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									                  BRITISH RED CROSS





                    Aries Code: 20280-150

                    FINAL REPORT

                         MAY 2012

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

Location:                Pakistan (countrywide)

Operating timeframe of   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

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
        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
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

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

       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

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                                           Activities planned
Sector: NFI
                                                  1.A. Procurement of emergency response / disaster
1.1 Supplement PRCS national stock holding to
                                                  preparedness stock: NFI kits x 5,000 families
enable pre-positioning of locally appropriate
stocks at 25 DM Cells enabling each to provide    1.B. Pre-positioning of emergency response / disaster
adequate NFIs for 200 HH in the event of an       preparedness stock
emergency (total 5,000 HH – 35,000 people).                                                             4
    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

                                 TENT, All Weather, 4x4, NON
          Family tent                                                               6,400

                                      LAMP, HURRICANE                              18,299

                            JERRYCAN, foldable, 20L, food grade
            Jerrycan                                                               11,100
                                   plastic, screw cap

           Stoves &
                                     STOVE, wood burner                            20,174

  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.
                           TARPAULINS, woven plastic, 4 x 6 m,
            Tarpaulin                                                               17,500
                                  white/white, piece

                                     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
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
        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 Gilgit-
        Baltistand 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
        households if solar lamps were chosen against adding to existing stocks of Hurricane
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

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                                            Activities planned
Sector: Logistics & management systems
                                                   2.A Procurement of Trucks for transportation of DP
                                                   Stocks during emergency (Hino rigid 6MT drop side
2.1 To ensure increased delivery capacity for
                                                   truck and Nissan 4x4 pick-up truck)
goods and services to 35,000 people and
accurate, timely monitoring of distributions       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

 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)

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                     Dates        Participants
                                        14 – 15
     DM programme review meeting                     Five DM managers and one secretary from AJK
1.                                      October,
     Islamabad                                       branch.
                                        21 – 25
     Branch disaster response team
                                        October,     26 participants from all over the province
2.   training (BDRT)
                                        2011         attended the training
     PRCS Gilgit- Baltistan branch

                                        28 – 30
     District disaster response team
                                        October,     26 participants attended the training from all
3.   training (DDRT)
                                        2011         over the district Hunza Nagar
     PRCS Hunza (DM cell)

                                        21 -27
                                                     21 participants attended the training from all
4.   National level PHAST training      January,
                                                     over the country
                                        9 - 13
     National water and sanitation
5.                                      January,     23 participants attended the training
     disaster response team training

                                          13 - 16
6.   Reporting in emergencies             December,   31 participants attended the training
                                          17 - 23
     National disaster response team
7.                                        February,   30 participants attended the training
     training (NDRT)

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

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.

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:

 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

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.

      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 sub-
          contracting 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
          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

  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)
          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
        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

       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                                         Activities planned
 Sector: CBDRR
                                                 3.A CBDRM sensitisation and awareness sessions
 12 vulnerable communities are introduced to
 resilience concepts and consulted regarding     3.B Formation of village committees
 PRCS disaster management planning in their
                                                 3.C CBDRM training for Village Committees
                                                 3.D Village Disaster Management Plans developed

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        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
Sindh                          earthquake.
                               Affected by 2010 floods, and was evacuated following the
               Khairpur        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
               Jhang           destroyed in the 2010 floods.
Punjab                         The 2010 floods affected 160,168 acres of cropped land and
               DG Khan         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
Gilgit                         glaciers- the largest in the world outside of the polar region.
Baltistan                      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
               Hunza-Nagar     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
Baluchistan    Ziarat
                               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
               Turbat &        Yemyin, damaging and destroying homes and villages across
               Noshki          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
               Lasbella &      storm originating from the Mediterranean, can cause heavy
               Gawadar         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

 Table 4: CBDRR Process completed under the DFID funded Project:

    Branch         DM cells      Community           Awareness           Village         CBDRM
                  supported      mobilization         sessions         committee        Trainings
                   by DFID        (1 x each                            formation

                 Gawadar,      Lasbella           Lasbella            Lasbella        Lasbella
 Baluchistan     Ziarat,       Ziarat             Ziarat              Ziarat          Ziarat
                 Lasbella,     Kech               Kech                Kech            Kech
                 Noshki,       Gawadar            Gawadar             Gawadar         Gawadar
                 Turbat        Noshki             Noshki              Noshki          Noshki

 Gilgit                                                                               Gilgit
                 Hunza         Hunza              Hunza               Gilgit
 Baltistan                                                                            Hunza
                 Gilgit        Gilgit             Gilgit              Hunza

                 Khairpur      Khairpur           Khairpur
  Sindh                                                               Khairpur        Khairpur
                 Tharparkar    Tharparkur         Tharparkur

 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.

 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
   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

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

    [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.
          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.

  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










                                        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
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.

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).

   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
   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.
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 man-
made 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.



       Item                         Project Targets                  PRCS Stock levels - DfiD funded items positioning          Project results

                                                       % of PRCS                                                                         % of PRCS
                                                         stock                                                                             stock
                                                      deficiency                                                                         deficiency
                                       Original       covered by                                                                          covered
                      PRCS Stock     procurement        project                                          Mirpur                          by project
                      deficiency        target          (target)   Isl     Kar      Haripur    Badin      Khas       Total outstanding    (actual)
Tents                        7499            5300            71%   1000     4400                  500       500       6400       -1100          85%
Hurricane Lamps             20550           20150            98%   4000     9424       6750                          20174         -24          98%
Jerry Cans                  11892           11100            93%           11100                                     11100           0          93%
Wood burning stoves         18699           18299            98%   1575     7299       9425                          18299           0          98%
Tarpaulins                  18272           17500            96%   5830     5830       5840                          17500           0          96%


                                                                    ITEMS RECEIVED FROM BRITISH RED CROSS

                                                                                     ISLAMABAD       KARACHI       HARIPUR         TOTAL          TOTAL
    Item group           PO Qty             SUPPLIER        Local/International         Actual        Actual        Actual        QUANTITY      QUANTITY       In Stock
                                                                                       received      received      received       RECEIVED     DISPATCHED
                             1,900   IMGC                          Local                       500          1400              0
Family tent*                 3,400   Haji Nizamuddin &             Local                     1500           1900              0         5300          1000
Hurricane Lamps            20,150    Haji Nizamuddin &             Local                     4000           9424         6750          20174             0
                                     Sons                                                                                                                    20,174
Jerrycan                   11,100    Kuehnel+Nagel              International                   0          11100              0        11100             0
Wood burning stove         18,299    IMGC                          Local                     1575           7299         9425          18299             0
Tarpaulin                  17,500    Kuehnel+Nagel              International                5830           5830         5840          17500             0
* Plus 1,100 tents procured by BRC and distributed by GRC

    Vehciles           Quantity          Delivery                     Remarks
Toyota Hilux 4X4                    Delivered on               Handedover to PRCS. GRN
D/C                                 24.11.2011                        attached
                                    01 trucks
                                                            Registration is in process by IFRC
Hino Trucks                       2 received by IFRC
                                                                       Fleet dept.
                                    on 20.02.2012

NDRT kits
    Items              Quantity             Delivery                       Remarks

                                 Delivered on             Received by IFRC DM team. GRN
NDRT kits           30 items
                                 27.02.2012                          attached.

                                                                           Tracking                                          OUT
Item group          Warehouse    Origin/Destination                                         Owner/Donor         Date
                                                                           number (CTN)
Family tent         Islamabad    Badin                                     PRCS-11-00005    British Red         08.09.2011
                    WH- PRCS                                                                Cross
                    NHQ Stocks                                                              British Red Cross Total                 -500
                                                                           PRCS-11-00005 Total                                      -500
                                 Badin Total                                                                                        -500
                                 Mirpur Khas                               PRCS-11-00005    British Red         08.09.2011          -190
                                                                                                                07.09.2011          -310
                                                                                            British Red Cross Total                 -500
                                                                           PRCS-11-00005 Total                                      -500
                                 Mirpur Khas Total                                                                                  -500
                    Islamabad WH- PRCS NHQ Stocks Total                                                                            -1000
Family tent Total                                                                                                                  -1000


                                                                        2011 Floods                                                           Replenishment /
             Item                        Project Targets                 Response                 2010 Floods Response                         Pre-positioning
                                                            % of PRCS
                                                           covered by
                                 PRCS       Original           DFID                                                                                   DFID % of
                                 Stock    procurement        project                                                                                    NFI's
                               deficiency    target          (target)     Sindh        Sindh    Punjab       KPK       GB         Total       DFID   replenished

    Tents*                     7,499     5,300                   71%          5,973 450         1,464      11,359     2,000   19,246      6,4006            33%
    Complete NFI
    Kits                       -         -                        0%                  35,107    22,377     23,439     2,000   80,923      -                  0%

    Stoves                     20,550    20,150                  98%          5,105                                           5,105       20,174          395%

    Jerry Cans                 11,892    11,100                  93%        13,489 15,818       2,990      9,350      30      41,647      11,100            27%

    Kitchen Sets               -         -                        0%          5,932 28,194      14,357     23,166             71,649      -                  0%

    Hurrican Lamps             18,699    18,299                  98%              0                                           -           18,299             0%

    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%
    Figures does not include ICRC
    * 1 tent per family
    ** 2 per family

    1,100 BRC procured tents were delivered and distributed directly in Badin and Thatta through the German Red Cross, December 2011
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

                                                       Seerani, Ahmed Rajo ,Kadi
  2             Allah abad            15-16 Jan 2012                                      Badin     371
                                                             Qazia ,Garro

  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

ANNEX 6: PRCS Plan of Action for DM Training programme

             BRC (DFID) supported DM Plan of Action (Jun, 2011 to Feb, 2012)

                                                          OCT       NOV        DEC     JAN   FEB


DM Programe Review Meeting
                                                       2nd week
National Disaster Response Team Training (Refresher)                                 2nd
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
Training on Disaster Management Reporting
                                                                  3rd week

ANNEX 7: PRCS NDRT Training Programme – 02/2012

                   5th "National Disaster Response Team" (NDRT) Training
                                                          17-23 February 2012
              Day 1                Day 2                  Day 3                   Day 4                      Day 5                 Day 6                                Day 7
            Fri 17 Feb           Sat 18 Feb             Sun 19 Feb              Mon 20 Feb                 Tue 21 Feb            Wed 22 Feb                           Thu 23 Feb
 08:00       Breakfast             Breakfast              Breakfast                Breakfast                 Breakfast                                                  Breakfast
 08:30                       Daily Review & Eval     Daily Review & Eval     Daily Review & Eval        Daily Review & Eval
          Official Welcome                                                                                                                                      Daily Review & Eval Session
                                   Session                 Session                 Session                    Session
                              Mission Finance and                                                    Humaintarin Diplomacy-
                                    HR- (MN)                                                         (SP)
                                                    Food & Non Food Aid        Volunteers in                                                                         Field Sim-ex
 09:00    Pre- Test- (ABK)   NDRT Mission           in emergiencies-(GG)     emergencies- (DAS)      Beneficiary                                                   Presentaiton (YM)
                             Breifing and TORs -
                                                                                                     communication- (KG)

                                                                                                                                    Field Simulation Exercise
                             Security in Relief     Shelter / Camp                                   Reporting and Operaitonal
         Inagural Session                                                    Planning and POA-
                             Operations- (AA)       Management (QA)                                  updates-(AF)
 10:00                                                                       (QA)                                                                               Facilitators Feed Back
               Break                 Break                  Break                    Break                     Break                                                       Break

                             NDRT Field                                      Beneficiary
         Basic DM Term                              WATSAN in                                        Handover of operaitonal                                     Participants feedback
 11:30                       equipment with                                  Seleciton and
         and Concept- (AN)                          emergencies- (NM)                                responsiblitites -(KW)                                      and Post Test (ABK)
                             IT/Telecom - (IL)                               Registraiton-(ABK)
         IFRC Global
         Mechanisms, in      Intorduction to                                 Relief Management
                                                    Health in emergencies-                           End of Mission Report-
 12:30   country Response    Sphere Standards -                              (Relief Distributuion
                                                    (IK)                                             (UK)
         structure and       (QA)                                            Plan) - (GG)
         PRCS Mandate-
         (UK)                                                                                                                                                   Closing Ceremony

                    Lunch                       Lunch                     Lunch                     Lunch                            Lunch                        Lunch
             Response Code of
             Conduct for
             Disaster Response        Response Spiral &
                                                               Restoring Family             Media Handling-
14:30        &                        Emergancy Need                                                                    Mission debriefing-(KW)
                                                               Links- (SK)                  (CD)
             Personel                 Assessment- (AAK)
             Preparendess -
                    Break                       Break                      Break                     Break                           Break
                                                                                            Coordination in
             NDRT Database &                                                                                                                             Free Evening / Departure
                                      Emergancy Need                                        Disaster Response/
             Trigger Factor,                                   Logistic in
                                      assessment                                            understanding               Field Sim-ex briefing (YM)
             Alert system and                                  Emergencies- (M)
                                      (Continue)                                            Cluster Approch-
             SOPs - (ABK)
                                            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

ANNEX 8: List of PRCS NDRT Participants


                                     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

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

ANNEX 9: Pictures taken from the PRCS PHAST Training, January 2012

             Community involvement in PHAST Methodology, Haripur

            Hygiene Awareness sessions with female groups, Haripur.

ANNEX 10: PRCS WATSAN Disaster Response Training, January 2012 – Participants details

                                                 Newabshah, Karachi

     Water & Sanitation Disaster Response Team WSDRT-Sindh : Final Evaluation 9th - 13th January 2012

                                                                                                                Knowledg                  Persona
                                                          Healthy                     Communi                     e on       Taking           l
                                               Attentiv   interacti        Positive    cation       Team         subject     initiativ    behavio      Field
                                               eness        ons            Attitude     skill      building      matter         es           ur        works        Total   % age   Recommendations
       Name of
       t            Designation   Branch       (1-10)         (1-10)        (1-10)        (1-10)       (1-10)       (1-10)       (1-10)       (1-10)       (1-10)
                                                                                                                                                                                    Recommended for
       Waheed                     Khairpur,
1                   Volunteers                 8          9            8              9            8            8            7            7            7            71       79     deployment within the
       Ali                        Sindh                                                                                                                                             District
                                                                                                                                                                                    Recommended for
       ImranUlla                  Khairpur,
2                   Volunteers                 8          8            8              8            7            7            7            7            6            66       73     deployment within the
       h                          Sindh                                                                                                                                             District
                                                                                                                                                                                    Recommended for
       HabibUll                   Khairpur,
3                   Volunteers                 7          8            8              8            7            6            6            8            7            65       72     deployment within the
       ah                         Sindh                                                                                                                                             District
                                                                                                                                                                                    Recommended for
       Kamran                     Badin,
4                   Volunteers                 7          7            7              7            6            6            7            7            6            60       67     deployment within the
       Ali                        Sindh                                                                                                                                             District
                                                                                                                                                                                    Recommended for
       Muhamm                     Badin,
5                   Volunteers                 7          6            8              7            6            5            7            8            7            61       68     deployment within the
       ad Aslam                   Sindh                                                                                                                                             District
                                                                                                                                                                                    Recommended for
       Muhamm                     Badin,
6                   Volunteers                 7          5            8              5            5            4            5            7            6            52       58     deployment within the
       ad Khan                    Sindh                                                                                                                                             District
                                                                                                                                                                                    Recommended for
       Sajid                      Mirpurkhas
7                   Volunteers                 8          7            7              6            7            4            4            8            5            56       62     deployment within the
       Sadiq                      , Sindh                                                                                                                                           District
8      Nahal        Volunteers                 7          6            8              5            6            3            5            7            6            53       59     Not Recommended
                                  , Sindh
                                                                                                                                                                                    Recommended for
       Anees                      Mirpurkhas
9                   Volunteers                 7          7            7              6            6            4            4            8            7            56       62     deployment within the
       Khan                       , Sindh                                                                                                                                           District
                                                                                                                                                                                    Recommended for
       Kamran                     Dadu,
10                  Volunteers                 6          7            8              5            5            3            5            7            6            52       58     deployment within the
       Ali                        Sindh                                                                                                                                             District
11     Damsaz       Volunteers                 6          6            7              4            5            4            4            8            7            51       57     Not Recommended
                                                                                                                                                                                    Recommended for
       Raheel                     Karachi,
12                  Volunteers                 7          5            8              6            6            5            5            7            5            54       60     deployment within
       Siddiqui                   Sindh
                                                                                                                                                                                    the District
       Khalil                     Karachi,                                                                                                                                          Recommended for
13                  Volunteers                 5          8            8              8            7            4            4            8            6            58       64
       Ahmad                      Sindh                                                                                                                                             deployment within

                                                                                      the District
14   Shahbaz    Volunteers              6   7   8   7   6   4   5   7   7   57   63   Not Recommended
15   Allaudin   Volunteers              6   5   7   4   5   3   4   7   6   47   52   Needs more training
                             h, Sindh
                                                                                      Recommended for
     Shuja ud                Nawabsha
16              Volunteers              6   6   8   7   7   4   5   7   7   57   63   deployment within
     Din                     h, Sindh
                                                                                      the District
                                                                                      Recommended for
     Farooq                  Thatha,
17              Volunteers              8   9   7   8   7   7   6   7   6   65   72   deployment within
     Khattak                 Sindh
                                                                                      the District
     Mudassa                                                                          Recommended for
18   r Ali      Volunteers   KPK        8   8   8   7   7   6   6   7   7   64   71   deployment within
     Shah                                                                             the District
                                                                                      Recommended for
19              Volunteers   KPK        9   8   9   8   8   7   5   8   5   67   74   deployment within
                                                                                      the District
                                                                                      Recommended for
20              Volunteers   KPK        8   7   8   6   7   5   3   7   7   58   64   deployment within
                                                                                      the District
                                                                                      Recommended for
21              Volunteers   KPK        7   8   7   8   7   5   4   7   6   59   66   deployment within
                                                                                      the District
                                                                                      Recommended for
22              Volunteers   Punjab     8   7   9   7   6   5   4   8   6   60   67   deployment within
                                                                                      the District

ANNEX 11: PRCS Reporting in Emergencies Participants list

  #     Names
  1     Mr. Akhtar Adil                                  DMM
  2     Mr. Shahid Hussain                               DMO
  3     Mr. Zainul Arfain                                DMO
  4     Mr. Muhammad Sajjad                        PMER Officer
  5     Mr. Essa Paryar                                  DMO
  6     Mr. Israr Abbasi               IT and Telecom Manager
  7     Mr. Shafiq Ahmad                              DMM GB
  8     Mr. Ghulam Muhammad                        DMO Astore
  9     Mr. Altaf Hussain                          DMO Skardu
 10     Mr. Ahmed Din                       DMO Hunza Nagar
 11     Mr. Mumtaz Hussain               Dist. Secretary Skardu
 12     Mr Pervaiz Ahmed                                PPO GB
 13     Mr. Ejazur Rehman                        DMO, Chitral
 14     Mr. Tariq Habib                          DMO, DIKhan
 15     Mr. Waheed Ullah                        DMO Lower Dir
 16     Mr. Shehryar Khan                             DMM
 17     Mr. Amjad Sohail                     Program Officer
 18     Mr Irfanullah                   DMO Mohmand Agency
 19     Mr. Agha Omer Bangulzai              DMM Balochistan
 20     Mr. Nizam-ud-Din                        DMO Noshki
 21     Mr. Abdul Aziz                         DMO Gwadar
 22     Mr. Bilal Ahmad                         DMO Turbat
 23     Mr. Ghulam Haider Lasi                 DMO Lasbela
 24     Mr. Mukhtar Qureshi                    DMO Neelum
 25     Ch. Muhammad Iqbal                      DMO Mirpur
 26     Mr. Ahsan Billah                       PMER Officer
 27     Mr. Usama Mashadi                             DMM
 28     Mr Abdul Rauf                       DMO Muzafargarh
 29     Mr. Sohail Akhtar                             DMO
 30     Mr. Abid Mehmood                              DMO
 31     Mr. Atif Khan                            DMO Bagh

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                    Session                               Content                                                             Notes
 9:30 am    Opening Ceremony                                                                     Asfia, Ubaid and   Ubaid to give opening address
10:30 am    Morning Tea                                                                                team
11:00 am    Designation move, Sessions
                                                                                                 Sadia, Asfia and
            Introduction, Pre Test and
            Introduction to RC RC DM
12:00 pm                                                                                            DM Team
 1:30 pm    Lunch Break
 2:15 pm    Energizer                                                                             Training Dept     shiraz
 2:30 pm    Disaster Response Tools                                                                 DM Team

                                         What is meant by Assessment
                                         When do we do Assessments?
                                         Why are Assessments important?
 3:00 pm    Assessments                  Types of Assessments in RC RC (PRCS)                       DM Team
                                         Different formats and their usage

 4:00 pm    Tea Break
                                         Problems Faced during Assessments and                    PMER with DM
 4:20 pm    Assessments
                                         recommendations to improve (interactive session)            Team
 4:50 pm    Feedback/close                                                                            PMER

Wednesday, 14 Dec 2011
  Time                    Session                                  Content                                           Notes
 9:15 am    Recap previous day/Presentation                                                     PMER, participants
                                              What is planning? Why is it important? Types of
                                              Planning, What is your role in planning? How to
 9:30 am    Planning                                                                                DM team
                                              plan in emergencies?
                                              Checklist for planning
10:45 am    Tea Break
11:00 am    Planning for emergencies                                                                DM team
 1:00 pm    Lunch
 2:00 pm    Energizer                                                                             Training Dept
 2:15 pm    Planning for emergencies          continued
                                              What is monitoring? Why is it important?
                                              Link to planning.
 3:15 pm    Introduction to Monitoring        What is your role in monitoring? Experience          Rabia, team
                                              Checklist for monitoring
 4:15 pm    Tea Break
                                              Problems faced during planning and monitoring      PMER with DM
 4:30 pm    General Session
                                              and recommendations                                   team
 5:00 pm    Feedback/close                                                                          PMER

Thursday, 15 Dec 2011
  Time                    Session                                  Content                                           Notes
 9:00 am    Recap previous day/presentation                                                     Participants/ PMER
 9:30 am    Introduction to Reporting         PMER Cycle
                                              What is Reporting?
                                              What is your role in reporting?                         PMER
                                              How to make good reports and what happens
                                              when we don’t report
10:45 am    Tea Break
11:00 am    How we work together              Reporting in Emergencies                                PMER

                                               GIS Intro
                                               Different Formats (explanation and exercises)
12:00 pm    Financial Reporting                What is the financial structure and requirements of     Qaswar and
                                               PRCS? How to report finances? What are the               Naseem
                                               problems? Experience sharing
 1:30 pm    Lunch
 2:15 pm    Energizer                                                                                  Training Dept
 2:30 pm    Reporting Exercises                Including PMER cycle elements                               PMER
 3:45 pm    Tea Break
 4:00 pm    Post Test and General Discussion   Problems faced during reporting and
 5:15 pm    Feedback and Closing

Friday, 16 Dec 2011
  Time                     Session                                  Content                                                               Notes
 9:00 am    Recap previous day                                                                       Participants/PMER
 9:30 am    Reporting in Emergencies           Experience sharing, Roles and Responsibilities                            Israr and Atif on preliminary floods
                                                                                                     Provincial PMERs,
                                               during emergencies, Reporting structure and                               assessment
                                               frequency (interactive session with working tea)
12:30 pm    Closing Ceremony and Lunch

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
                                                                  3rd week                                         all activities
Community Awareness Session                                                                                            under
                                                                  3rd week                                         sensitization
                                              Working within Communities

Formation of Village Committees                                   4th week
Signing of ToP with Communities                                   4th week
CBDRM training for Village Committees                                                                               Rs.35000
                                                                                               2nd week
Development of village DM plans                                                        nill

 DM Cell - Tharparkur

                                            Sensitisation Awareness Sessions

District Administration Awareness Session           4th week

Tehsil Awareness Session                            4th week

                                                                                                                  Rs. 55,000 for
Community Mobilization                                                                                             all activities
                                                                  3rd week
Community Awareness Session                                                                                            under
                                                                  3rd week                                         sensitization
                                              Working within Communities

Formation of Village Committees         4th week

Signing of ToP with Communities         4th week
CBDRM training for Village Committees              2nd    3rd     Rs.35000
                                                   week   week
Development of village DM plans                            nill


                        BRC DFID Finance BREAKDOWN            Budget      Actuals     % of total spend
                                                              £           £
A. Supplies             Tents                                 1,297,440   1,479,722               59.14
                        Tarpaulins                              142,152     148,354                5.93
                        Jerry cans                               27,952      28,706                1.15
                        Hurrican Lamps                           72,360      43,790                1.75
                        Wood Burning Stoves                     219,381     220,379                8.81
                        CBDRR                                     9,936      13,368                0.53
                              Sum A Supplies & Materials      1,769,222   1,934,320               77.31

B. Logistics            Procurement                            159,940     152,274
                        Transport                               91,109      78,599
                        Storgage                                95,040      88,823
                        System Support                           5,760           0
                                           Sum B Logistics     351,848     319,696                12.78

C. Personnel            Personnel                              148,270     143,490
                        M&E                                     25,000       1,779
                                           Sum C. Personnel    173,270     145,269                 5.81

D. Personnel Support    PRCS training & Review meeting          42,480      41,743                 1.67

F. Management Support   Agency overhead                        163,577      61,157                 2.44

                                                      Total   2,500,398   2,502,185              100.00

DFID Breakdown          Units                                 Budget      Estimate    Variance
                        Population total                        35,000       35,000
     Project Target
                        Families total                           5,000        5,000

                        Per Family                                 500         500               100%
     Unit Costings
                        Per Person                                  71          71               100%

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%

ANNEX 16: BRC Procurement Competitive Price Summary
(Yellow lines indicate selected suppliers)
All Transport Cost to Islamabad                 Exchange    1.6 USD - 1
DFID grant (GBP)                1,800,736            rate      GBP

                                                             Quantity     Unit Cost     Unit Cost      TRANSPORT    TRANSPORT
                      LEAD TIMES              ORIGIN          (pcs)        (USD)         (GBP)           (USD)        (GBP)           Total Cost (GBP)
Tarpaulin                                                         17472
Reltex - x-China      5 WEEKS                 CHINA                             12.72           7.95         9500                              138902.4
 Alpinter / Nizam -   10760 pcs available /   PAKISTAN /
x -Pakistan           5 WEEKS                 CHINA                              21.4        13.375                             inc             233,688
IFRC                                                                                           9.65          9500                               168,605
IMGC                  7 WEEKS                 PAKISTAN                          19.95         12.47                             inc             217,854
Jerry Cans                                                        11100
Tri-Med               4 - 5 WEEKS             GERMANY                                          2.47                        1,977                 29,394
IMGC                  6 - 7 WEEKS             TAIWAN                              4.9        3.0625                           inc                33,994
Tents                                                              5200
Shikh Noor-ud - Din
& Sons                6 - 7 WEEKS             PAKISTAN                           385        240.625                             inc           1,251,250
IMGC                  5 - 6 WEEKS             PAKISTAN             1900          364          227.5                             inc             432,250
                                              PAKISTAN /
IFRC                  5 - 6 WEEKS             KL RLU                                            260                       11,000              1,352,000
Alpinter / Nizam      5 - 6 WEEKS             PAKISTAN             1900          378         236.25                           inc               448,875
TNT                   6 -7 WEEKS              PAKISTAN                           397        248.125                          Iinc             1,290,250
                      OLD SPEC
                      IMMEDIATELY IN
Alpinter / Nizam      PAKISTAN                                     1400          373        233.125                          inc                326,375
Hurricane Lamps                                                   20150
Alpinter / Nizam      3   -   4   WEEKS       PAKISTAN                            3.4         2.125                           inc                42,819
TNT                   3   -   4   WEEKS       CHINA                              4.75       2.96875                          inc                 59,820
IFRC                  3   -   4   WEEKS       PAKISTAN                                         3.72                          inc                 74,958
IMGC                  3   -   4   WEEKS       PAKISTAN                           3.95       2.46875                          inc                 49,745
Wood Burning
Stove                                                             18299
TNT                   3 - 4 WEEKS             CHINA                             26.85      16.78125                          inc                307,080
IFRC                  3-4 WEEKS               PAKISTAN                                        12.64                          inc                231,299
Alpinter              3-4 WEEKS               PAKISTAN                             30         18.75                          inc                343,106
IMGC                  3-4 WEEKS               PAKISTAN                          18.95      11.84375                          inc                216,729


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