| A | B | C | D | E | F | G | H | I | J | K | L | M | N | O | P | Q | R | S | T | U | V | W | X | Y | Z | |
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1 | 2021-2025 Strategic Plan Result Framework - KFA4 | |||||||||||||||||||||||||
2 | Strategies | Strategic Actions | Out put | KPI (5yrs) | Baseline | Tareget(5yr) | Y1 | Y2 | Y3 | Y4 | Y5 | Total | ||||||||||||||
3 | KEY RESULT AREA: PROGRAM SUSTAINABILTY | |||||||||||||||||||||||||
4 | Strengthen Communities Resilience and Wellbeing | |||||||||||||||||||||||||
5 | Strengthen capacity to predict, prepare for, and respond to disasters and crises in an efficient, innovative, and comprehensive disaster risk management and safer access framework [1]. | Select, form, train and equip multi-sectoral RCATs and Surge teams for WASH, Shelter, Epidemics, Relief, Logistics and for support functions including; Communication. | 3.1 Branch RCATs Teams Trained and equipped. | 3.1.1 # Branch RCATs Teams Trained and equipped. (Team of 25 persons) | 1,125 | 16 | 15 | 15 | - | - | ||||||||||||||||
6 | 3.1.2 # Simulations for exercises conducted for Surge and RCATs. | 5 | 1 | 1 | 1 | 1 | 1 | |||||||||||||||||||
7 | 3.1.3 # refresher and orientation conducted for RCATs & Surge teams. | 1,275 | - | - | - | 26 | 25 | |||||||||||||||||||
8 | Surge Teams Trained and equipped. | # of Surge Teams Trained and equipped in specialized sectors. (15 persons per team). | 60 | 2 | 2 | |||||||||||||||||||||
9 | Staff and volunteers trained and oriented in Safer access framework. | # of staff and volunteers trained and oriented in Safer access framework. | 120 | 60 | 60 | - | - | - | ||||||||||||||||||
10 | Conduct Capacity-building activities for local humanitarian actors, district local governments, and other stakeholders in the whole hazard contingency plan. | Develop whole hazard contingency plans in preparedness and response in line with the National Risk Atlas. | Whole hazard contingency plan approved (Work shop of 15 persons) | 1 | 1 | - | - | - | - | |||||||||||||||||
12 | # of dissemination activities carried out. | 51 | 25 | 26 | - | - | - | |||||||||||||||||||
13 | #of copies produced and circulated. | 200 | 200 | - | - | - | - | |||||||||||||||||||
14 | Whole hazard contingency plan mainstreamed in local humanitarian actors. | # of local humanitarian actors, district local governments, and other stakeholders trained/oriented. | 25 | 5 | 5 | 5 | 5 | 5 | ||||||||||||||||||
16 | %ge of local actors who have adopted a whole hazard contingency plan | 75% | 75% | 75% | 75% | 75% | ||||||||||||||||||||
18 | Develop and operationalize an early warning, early action system for effective preparedness and response in branches. | Early warning, early action system (GloFAS) in place by 2021 basing on the FbF Impact-Based Forecasting (IbF) methodology. (Floods and prolonged dry spell) | #of Early Action Protocols (EAP) developed and approved | 1 | 1 | - | - | - | ||||||||||||||||||
19 | # of early action protocols activated. | 1 | 1 | 1 | 1 | 1 | ||||||||||||||||||||
20 | Early warning, early action system localized at branch level. (High-risk branches) | # of Branch RCATs Teams oriented and capacitated in EWEA | 10 | 10 | - | - | - | |||||||||||||||||||
21 | # of branches utilizing the early warning, early action system | 10 | 20 | 20 | 20 | 20 | ||||||||||||||||||||
22 | # of disaster alerts produced by the systems. | 50 | 50 | 50 | 50 | 50 | ||||||||||||||||||||
23 | Forecast-based-Action by the DREF (Readiness and pre-stock activities under a 5 year - return period) | # no of FbF activations using Impact-based Forecasting (IbF) methodology | 1 | 1 | 1 | 1 | 1 | |||||||||||||||||||
24 | Procure emergency lifesaving items and services for populations affected by disasters and crises | Emergency lifesaving items and services for populations affected by disasters and crises prepositioned. | # of emergency lifesaving items prepositioned | 4,000 | 4,000 | 4,000 | 4,000 | 4,000 | ||||||||||||||||||
25 | # of preposition sites created (Regional Ware Houses). | 3 | 3 | 3 | 3 | 3 | ||||||||||||||||||||
26 | Emergency lifesaving items and services for populations affected by disasters and crises provided. | # of emergency and crises responded. | 10 | 10 | 10 | 10 | 10 | |||||||||||||||||||
27 | Roll out Innovative preparedness and response mechanisms/ approaches. | Innovative preparedness and response mechanisms/ approaches implemented. | # Cash based interventions. | 1 | 1 | |||||||||||||||||||||
28 | # value of cash intervention | 3 | 3 | 3 | 3 | 3 | ||||||||||||||||||||
29 | Build the NS capacity to respond to emergencies using GIS and data tools innovatively | National society preparedness and response mechanisms are driven by GIS and data management systems | # GIS and innovative data systems established | 1 | 1 | 1 | 1 | 1 | ||||||||||||||||||
30 | GIS and data Tools facilitate data collection, analysis, and sharing at national and branch levels | # proportion of braches using GIS and data tools to collect and share data on disasters and crisis | 1 | 1 | ||||||||||||||||||||||
31 | Advocacy and learning; Conduct After Action Reviews (AAR) and Community Engagement and Accountability (CEA) | AAR and CEA carried out for each humanitarian response completed | # of AAR and CEA conducted | 16 | 16 | 16 | 16 | 16 | ||||||||||||||||||
32 | Objective: Improve the quality of engagement. | |||||||||||||||||||||||||
33 | Strengthened government and collaboration at the national and district level. (Meetings, Joint assessments, partnerships, funding support). | i. Undertake initiatives aimed at building collaborations with the stakeholders, and consortia management. | Partner engagement initiatives undertaken. | # Strategic partnerships and consortiums engaged with. | 3 | 2 | 2 | 2 | 2 | |||||||||||||||||
34 | Undertake learning institutions partnerships to strengthen operational research in humanitarian actions. | Operational research undertaken with learning institutions | # Operation research engagements and collaborations with strategic partners. | 1 | 1 | 1 | 1 | 1 | ||||||||||||||||||
35 | Conduct Inter-programming for First Aid & Ambulance Management Learning Practices | Inter department, inter-project learning, and success tracking for first aid mainstreaming in the NS. Commercial First Aid results re-invested into Community-based First Aid | #Inter department, inter-project tracking engagements (Defined learning mechanism exists that integrates all departments with other lessons disseminated, humanitarian diplomacy, communication, and partnerships strengthened and has been used with demonstrable results.) | 4 | 4 | 4 | 4 | 4 | ||||||||||||||||||
36 | #CEA actions conducted in all operational research projects. | 1 | 1 | 1 | 1 | 1 | ||||||||||||||||||||
40 | Promote the integration of Community Resilience in Health and Disaster Risk Management scenarios. | |||||||||||||||||||||||||
41 | Improve the quality of Community Resilience Programming Skills, Knowledge, and Practice amongst NS staff and Volunteers. | Adopt a Red Cross Movement community resilience framework. | Red Cross Movement community resilience principles and practices mainstreamed in the NS priorities. | %ge of programs addressing community resilience interventions. | 70 | 80 | 90 | 100 | 100 | |||||||||||||||||
42 | Functional Climate Change Unit-multidisciplinary to cover disaster and health impacts of climate crisis including Ecosystems Management, Integrated Climate Chance Adaptation, Disaster Risk Reduction | #Climate-focused Green and Blue Economy grants won | 5 | 2 | 2 | 2 | 2 | |||||||||||||||||||
43 | A National Society niche-specific Food Security and Livelihoods Framework in place | #Low Energy Food Security and Livelihoods programs specific to Young people (through Y-adapt), Gender Groups, Refugees & Internally Displaced Persons | 5 | 5 | 5 | 5 | 5 | |||||||||||||||||||
44 | Urban Community Resilience framework in place that's cognizant of Disaster and Health Impacts in Uganda | #Urban Resilience Programmes developed including water safety, climate-smart agriculture | 5 | 2 | 2 | 2 | 2 | |||||||||||||||||||
45 | Community Resilience functional with a sustainable business model | Operational Shelter in Community Resilience Framework | #Prefabricated Shelters for staff, volunteers, and Beneficiaries in Place | 50 | 50 | 50 | 50 | 50 | ||||||||||||||||||
46 | Commercial First Aid & Ambulance Services synched to provide services to all departments | %NS Community Projects procuring services and products directly from the Unit | 70 | 80 | 90 | 100 | 100 | |||||||||||||||||||
47 | First Aid as a Resilience Approach | #First Aid in Schools Roll Out | 30 | 20 | 20 | 20 | 20 | |||||||||||||||||||
48 | #Functional Mobile First Aid Posts linked to community first responders in areas forecasted for potential pandemics | 5 | 4 | 2 | 2 | 2 | ||||||||||||||||||||
49 | #First Aid Shops providing a market for local community African First Aid Materials and products | 5 | 4 | 2 | 2 | 2 | ||||||||||||||||||||
50 | Value Chain-addition, and packaging in NS programming | #Value Chain Centers (including; Manufacturing, packaging Upgraded Backyard Gardening Centers) | 2 | 2 | 2 | 2 | 2 | |||||||||||||||||||
51 | Business Prepared Initiatives in Place | #Small Medium Enterprises Initiatives linked to access to climate information & social safety nets for the most vulnerable | 2 | 1 | 1 | 1 | 1 | |||||||||||||||||||
52 | Protection Gender Disability & Inclusion programming clearly in the NS | #Protection Gender, Disability Inclusion Initiatives in place | 5 | 5 | 5 | 5 | 5 | |||||||||||||||||||
53 | Community Resilience Pilot Innovations turned into Programmes | % of communities coping with disasters using local initiatives. | 70 | 80 | 90 | 100 | 100 | |||||||||||||||||||
54 | % share of local initiatives in the community cope up mechanisms. | 70 | 80 | 90 | 100 | 100 | ||||||||||||||||||||
55 | Innovative community resilience mechanisms supported. | # of innovative community mechanisms initiated (Flood Resistant Huts, VSLA, Apiary, Integrated Mushroom | 10 | 10 | 8 | 8 | 8 | |||||||||||||||||||
56 | Collaborate with Academia and non-traditional partners of the URCS to research and identify workable disaster -health management innovations nexus. | Disaster management innovative models developed | # of innovative initiatives supported (co-financed) through the Humanitarian Research Unit | 2 | 1 | 1 | 1 | 1 | ||||||||||||||||||
57 | Develop, validate and implement Forecast Based Financing framework and system for Disaster and Health specific emergencies. | A comprehensive set of post-disaster health issues is fully included in its disaster planning scenarios. | Multi-hazard (Disaster-Health) FbF developed, validated, and implemented. FBF for floods in place, localized FBFs developed and integrated into the district contingency plans, FBF for drought. | 5 | 1 | 1 | 1 | 1 | ||||||||||||||||||
58 | Objective; Strengthen the National Society's capacity to Restore Family Links & Child Protection | |||||||||||||||||||||||||
59 | To provide protection services for communities affected by disasters and crisis events. | Ownership of the RFL program by URCS management. | Management and central governing board fully understanding the RFL program activities | #Intergrade RFL in NS strategies, operational plans, and reporting. | 4 | 4 | 4 | 4 | 4 | |||||||||||||||||
60 | ||||||||||||||||||||||||||
61 | ||||||||||||||||||||||||||
63 | # meeting/engagements to promote and enhance RFL knowledge among URCS Management. | 4 | 4 | 4 | 4 | 4 | ||||||||||||||||||||
65 | #training of staff and volunteers | 6 | 6 | 6 | 6 | 6 | ||||||||||||||||||||
67 | Identify alternative and complementary funding sources for RFL services. | Reach out to PNS and donors | # of alternative funding sources identified and engaged. | 2 | 2 | 2 | 2 | 2 | ||||||||||||||||||
68 | ||||||||||||||||||||||||||
69 | ||||||||||||||||||||||||||
70 | Value of funding support provided through complementary funding sources. (Support in-kind) | 1 | 1 | 1 | 1 | 1 | ||||||||||||||||||||
71 | Build standard RFL database | Ownership Of RFL database by URCS | #Recruitment and training of Database officer. | 1 | 1 | - | - | - | ||||||||||||||||||
73 | ICRC FLA specialist GVA conducts Pre-FLA deployment assessment of URCS ICT internet capacity. (By December 2021) | 1 | - | - | - | - | ||||||||||||||||||||
75 | Deploy FLA Database | 1 | - | - | - | - | ||||||||||||||||||||
76 | Conduct family reunification services and activities. | Separated and unaccompanied vulnerable children and adults reunified | # Family re-unifications conducted. | 100 | 100 | 100 | 100 | 100 | ||||||||||||||||||
78 | Provide RCM, phone calls, tracing requests, document requests, snapshot, UAM registration, and referral services for the population affected by the crisis. | The affected population assisted to restore family links | # people assisted to restore and maintain family links | 5,000 | 5,000 | 5,000 | 5,000 | 5,000 | ||||||||||||||||||
80 | Create awareness on GBV and increase access to services for the rehabilitation of the affected populations. | Affected people assisted and referred to other services from other partners | # Persons assisted and referred in GBV services provided. | 500 | 500 | 500 | 500 | 500 | ||||||||||||||||||
82 | #recruit and orient a staff on GBV | 1 | - | - | - | - | ||||||||||||||||||||
83 | #Recruit and orient a staff on PSS | 1 | - | - | - | - | ||||||||||||||||||||
84 | #Recruit and orient regional assistant officers on GBV and PSS | 3 | - | - | - | - | ||||||||||||||||||||
85 | # publications shared | 4 | 4 | 4 | 4 | 4 | ||||||||||||||||||||
86 | To enhance the capacity of the NS to mobilize, recruit and retain non-remunerated blood donors. | Train staff and volunteers in blood donor mobilization & counselling | Skills & knowledge of staff & volunteers in mobilizing and counselling blood donors enhanced | #of staff & volunteers trained. | 102 BMs & BDR FPs, | 102 | 0 | 0 | 0 | |||||||||||||||||
87 | #of blood donors mobilized. | 750K | 150K | 150K | 150K | 150K | ||||||||||||||||||||
88 | % of blood donors counseled. | 50% | 50% | 50% | 50% | 50% | ||||||||||||||||||||
89 | Facilitate the branches with the transport, IEC materials & allowances to mobilize blood donors. | Blood donation drives effectively conducted. | % of branches facilitated with transport, IEC materials & allowances to mobilize blood donations | 100% | 100% | 100% | 100% | 100% | ||||||||||||||||||
90 | Improve support supervision to ensure that Branches mobilize blood | Performance benchmarks developed. | Performance-based system developed and operationalize. | 1 | x | |||||||||||||||||||||
91 | # of branches sensitized on performance-based system | 51 | 0 | 51 | 0 | 0 | ||||||||||||||||||||
92 | % of branches implementing the PBS. | 100% | 0 | 100% | 100% | 100% | ||||||||||||||||||||
93 | Enhance blood donor recruitment and retention | Undertake Blood donor mobilization campaigns | Blood donation sessions held. | # of blood donation sessions held. | 7,500 | 1,500 | 1,500 | 1,500 | 1,500 | |||||||||||||||||
94 | Undertake activities aimed at blood donor retention. | Blood donors counseled | % of repeat blood donors. | 20% | 20% | 20% | 20% | 20% | ||||||||||||||||||
95 | Blood donor clubs were established. | # of Blood donor clubs established. | 51 | 10 | 20 | 21 | 0 | |||||||||||||||||||
96 | Motivation plan developed & implemented. | Rewards & motivation plan in place. | 1 | 1 | 0 | 0 | 0 | |||||||||||||||||||
97 | % of repeat blood donors motivated. | 100% | 20% | 50% | 70% | 80% | ||||||||||||||||||||
98 | Improve capacity for injury prevention and response. | Capacity building for staff and volunteers in injury prevention and response. | Skills & Knowledge in First Aid acquired. | # of staff & volunteers trained. | 50 | 500 | 100 | 100 | 100 | 100 | 100 | |||||||||||||||
99 | Conduct training in occupational health. | Skills & Knowledge in occupational health acquired. | #of organizations trained. | 0 | 100 | 20 | 20 | 20 | 20 | 20 | ||||||||||||||||
100 | Conduct awareness on measures to reduce and prevent injuries at the work place. | Awareness of Occupational Health and Safety measures created. | #of awareness sessions undertaken.(awareness created per branch perannum). | 0 | 255 | 51 | 51 | 51 | 51 | 51 | ||||||||||||||||
101 | Provide first aid supplies and equipment to the branches. | Branches adequately equipped for first aid response. | % of branches adequately equipped. (10 ambulances are already deployed to cover 10 branches,the remaining branches will require techinical capacity building). | 10 | 39 | 10 | 10 | 7 | 7 | 5 | ||||||||||||||||
102 | Undertake initiatives geared towards promoting road safety and response to emergencies. | Road safety awareness conducted. | #of road safety awareness sessions conducted (awareness conducted across all the 51 branches biannually). | 0 | 520 | 104 | 104 | 104 | 104 | 104 | ||||||||||||||||
103 | Major highway emergencies responded to. | % of emergency events responded to.(20% of mass casuality accidents occuring at national level responded to ,this data shall be generated from the national statstics at the end of the year). | 0 | 20% | 20% | 20% | 20% | 20% | 20% | |||||||||||||||||
104 | To expand public health programming to address key health concerns among the target population. | Promote utilization of maternal, new borne, and Child Health (MNCH) and adolescent sexual and reproductive health (ASRH) services. | Awareness campaigns to increase knowledge to access and utilize the services conducted. | # of awareness sessions undertaken. | 0 | 250 | 50 | 50 | 50 | 50 | 50 | |||||||||||||||
105 | # of individuals reached | 0 | 100000 | 15,000 | 3,000 | 3,000 | 3,000 | 3,000 | ||||||||||||||||||
106 | Health commodities effectively distributed | %ge of the targeted population receiving health commodities | 0 | 50000 | 10000 | 10000 | 10000 | 10000 | 10000 | |||||||||||||||||
107 | Promote access to essential services for communicable diseases (malaria, HIV, TB) and create awareness to reduce drug resistance | Awareness campaigns to increase knowledge to access essential services for communicable diseases undertaken. | # of awareness sessions undertaken. | 0 | 250 | 50 | 50 | 50 | 50 | 50 | ||||||||||||||||
108 | # of individuals reached | 0 | 50000 | 10,000 | 10,000 | 10,000 | 10,000 | 10,000 | ||||||||||||||||||
109 | Health commodities effectively distributed | # of the targeted population receiving health commodities | 0 | 50000 | 10000 | 10000 | 10000 | 10000 | 10000 | |||||||||||||||||
110 | Create awareness on prevention and services for Non- communicable diseases and substance abuse. | Awareness campaigns to increase knowledge on prevention and services for Non- communicable diseases and substance abuse undertaken. | # of awareness sessions undertaken. | 0 | 250 | 50 | 50 | 50 | 50 | 50 | ||||||||||||||||
111 | Strengthen the capacity of the NS and community to detect, respond and recover from epidemics and pandemics | Develop and implement the Health contingency plan, epidemic response protocols, and SOPs. | NS Health contingency plan, epidemic response protocols, and SOPs developed and disseminated. | NS Health contingency plan, epidemic response protocols, and, SOPs in place by 2022. | 0 | 1 | 1 | 0 | 0 | 0 | 0 | |||||||||||||||
112 | Epidemic/pandemic response integrated within the District Contingency Plan for targeted districts. | %ge of targeted districts with epidemics response integrated within their district contingency plans (Fill up the number of districts covered by the 51 branches). | 21 | 93 | 20 | 20 | 20 | 20 | 13 | |||||||||||||||||
113 | Establish a robust community surveillance system | Capacity to undertake surveillance developed among community-based volunteers | # of volunteers trained. | 5,000 | 1,000 | 1,000 | 1,000 | 1,000 | ||||||||||||||||||
114 | Toll-free community reporting platform established. (SMS and Voice). | Toll-free reporting platform in place. | 1 | x | ||||||||||||||||||||||