This report covers the period 01/Jan/11 to 31/Dec/11.
The National Society programmes are aligned with the strategic aims of the Strategy 2020 to save lives, protect livelihoods, and strengthen recovery from disasters and crises; enable healthy and safe living; and promote social inclusion and culture of non-violence and peace. The capacitybuilding efforts are in line with enabling action one to build strong National Red Cross and Red Crescent Societies.
The disaster management programme has built up the institutional capacity of the Kazakhstan Red Crescent Society to respond to emergencies by improving the staff and the volunteers’ knowledge and skills in disaster management, planning for disasters, maintaining technical resources (including communication equipment and transport), strengthening partnerships with public authorities and other stakeholders. The headquarters and branches staff was also part of the regional capacitybuilding initiatives. The National Society supported the government of Kazakhstan in strengthening the national disaster management laws and disaster risk reduction measures in urban environment through promotion of the Disaster Law (DL) and the global informational campaign “My city is getting ready”. In close cooperated with the UN agencies the Kazakhstan Red Crescent started working on the national inter-agency contingency plan that is planned to be completed in 2012.
The National Society engaged with communities to strengthen coping capacities of the population living in disaster prone areas by increasing community awareness of actions to be taken in case of a disaster. In response to small-scale disasters, the Kazakhstan Red Crescent provided assistance to people affected by domestic fires, floods and severe weather conditions. In spring 2011, the International Federation’s Disaster Relief Emergency Fund (DREF) allocated funds to support the Kazakhstan National Society in delivering assistance to the most vulnerable people affected by floods in West- Kazakhstan region.
Within the HIV prevention programme, the Kazakhstan Red Crescent Society disseminated information about HIV among youth, key populations at higher risk and general public. The peer to peer approach has been actively used in the programme to target the beneficiaries. The tuberculosis (TB) prevention programme targeted people with tuberculosis on the continuation phase of treatment, their family members, and general population. The services provided include direct observation of treatment, social support to the clients with TB and raising awareness of TB.
The National Society has been also providing services for the people with MDR TB (multi-drug resistant forms of TB) and TB/HIV co-infection. The beneficiaries of the programme received social, psychological, and legal support.
The principles and values programme informed the general public about the Movement’s components, its principles, values and commitments through public campaigns, information materials, publications in media sources and facilitated sessions on anti-discrimination, tolerance and respect for diversity during training and seminars organized by other programmes for beneficiaries and partners. Messages on gender-based violence and discrimination have been spread, as part of the National Society promotion activities. Trainings for volunteers on antidiscrimination, including anti-xenophobia, have been conducted in Kazakhstan within the migration component. The expanded network of Red Crescent information and education centres for migrants and their families rendered humanitarian assistance, provided diseases prevention, first-aid and disaster preparedness sessions, and consulted on legal, social and psychological issues.
Within the organizational development programme the draft strategy of human resource management and personnel policy were presented to the Kazakhstan Red Crescent’s executive council. Feedback from branches will further be sought and, if necessary, changes to the drafts will be introduced before they are completed. The Kazakhstan National Society had undergone an institutional audit and internal controls assessment by an external audit company. The results of the assessment and recommendations for areas where improvements were required were presented through the briefing for the leadership and a gap report.