoring 960 960 ­960Transport & Vehicle Costs 108,446 18,058 17,528 9,180 1,934 46,701 61,745Total Transport & Storage 221,471 18,058 25,823 9,180 1,934 54,995 166,476

Personnel ExpendituresDelegates Payroll 346,521 48,523 89,863 138,387 208,134Delegate Benefits 240,979 32,370 56,595 16,170 ­31,698 73,437 167,542Regionally Deployed Staff 3,079 3,079 ­3,079National Staff 738,905 91,993 139,239 68,811 17,169 317,213 421,692National Society Staff 643,091 116,236 39,569 25,435 181,240 461,851Consultants 137,335 286 9,048 5,609 14,943 122,392Total Personnel Expenditures 2,106,831 240,886 296,052 116,024 75,335 728,297 1,378,533

Workshops & TrainingWorkshops & Training 1,472,201 43,825 145,325 35,190 167 224,506 1,247,696Total Workshops & Training 1,472,201 43,825 145,325 35,190 167 224,506 1,247,696

General ExpenditureTravel 418,966 24,992 47,186 12,102 0 84,280 334,686Information & Public Relation 414,980 20,081 5,539 26,148 3 51,771 363,210Office Costs 397,243 6,410 14,991 1,592 65,199 88,193 309,050Communications 137,878 4,033 9,442 6,917 17,178 37,570 100,309Professional Fees 52,747 48 47 24,670 24,764 27,983Financial Charges 320 94 94 47 ­24,789 ­24,554 24,874Other General Expenses 29,810 57,050 57,512 28,445 ­95,535 47,471 ­17,661Total General Expenditure 1,451,946 112,659 134,813 75,298 ­13,275 309,495 1,142,450

DepreciationDepreciation 11,755 2,441 2,441 9,314Total Depreciation 11,755 2,441 2,441 9,314

Program SupportProgram Support 787,009 30,761 81,361 15,013 4,580 131,714 655,296

Prepared on 29/Mar/2007 Appeal report.rep Page 2 of 3

Selected ParametersReporting Timeframe 2006/1­2006/12Budget Timeframe 2006/1­2007/12Appeal MAAIN001Budget APPEAL

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

MAAIN001 ­ INDIA

International Federation of Red Cross and Red Crescent Societies

III. Budget Analysis / Breakdown of ExpenditureExpenditure

Account Groups BudgetHealth & Care Disaster

ManagementHumanitarian

ValuesOrganisationalDevelopment

Coordination &Implementation TOTAL

Variance

A B A ­ B

BUDGET (C) 2,116,535 8,843,245 1,088,181 59,872 12,107,832

Total Program Support 787,009 30,761 81,361 15,013 4,580 131,714 655,296

Operational ProvisionsOperational Provisions ­24,611 38,235 ­26,751 ­13,127 13,127Total Operational Provisions ­24,611 38,235 ­26,751 ­13,127 13,127

TOTAL EXPENDITURE (D) 12,107,832 473,240 1,251,700 230,966 71,182 2,027,088 10,080,744

VARIANCE (C ­ D) 1,643,295 7,591,545 857,214 ­11,310 10,080,744

Prepared on 29/Mar/2007 Appeal report.rep Page 3 of 3