Pakistan MAAPK002 - Annual Report 2011
This report covers the period 1 January to 31 December 2011
Programme outcome
To increase and maintain Pakistan Red Crescent Society’s (PRCS) preparedness and response capacity to ensure 35,000 people have access to goods, services and support in the days following a natural disaster, and to initiate community-based disaster risk reduction (CBDRR) sensitisation in 12 vulnerable districts in support of PRCS community resilience approach to disaster management.
Programme(s) summary
The International Federation of Red Cross and Red Crescent Societies (IFRC) revised the Pakistan 2011 country plan. The revision of the plan saw a scaling-up of support for the PRCS disaster management programme, while scaling down in the areas of organisational development and coordination. The health and humanitarian values programmes were also closed in 2011.
The reasoning behind this was the prioritisation of efforts in the 2005 earthquake and Cyclone Yemyin operations, both of which were closed by 31 December 2011. In addition to the 2010 monsoon floods, Pakistan was hit with another flood, this time in Sindh province. A new emergency appeal was launched in September 2011 to assist some 105,000 people for six months. All efforts was focused on the two flood operations.
In line with PRCS’s Strategy 2015, under the disaster management programme, a proposed CBDRR project was developed, which focused on community and organisational preparedness. Following the key directions of the PRCS five-year strategy, the project was to support 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 man-made disasters which can lead to internal displaced people (IDP) scenarios.
The disaster management programme looked to address localised disaster risk and limited response capabilities identified above by promoting the role of disaster management cells to foster a community-centred approach to building resilience.
PRCS national preparedness and response capacity was developed with a focus on decentralised pre-positioned stock to 25 nationwide disaster management cells situated in close proximity to vulnerable communities. To ensure that 35,000 people have access to goods, services and support in the immediate days following a disaster, PRCS have the manpower capacity and sufficient emergency supplies for 200 households at each location.