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DEVELOPMENT OPERATIONAL PLAN
TEMPLATE
For projects run by IFRC secretariat offices worldwide
DOCUMENT INFORMATION
Version number 1
Individual responsible for this draft: Mazin Salloom at 10 October 2013
INTERVENTION INFORMATION
Implementing Secretariat body;
IFRC YEMEN
Host National Society:
Yemen Red Crescent Society
Expected start date:
January 1 st 2014
Project Manager: Mazin Salloom
Geographical coverage
YEMEN
Type of intervention
(sector/area): Health, Disaster
Management (DM), Protection
Expected duration:
Number of people to be
12 months
reached: 180,000
Project Code:
Budget: 500,851 CHF
PYE006
PYE014
PYE100
PYE162
PYE403
Partner National Societies: Danish RC, French RC, German RC, Norwegian RC
Other partner organisations: UN Agencies (UNCHR, UNDP, UNICEF), WFP, INGOs, OXFAM, IOM.
Additional support from country representatives/embassies is being pursued (Japanese, French).
1. Executive Summary
Yemen is often at the bottom of the list of countries set by international agencies, mainly due to issues
related with poverty levels, health, nutrition and gender balance. Statistics generated by WFP, WHO,
Global Gender Report, UNICEF all confirm that the need for service provision is urgent. Poverty rates may
be the prevailing indicator, yet this permeates every aspect of life for Yemeni people. If services are
available, their access is limited.
According to OCHA reports (see statistics below) more than half of the Yemeni population is affected and
is in immediate need of services. The current government is unable to provide basic services to those in
need. It is therefore critical that organizations, specifically local national organizations mitigate the
consequences.
The YRCS has established itself as a national organization, working within the framework of the principles
of the Red Cross/Red Crescent Movement. As such its basic mandate is to provide essential services to
the most vulnerable. The YRCS must, in every instance, complement the services provided by official
government sources, and whenever possible, fill the gaps in essential service provision.
The approach is community-based, thus participation of the community is crucial in identifying the needs,
planning, implementation and quality control (Monitoring & Evaluation).
The role of the Federation transcends the project level and seeks to ensure that the YRCS is:
1. sufficiently supported so that staff & volunteers can work efficiently & effectively to provide much
needed services to the most vulnerable within the Yemeni population
2. able to work together with the RC/RC Movement partners to maximize the outcomes of the
interventions
3. coordinates with other local & international organizations in the provision of services

2. Background
The Republic of Yemen is situated in the strategic further South-Western tip of the Arabian Peninsula and
is inhabited by approximately 24 million people. It is considered the poorest country in the region and
faces major development and economic challenges due to the accumulation of armed conflict, political
and civil unrest, dwindling resources including water and food, and food insecurity. All these factors affect
the wellbeing and health of the people and particularly those in disaster and conflict prone areas.
In March, 2013, a national dialogue started with great momentum and support from international
community which represented a nationwide reconciliation platform to reach a common understanding
between all communities of Yemen population on all critical issues facing the country. The outcomes of
this National Dialogue Conference (NDC), which continued for six month, are expected to be announced
by the end of October 2013. Great expectations are linked to this NDC as it will shape the future of the
country based on political and economic adjustments which might entail rearrangement of administrative
divisions. These measures will also have an impact on humanitarian and development interventions.
Population of Yemen: 23,852,409 [fertility rate of 4.21% (WHO)
The programme will be implemented throughout Yemen. Focus will be on areas with very high poverty
levels and consequently access or availability of basic services including health; WATSAN/hygiene,
nutrition, protection etc. require critical interventions. Efforts will also be taken to target the specific needs
of Returnees & IDPs. In addition, high-risk areas prone to man-made disasters will also be targeted.
See country map & Table below for a summary of overall humanitarian needs
YEMEN: HUMANITARIAN DASHBOARD (OCHA - As of 27 Aug 2013)
13.1 M
AFFECTED
POPULATION
10.5 M
FOOD INSECURE
PEOPLE
1M
OVERALL ACUTE
MALNUTRITION
255,000
SEVERE ACUTE
MALNUTRITION CASES
6.4M
WITHOUT HEALTH
SERVICES
7.1 M
IN CRITICAL WATER
SITUATION
306,027
INTERNALLY
DISPLACED
232,931
RETURNEES
2.1. Initial assessment
In 2013, the United Nations classified the situation in Yemen “one of the world‘s major humanitarian crises,
with more than half of the population affected and a third targeted for humanitarian aid due to its high
vulnerability to natural and human-made disasters”. 1
According to the 2013 UNDP Human Development category, Yemen is positioned at 160 out of 187
countries. 2 Thirteen million people do not have access to safe water and sanitation, 10.5 million are food
insecure, over 300,000 are internally displaced.90, 000 children do not have access to education.
1 OCHA Yemen, July 2013
2

Children are a particularly vulnerable. According to the UNFPA 2010 estimates, almost 48% of the
population is comprised of children under the age of 8. Almost 1 million Yemeni girls and boys under 5 are
suffering from acute malnutrition, of which more than 255,000 have life-threatening severe acute
malnutrition. 3 Apart from disease, children continue to be subjected to and/or exposed to violence in their
homes & communities. In a recent article, the UN Humanitarian Coordinator commented on the particular
vulnerability of children stating that “Women and girls are exposed to gender-based violence, and children
are being recruited by armed groups.” 4
Yemen continues to rank last among 135 countries for women’s progress in the economy, education,
health, and politics, according to the World Economic Forum’s 2012 Global Gender Gap Report. The total
adult literacy rate in Yemen is 55%, yet the disparity between males & females is staggering, with women’s
literacy rate at 30% compared to men at 70%. 5
Problems faced by the rural poor caused by an inter-related chain of inadequate and inaccessible health
services, safe water and education is compounded by poor overall livelihood and health conditions and the
on-going conflict in Yemen.
2.2. Situation analysis
The Yemen Red Crescent Society (YRCS) was established in 1970 and was recognized as a member of
the International Red Cross and Red Crescent Movement in 1982. It currently has its headquarters in the
capital Sana’a, and a network of 19 branches throughout Yemen with 11,000 volunteers, 3500 members
and over 300 employees. YRCS Governance is composed of a President, Secretary General, General
Assembly and a board. YRCS has recently updated its statutes in accordance with minimum standards of
the IFRC.
With its partners, the YRCS is currently implementing programmes throughout Yemen and providing
services to alleviate the suffering of the most vulnerable. The YRCS priority areas are health, WatSan,
disaster preparedness/risk reduction and Disaster Management and poverty alleviation.
YRCS works closely with Movement partners in Yemen, including IFRC, ICRC, Danish RC, Norwegian RC,
Swedish RC, French RC, German RC and United Arab Emirates RC & Saudi Red Crescent. YRCS has
cooperation agreements with governmental entities including the Ministry of Water and Environment,
Ministry of Health, Ministry of Education, National Disaster Management Unit, Civil Defence General
Directorate, Ministry of interior, the Directorate of Environmental Emergencies and Disasters.
The IFRC Delegation in Yemen is located in the Yemen Red Crescent Society (YRCS) HQ in Sana’a. The
delegation consists of six staff: two delegates (country representative + support delegate) & four local staff
(Finance Manager, Finance/Admin Officer, Reporting/Admin Coordinator and Driver/General Service).
IFRC has a status agreement in the country and has integration agreements with participating NSs of
Denmark, Germany and Norway.
The IFRC is providing support to YRCS in Health and Care (H/C) with focus on community based health,
Organizational Development/Capacity Building (OD/CB) and Disaster Management (DM) including disaster
response and preparedness capacity enhancement. The support is designed to strengthen the YRCS in
terms of strategic, organizational and technical capabilities. Currently, the main donors of the IFRC in
Yemen are Norwegian RC, Danish RC, Saudi Red Crescent and DFID. The IFRC plays a key role in
supporting coordination and exchanging of information among partners to ensure synchronized support to
the YRCS.
2.3. Problem analysis
The Development Operational Plan for 2014 will be a continuation of previous year’s efforts to build the
capacity of Yemen Red Crescent (YRCS) to efficiently perform its mandate in providing services to the
most vulnerable as an auxiliary to the public authorities. The role of YRCS is becoming more important as
a national key player in providing humanitarian assistance due to on-going civil unrest and frequent natural
2 UNDP, Human Development Report 2013
3 Ibid
4 UN Humanitarian Coordinator in Yemen, Mr. Ismail Ould Cheikh Ahmed, May 2013
5 World Economic Forum, Global Gender Gap 2012
3

disaster affecting local communities in remote areas with little or no access to health and public services.
The YRCS with its expanded network of 19 branches and sub-branches and motivated volunteers and staff
members has always been a major national player in providing humanitarian assistance. But as the needs
of target communities are on the rise, the NS has to cope with all new developments and raise it
capabilities to respond to urgent needs especially those related with natural disasters and internal
displacement. One of the major problems that the NS has already started addressing is the food insecurity
in most parts of the country. It is highly expected the food insecurity problem will aggravate in the near
future and the NS might possibly launch emergency operations at a larger scale to tackle the issue. The
WFP already showed readiness to support the NS to target malnutrition of children who are under 5 years
old in coastal governorates of Yemen based on previous successful collaborative operations.
2.4. Analysis of solutions (development and selection of objectives)
The objectives set for 2014 focus on addressing the most critical issues affecting Yemen (as outlined
above). To achieve this, it is imperative that the YRCS establish itself as a well-functioning national society,
working within the framework of the movement’s Fundamental Principles and creating a culture of high
standards of ethics, performance and accountability. Actions aim to strengthen the NS by supporting
efforts to establish and maintain governance systems, policies & processes at all levels at HQ and in the
branches. The IFRC will continue to support efforts to finalize and ratify the YRCS strategy and
disseminate the society’s direction for 2015-18 at HQ & in the branches. Increasing emphasis on DM which
has been identified as a priority area by the NS and where IFRC has developed extensive expertise. This
aims is to reduce risks inherent in natural and human-made disasters by enhancing preparedness,
effectuating an effective response when a crisis occurs and provision of necessary services in the
aftermath of a crisis & in the short-term recovery period. Particular emphasis will be placed on vulnerable
groups, including children, women, the elderly, people with disabilities who are living in areas s that have
little or no access to services & resources. By adopting a community-based approach, and working to
provide a holistic response, especially in emergencies, the community will increase awareness of
protective mechanisms and resiliency of individuals and communities will be enhanced with increasing
sustainability. Attention will be given to cross-cutting issues, and the YRCS will be supported in
incorporating gender considerations across all programmes & ensure that these are reflected operationally.
Activities will also focus on developing and establishing coordination mechanisms and mobilizing
stakeholders on a local, regional and national level to be able to provide a timely and effective response to
the critical needs of most affected peoples, and working to ensure that these meet international standards.
In addition, support will be provided to the NS to develop the necessary tools so ensure that quality of
service provision is systematically measured & maintained.
Target population and their participation
As described above, Yemen is a country facing ongoing challenges, accentuated by the unstable political
situation. All programmes will strive to target the most affected population. Children, women and
individuals with special needs have been identified as particularly vulnerable groups, and thus much of
the community-based health programs will focus on mother-child health, and the health of children under
five years of age in an attempt to reduce the downward trend in reaching the millennium goals set for
Yemen. As part of overall health and well-being, a psychosocial component will be integrated & gender
will be a crosscutting component at the programme level.
Programmes are developed using a participatory approach and will address the needs that have been
identified by the communities themselves. In this way individuals and communities will take ownership
from the onset, and play an active rather than passive role in planning, implementation and evaluating the
outcomes of the interventions.
The community-based approach is also central in disaster preparedness, response & recovery and focus
is placed on developing the capacity of not only YRCS HQ, who will ultimately coordinate the response,
but also working at the branch level with volunteers and stakeholders to establish coordination
mechanisms that would ensure a quick, flexible & effective response in times of emergencies.
4

Coordination
The IFRC Yemen Office is taking a lead role in coordinating various interventions in line with the
Federation Strategy 2020 to ensure efficient building up of NS capacities and implementation of
programmes. Periodical coordination meetings will be held regularly consisting of all RC/RC Movement
components including YRCS, PNS, ICRC, and IFRC. Meetings shed light on on-going programme
progress, challenges and constraints faced, in order to explore the best ways to overcome them and find
best solution. One great benefit of these meeting is to ensure collaborative efforts to maximize l impact
and outcome of intervention and avoid any kind of duplications related to activities and places being
targeted.
Coordination is also carried out through communication, continuous follow up with the Head of main
departments at HQ and field visits whenever possible. This will speed up the implementation of plans, to
identify emerging challenges and constraints, and work collaboratively to find efficient and timely
solutions. The NS is also encouraged to submit periodical reports on programme implementation and
emergency operation based on planned objectives and project proposals.
3. Summary of the project design (logical framework)
BUSINESS LINE 1: “To raise humanitarian standards”
OBJECTIVES INDICATORS MEANS OF ASSUMPTIONS
VERIFICATION
[Goal:] To increase YRCS access and influence with vulnerable men, women, boys and
girls while also ensuring maximum humanitarian space for its role and actions based on
the Fundamental Principles of the RC/RC Movement through humanitarian diplomacy
.
Outcome 1: YRCS delivers effective provision of humanitarian and social services to the
most vulnerable people and communities in Yemen
Output 1.1
Dialogue with the NS and
movement partners in Yemen is
maintained in order to enhance
1.1 # of
coordination
meetings
conducted with
the respect and adherence of the NS and
• Meeting minutes
the Fundamental Principles PNs’ focusing
• Attendance
throughout all actions.
on the
records
Movement-wide
initiative on
Fundamental
Principles
Output 1.2
YRCS is guided on the use of
FDRS and creates a profile
which highlights the capacity
and core competencies of the
NS, outlines its services and
identifies the gaps. This
information medium is shared in
real-time with partners,
movement members and
donors.
Target:30
1.2a # of
documents
uploaded
through FRDS:
strategic plans,
financial
statements &
annual reports
Target: 4
1.2b # of data
uploaded on
FDRS as key
performance
indicators.
Target: 7
• Updates available
on YRCS profile
• Data on at least
one Key
performance
indicators updated
on the website
5

Output 1.3
YRCS volunteers and staff
having essential competences to
save lives and change minds,
and performing specific roles in
national societies.
1.3a # of
branches and
volunteers and
staff involved in
learning
participating in
the learning
platform
Target: 1
BUSINESS LINE 2: “To grow Red Cross Red Crescent services for vulnerable people”
OBJECTIVES INDICATORS MEANS OF ASSUMPTIONS
VERIFICATION
[Goal:] To increase the awareness of the YRCS to focus on its goal of providing
humanitarian services to the most vulnerable people and also increase the efficiency of
the work of the NS in coordination and support of the international RC/RC Movement to
ensure the best support for communities affected by disasters and crises.
Outcome 2: (Disaster Management –DM- Processes)
YRCS’ has improved capacities to predict, prepare and plan for disasters and to mitigate
their impact on vulnerable communities, is improved
Output 2.1 YRCS has solid DM
Plan in place (including risk
2.1a # of branches
which have
• List of DM
assets
reduction, preparedness, disaster response
assets/tools
response, recovery) and is able
Target: 3
to respond effectively and
proficiently to the natural and
man-made disasters and crises
• Evaluation
Reports of
in Yemen.
interventions
2.1b % of YRCS
DM interventions
using
standardized
regional response
assets
Target: 100%
2.1c # of
Contingency
Plans developed
& disseminated to
all stakeholders
Target:
• Contingency
Plan is
distributed +
attendance
sheets at
dissemination
sessions
2.1.d % of
emergency
operations
developed using a
beneficiary
participation
/communication
Approaches
Target: 100%
• Meeting
reports
• Activity reports
on cashedbased
programmes
(narrative,
financial &
evaluations)
6

OBJECTIVES INDICATORS MEANS OF
VERIFICATION
2.1 e % of • Segregated
interventions statistic on
providing
activity
emergency
participants
shelters
Target: TBD
ASSUMPTIONS
2.1f # of
interventions
targeting migrant
and/or displaced
population alone
or in partnership
with others
Target: TBD
2.1.g # of IFRC
emergency
appeals that
contain
appropriate cashbased
programming
Target: TBD
• Emergency
contingency
plans
• Emergency
budget
• Activity reports
(narrative,
financial &
evaluations)
2.1h % of
emergency
operations that
are gender and
diversity sensitive.
Target: 100%
2.1i % of
emergency
operations that
have mechanisms
in place to
address violence
in disasters.
Target: 100%
2.1j #of EAs that
include a budget
provision of 10%
or greater for
DP/DRR related
activities
Target: TBD
7

OBJECTIVES INDICATORS MEANS OF
VERIFICATION
2.1k # of
emergency health
services/including
PSP provided to
disaster/crisis
affected
population.
Target: TBD
Output 2.2 YRCS further 2.2a % coverage • EA Updates &
develop DM systems aligned to of Emergency financial
the Red Cross Red Crescent Appeals opened in reports
global disaster management the reporting year
system
Target: 80%
ASSUMPTIONS
Output 2.3 Sound operational
security management structures
and procedures are established
and operating effectively,
ensuring that IFRC operations
and National Societies have
good security awareness and are
able to react to changing
situations and circumstances in a
timely manner.
2.2b % of events
where RDRT/RIT
resources were
used.
Target: TBD
2.2c # of people
planned to be
reached by
international
emergency
response
operations
Target: TBD
2.2e % of
international
disaster
operations with a
Humanitarian
Diplomacy
component
budgeted for and
implemented at
onset of crisis.
Target: 100%
2.3a: %
compliance with
MSR in IFRC
operations.
Target: 100%
2.3b: # of requests
for support by
National Societies
in developing
internal security
policies, a security
framework and
• Activity reports
(narrative,
financial
&evaluations)
• Assessment
reports
• Activity reports
(narrative,
financial &
evaluations)
• HD Action
plans &
activity reports
• Activity reports
(narrative,
financial &
evaluations)
• Request
support
for
8

OBJECTIVES INDICATORS MEANS OF
VERIFICATION
implementation of
MSR.
Target: 1
ASSUMPTIONS
2.3c: # of
operational
planning task
forces attended
and plans/appeals
that include
security
consideration
Target: TBD
• Minutes of
task force
meeting &
action plans
BUSINESS LINE 3: “To strengthen the specific Red Cross Red Crescent contribution to
development”
OBJECTIVES INDICATORS MEANS OF ASSUMPTIONS
VERIFICATION
[Goal:] To enhance YRCS capacities and structures for more effective management and
service delivery functions in order to meet the needs of vulnerable households and
communities
Outcome 3a: Strengthen Organizational Development (OD) at all levels of the YRCS and
work to improve structures and systems that will enhance service delivery to meet the
needs of vulnerable households and communities
Output 3a.1 Increased and
improved YRCS action for
3.1a # of crosssectorial
• Activity reports
(narrative,
longer-term sustainable
development.
initiatives or
framework 6
developed that
financial
evaluations)
&
focus on holistic
and integrated
programming in
the reporting year
• Activity reports
(narrative,
financial &
evaluations)
Target: 1
3.1b #
community-health
programmes
supported using
Community
Based Health and
First Aid (CBHFA)
approach to
strengthen
community
resilience.
Target: 1-2
• Training
curriculum,
attendance
sheets
evaluations
&
• Programme
documents,
activity reports
and
evaluations
• Activity
reports,
including
6 For example the revision of the community safety and resilience framework
9

3.1c # first aid
trainings
matching
international
standards
(national and
branches).
Target: TBD
segregated
statistics and
evaluation)
Output 3a.2 Initiatives
established that aim to heal
divisions within and among
communities in Yemen
3.1d # community
preparedness
and risk reduction
programmes (any
DRR, food
security, nutrition,
livelihood, climate
change
adaptation, or
climate change
mitigation
activities)
Target: TBD
3.1e # of
beneficiaries
reached (Direct
and Indirect)
through
community
preparedness and
risk reduction
programmes
(DRR, food
security, nutrition,
livelihood, climate
change
adaptation, and
climate change
mitigation
activities)
Target: TBD
3.2a # of
dedicated
initiatives to
reduce
discrimination,
social exclusion
and prevent
violence and
xenophobia
Target: 1
• Situation
reports on
instances of
discrimination,
social
exclusion etc.
• Activity reports
10

Output 3a.3 YRCS strengthens
their capacities to provide
sustainable services to
vulnerable people, thereby
contributing towards the strength
of the IFRC and civil society.
Output 3a.4 YRCS strategy on
recruitment and retention of
volunteers is developed
Output 3a.5 Engagement of
young people at all levels and
in all services in National
Societies increased.
3.2b # of
programmes using
Youth as Agents
for Behavioral
Change (YABC)
initiative to
promote social
inclusion and a
culture of
nonviolence and
peace through
community
outreach
Target: 1
3.3b # of
consultations with
NS leadership and
management
(HQ/branch) on
how to strengthen
capacities to work
with communities.
Target: 1
3.4a # of people
volunteering time
in YRCS
Target: 12,000
3.4b # branches
with effective 7
volunteer
management
systems in place.
Target:1
3.5b # of branches
that have adapted
youth engagement
policy and/or
strategy.
Target: 1
• YABC
Programme
Activity reports
• TBD based on
intervention
• Volunteer data
base
• YRCS
Volunteer
policies &
procedures in
place
• Personnel
records are up
to date
• Branch
volunteer
policy &
procedures
documents in
place
Outcome 3b: YRCS is able to plan, implement and monitor activities based on their
Strategy 2014-2019
Output 3b.1 YRCS is supported # YRCS strategic
in developing a strategic plan of plan developed.
• Strategic plan
action which fulfills the
Target: 1
is available
potentials, capacities and needs
of the NS and reflects the
• Attendance
direction and priorities of
sheets
humanitarian services provided
to those in need.
7 Effective volunteer management” as defined after the completion of the Global Review on Volunteering
11

Outcome 3c: Communities’ capacities/ abilities to respond to health issues and injuries
during emergencies and when disaster strikes as well as normal times are increased and
consolidated through the community based Health and first aid program (CBHFA)
Output 3c.1 Communities’
knowledge, awareness and
practice in the prevention of
communicable and noncommunicable
diseases are
improved.
# of communities
engaged in
awareness raising
on communicable
and noncommunicable
diseases
Target: 3
• Activity reports
and reports
from the local
health
services
Output 3c.2 Increased first aid
knowledge and practice at
individual, household and
community level.
Output 3c.3 Targeted
communities supported to
develop epidemic preparedness
plans and to implement basic
mitigation activities
# of branches
with increased
First Aid
capacity
Target: 6
# of branches
involved in
epidemic
preparedness
Target: TBD
• Activity reports
and reports from
the local health
services
• Activity reports
and reports from
the local
partners
Outcome 3d (PSP) Improved Psycho-social services are provided in selected localities
Output 3d.1
YRCS staff & volunteers are
trained in PS First Aid and are
able to provide 1 st level services
to affected people
Output 3d.2
PS support services are
integrated in YRCS
programmes
Outcome 3e (Gender & GBV)
NS staff & volunteers are
sensitized to GBV and
protective mechanisms are
developed
Output 3e.1
Gender is integrated as a
cross-cutting component in all
programmes and OD/CB
processes
# of YRCS staff
and volunteers
with capacities
in PSP
Target: 50
# of
programmes
that include PSP
component
Target: 4
% increase in
YRCS staff and
volunteers with
knowledge of
basics of
Gender & GBV
Target: 20%
# of Programme
documents that
include Gender
considerations
Target: 100%
Training reports
(content,
attendance
sheets,
evaluations)
Activity reports
(content,
attendance
sheets,
evaluations)
Training reports
(content,
attendance
sheets,
evaluations)
• Programme
documents
• Activity reports
12

BUSINESS LINE 4: “To heighten Red Cross Red Crescent influence and support for our work”
OBJECTIVES INDICATORS MEANS OF ASSUMPTIONS
VERIFICATION
[Goal:] Scaling up community based health working together with Operational Alliance
Partners
Outcome 4: IFRC and National Societies are respected and recognized as neutral, impartial
humanitarian actors and have a distinctive voice which influences and improves policy and
legislation affecting vulnerability.
Output 4.1 Mandate of the
YRCS is promoted & supported
Output 4.2 Resource
mobilization capacities and
efforts are scaled up to inspire
more reliable contributions to the
Red Cross Red Crescent.
4.1 a # initiatives
receiving YRCS
support for its
mandate
Target: TBD
4.2a % of annual
coverage of
approved
budgets for
development
programmes
supported
through IFRC
Secretariat
Target: 80%
4.2b % of annual
overage of
funding outlooks
for development
programmes
supported
through IFRC
Secretariat
Target: 80%
4.2c # of
external donors
providing funding
through the
IFRC Secretariat
Target: 1
4.2d of share of
total income
from external
donors providing
funding through
the IFRC
Secretariat
Target: 40%
• Activity reports
• IFRC annual
country reports
• IFRC annual
country reports
• IFRC annual
country reports
• Reports to back
donors
• IFRC annual
country reports
13

OBJECTIVES INDICATORS MEANS OF
VERIFICATION
ASSUMPTIONS
Output 4.3 The NS is supported
in developing specific HD papers
on thematic issues which
correspond to their Strategy
2014-2019
4.2e # of
dedicated RM
staff member
Target: TBD
4.2f # of
Fundraising
strategies
developed
Target: TBD
4.3# of HD
papers
developed &
disseminated
Target: 4
• Training reports
(content,
attendance sheets,
evaluations)
3.5 Business Line 5: “To deepen our tradition of togetherness through joint working and
accountability”
OBJECTIVES INDICATORS MEANS OF ASSUMPTIONS
VERIFICATION
[Goal:] To enhance YRCS capacities and structures for more effective management and
service delivery functions to meet the needs of vulnerable households and communities
Outcome 5: YRCS & partner National Societies/Movement members enhance their
cooperation to ensure comprehensive quality services are provided to the most vulnerable
population in Yemen
Output 5.1
Coordination is enhanced with
IFRC, ICRC & PNSs, to support
YRCS’ capacity in building and
sustaining its programs
5.1b #
programmes using
the IFRC Strategic
Framework on
Gender and
Diversity Issues
(operational
guide).
Target: 4
5.1 # of
partnerships
reflecting YRCS
Strategy 2014-19
which is in line
with Strategy
2020.
Target: 1
• Meeting
minutes
• Updated
coordination
mechanisms
are tested &
ready for use
Output 5.2
Monitoring & Evaluation (M & E)
tools are developed to assure
quality of programmes
# of M&E tools
developed &
evaluated at
programme level
Target: 4
• Log of tools
• Reports
14

Activities and costs
BUSINESS LINE 1
ACTIVITIES YEAR ONE J F M A M J J A S O N D CHF
Outcome 1: YRCS delivers effective provision of humanitarian and social services to the 5,000
most vulnerable people and communities in Yemen
Output 1.1: Dialogue with the NS and movement partners in Yemen is maintained in 1,000
order to enhance the respect and adherence of the Fundamental Principles throughout
all actions.
i. Conduct Movement Meetings X X X X X X X X X X X X No cost
i. Provide briefings on the Movement X X X X X X X X X X X X No cost
specifically on the 7 principles for new
staff
ii. May 8 th (RCRC) Day at HQ X 1,000
Output 1.2: YRCS is guided on the use of FDRS and creates a profile which highlights No cost
the capacity and core competencies of the NS, outlines its services and identifies the
gaps. This information medium is shared real-time with partners, movement members
and donors.
i. Work with HR/Finance to enter data X X No cost
ii. Update Data (as required) X X X No cost
Output 1.3: YRCS volunteers and staff having essential competences to save lives and 4,000
change minds, and performing specific roles in national societies.
i. Conduct regular meetings with YRCS X X X X X X X X X X X X No cost
management, PNs, staff
ii. Provide technical trainings using
MENA Zone resources (as needed)
X X X 4,000
BUSINESS LINE 2
ACTIVITIES YEAR ONE J F M A M J J A S O N D CHF
Outcome 2: To increase the awareness of the YRCS to focus on its goal of 85,000
providing humanitarian services to the most vulnerable people and also increase
the efficiency of the work of the NS in coordination and support of the
international movement to ensure the best support for communities affected by
disasters and crises.
Output 2.1: YRCS has solid DM Plan in place (including risk reduction, preparedness, 60,000
response, recovery) and is able to respond effectively and proficiently to the natural and
man-made disasters and crises in Yemen.
i. Workshop for DM Focal persons and
decision makers (HQ + Branches) to
discuss the roles & responsibilities in
emergencies and ratify the decisions
made at this workshop
ii. Conference for all stakeholders at
the national level to disseminate the
YRCS Contingency Plan & develop
coordination with the national plan.
iii.
Conduct Awareness Sessions on
early detection (4 sessions in 4
X 5,000
X
6,000
X
X X 4,000
15

governorates)
iv. Risk reduction (micro-project on Rock X X X 15,000
removal for at risk villages)
v. Conduct a DM Field Training 30,000
Output 2.2: YRCS further develop DM systems aligned to the Red Cross Red 10,000
Crescent global disaster management system
i. Training on conducting a Rapid X 4,000
Damage Assessment
ii. Standardize the DM logistic system & X X X 6,000
update DM software & provide
training on Logistic management
Output 2.3 Sound operational security management structures and procedures are 15,000
established and operating effectively, ensuring that IFRC operations and National
Societies have good security awareness and are able to react to changing situations
and circumstances in a timely manner.
i. Road Safety Awareness Campaign X X X 15,000
Business Line 3
ACTIVITIES YEAR ONE J F M A M J J A S O N D CHF
Outcome 3a: Strengthen Organizational Development (OD) at all levels of the YRCS and 15,500
work to improve structures and systems that will enhance service delivery to meet the
needs of vulnerable households and communities
Output 3a.1: Increased and improved YRCS action for longer-term sustainable 8,500
development.
i. Mapping of resources in 8 branches X X X 3,000
i. Training on reporting (PMER) for focal
points in branches (TBD)
X X X 5,500
Output 3a.2: Initiatives established that aim to heal divisions within and among 7,000
communities in Yemen
i. Produce & distribute relevant YRCS X 7,000
documents staff & volunteers (Code of
Conduct, guidelines etc)
Outcome 3b: YRCS is able to plan, implement and monitor activities based on their 4,000
Strategy 2014-2019
Output 3b.1: YRCS is supported in developing a strategic plan of action which fulfills the 4,000
potentials, capacities and needs of the NS and reflects the direction and priorities of
humanitarian services provided to those in need.
i. Work with the YRCS to have Strategy X
No cost
2014-2019 approved by the Board of
Directors
ii. Work with the YRCS to have Strategy X
No cost
2014-2019 ratified by the YRCS
National council
iii. Dissemination YRCS Strategy 2014-19 X X X 4000
to members, partners & all stakeholders
Outcome 3c: Communities’ capacities/ abilities to respond to health issues and injuries 23,000
during emergencies and when disaster strikes as well as normal times are increased
and consolidated through the community based Health and first aid program
(CBHFA)
Output 3c.1: Communities’ knowledge, awareness and practice in the prevention of 8,000
communicable and non-communicable diseases are improved.
16

i. Conduct awareness sessions
8,000
communicable & non-communicable
disease (TBD)
Output 3c.2: Increased first aid knowledge and practice at individual, household and 7,000
community level.
i. Conduct PS First Aid Training to staff &
7,000
volunteers (TBD)
Output 3c.3: Targeted communities supported to develop epidemic preparedness plans 8,000
and to implement basic mitigation activities
i. Develop epidemic preparedness plans
8,000
and to implement basic mitigation
activities (TBD)
Outcome 3d: (PSP) Improved Psycho-social services are provided in selected No cost
localities
Output 3d.1: YRCS staff & volunteers are trained in PS First Aid and are able to provide No cost
1 st level services to affected people
i. Support integration of Psychosocial
No cost
services at the programme level
(ongoing)
Outcome 3e: (Gender & GBV) NS staff & volunteers are sensitized to GBV and 5,000
protective mechanisms are developed
Output 3e.1: Gender is integrated as a cross-cutting component in all programmes 5,000
i. Provide trainings on Gender/GBV
5,000
(TBD)
ii. Work with YRCS to integrate
No cost
Gender/GBV considerations at the
programme level (ongoing)
BUSINESS LINE 4
ACTIVITIES YEAR ONE J F M A M J J A S O N D CHF
Outcome 4: IFRC and National Societies are respected and recognized as 4,100
neutral, impartial humanitarian actors and have a distinctive voice which
influences and improves policy and legislation affecting vulnerability
Output 4.1: Mandate of the YRCS is promoted & supported 2,100
i. Media Campaign X X X X 2,100
ii.
Conference with Humanitarian actors
in Yemen (Roles & responsibilities,
identifying gaps and/or duplication,
coordination)
X
To be
funded
Output 4.2: Resource mobilization capacities and efforts are scaled up to inspire more 2,000
reliable contributions to the Red Cross Red Crescent.
i. Workshop on Humanitarian
X 2,000
Diplomacy. Selection of FPs at
thematic/departmental level
ii. Follow-up meetings HD on
thematic/department level
X X
No cost
17

BUSINESS LINE 5
ACTIVITIES YEAR ONE J F M A M J J A S O N D CHF
Outcome 5: YRCS & partner National Societies/Movement members enhance No cost
their cooperation to ensure comprehensive quality services are provided to the
most vulnerable population in Yemen
Output 5.1: Coordination is enhanced with IFRC, ICRC & PNSs, to support YRCS’ No cost
capacity in building and sustaining its programs
i. Coordination meeting are conducted
No cost
(ongoing)
Output 5.2: Monitoring & Evaluation (M & E) tools are developed to assure quality of No cost
programmes
i. Monitoring tools are examined
No cost
(across programme level) (ongoing)
4. Monitoring and Evaluation
Most of the programmes that will be supported have quantitative and qualitative indicators. These will be
used to measure progress. In addition, additional information will be gathered from the following:
1. Programme reports and evaluations from the NS & PNS
2. Coordination meeting with the NS and specific thematic leads and will provide information on
progress against indicators.
3. Coordination meetings with local stakeholders
4. Field visits (when possible)
5. Regional meetings with the Zone office
5. Capacity building and sustainability
There is a component of capacity building under each of the Business Lines, both at the HQ & Branch
Level. At the HQ, the first aim is to ensure that good governance is instilled and that systems and
procedures are in place. There is a concerted move to decentralize operationally, especially in DM related
activities, to ensure resources are in place to respond quickly and effectively at the local level, and
enhancing coordination mechanism at HQ-level, with relevant stakeholders In addition there are crosscutting
issues including mainstreaming gender at the programme level to ensure participation and
equitable access to resources for women and girls, boys and men. Humanitarian Diplomacy across
thematic areas will be stressed to improve conditions for meaningful change. ,
To ensure sustainability, the approach in all areas is participatory, and both at HQ and Branch level
emphasis is placed on involving community members in the assessment process, planning and
implementation of activities. In addition, input is mobilized from beneficiaries on evaluation of
interventions and future planning, instilling ownership by the communities and furthering sustainability of
programme actions.
18

6. Budget
BL 1 OUTCOME 1
Output 1.1
Output 1.2
Output 1.3
BL2 OUTCOME 2
Output 2.1
Output 2.2
Output 1.3
BL3 OUTCOME 3a
Output 3a.1
Output 3a.2
BL3 OUTCOME 3b
Output 3b.1
NON-STAFF BUDGET
Outcome 1: YRCS delivers effective provision of humanitarian and social
services to the most vulnerable people and communities in Yemen
Output 1.1: Dialogue with the NS and movement
partners in Yemen is maintained in order to
1,000
enhance the respect and adherence of the
Fundamental Principles throughout all actions.
Output 1.2: YRCS is guided on the use of FDRS
and creates a profile which highlights the capacity
and core competencies of the NS, outlines its
No Cost
services and identifies the gaps. This information
medium is shared real-time with partners,
movement members and donors.
Output 1.3: YRCS volunteers and staff having
essential competences to save lives and change
4,000
minds, and performing specific roles in national
societies.
Outcome 2: To increase the awareness of the YRCS to focus on its goal
of providing humanitarian services to the most vulnerable people and
also increase the efficiency of the work of the NS in coordination and
support of the international movement to ensure the best support for
communities affected by disasters and crises.
YRCS has solid DM Plan in place (including risk
reduction, preparedness, response, recovery) and
is able to respond effectively and proficiently to
60,000
the natural and man-made disasters and crises in
Yemen.
YRCS further develop DM systems aligned to the
Red Cross Red Crescent global disaster 10,000
management system
Sound operational security management
structures and procedures are established and
operating effectively, ensuring that IFRC
15,000
operations and National Societies have good
security awareness and are able to react to
changing situations and circumstances in a timely
manner.
Strengthen Organizational Development (OD) at all levels of the YRCS
and work to improve structures and systems that will enhance service
delivery to meet the needs of vulnerable households and communities.
Increased and improved YRCS action for longerterm
sustainable
8,500
development.
Initiatives established that aim to heal divisions
7,000
within and among communities in Yemen
YRCS is able to plan, implement and monitor activities based on their
Strategy 2014-2019
YRCS is supported in developing a strategic plan
of action which fulfills the potentials, capacities
4,000
and needs of the NS and reflects the direction and
priorities of humanitarian services provided to
19

BL3 OUTCOME 3c
Output 3c.1
Output 3c.2
Output 3c.3
BL 3 OUTCOME #d
Output 3d.1
BL 3 OUTCOME 3e
Output 3e.1
BL 4 OUTCOME 4
those in need.
Communities’ capacities/ abilities to respond to health issues and
injuries during emergencies and when disaster strikes as well as
normal times are increased and consolidated through the community
based Health and first aid program (CBHFA)
Communities’ knowledge, awareness and practice
in the prevention of communicable and noncommunicable
diseases are improved.
8,000
Increased first aid knowledge and practice at
individual, household and community level.
7,000
Targeted communities supported to develop
epidemic preparedness plans and to implement 8,000
basic mitigation activities
(PSP) Improved Psycho-social services are provided in selected
localities
YRCS staff & volunteers are trained in PS First
Aid and are able to provide 1 st level services to No cost
affected people
(Gender & GBV) NS staff & volunteers are sensitized to GBV and
protective mechanisms are developed
Gender is integrated as a cross-cutting
component in all programmes
5,000
IFRC and National Societies are respected and recognized as neutral,
impartial humanitarian actors and have a distinctive voice which
influences and improves policy and legislation affecting vulnerability
Output 4.1 Mandate of the YRCS is promoted & supported 2,100
Output 4.2
BL 5 OUTCOME 5
Output 5.1
Output 5.2
Resource mobilization capacities and efforts are
scaled up to inspire more reliable contributions to 2,000
the Red Cross Red Crescent.
YRCS & partner National Societies/Movement members enhance their
cooperation to ensure comprehensive quality services are provided to
the most vulnerable population in Yemen
Coordination is enhanced with IFRC, ICRC &
PNSs, to support YRCS’ capacity in building and No costs
sustaining its programs
Monitoring & Evaluation (M & E) tools are
developed to assure quality of programmes
No costs
Total Activities Budget 141,600
20