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PLANNINGAND REPORTINGGUIDELINES

Planning and Reporting Guidelines Palang Merah Indonesia

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Planning is a responsibility or an obligation, not an option. Therefore, a planning process needs to be well prepared. One of the strategies is by providing the needed guidelines and tools. PMI at various levels throughout Indonesia has diverse capacity, both organizational and human resources capacity. Therefore, a reference that can facilitate PMI personnel in carrying out the planning process properly is needed.

Reporting is the evidence that we are accountable and trustworthy in relation to what we had planned and worked on. A quality report, which contains the information required in a complete and timely fashion, and presented in a form that is easy or interesting to read, is an indicator of the level of professionalism had by PMI personnel. A systematic, interesting, and informative report will be useful to inform various decisions to be taken when managing a program or an organization.

The Planning and Reporting Guideline was developed by PMI NHQ in order to build the capacity, skill, and practice in performing standard planning and reporting in PMI at all levels. Therefore, the board members of PMI NHQ encourage PMI at all levels to adopt the planning and reporting process and mechanisms in accordance with the technical instruction set forth in this guideline.

The Planning and Reporting Guideline was developed based on inputs from various PMI personnel, ranging from PMI NHQ, Chapters, and Branches. Therefore, we would like to express our highest appreciation for all inputs provided in improving this guideline.

The use of this guideline at various levels will ensure that all of the efforts undertaken by PMI nationwide will contribute to the manifestation of PMI’s vision, i.e. PMI demonstrates strong character, is professional, self-sustaining, and respected by the communities.

Jakarta, April 2015Secretary General

Ritola Tasmaya

Introduction


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The Guideline consists of five important parts, i.e.:

1. Introduction, which describes the development process of Strategic Plan (SP) and Operational Plan (OP), the purpose and benefits, as well as the scope of planning in PMI at all levels.

2. PMI Planning Documents 2014-2019, consisting of Flowcharts of the Strategic Plan and Operational Plan along with the background and rationale, Strategic Plan and Operational Plan Matrices, Indicator Registry, and List of Activities to achieve outputs.

3. Planning Mechanism, the principles of planning, planning process, planning or annual meeting schedule.

4. Work Plan Development Process, consisting of planning formats for all levels along with the filling instructions.

5. Reporting, consisting of the purposes and benefits, reporting content and schedule, as well as formats of monthly, quarterly, semester, and annual report.

The guideline has been structured in a way that PMI at various levels can easily practice its contents in the annual work plan development process. Therefore, you need to understand the five parts above well.

Particularly for the second part, i.e. PMI planning documents 2014-2019, you need to examine each statement of strategic objective, outcome, output, as well as indicator and target. By doing so, you will understand the objectives PMI would like to pursue in the next five years and thus reflect them into local PMI’s annual work plan .

Whenever possible, follow the developed process and principles and use the formats provided carefully.

If you have any input to enhance this guideline in the future, you may contact the Planning Bureau and the Organizational Development Division of PMI National Headquarters.

We hope you enjoy learning and using this guideline.

Jakarta, March 2015

Guideline Development Tim

Instruction on How to Use The Guideline


iii

Introduction iInstruction on How to Use The Guideline ii Table of Content iii

I. Introduction

1.1. Background 11.2. Strategic Plan 11.3. Operational Plan 21.4. Legal Foundation 41.5. General Definition 41.6. Purpose and Benefit 51.7. Scope of Planning 6

II. PMI Planning Documents 2014-2019

2.1. Flowchart of PMI Strategic Plan and Operational Plan 2014-2019 82.2. Summary on number of Indicator 282.3. Matrix of PMI Strategic Plan 2014-2019 302.4. Matrix of PMI Operational Plan 2015-2019 312.5. Indicator Registry for PMI Strategic Plan and Operational Plan 502.6. List of References for PMI Operational and Service Activities 79

III. Planning Implementation

3.1. Principles of Planning Implementation 1013.2. Inter-Level Planning (read from the bottom up) 1023.3. Planning Implementation Process 1023.4. Planning and Annual Meeting Implementation Schedule 1043.5. Adjustment of Provincial Strategic Plan 106

Table of ContentInstruction on How to Use The Guideline


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IV. Planning Process

4.1. Planning Process in PMI Sub-district 1074.2. Work Plan or Activity Plan Format for PMI Sub-district 1084.3. Planning Process in PMI Branch 1094.4. Annual Work Plan Format for PMI Branch 1104.5. Description on Filling Planning Matrices for PMI Branch 1124.6. Planning Process in PMI Chapter 1164.7. Annual Work Plan Format for PMI Chapter 1184.8. Description on Filling Planning Matrices for PMI Chapter 1204.9. Planning Process in PMI NHQ 1244.10. Annual Work Plan Format for PMI NHQ 1264.11. Description on Filling Planning Matrices for PMI NHQ 128

V. Reporting

5.1. Background 1315.2. Benefits of Report 1315.3. Characteristics of Quality Report 1335.4. Tips for Developing a Useful Report 1335.5. Purpose of Reporting Guideline 1345.6. Types of Report 1355.7. Indicator Tracking Table (ITT) 1365.8. PMI Reporting Formats for all levels 138

A. Activity Report 138 B. Monthly Report 139 C. Quarterly Report 141 D. Semester Report 144 E. Annual Report 149

VI. Annexes

Annex 1. Sample of PMI Branch Planning Document 155Annex 2. Sample of Reports 162


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AABB American Association Blood Bank

AD/ART Anggaran Dasar dan Anggaran Rumah Tangga/Statute and Bylaws

APBD Anggaran Pendapatan dan Belanja Daerah/Local Budget

BNPB Badan Nasional Penanggulangan Bencana/National Disaster Management Agency

BNSP Badan Nasional Sertifikasi Profesi/National Profession Standardization Agency

BOR Bed Occupancy Rate

CA Cooperation Agreement

CBHFA Community-Based Health and First Aid

CEONC Comprehensive Emergency Obstetric Neonatal Care

CTP Cash Transfer Program

CSR Corporate Social Responsibility

DBM Dead Bodies Management

DDS Donor Darah Sukarela/Voluntary Blood Donor

DM Disaster Management

DP2 Data Penilaian Pegawai/Performance Appraisal Data

DPR/DPRD Dewan Perwakilan Rakyat/Daerah/(Local) Parliament

DRR Disaster Risk Reduction

DU Dapur Umum/Field Kitchen

DVI Disaster Victim Identification

EHL Exploring Humanitarian Law

EQA External Quality Assessment

FGD Focused Group Discussion

Forel Forum Sukarelawan/Volunteer Forum

Forpis Forum Remaja Palang Merah Indonesia/Youth Red Cross Forum

Gadar Gawat Darurat/Emergency

GMP Good Management Practice

HRD Human Resources Development

HSS Health and Social Services

ICBRR Integrated Community-Based Risk Reduction

ICRC International Committee of Red Cross

ICT Information, Communication, and Technology

Daftar Singkatan dan Akronim


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IEC Information, Education, and Communication

IEMS Integrated Emergency Management System

IFRC International Federation of Red Cross

IPC Infection Prevention and Control

ITT Indicator Tracking Table

JCI Joint Commission International

Juklak Petunjuk Pelaksanaan/Implementation Guidelines

Juknis Petunjuk Teknis/Technical Guidelines

Jumbara Jumpa Bakti Gembira/Youth Gathering

K3RS Keselamatan dan Kesehatan Kerja Rumah Sakit/Hospital Occupational Health and Safety

KARS Komisi Akreditasi Rumah Sakit/Hospital Accreditation Committee

KGC Korean Green Cross

KSR Korps Sukarela/Volunteer Corps

M&E Monitoring and Evaluation

MoU Memorandum of Understanding

MRI Magnetic Resonance Imaging

Musrenbang Musyawarah Perencanaan Pembangunan/Development Planning Meeting

OEM Original Equipment Manufacturer

OP Operational Plan

PHAST Participatory Hygiene and Sanitation Transformation

PMER Planning, Monitoring, Evaluation, and Reporting

PMI Palang Merah Indonesia/Indonesian Red Cross

PNS Participating National Society

PO Peraturan Organisasi/Organizational Procedures

RCRC Red Cross and Red Crescent

RDMC Regional Disaster Management Committee

RFL Restoring Family Link

RM Resource Mobilization

RPJM Rencana Pembangunan Jangka Menengah/Medium-Term Development Plan

RPP Rencana Program Pokok/Key Program Plan

SAR Search and Rescue

SATGANA Satuan Penanggulangan Bencana/Disaster Response Unit


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SIMUDDA Sistem Informasi Manajemen Unit Donor Darah/Blood Donor Unit Management Information System

SKP Satuan Kredit Profesional/Professional Credit Unit

SOP Standard of Procedure

SP Strategic Plan

SWOT Strength, Weakness, Opportunity, and Threat

TB Tuberculosis

ToT Training of Trainer

TSR Tenaga Sukarela/Professional Volunteer

TTD Teknik Transfusi Darah/Blood Transfusion Technique

UMP/K Upah Minimum Provinsi/Kabupaten/Kota/Local Minimum Wage

UTD Unit Transfusi Darah/Blood Transfusion Unit

WHO World Health Organization

YRC Youth Red Cross

I. INTRODUCTION Intr

oduc

tion


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A strategic and synergistic planning is the first step towards becoming a well-functioning National Society of Indonesian Red Cross (PMI). As the saying goes, ‘failing to plan is planning to fail’. Therefore, planning is a critical process to optimize quality services.

In addition to planning, reporting is also an important part to improve the organization’s accountability to the public and relevant stakeholders.

Planning and reporting is essentially doing what we say and saying what we do. Therefore, planning and reporting are essential areas to be improved in order to manifest realize PMI that demonstrates strong character, is professional, self-sustaining, and respected by the communities.

This guideline manual is a technical instruction that describes the concepts and basic principles, mechanisms, processes, and tools in performing planning and reporting.

Strategic Plan is a high-level planning document produced through a planning process to decide where the organization wants to be and why, then choose a variety of strategies to ensure that these objectives can be achieved with the best strategy.

Strategic Plan helps the organization to determine strategies to respond to opportunities and challenges that might arise in the future, while maintaining its coherence and long-term sustainability. A Strategic Plan is usually developed for a period of 5-10 years.

PMI has developed a Strategic Plan for 2014-2019 which consists of vision, mission, and strategic objectives (goal) to be achieved by PMI nationwide. The Strategic Plan has been developed as key policies and programs to be implemented over the next five years by PMI NHQ/Chapter/Branch.

1.1. Background

1.2. Strategic Plan (SP)


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The Strategic Plan drafting process has been initiated since December 2013 by conducting a SWOT analysis (Strength, Weaknesses, Opportunity, Threat).

Then in May-August 2014, the drafting team collected inputs through six regional meetings involving representatives of board members from PMI Chapters/Branches. Finally, the draft of key strategic plan policies was agreed on at PMI XX National Assembly Meeting Congress in December 2014.

PMI Strategic Plan helps all organizational entities to have a good understanding on PMI’s capacity and current situation, and then identify ways to address the opportunities and challenges inside and outside the organization. Furthermore, the Strategic Plan guides the organizational direction articulated in the vision and mission statements, and determines how to achieve them through strategic objectives.

Finally, the Strategic Plan is the main reference for developing the operational plan (annual work plans, programs, or projects), implementing, and evaluating PMI’s program performance by the end of 2019.

Based on the endorsed Strategic Plan, PMI Operational Plan 2015-2019 has also been developed through a participatory and consultative process, by involving PMI NHQ/Chapters /Branches, including movement partners (IFRC, PNSs, and ICRC) in January-February 2015. The Operational Plan aims to operationalize the Strategic Plan, through outcomes (intermediate results) and outputs (immediate results) to be achieved through various programs, projects, or activities.

The indicators and achievement targets for 2019 at different levels of objectives (outcomes and outputs) have also been set. The Operational Plan document will then be a reference to develop the annual work plan to ensure all programs implemented are coherent, synergistic, and sustainable.

1.3. Operational Plan (OP)


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The following chart illustrates the relationship between Strategic Plan, Operational Plan and Annual Work Plan.

The existence of these two planning documents is an indication that PMI has currently moved one step forward in the planning process. By having clear objectives for various levels, i.e. strategic objectives, outcomes, and outputs, the planning process is expected to be done based on needs and with clear objectives, not solely activity-based.

In addition, the developed indicators are the measurement of the work plan achievements, both annual and long-term (five years) ones. The followings are several important benefits of a quality Strategic Plan and Operational Plan.

a. Demonstrating clear leadership in providing direction or vision of the organization.

b. Stating a vision that unites and motivates all organizational entities to manifest it.

c. Improving the organization effectiveness through a decision making made based on a coherent framework, existing capacities and competences, priorities and consensus to maintain ‘ what we want to do’ and ‘what should be done’.

StrategicPlan (5-10 years)

OperationalPlan (1-5 years)

WorkPlan

(Annual)

ACTIVITY

HRMaterialBudget

Input

MISSION

VISION

STRATEGICOBJECTIVE

STRATEGICOBJECTIVE

STRATEGICOBJECTIVE

OUTCOME OUTCOME

OUTPUT

ACTIVITY


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d. Enhancing credibility and confidence in front of the government, donors, and other stakeholders.

e. Strengthening PMI’s position in negotiating a partnership, including with Movement Partners so that the supports could be aligned with the strategic plan, not vice versa.

f. Clarifying the role of PMI at all levels in achieving the strategic objectives to manifest the vision of the organization.

Finally, the Planning and Reporting Guideline will help PMI at all levels to develop a logic, realistic, objective-based, measurable, and synergistic planning in between levels. All organizations which have multi levels, basically adopt a two-way planning, i.e. top down and bottom up.

On one hand, ‘top down’ wise, the Strategic Plan and Operational Plan developed by PMI NHQ become a reference for planning by PMI Sub-districts, Branches, and Chapters.

On the other hand , ‘bottom up’ wise, by submitting work plan from PMI Sub-district to PMI Branch, from PMI Branch to PMI Chapter and so on from PMI Chapter to PMI NHQ, the work plan between different levels can be more synergistic, coherent, and accommodative.

a. PMI Statute resulted from the 2014 XX National Assembly Article 32 paragraph 6 section C, Article 33 paragraph 7 section C.

b. Strategic Plan and Operational Plan 2014-2019.

Planning is a planning mechanism starting from PMI Sub-district, PMI Branch, PMI Chapter to PMI NHQ. Planning in this guideline refers to the plan prepared by PMI Sub-districts, PMI Branches, PMI Chapters and PMI NHQ in reference to PMI Strategic Plan and Operational Plan 2014-2019.

1.4. Legal Foundation

1.5. General Definition


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If we refer to PMI Statute and Bylaw Article 33, paragraph 7, section C that states “ endorsing the Key Program Plan (RPP) in relevant Branch’s working area for 5 (five) years period based on PMI Chapters’ Program Plan also the Key Policies and Strategic Plan endorsed by PMI National and Provincial Assembly Meetings”, the form of RPP referred to is the strategic objectives in the Strategic Plan which are detailed out in PMI Operational Plan.

The planning focuses on eight PMI Key Program Plans (RPP) based on the strategic objectives set in the strategic plan, either for local, regional, or national levels, i.e.:

1. Penguatan dan pengembangan organisasi.

2. Peningkatan kapasitas SDM dan sarana prasarana.

3. Peningkatan kualitas dan efektivitas pelayanan darurat.

4. Peningkatan ketahanan masyarakat dan pelayanan kesehatan rujukan.

5. Peningkatan pelayanan donor darah.

6. Pengembangan sumber daya melalui kemitraan strategis.

7. Peningkatan akuntabilitas dan reputasi organisasi.

8. Penyebarluasan nilai-nilai kemanusiaan.

a. PMI at all levels, have a time/schedule reference and mechanisms to implement planning in order to better align with the organizational capacity, community needs and local government priorities; and synergy between different levels of PMI, starting from the Sub-district, Branch, Chapter, to NHQ.

b. PMI at all levels, have uniform planning formats, both in terms of form and term or nomenclature used so that they are easier to understand and compiled by PMI one level above and nationwide.

c. PMI at all levels, can use the planning document as a reference when conducting monitoring and evaluation activities in order to improve the organizational performance and accountability.

1.6. Purpose and Benefit


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1.7. Scope of Planning

PMI Level Scope of Work Plan

National Level

To formulate and endorse policies related to vision, mission, strategic objectives, implementation guideline, national and international partnerships, also tiered coaching functions.

Chapter Level

To describe the policies endorsed at the national level into a form of implementation guideline based on the needs, capacities, and priorities of PMI Chapter, Branch, and Sub-district; in the area, organizational development, also tiered coaching functions.

Branch Level

To plan and implement PMI work plan at the community or beneficiaries level based on the needs, capacities and priorities of PMI Branch and Sub-district in reference to the policies and program guidelines provided by PMI Chapter/NHQ.

Sub-district Level

To plan and implement PMI work plan at the community or beneficiaries level based on the needs, capacities and priorities of PMI Sub-district in reference to the policies and program guidelines provided by the PMI Chapter/NHQ

A Strategic Plan provides directions to the overall organization by defining vision and mission as well as relevant strategic objectives to achieve them.

An Operational plan determines how the objectives outlined in the Strategic Plan will be achieved at the field implementation.

Table 1. Scope of Planning

II. PMI PLANNING DOCUMENTS 2014-2019

PMI P

lann

ing

Doc

umen

ts

2014

-201

9


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PMI Planning Documents 2014-2019

The content of the Strategic Plan and the Operational Plan will be visualized in two forms, i.e. flowcharts and matrices (tabls).

The Strategic Plan and Operational Plan are presented in flowcharts to help the audience understand the logical relations between outputs, outcomes, strategic objectives, missions, and vision of PMI. In addition, the audience will understand the level of sufficiency in each objective at a lower level in order to manifest the objective at a higher level.

Meanwhile the Strategic Plan and Operational Plan presented in matrices are documents that include a detailed description of outcome and output indicators as well as each of its targets. These matrices will be used in preparing PMI’s annual work plan at all levels in accordance with the guidelines provided in the next section.

Definition of Key Terms in the Planning Document Matrices

Strategic Objective is a simple and clear statement that describes the long-term results to be achieved by a work plan.

Outcome is the intermediate result that has to be achieved in order to meet the Strategic Objective.

Output is a tangible product (goods and services) or immediate result of the activities carried out.

Indicator is a measurement unit to determine whether there is any progress or achievement of the intended objectives or results.

Indicator is just one of the measurement tools to assess performance. There are many ways to measure achievement of an objective, but not all of them need to be included into the work plan. Each indicator has a consequence of data collection responsibilities.

Therefore, not all of the things listed in the output/outcome statements need to be measured. The selected indicators are the ones that measure the most important parts in indicating a successful achievement of objectives and can easily be measured.

Target is the quantity or percentage to be achieved for each indicator, determined in accordance with the needs and capacities.


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2.1.

Flo

wch

art

of P

MI S

trat

egic

Pla

n an

d O

pera

tion

al P

lan

2014

-201

9

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ith

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8


9

VISI

ON

: PM

I dem

onst

rate

s st

rong

cha

ract

ers

and

is p

rofe

ssio

nal,

se

lf-s

usta

inin

g, a

nd r

espe

cted

by

com

mun

itie

s.

Mis

sion

1

To b

ecom

e th

e fo

refr

ont

hum

anit

aria

n or

gani

zati

on

that

pro

vide

s qu

alit

y se

rvic

es t

o co

mm

unit

ies

in

line

wit

h th

e fu

ndam

enta

l pri

ncip

les

of t

he R

ed

Cros

s an

d Re

d Cr

esce

nt M

ovem

ent.

Mis

sion

2

To s

tren

gthe

n PM

I’s s

elf-

suffi

cien

cy t

hrou

gh

sust

aina

ble

stra

tegi

c pa

rtne

rshi

ps w

ith

the

gove

rnm

ent,

pri

vate

sec

tor,

mov

emen

t pa

rtne

rs,

com

mun

itie

s, a

nd o

ther

sta

keho

lder

s at

all

leve

ls.

Mis

sion

3

To im

prov

e PM

I’s

orga

niza

tion

al r

eput

atio

n at

the

nat

iona

l and

in

tern

atio

nal l

evel

s.

Stra

tegi

c O

bjec

tive

s

1.

To b

uild

a w

ell-

func

tion

ing

PMI a

t al

l lev

els,

wit

h th

e ca

paci

ty t

o cr

eate

syn

ergy

bet

wee

n pr

ogra

m a

ctiv

itie

s an

d th

e or

gani

zati

onal

po

licie

s, p

roce

dure

s, a

nd s

yste

m.

2.

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tren

gthe

n th

e ca

paci

ty o

f PM

I’s o

rgan

izat

iona

l res

ourc

es

at a

ll le

vels

, bo

th it

s hu

man

res

ourc

es a

nd t

he f

acili

ties

and

in

fras

truc

ture

s ne

eded

to

serv

e th

e co

mm

unit

ies.

3.

To im

prov

e th

e qu

alit

y of

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aste

r an

d he

alth

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erge

ncy

resp

onse

s ac

ross

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a, e

ithe

r in

ter

ms

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apid

ness

, co

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ctiv

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s of

the

ser

vice

s.

4.

To s

tren

gthe

n co

mm

unit

y re

silie

nce

in o

rder

to

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ce t

he r

isks

and

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pact

of

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ster

s an

d di

seas

es t

hrou

gh d

isas

ter

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ness

, he

alth

, an

d so

cial

pro

gram

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lso

refe

rral

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lth

serv

ices

.

5.

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crea

se t

he a

vaila

bilit

y of

saf

e, a

cces

sibl

e, a

nd q

ualit

y bl

ood

thro

ugho

ut In

done

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Stra

tegi

c O

bjec

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s

6.

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tren

gthe

n th

e pa

rtne

rshi

p w

ith

nati

onal

and

loca

l gov

ernm

ents

, pu

blic

and

pri

vate

sec

tors

, m

ovem

ent

part

ners

, do

nor

agen

cies

, an

d ot

her

stak

ehol

ders

in

ord

er t

o as

sum

e PM

I’s m

anda

te

and

func

tion

s.

Stra

tegi

c O

bjec

tive

s

7.

To im

prov

e PM

I’s a

ccou

ntab

ility

as

a hu

man

itar

ian

orga

niza

tion

at

the

nati

onal

and

inte

rnat

iona

l lev

els.

8.

To im

prov

e th

e un

ders

tand

ing

of

all e

lem

ents

of

com

mun

itie

s on

hu

man

itar

ian

valu

es,

fund

amen

tal

prin

cipl

es o

f th

e in

tern

atio

nal

RCRC

mov

emen

t, a

s w

ell a

s In

tern

atio

nal H

uman

itar

ian

Law

s (I

HL)

thr

ough

com

mun

icat

ion,

ed

ucat

ion,

and

dis

sem

inat

ion

stra

tegi

es.

Stra

tegi

c Pl

an a

nd O

pera

tion

al P

lan

in fl

owch

arts

alo

ng w

ith

desc

ript

ion

on s

tate

men

t ba

ckgr

ound


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Strategic Plan Description Vision:

9 Strong Character, works in line with the International RCRC Fundamental Principles, Code of Conduct, both in managing its organization and its services.9 Professional, works based on universally accepted standards and norms and focuses on the most vulnerable groups.9 Self-sustaining, relies on existing organizational resources.9 Respected by communities, recognized and supported by public at large.

Mission 1:Recently, there have been many more organizations working on humanitarian issues, either at local, national, or international levels. Since 2008, the Government has even established a National and Local Disaster Management Agencies (BNPB and BPBD). PMI, which has been established since 1945 and the only Red Cross movement mandated by the Government of Indonesia, should strengthen its capacities to become the foremost humanitarian organization in Indonesia amidst growing humanitarian players in the country and globally.

This first mission could only be manifested if the organizational function could be optimized, supported with adequate human resources, infrastructures and equipment, high quality services in emergency response, in community development, health referral service, as well as specific Red Cross services, i.e. Blood Donor.

This first mission is an attempt to manifest the term ‘Strong Character and Professional’ within PMI’s vision statement above.

Mission 2:Independence is one of the seven Fundamental Principles of RCRC, including PMI. PMI realizes that strategic partnership is essential to carry out its mandate. At the same time, however, PMI has to be independent in a way that it should not be following or intervened by the interest of certain groups or political affiliations. In partnering with different stakeholders, PMI should position itself as a competent and equal partner, not an inferior neither superior one.

Mission 3:The organizational reputation should be established and maintained seriously because with good reputation, PMI will grow fast. If measured based on the geographical coverage and number of population served, PMI is the fifth biggest National Society in the world. Therefore, an international reputation should also be strengthened.


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Out

com

e 1.

1

PMI’s

Leg

al E

ntit

y is

str

engt

hene

d.

Out

com

e 1.

2

PMI’s

Sta

tute

s, O

rgan

izat

iona

l Pr

oced

ures

(PO

), a

nd Im

plem

enta

tion

G

uide

lines

(Ju

klak

), a

s w

ell a

s th

e le

gal

prod

ucts

issu

ed a

re in

stit

utio

naliz

ed a

t al

l le

vels

.

Out

com

e 1.

3

PMI’s

Pla

nnin

g, M

onit

orin

g,

Eval

uati

on,

and

Repo

rtin

g (P

MER

) sy

stem

is w

ell-

func

tion

ing

at a

ll le

vels

.

Out

com

e 1.

4

Coor

dina

tion

, co

mm

unic

atio

n, a

nd

coac

hing

mec

hani

sm is

ope

rati

onal

at

all

leve

ls.

Out

put

1.1.

1 RC

Bill

is

incl

uded

in

the

Nat

iona

l Le

gisl

atio

n Pr

ogra

m

agen

da.

Out

put

1.2.

1 P

MI S

tatu

tes,

O

rgan

izat

iona

l Pr

oced

ures

(PO

),

and

Impl

emen

tati

on

Gui

delin

es (

Jukl

ak),

as

wel

l as

lega

l pro

duct

s ar

e in

pla

ce a

nd

impl

emen

ted

at a

ll le

vels

.

Out

put

1.3.

1 PM

I boa

rd m

embe

rs a

nd s

taff

at

all l

evel

s ar

e re

gula

rly

coac

hed

on t

he im

plem

enta

tion

of

Plan

ning

, M

onit

orin

g, E

valu

atio

n, a

nd R

epor

ting

(P

MER

) sy

stem

by

com

pete

nt f

acili

tato

rs.

1.3.

2 Pl

anni

ng a

nd r

epor

ting

doc

umen

ts t

hat

are

in li

ne

wit

h th

e Pl

anni

ng a

nd R

epor

ting

Gui

delin

es a

re

avai

labl

e at

all

leve

ls.

1.3.

3 As

sess

men

t to

ols

(que

stio

nnai

res/

anal

ysis

too

ls)

for

PMI o

rgan

izat

iona

l cap

acit

y m

appi

ng a

re a

vaila

ble

and

adop

ted

at a

ll le

vels

.

1.3.

4 PM

I wor

k pl

ans

at a

ll le

vels

are

eva

luat

ed b

ased

on

the

Plan

ning

, M

onit

orin

g, E

valu

atio

n, a

nd R

epor

ting

(P

MER

) Re

fere

nce

Book

.

1.3.

5 PM

I Boa

rd M

embe

rs a

nd S

taffi

ng D

atab

ase

I upd

ated

on

reg

ular

bas

is.

Out

put

1.4.

1 In

tern

al a

nd c

ross

- ch

apte

rs/b

ranc

hes

com

mun

icat

ion

and

coor

dina

tion

are

im

plem

ente

d in

line

w

ith

the

proc

edur

es.

1.4.

2 Ti

ered

coa

chin

g on

or

gani

zati

onal

and

pr

ogra

m d

evel

opm

ent

is c

arri

ed o

ut o

n re

gula

r as

wel

l as

need

ba

sis.

STRA

TEG

IC O

BJEC

TIVE

-1To

bui

ld a

wel

l-fu

ncti

onin

g PM

I at

all l

evel

s, w

ith

the

capa

city

to

crea

te s

yner

gy b

etw

een

prog

ram

act

ivit

ies

and

the

orga

niza

tion

al p

olic

ies,

pro

cedu

res,

and

sys

tem

.


12

Description

Strategic Objective 1PMI is considered well-functioning if it is capable to provide relevant services for vulnerable communities all over the country through its voluntary network, and this is only possible if the work plan along with the organizational policies, procedures, and system are effectively implemented.

Outcome 1.1.The existing legal entity of PMI, i.e. the Presidential Decree No 25/1950 and the Presidential Decree No 246/1963, is considered necessary to be strengthened with a Red Cross Law in order to strengthen PMI’s function and capacities all over Indonesia in performing the mandate assigned by the Government. The process of proposing the Red Cross Bill to be enacted as a Law has been started since 10 years ago, and it is expected to be concluded during the board tenure of 2014 – 2019. To do so, the Red Cross Bill should be put into the parliament’s legislative agenda beforehand.

Outcome 1.2.Policies in the form of organizational regulation and guidance such as statute and bylaws, Organizational Procedures, and Technical Guidelines are required not only as a document but to be institutionalized and applied on daily basis in PMI’s operation at all levels. For example, an institutionalized statute and bylaws means that their contents have been understood by all entities within the organization, not only understanding the sentences, but also the implication of each passage for PMI at all levels and applying them responsibly.

Organizational Procedures (PO) are derived from the statute and bylaws that regulate key and specific areas, such as Organizational Procedures on Board Members, Office Management, Services, Human Resources, Financial Management, Asset and Logistic Management, Staffing, Planning and Reporting, Partnership and Branding.

Implementation Guidelines (Juklak) are documents that detail out techniques of managing or implementing programs or specific activities as well as general provisions to serve as guidance for implementers. For example, Technical Guidelines on Financial Management, including techniques and formats for budgeting, cash request and utilization, as well as reporting. Or, Technical Guidelines on Planning and Reporting, which regulates work plan development process and reporting mechanisms from Branches, Chapters, and NHQ; by using specified formats within specified timeline.


13

Legal Products are legally-binding documents, both internally and externally. Internally, PMI needs to standardize the legal products derived from statute and bylaws, both in format and substance, which are applied between or at all levels of PMI. Externally, it includes legal products between organizations, such as Memorandum of Understanding (MoU) and Cooperation Agreement.

PMI has had several MoUs either with the government or private sectors at national levels. Unfortunately however, these documents have little impact to PMI at the Chapters and Branches. As a result, the MoUs were merely documents and have no implication to PMI at all levels. Therefore, it requires a pro-active approach from PMI Board Members at all levels to establish communication and coordination so that the existing MoUs can be followed up and have positive benefits for PMI and its partners.

All of those documents should be filed and updated, and then disseminated for implementation and monitoring and evaluation.

Outcome 1.3.Planning, Monitoring, Evaluation, and Reporting (PMER) system is a system that regulates PMI’s organizational governance, management, and work plan. The PMER system is well-functioning if the four elements are implemented in line with the PMI Planning and Reporting Guidelines. For example, the annual work plan is developed in reference to PMI Strategic Plan and Operational Plan 2014 – 2019, conducted through the right process, i.e. through SWOT, needs, and objective analysis in participatory manner, and endorsed through an Annual Meeting on the specified timeline.

The PMER System could be implemented if the human resources capacity, both PMER knowledge and skills, is strengthened through training and coaching. The availability of planning and reporting documents is part of PMER system implementation. The result of Organizational Capacity Assessment is beneficial to understand the organization’s capacity (SWOT) and can be used as a basis for planning. Board member database is important information, which is useful for organizational management as well as communication/coordination.

Outcome 1.4.PMI comprises of NHQ, 33 Chapters dan approximately 450 Branches. All of them have to work together in a coordinated and synergistic approach. Therefore, it is important to set up a coordination and communication mechanism. A well-planned, systematic, and regular coaching is also highly needed to facilitate PMI development and to strengthen the unity of the organization nationwide. Such coaching has to be performed by the board members to other board members at a lower level; or by staff to other staff at a lower level. A well-planned and guided coaching needs to be developed based on the existing needs and condition of the targeted PMI.


14

Out

com

e 2.

1.

PMI’s

HR

Man

agem

ent

that

incl

udes

re

crui

tmen

t, t

rain

ing,

ass

ignm

ent,

su

perv

isio

n, r

ewar

d an

d re

cogn

itio

n, a

s w

ell

as p

erfo

rman

ce e

valu

atio

n is

impr

oved

.

Out

com

e 2.

2.

PMI’s

edu

cati

on a

nd

trai

ning

sys

tem

is w

ell-

func

tion

ing.

Out

com

e 2.

3.

Avai

labi

lity

of b

asic

su

ppor

ting

fac

iliti

es a

nd

infr

astr

uctu

res

for

PMI

oper

atio

n is

incr

ease

d.

Out

com

e 2.

4.

Perf

orm

ance

and

uti

lizat

ion

of

Info

rmat

ion

and

Com

mun

icat

ion

Tech

nolo

gy in

sup

port

ing

PMI’s

op

erat

ion

is im

prov

ed.

Out

put

2.1.

1 H

uman

res

ourc

es w

ith

tech

nica

l and

man

ager

ial s

kills

ar

e av

aila

ble

and

trai

ned

to

carr

y ou

t th

eir

mai

n ta

sks

and

func

tion

s fo

r PM

I at

all l

evel

s.

2.1.

2 PM

I per

sonn

el r

ecei

ve

adeq

uate

hea

lth

serv

ices

, ei

ther

in t

erm

s of

pro

mot

ion,

pr

even

tion

, or

tre

atm

ent.

2.1.

3 Vo

lunt

eer

(KSR

, TS

R, in

clud

ing

corp

orat

e/ o

rgan

izat

ion/

inst

itut

ion

volu

ntee

rs)

and

YRC

man

agem

ent

guid

elin

es is

im

plem

ente

d at

all

leve

ls.

Out

put

2.2.

1 Tr

aine

rs a

nd f

acili

tato

rs a

re

trai

ned,

cer

tifie

d by

PM

I or

the

auth

oriz

ed in

stit

utio

n, a

nd a

re

avai

labl

e to

be

mob

ilize

d fo

r di

ffer

ent

trai

ning

s.

2.2.

2 Th

e na

tion

al t

rain

ing

curr

icul

um

need

ed f

or in

tern

al/e

xter

nal

purp

oses

is u

pdat

ed b

y PM

I an

d ac

cred

ited

by

nati

onal

in

stit

utio

ns (

Min

istr

y of

Hea

lth,

M

inis

try

of W

orkf

orce

and

Tr

ansm

igra

tion

Aff

airs

, BN

PB).

2.2.

3 PM

I tra

inin

gs a

re m

anag

ed in

line

w

ith

the

tech

nica

l gui

delin

es f

or

trai

ning

man

agem

ent.

Out

put

2.3.

1 PM

I bas

ic

oper

atio

nal

faci

litie

s (o

ffice

, di

sast

er o

pera

tion

ce

nter

/pos

ko,

war

ehou

se,

trai

ning

ce

nter

) ar

e w

ell-

func

tion

ing.

2.3.

2 PM

I ass

ets

and

basi

c fa

cilit

ies/

in

fras

truc

ture

s ar

e m

anag

ed in

line

w

ith

the

guid

ance

pr

ovid

ed.

Out

put

2.4.

1 PM

I’s In

form

atio

n an

d Co

mm

unic

atio

n Te

chno

logy

eq

uipm

ent

and

faci

litie

s ar

e av

aila

ble

and

wel

l-m

aint

aine

d.

2.4.

2 Co

mm

unic

atio

n ne

twor

k an

d so

ftw

are,

e.g

. co

mm

unic

atio

n ra

dio,

inte

rnet

, em

ail s

yste

m,

form

al m

essa

ging

, an

d ap

plic

atio

n, a

re a

vaila

ble

and

func

tion

ing

to s

uppo

rt

PMI’s

ope

rati

on a

nd s

ervi

ces,

in

clud

ing

bloo

d se

rvic

es.

STRA

TEG

IC O

BJEC

TIVE

-2To

str

engt

hen

the

capa

city

of

PMI’s

org

aniz

atio

nal r

esou

rces

at

all l

evel

s, b

oth

its

hum

an

reso

urce

s an

d th

e fa

cilit

ies

and

infr

astr

uctu

re n

eede

d to

ser

ve t

he c

omm

unit

ies.


15

Description

Strategic Objective 2The resources discussed here are limited to human, facilities and infrastructures as an integral part of the organization. Meanwhile for funding, in general it comes from the outside and is acquired through different partnership strategies, and therefore is included under Strategic Objective 6. The availability of competent human resources as well as adequate basic infrastructures and equipment is essential to manifest PMI’s Vision and Missions.

Outcome 2.1Human Resource is the most valuable asset of an organization. A big organization is developed by highly committed and professional human resources. Therefore, human resources management should be conducted effectively and comprehensively, starting from recruitment until the end of mission. Human resources capacity development in technical and management skills should be conducted on a regular and sustainable manner through trainings and coaching. PMI is also responsible for the welfare of its human resources by providing different forms of compensation, i.e. health services or insurance, to improve the performance of the board members, staff, and volunteers.

Outcome 2.2PMI normally conducts training and coaching for its human resources independently, even the training center is directed for its human resource development while at the same time serving its partners and communities. With that, PMI must have a well-functioned training and education system in which it has accredited curriculums, certified trainers/facilitators, standard training management procedures, and need-based training implementation.

Outcome 2.3Basic facilities and infrastructure such as office, disaster operation center (posko), training center, and other assets should be managed in line with the approved guideline, starting from inventory, maintenance, and documentation or reporting.

Outcome 2.4Nowadays, Information and Communication Technology (ICT) can help an organization to grow fast through quick and accurate decision making and action. PMI services are mostly needed in critical or emergency times, and quite often related to human’s life safety. Besides, PMI’s services include a wide range of needs, community contexts (urban/rural) all over Indonesia.

As such, a well-functioning ICT is needed to anticipate the gap in time, distance, and access. In implementing its work plan, PMI needs an effective, modern, and massive approach so as to enable significant changes. Therefore, technology application (hardware or software) in educating, empowering, and engaging community members becomes very strategic.


16

Out

com

e 3.

1.

PMI p

erso

nnel

’s c

apac

ity

spec

ializ

ing

in

emer

genc

y re

spon

se is

str

engt

hene

d.

Out

com

e 3.

2.

Avai

labi

lity

of e

mer

genc

y re

spon

se

equi

pmen

t in

line

wit

h ac

coun

tabi

lity

stan

dard

is in

crea

sed.

Out

com

e 3.

3.

Emer

genc

y re

spon

se m

anag

emen

t sy

stem

is

impl

emen

ted

by P

MI a

t al

l lev

els.

Out

put

3.1.

1 D

isas

ter

Resp

onse

(Sa

tgan

a) t

eam

and

em

erge

ncy

resp

onse

spe

cial

ists

are

av

aila

ble

and

read

y fo

r m

obili

zati

on a

t al

l lev

els,

incl

udin

g at

the

reg

iona

l and

na

tion

al le

vels

, in

line

wit

h th

e So

P.

3.1.

2 D

isas

ter

resp

onse

sim

ulat

ion

is o

rgan

ized

by

PM

I at

all l

evel

s in

line

wit

h th

e ne

eds

and

the

deve

lope

d co

ntin

genc

y pl

an.

Out

put

3.2.

1 St

anda

rd e

quip

men

t fo

r em

erge

ncy

resp

onse

, in

clud

ing

com

mun

icat

ion

equi

pmen

t fo

r co

ordi

nati

on a

s w

ell a

s do

cum

enta

tion

and

rep

orti

ng f

orm

ats

are

in p

lace

and

ope

rati

onal

at

all l

evel

s.

3.2.

2 Su

ffici

ent

stoc

k of

em

erge

ncy/

relie

f it

ems

is a

vaila

ble

in r

egio

nal w

areh

ouse

and

PM

I Cha

pter

’s lo

gist

ic s

tora

ge t

o su

ppor

t em

erge

ncy

resp

onse

.

Out

put

3.3.

1 Fr

amew

ork,

gui

delin

es,

and

SoP

for

emer

genc

y re

spon

se o

pera

tion

and

co

ordi

nati

on m

echa

nism

are

in p

lace

and

ad

opte

d by

PM

I at

all l

evel

s.

3.3.

2 PM

I am

bula

nce

serv

ice

beco

mes

a p

art

of

loca

l Int

egra

ted

Emer

genc

y M

anag

emen

t Sy

stem

(IE

MS)

.

3.3.

3 Co

ntin

genc

y pl

an is

upd

ated

by

PMI a

t al

l le

vels

on

annu

al b

asis

.

3.3.

4 Ea

rly

war

ning

info

rmat

ion

is f

orw

arde

d to

th

e co

mm

unit

ies

in t

imel

y m

anne

r.

3.3.

5 Th

e ne

ed f

or R

FL s

ervi

ce in

bot

h no

rmal

an

d em

erge

ncy

peri

ods

is f

ollo

wed

up

by

PMI a

t al

l lev

els.

STRA

TEG

IC O

BJEC

TIVE

-3To

impr

ove

the

qual

ity

of d

isas

ter

and

heal

th e

mer

genc

y re

spon

ses

acro

ss In

done

sia,

eit

her

in t

erm

s of

rap

idne

ss,

cove

rage

, an

d ef

fect

iven

ess

of t

he s

ervi

ces.


17

Description

Strategic Objective 3Indonesia is a disaster prone country. Therefore, PMI’s capacity to respond to disasters and health crisis in an effective, efficient manner with massive coverage, as well as with high quality needs to be further strengthened, especially on personnel, supporting facilities, and response management system.

Outcome 3.1PMI’s emergency response personnel, both the ones organized in the Disaster Response Unit (Satgana) and personnel with specialized skills in disaster response/health crisis, have to be adequately available and ready to be mobilized when needed. Emergency simulation should be scheduled on regular basis to maintain the preparedness capacity of those response personnel, in line with the contingency plan and SoP.

Outcome 3.2Disaster response is a high risk service. Therefore, PMI personnel should be equipped with supporting gears for disaster response/health crisis, such as individual protection gears, base camp tools, and tactical equipment (operational vehicles, transport means, watsan equipment, field hospital equipment, evacuation tools), including communication and documentation (recording) equipment. All of them are needed to improve the quality of emergency response operation and organizational accountability. Finally, logistic should certainly be made available in adequate types or quantity, in regional or provincial warehouses, to be distributed based on needs.

Outcome 3.3Emergency response management entails personnel and equipment mobilization system, activation of contingency plan to become operational or action plan, information system from operation sites to decision making authority, which is conducted in line with the applicable PMI’s SoP. A good response management should meet accountability standards (e.g. SPHERE, Code of Conduct, and Disaster Relief Principles and Procedures).

An effective emergency response management starts from well-functioning early warning systems. PMI, which operates between the institution providing the early warning information and the communities in disaster affected areas, needs to establish strong and systematic network with both parties in order to receive and disseminate the early warning information.

PMI Branches’ ambulance services should become part of local hospital referral system coordinated in the local Integrated Emergency Management System so that they can provide timely and standard services to optimally benefit the communities and the organization.


18

Out

com

e 4.

1.

PMI’s

cap

acit

y to

man

age

com

mun

ity-

base

d di

sast

er p

repa

redn

ess

and

heal

th p

rogr

ams

is

stre

ngth

ened

.

Out

com

e 4.

2.

PMI’s

cap

acit

y to

pro

vide

soc

ial

serv

ices

to

the

com

mun

itie

s is

in

crea

sed.

Out

com

e 4.

3.

PMI H

ospi

tals

’ se

rvic

es a

nd c

apac

ity

are

impr

oved

.

Out

put

4.1.

1 G

uide

lines

/SoP

doc

umen

ts

on c

omm

unit

y-ba

sed

disa

ster

pr

epar

edne

ss a

nd h

ealt

h pr

ogra

ms

are

avai

labl

e, u

pdat

ed,

and

appl

ied

by

PMI.

4.1.

2 Ad

equa

te s

uppo

rtin

g m

ater

ials

/to

ols

for

com

mun

ity-

base

d di

sast

er

prep

ared

ness

and

hea

lth

prog

ram

s (e

.g.

IEC

mat

eria

ls,

mod

elin

g eq

uipm

ent,

M&

E to

ols)

are

ava

ilabl

e.

4.1.

3 Co

mm

unit

y-ba

sed

disa

ster

pr

epar

edne

ss a

nd h

ealt

h pr

ogra

m

acti

viti

es a

re im

plem

ente

d by

co

mpe

tent

PM

I sta

ff/v

olun

teer

s/

faci

litat

ors

at a

ll le

vels

.

Out

put

4.2.

1 G

uide

lines

/SoP

do

cum

ents

and

su

ppor

ting

mat

eria

ls/

tool

s fo

r so

cial

ser

vice

s (e

.g.

IEC

mat

eria

ls,

mod

elin

g eq

uipm

ent,

M

&E

tool

s) a

re a

vaila

ble,

up

date

d, a

nd a

pplie

d in

PM

I.

4.2.

2 So

cial

ser

vice

act

ivit

ies

are

impl

emen

ted

by

com

pete

nt P

MI s

taff

/vo

lunt

eers

at

all l

evel

s.

Out

put

4.3.

1 In

form

atio

n on

hos

pita

l sta

ndar

d se

rvic

es (

pati

ent

serv

ices

, pa

tien

t sa

fety

, se

rvic

es t

o pe

ople

con

trac

ted

wit

h TB

, H

IV/A

IDS

and

CEO

NC)

ba

sed

on K

ARS

(Hos

pita

l Acc

redi

tati

on C

omm

issi

on)

or J

CI (

Join

t Co

mm

issi

on In

tern

atio

nal)

sta

ndar

ds is

dis

sem

inat

ed t

o al

l hos

pita

ls’

empl

oyee

s in

ord

er t

o gu

ide

them

in p

erfo

rmin

g th

eir

role

s an

d re

spon

sibi

litie

s.

4.3.

2 M

edic

al a

nd n

on-m

edic

al p

erso

nnel

at

the

hosp

ital

are

wor

king

in

line

wit

h th

e ho

spit

al s

tand

ard

for

pers

onne

l com

pete

nce

(edu

cati

on

qual

ifica

tion

, cr

eden

tial

com

pete

nce,

clin

ical

aut

hori

ty,

audi

t co

mpe

tenc

e).

4.3.

3 H

ospi

tal q

ualit

y an

d pa

tien

t sa

fety

impr

ovem

ent

prog

ram

s ar

e im

plem

ente

d th

roug

h In

fect

ion

Prev

enti

on a

nd C

ontr

ol (

IPCI

) pr

ogra

m,

Hos

pita

l Occ

upat

iona

l Hea

lth

and

Safe

ty a

nd (

K3RS

) pr

ogra

m,

as w

ell a

H

ospi

tal P

atie

nt S

afet

y pr

ogra

m.

4.3.

4 Ad

equa

te g

ener

al a

nd s

peci

aliz

ed/s

ub-s

peci

aliz

ed m

edic

al s

ervi

ces,

in

clud

ing

flags

hip

serv

ice

for

lifes

tyle

nee

ds,

are

avai

labl

e.

4.3.

5 Ed

ucat

ion,

tra

inin

g an

d de

velo

pmen

t, a

s w

ell a

s pe

rfor

man

ce e

valu

atio

n fo

r ho

spit

al’s

sup

port

ing

staf

f ar

e w

ell-

cond

ucte

d.

STRA

TEG

IC O

BJEC

TIVE

-4To

str

engt

hen

com

mun

ity

resi

lienc

e in

ord

er t

o re

duce

the

ris

ks a

nd im

pact

of

disa

ster

s an

d di

seas

es t

hrou

gh d

isas

ter

prep

ared

ness

, he

alth

, an

d so

cial

pro

gram

s, a

lso

refe

rral

hea

lth

serv

ices

.


19

Description

Strategic Objective 4During the last decade, the Red Cross and Red Crescent Movement all over the world have shifted from response-driven organizations to preventive-oriented ones. This was done through different development and empowerment programs in reducing disaster risks and impact in the future.

Outcome 4.1The transition from a response organization to one with more development focus should be supported with capacity building in community-based program management, both in disaster preparedness and health sector. Through this approach, PMI needs to strengthen the communities’ capacity to utilize their own resources (human resources, equipment, natural/environment resources, social system and norms) to develop community members (individual or communal) who are resilient to the impacts of disaster/health crisis. Therefore, guidelines/SoP and adequate supporting facilities are needed to help PMI staff/volunteers/facilitators who are working for and with the communities.

Outcome 4.2PMI social services focus not only on meeting the common needs of vulnerable communities but also on facilitating those vulnerable communities to access public services, and empowering those groups through psychological support. PMI thus needs to have guidelines/SoP and adequate facilities to help PMI staff/volunteers/facilitators who are working for and with the vulnerable groups.

Outcome 4.3PMI Hospitals’ service and capacity should be strengthened, including its grade, standard service, medical and non-medical personnel’s competence, quality of health services (general, specialized, and flagship services), as well as standard of safety and comfort for the patients. PMI Bogor Hospital, which is one of the most well-equipped PMI hospital, will be a reference for improving other PMI hospitals in other provinces.


20

Out

com

e 5.

1.

Bloo

d Tr

ansf

usio

n U

nit’

s (U

TD)

capa

city

in

line

wit

h th

e na

tion

al s

tand

ard

is

incr

ease

d.

Out

com

e 5.

2.

Hum

an r

esou

rces

cap

acit

y, a

lso

faci

litie

s an

d in

fras

truc

ture

at

UTD

Nat

iona

l/Pr

ovin

ces/

Dis

tric

ts a

re in

crea

sed.

Out

com

e 5.

3.

Avai

labi

lity

of s

afe,

acc

essi

ble,

an

d qu

alit

y bl

ood

in a

ll U

TD is

in

crea

sed.

Out

put

5.1.

1 Po

licie

s, p

roce

dure

s, a

nd g

uide

lines

re

late

d to

Goo

d M

anuf

actu

ring

Pra

ctic

e (G

MP)

for

blo

od s

ervi

ce a

re a

vaila

ble

and

impl

emen

ted

by U

TD a

t al

l lev

els.

5.1.

2 U

TD m

anag

emen

t sy

stem

, in

clud

ing

its

orga

niza

tion

al s

truc

ture

, st

affin

g, fi

nanc

e,

plan

ning

and

rep

orti

ng,

is o

pera

tion

al a

t al

l le

vels

.

5.1.

3 Co

mm

unic

atio

n, c

oord

inat

ion,

and

coa

chin

g m

echa

nism

is c

onsi

sten

tly

appl

ied

wit

hin

inte

rnal

UTD

, ac

ross

UTD

leve

ls,

and

wit

h ex

tern

al s

take

hold

ers

(loc

al g

over

nmen

t,

DH

O,

hosp

ital

s, P

OM

, ve

ndor

, et

c.).

Out

put

5.2.

1 U

TD e

mpl

oyee

s ar

e tr

aine

d in

impl

emen

ting

G

MP

and

nati

onal

sta

ndar

ds,

in li

ne w

ith

thei

r ro

les

and

resp

onsi

bilit

ies,

als

o co

mpe

tenc

es r

equi

red.

5.2.

2 Co

mpe

tent

and

pro

fess

iona

l tec

hnic

al

pers

onne

l on

Bloo

d Tr

ansf

usio

n Te

chni

que

are

adeq

uate

ly p

rodu

ced

from

the

Blo

od

Tran

sfus

ion

Tech

nolo

gy D

iplo

ma

Prog

ram

.

5.2.

3 Ad

equa

te a

nd s

tand

ard

faci

litie

s an

d in

fras

truc

ture

, al

so f

urni

ture

, fix

ture

s an

d eq

uipm

ent

(FF&

E) a

re a

vaila

ble

at a

ll U

TDs.

5.2.

4 Bl

ood

Don

or U

nit

Man

agem

ent

Info

rmat

ion

Syst

em (

SIM

UD

DA)

is w

ell-

func

tion

ing

at a

ll le

vels

to

supp

ort

bloo

d se

rvic

e do

cum

enta

tion

, re

port

ing,

and

tra

ckin

g.

Out

put

5.3.

1 In

itia

tive

s to

pro

mot

e Vo

lunt

ary

Bloo

d D

onor

s (D

DS)

are

con

duct

ed a

t a

mas

sive

sca

le o

n re

gula

r ba

sis.

5.3.

2 Ce

ntra

lizat

ion

of b

lood

pro

cess

ing,

bl

ood

scre

enin

g, a

nd c

ross

-mat

ched

tes

t is

con

duct

ed f

or b

lood

ser

vice

effi

cien

cy

and

effe

ctiv

enes

s.

5.3.

3 Bl

ood

is d

istr

ibut

ed in

line

wit

h th

e ho

spit

als’

nee

ds t

hrou

gh b

lood

pro

visi

on

serv

ice

netw

ork.

5.3.

4 Pr

oduc

tion

of

bloo

d re

agen

t, b

lood

bag

, an

d pl

asm

a fr

acti

onat

ion

is c

ondu

cted

by

UTD

and

PM

I NH

Q in

depe

nden

tly.

5.3.

5 Re

sear

ch a

nd d

evel

opm

ent

for

bloo

d se

rvic

e is

con

duct

ed b

y U

TD N

atio

nal

and

Prov

ince

s.

STRA

TEG

IC O

BJEC

TIVE

-5To

incr

ease

the

ava

ilabi

lity

of s

afe,

acc

essi

ble,

and

qua

lity

bloo

d th

roug

hout

Indo

nesi

a.


21

Description

Strategic Objective 5Blood sometimes becomes an urgent need to save people’s life. PMI is the only humanitarian organization that has the mandate from the Government of Indonesia to support blood availability in the country. In fact, PMI is known as an organization working on blood donation, and blood is indeed still one of PMI strategic program priorities throughout Indonesia. Therefore, the capacity of all PMI Blood Transfusion Units (UTD), including its personnel, at all levels need to be strengthened in order to ensure the provision of safe, quality and accessible blood.

Outcome 5.1UTD’s capacity varies across provinces/districts; with some have had very good capacity while some others are still below the standard. PMI UTD should be operated in line with the policies, procedures, and guidelines related to the Good Manufacturing Practice (GMP) to ensure that its product is meeting the standard set. In the last 5-10 years, there were several issues arisen related to UTD management in several provinces, including the lack of harmony with local PMI offices. As such, the management system of UTD should be implemented based on the standard and supported with coordination, communication and coaching mechanisms at different levels of UTD, as well as with other stakeholders.

Outcome 5.2To apply GMP, trained personnel and standard infrastructures, facilities, and equipment have to be adequately available either in quantity, timeliness, and quality. A well-functioning Information System is vital to support UTD services. With a well-functioning Blood Donor Unit Management Information System (SIMUDDA), UTD will be able to deliver its work plan in a professional manner starting from planning, implementation, and reporting.

Outcome 5.3The availability of safe, quality, and accessible blood highly depends on the voluntary blood donor. The attempt to promote Blood Donor Volunteer should be conducted on a regular basis with a massive and proactive approach by visiting potential blood donor sources. This effort should be done intensively in order to attract new blood donors, while retaining blood donor volunteers who have donated their blood on regular basis.

On the other hand, the availability of safe, quality, and accessible blood should be further increased through centralization of blood processing, blood screening, and cross-matching test. In order to reduce dependency on supplies from overseas as well as to improve the effectiveness and efficiency of blood products production, PMI NHQ will continue its attempt to construct a factory to produce blood bag, reagent, and plasma fractionation in order to meet the needs of PMI UTD all over Indonesia. Researches in blood service development should also be conducted by UTD National and Provinces in order to improve innovation and quality of its services.


22

Out

com

e 6.

1.

PMI’s

par

tner

ship

wit

h th

e go

vern

men

t, p

ublic

and

pri

vate

sec

tors

, m

ovem

ent

part

ners

, or

gani

zati

ons,

nat

iona

l and

inte

rnat

iona

l don

or a

genc

ies,

and

oth

er s

take

hold

ers

is

stre

ngth

ened

at

all l

evel

s.

Out

com

e 6.

2.

Reso

urce

Mob

iliza

tion

cap

acit

y to

en

hanc

e pa

rtic

ipat

ion

from

par

tner

s an

d co

mm

unit

ies

is s

tren

gthe

ned.

Out

put

6.1.

1 M

oU a

nd P

roje

ct A

gree

men

t do

cum

ents

bet

wee

n PM

I wit

h th

e go

vern

men

t, p

ublic

and

pri

vate

sec

tors

, m

ovem

ent

part

ners

, or

gani

zati

ons,

nat

iona

l and

inte

rnat

iona

l don

or a

genc

ies,

and

oth

er

stak

ehol

ders

are

ava

ilabl

e an

d im

plem

ente

d by

PM

I at

all l

evel

s.

6.1.

2 Pa

rtne

rshi

p bu

ildin

g in

itia

tive

s, in

clud

ing

the

impl

emen

tati

on o

f Co

oper

atio

n Ag

reem

ent

Stra

tegy

(CA

S),

are

purs

ued

cons

iste

ntly

by

PMI a

t al

l lev

els.

Out

put

6.2.

1 Re

sour

ce m

obili

zati

on c

apac

ity

stre

ngth

enin

g st

rate

gy is

dev

elop

ed

and

impl

emen

ted

by c

ompe

tent

per

sonn

el in

PM

I at

all l

evel

s.

6.2.

2 Po

tent

ial d

onor

map

ping

for

res

ourc

e m

obili

zati

on n

atio

n-w

ide

is

deve

lope

d an

d di

ssem

inat

ed t

o PM

I Cha

pter

s/Br

anch

es.

6.2.

3 G

uide

lines

reg

ulat

ing

the

utili

zati

on o

f fu

nd g

ener

ated

fro

m p

ublic

do

nati

on is

dis

sem

inat

ed a

nd im

plem

ente

d by

PM

I.

SRAT

EGIC

OBJ

ECTI

VE-6

To s

tren

gthe

n th

e pa

rtne

rshi

p w

ith

nati

onal

and

loca

l gov

ernm

ents

, pu

blic

and

pri

vate

se

ctor

s, m

ovem

ent

part

ners

, do

nor

agen

cies

, an

d ot

her

stak

ehol

ders

in o

rder

to

assu

me

PMI’s

m

anda

te a

nd f

unct

ions

.


23

Description

Strategic Objective 6PMI has been able to remain active and productive for 70 years. This was possible with supports from different stakeholders. Without their supports, PMI will have limitations in performing its roles. Partnership is the term that needs to be further developed and maintained, both at national and international levels.

Outcome 6.1The partnership between PMI and the Government, public sector, corporate sector, movement partners, organizations, national and international donors, as well as other stakeholders is formally endorsed with an MoU or Cooperation Agreement. This is to ensure consistent legal protection for the partnership implementation at the target Chapters and Branches. There have actually been several MoUs initiated by PMI NHQ, however they were not implemented and did not have any significance as they were not followed up with communication and coordination at Chapter/Branch levels. PMI board members at all levels need to proactively present PMI as a potential partner for stakeholders through effective communication and coordination.

Outcome 6.2A healthy organization is an organization with a diverse source of funding or no dependency to one or several sources only. PMI needs fund to maintain its operation and provide services. Therefore, PMI at all levels have to proactively seek income for the organization. There are many activities that could bring income to PMI such as public fundraising, business unit development, service provision, and proposal submission. Nearly 80% of PMI Branches however received most of their funding from the government.

Lately, public fundraising such as Bulan Dana (Donation Month) has been facing different challenges as the communities were facing economic challenges. PMI fundraising strategies need to evolve as the world is changing. It requires specific Resource Mobilization strategies that are strategic, relevant, in line with the organization’s fundamental principles, and effective. These could only be achieved if the personnel managing the unit have specific competences in Resource Mobilization. This seems to be an area often neglected or not receiving serious attention. Therefore, it is not surprising that PMI’s performance is very limited, and few of them even only have their signboards.

After receiving the fund, the mechanism to utilize the fund raised, especially for funding raised nationwide (e.g. fund collected from a partnership with private sector or donor), should be discussed and agreed collectively in order to optimize PMI’s development and services throughout Indonesia.


24

Out

com

e 7.

1.

Prin

cipl

es o

f ac

coun

tabi

lity

and

tran

spar

ency

are

wel

l-im

plem

ente

d by

PM

I acc

ordi

ngly

.

Out

com

e 7.

2.

Out

reac

h, q

ualit

y, a

nd in

tens

ity

of d

ocum

enta

tion

, pu

blic

atio

n,

prom

otio

n, a

nd a

dvoc

acy

of P

MI a

ctiv

itie

s/se

rvic

es a

re

incr

ease

d.

Out

put

7.1.

1 Re

port

s on

fina

ncia

l inc

ome

and

expe

ndit

ures

, in

clud

ing

finan

cial

an

d na

rrat

ive

repo

rts,

are

dev

elop

ed o

n pe

riod

ical

bas

is f

or in

tern

al

and

exte

rnal

con

sum

ptio

n.

7.1.

2 Au

dit

on P

MI’s

fina

ncia

l exp

endi

ture

s is

con

duct

ed a

nnua

lly b

oth

by

inte

rnal

and

ext

erna

l acc

ount

ant

and

follo

wed

up

acco

rdin

gly.

7.1.

3 G

uide

lines

on

bene

ficia

ry f

eedb

ack

and

com

plai

nt m

echa

nism

are

de

velo

ped

and

impl

emen

ted

by P

MI a

t al

l lev

els.

Out

put

7.2.

1 Ba

sic

PR a

nd c

omm

unic

atio

n eq

uipm

ent

and

tool

s (c

amer

a,

vide

o ca

mer

a, r

ecor

der)

, as

wel

l as

info

rmat

ion,

edu

cati

on,

and

com

mun

icat

ion

(IEC

) m

ater

ials

are

ade

quat

ely

avai

labl

e at

all

leve

ls

of P

MI.

7.2.

2 An

alys

is r

epor

t on

PM

I pub

licat

ion

in m

ass

med

ia (

prin

t, o

nlin

e,

TV,

radi

o) a

nd s

ocia

l med

ia (

Twit

ter

and

Face

book

) is

dev

elop

ed o

n re

gula

r ba

sis

at P

MI N

HQ

/Cha

pter

s.

7.2.

3 PR

and

com

mun

icat

ion

prod

ucts

to

prom

ote

PMI p

rogr

ams

and

serv

ices

are

dis

sem

inat

ed t

o th

e co

mm

unit

ies/

publ

ic o

n re

gula

r ba

sis.

STRA

TEG

IC O

BJEC

TIVE

-7To

impr

ove

PMI’s

acc

ount

abili

ty a

s a

hum

anit

aria

n or

gani

zati

on a

t th

e na

tion

al a

nd in

tern

a-ti

onal

leve

ls.


25

Description

Strategic Objective 7Accountability is an ethical concept too broad to be defined. However, in short, accountability is the responsibility to them who has a partnership with an organization which will determine the continuity of that partnership. Accountability is closely related with reputation. To become a forefront humanitarian organization, PMI should put forward transparency and accountability principles, either in the organization, resources, or service/program management.

Outcome 7.1The demand for accountability and transparency has been increasing nowadays, especially for humanitarian organization like PMI, which depends on public fund. The effort to strengthen PMI accountability could be pursued through different methods. For example: publishing financial report that provides information on income and expenditures of funding from public/community, both for internal and external party; conducting regular annual audit, either by internal or external auditors; seeking opinion, feedback, and criticisms from the people served. Through those strategies, PMI can demonstrate its compliance and pursuance of conditions set by donors, and at the same time, PMI remains transparent to the people providing resources and those being served.

Outcome 7.2.Accountability and transparency will be ‘seen and heard’ by community at large through intensive, consistent, proportionate, and transparent publication and advocacy. All of those efforts should certainly be done with sufficient media-related equipment. Each organization has to understand its public ‘positioning’, thus it requires effective public relation strategies to strategically position itself among other players. For example, by conducting analysis on the impact of media publication on PMI, therefore the publication or the development of publication products can be done in a well-planned, targeted, and measurable manner.


26

Out

com

e 8.

1.

Und

erst

andi

ng o

n RC

RC a

nd h

uman

itar

ian

valu

es a

mon

g PM

I pe

rson

nel a

nd e

xter

nal s

take

hold

ers

is im

prov

ed.

Out

put

8.1.

1 U

pdat

ed In

form

atio

n, E

duca

tion

, an

d Co

mm

unic

atio

n (I

EC)

mat

eria

ls o

n RC

RC D

isse

min

atio

n ar

e av

aila

ble

adeq

uate

ly a

t al

l le

vels

.

8.1.

2 Ch

arac

ter

build

ing

on h

uman

itar

ian

and

RCRC

val

ues

is f

acili

tate

d by

co

mpe

tent

dis

sem

inat

ors

at a

ll le

vels

.

8.1.

3 Pa

rtne

rshi

p w

ith

rele

vant

inst

itut

ions

(M

ilita

ry,

Polic

e, u

nive

rsit

ies,

sc

hool

s, N

GO

s) a

nd c

omm

unit

ies

is e

stab

lishe

d to

dis

sem

inat

e hu

man

itar

ian

and

RCRC

val

ues.

SRAT

EGIC

OBJ

ECTI

VE-8

To im

prov

e th

e un

ders

tand

ing

of a

ll el

emen

ts o

f co

mm

unit

ies

on h

uman

itar

ian

valu

es,

Fund

amen

tal P

rinc

iple

s of

the

Inte

rnat

iona

l RCR

C M

ovem

ent,

as

wel

l as

Inte

rnat

iona

l H

uman

itar

ian

Law

s th

roug

h co

mm

unic

atio

n, e

duca

tion

, an

d di

ssem

inat

ion

stra

tegi

es.


27

Description

Strategic Objective 8Humanitarian values and the Fundamental Principles of the International RCRC Movement is a world heritage, especially in International Humanitarian Law. It is therefore important to inherit the awareness on the humanitarian values and the Fundamental Principles of the International RCRC Movement to all elements of community, from generation to generation, in order to preserve their existence.

Outcome 8.1The understanding on humanitarian values and the basic principles of the International RCRC movement is mandatory for PMI personnel at all levels, starting from the leaders, staff as well as volunteers. This corresponds to PMI’s Vision in Strategic Plan 2014 – 2019, “ PMI demonstrates strong character…”, therefore these values should be reflected in all aspects of the organization, i.e. leadership, program implementer, and nature/principles of PMI service.

The dissemination of humanitarian values and the Fundamental Principles of the International RCRC Movement internally will be integrated into all PMI training packages/module, and RCRC orientation to the board members. As for external party, the dissemination will be conducted through various events at PMI, both at the local and national levels, by utilizing media networks as well as partnership with Military, Police, universities, and schools networks.


28

There are indicators applicable specifically for a certain level, for example, they are only relevant for PMI NHQ or Chapter or Branch. However, there are also indicators applicable to all levels, whether for two or three levels at the same time. Overall, there are 12 Strategic Plan indicators and 172 Operational Plan indicators. The following details of indicator are disaggregated between levels of objective and PMI levels therefore irrelevant for accumulation.

Strategic Plan

In total, there are 12 indicators to be measured nationwide by midterm and by the end of the effective period of the strategic plan, for example, in 2015 (as a baseline); 2017 (as midterm evaluation); and 2019 (as end line or final evaluation).

Operational Plan

The achievement of Operational Plan indicators will be measured on a regular basis in accordance with the reporting period in effect. The indicator measurement period is highly dependent on the indicator statement, but at least all of the indicators adopted in PMI annual work plan at all levels must be reported at the end of the year.

There are 22 Outcome statements with 56 indicators

9 PMI NHQ : 26 indicators9 PMI Chapter : 16 indicators9 PMI B : 31 indicators

9 National Blood Transfusion Unit (UTD) : 2 indicators9 Provincial Blood Transfusion Unit (UTD) : 5 indicators9 District Blood Transfusion Unit (UTD) : 5 indicators9 PMI Hospital : 3 indicators

2.2. Summary on Number of Indicator


29

STRATEGIC OBJECTIVE 1:To build a well-functioning PMI at all levels, with the capacity to create synergy between program activities and the organizational policies, procedures, and system.

OUTCOME OUTCOME INDICATOR

TARGET 2019 FOR OUTCOME INDICATOR

OUTPUT OUTPUT INDICATOR

TARGET 2019 FOR OUTPUT

INDICATOR

1.1 PMI’s Legal Entity is strengthened.

1. RC law is passed. Year 2017 1.1.1 RC Bill is included in the National Legislation Program agenda.

2. Number of activities to disseminate information of RC Bill.

10

1.2 PMI’s Statutes, Organizational Procedures (PO), and Implementation Guidelines (Juklak), as well as the legal products issued are institutionalized at all levels.

3. PMI NHQ/Chapters/ Branches conducted the Five-Yearly Assembly Meeting in timely manner.

1/33/420 1.2.1 PMI Statutes, Organizational Procedures (PO), and Implementation Guidelines (Juklak), as well as legal products are in place and implemented at all levels.

6. PMI Chapters/Branches receive dissemination of information on statutes.

33/420

4. PMI NHQ/Chapters/ Branches conducted Annual Meeting in accordance with the assigned schedule.

1/33/320 7. PMI Branches use PMI bank account for its transactions.

420

5. Number of Organizational Procedures (PO) adjusted to the Statute.

5 8. Number of PMI employees who have written employment contracts.

Determined by Branches

9. PMI NHQ/Chapters/ Branches develop asset inventory in line with the technical guidelines.

1/33/420

10. PMI Chapters/Branches have HR regulation in place.

33/420

11. PMI Chapters/Branches has employee database that is updated on annual basis.

33/420

12. Number of PMI employee at the Chapters/Branches.

Determined by Chapters/ Branches

1.3 PMI’s Planning, Monitoring, Evaluation, and Reporting (PMER) system is well-functioning at all levels.

13. PMI NHQ/Chapters/ Branches develop annual work plan in line with the Planning and Reporting Guidelines.

1/33/375 1.3.1 PMI board members and staff at all levels are regularly coached on the implementation of Planning, Monitoring, Evaluation, and Reporting (PMER) system by competent facilitators.

16. PMI Chapters/Branches receive technical assistance visit on PMER.

20/235

17. PMI Chapters/Branches receive information regarding the Planning and Reporting Guidelines.

33/320

14. PMI NHQ/Chapters/ Branches develop annual report in line with the Planning and Reporting Guidelines.

1/33/375 1.3.2 Planning and reporting documents that are in line with the Planning and Reporting Guidelines are available at all levels.

18. PMI Chapter/Branches submit quarterly report to one level above, in line with the Planning and Reporting Guidelines.

33/375

There are 64 Output statements with 116 indicators9 PMI NHQ : 38 indicators9 PMI Chapter : 48 indicators9 PMI Branch : 63 indicators

9 National Blood Transfusion Unit (UTD) : 16 indicators9 Provincial Blood Transfusion Unit (UTD) : 13 indicators9 District/City Blood Transfusion Unit (UTD) : 14 indicators9 PMI Hospital : 6 indicators

In the Operational Plan Matrix, the indicator numbering is made sequentially per outcome and output. Thus, the arrangement is as described in the following table.

Indicator is a measurement or benchmark or evidence of the achievement of the intended

objectives, either at strategic objective, outcome, or output level.


30

2.3.

Mat

rix

of P

MI S

trat

egic

Pla

n 20

14-2

019

VISI

ON

: PM

I dem

onst

rate

s st

rong

cha

ract

ers

and

is p

rofe

ssio

nal,

sel

f-su

stai

ning

, an

d re

spec

ted

by c

omm

unit

ies

MIS

SIO

NG

OA

L/ST

RATE

GIC

OBJ

ECTI

VEKE

Y PE

RFO

RMA

NCE

IND

ICAT

OR

TARG

ET 2

019

1.

To b

ecom

e th

e fo

refr

ont h

uman

-ita

rian

orga

niza

tion

that

pro

vide

s qu

ality

serv

ices

to c

omm

uniti

es

in li

ne w

ith th

e fu

ndam

enta

l pr

inci

ples

of t

he R

ed C

ross

and

Re

d Cr

esce

nt M

ovem

ent.

1. T

o bu

ild a

wel

l-fu

ncti

onin

g PM

I at

all l

evel

s, w

ith

the

capa

city

to

crea

te s

yner

gy b

etw

een

prog

ram

act

ivit

ies

and

the

orga

niza

tion

al p

olic

ies,

pro

cedu

res,

and

sys

tem

.

1.

RC L

aw is

lega

lized

.

2.

PMI N

HQ

/Cha

pter

s/Br

anch

es a

re

wel

l-fu

ncti

oned

.

- Ye

ar 2

017

- 1/

33/2

35

2. T

o st

reng

then

the

cap

acit

y of

PM

I’s o

rgan

izat

iona

l re

sour

ces

at a

ll le

vels

, bo

th it

s hu

man

res

ourc

es a

nd

the

faci

litie

s an

d in

fras

truc

ture

s ne

eded

to

serv

e th

e co

mm

unit

ies.

3.

Num

ber

of d

isas

ter

resp

onse

spe

cial

-is

ts a

t th

e na

tion

al le

vel.

4.

Regi

onal

war

ehou

ses

are

wel

l-fu

nc-

tion

ing.

- 50

peo

ple

- 6

war

ehou

ses

3. T

o im

prov

e th

e qu

alit

y of

dis

aste

r an

d he

alth

em

erge

ncy

resp

onse

s ac

ross

Indo

nesi

a, e

ithe

r in

ter

ms

of s

peed

, co

vera

ge,

and

effe

ctiv

enes

s of

the

ser

vice

s.

5.

PMI B

ranc

hes

are

prep

ared

for

di

sast

er.

6.

Num

ber

of d

irec

t be

nefic

iari

es o

f PM

I ser

vice

s.

- 12

0 PM

I Bra

nche

s

- Ac

tual

4. T

o st

reng

then

com

mun

ity

resi

lienc

e in

ord

er t

o re

duce

th

e ri

sks

and

impa

ct o

f di

sast

ers

and

dise

ases

thr

ough

di

sast

er p

repa

redn

ess,

hea

lth,

and

soc

ial p

rogr

ams,

als

o re

ferr

al h

ealt

h se

rvic

es.

7.

PMI B

ranc

hes

have

≥5

villa

ges

rece

ivin

g in

terv

enti

on,

whi

ch a

re

disa

ster

res

ilien

t.

- 23

5 PM

I Bra

nche

s

5. T

o in

crea

se t

he a

vaila

bilit

y of

saf

e, a

cces

sibl

e, a

nd

qual

ity

bloo

d th

roug

hout

Indo

nesi

a.8.

Bl

ood

Tran

sfus

ion

Uni

t (U

TD)

Dis

tric

ts/C

itie

s m

eet

the

serv

ice

min

imum

sta

ndar

d.

- 20

0 U

TDs

2.

To st

reng

then

PM

I’s se

lf-su

ffici

en-

cy th

roug

h su

stai

nabl

e st

rate

gic

part

ners

hips

with

the

gove

rn-

men

t, pr

ivat

e se

ctor

, mov

emen

t pa

rtne

rs, c

omm

uniti

es, a

nd o

ther

st

akeh

olde

rs a

t all

leve

ls.

6. T

o st

reng

then

the

par

tner

ship

wit

h na

tion

al a

nd lo

cal

gove

rnm

ents

, pu

blic

and

pri

vate

sec

tors

, m

ovem

ent

part

ners

, do

nor

agen

cies

, an

d ot

her

stak

ehol

ders

in

orde

r to

ass

ume

PMI’s

man

date

and

fun

ctio

ns.

9.

Perc

enta

ge o

f in

crea

se in

loca

l gov

-er

nmen

t fu

ndin

g al

loca

tion

to

PMI

Chap

ters

/Bra

nche

s.

10.

Perc

enta

ge o

f to

tal i

ncre

ase

in

inco

me

at P

MI N

HQ

/Cha

pter

s/Br

anch

es.

- 30

%

- 30

%

3.

To im

prov

e PM

I’s o

rgan

izat

ion-

al r

eput

atio

n at

the

nat

iona

l an

d in

tern

atio

nal l

evel

s.

7. T

o im

prov

e PM

I’s a

ccou

ntab

ility

as

a hu

man

itar

ian

orga

niza

tion

at

the

nati

onal

and

inte

rnat

iona

l lev

els.

11.

Num

ber

of n

ew p

rogr

am/

proj

ect

fund

ed b

y do

nors

.-

15

8. T

o im

prov

e th

e un

ders

tand

ing

of a

ll el

emen

ts o

f co

mm

unit

ies

on h

uman

itar

ian

valu

es,

fund

amen

tal

prin

cipl

es o

f th

e in

tern

atio

nal R

CRC

mov

emen

t,

as w

ell a

s In

tern

atio

nal H

uman

itar

ian

Law

s (I

HL)

th

roug

h co

mm

unic

atio

n, e

duca

tion

, an

d di

ssem

inat

ion

stra

tegi

es.

12.

Perc

enta

ge o

f su

rvey

ed r

espo

nden

ts

who

are

abl

e to

men

tion

PM

I man

-da

te c

orre

ctly

.

- 70

%


31

2.4.

Mat

rix

of P

MI O

pera

tion

al P

lan

2015

-201

9

STRA

TEG

IC O

BJEC

TIVE

1:

To b

uild

a w

ell-

func

tion

ing

PMI a

t al

l lev

els,

wit

h th

e ca

paci

ty t

o cr

eate

syn

ergy

bet

wee

n pr

ogra

m a

ctiv

itie

s an

d th

e or

gani

zati

onal

pol

icie

s,

proc

edur

es,

and

syst

em.

OU

TCO

ME

OU

TCO

ME

IND

ICAT

OR

TAR

GET

20

19 F

OR

O

UT

COM

E IN

DIC

ATO

R

OU

TPU

TO

UT

PUT

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TPU

T

IND

ICAT

OR

1.1

PMI’s

Leg

al

Enti

ty is

st

reng

then

ed.

1.

RC la

w is

pas

sed.

Year

201

71.

1.1

RC B

ill is

incl

uded

in t

he

Nat

iona

l Leg

isla

tion

Pro

gram

ag

enda

.

2.

Num

ber

of a

ctiv

itie

s to

dis

sem

inat

e in

form

atio

n of

RC

Bill.

10

1.2

PMI’s

Sta

tute

s,

Org

aniz

atio

nal

Proc

edur

es

(PO

), a

nd

Impl

emen

tati

on

Gui

delin

es

(Juk

lak)

, as

w

ell a

s th

e le

gal p

rodu

cts

issu

ed a

re

inst

itut

iona

lized

at

all

leve

ls.

3.

PMI N

HQ

/Cha

pter

s/ B

ranc

hes

cond

ucte

d th

e Fi

ve-Y

earl

y As

sem

bly

Mee

ting

in

tim

ely

man

ner.

1/33

/420

1.2.

1 PM

I Sta

tute

s, O

rgan

izat

iona

l Pr

oced

ures

(PO

), a

nd

Impl

emen

tati

on G

uide

lines

(J

ukla

k),

as w

ell a

s le

gal

prod

ucts

are

in p

lace

and

im

plem

ente

d at

all

leve

ls.

6.

PM

I Cha

pter

s/Br

anch

es r

ecei

ve

diss

emin

atio

n of

info

rmat

ion

on

stat

utes

.

33/4

20

4.

PMI N

HQ

/Cha

pter

s/ B

ranc

hes

cond

ucte

d An

nual

Mee

ting

in a

ccor

danc

e w

ith

the

assi

gned

sch

edul

e.

1/33

/320

7.

PMI B

ranc

hes

use

PMI b

ank

acco

unt

for

its

tran

sact

ions

.42

0

5.

Num

ber

of O

rgan

izat

iona

l Pro

cedu

res

(PO

) ad

just

ed t

o th

e St

atut

e.5

8.

Num

ber

of P

MI e

mpl

oyee

s w

ho h

ave

wri

tten

em

ploy

men

t co

ntra

cts.

Det

erm

ined

by

Bra

nche

s

9.

PMI N

HQ

/Cha

pter

s/ B

ranc

hes

deve

lop

asse

t in

vent

ory

in li

ne w

ith

the

tech

nica

l gui

delin

es.

1/33

/420

10.

PM

I Cha

pter

s/Br

anch

es h

ave

HR

regu

lati

on in

pla

ce.

33/4

20

11.

PM

I Cha

pter

s/Br

anch

es h

as

empl

oyee

dat

abas

e th

at is

upd

ated

on

ann

ual b

asis

.

33/4

20

12.

N

umbe

r of

PM

I em

ploy

ee a

t th

e Ch

apte

rs/B

ranc

hes.

Det

erm

ined

by

Cha

pter

s/

Bran

ches

1.3

PMI’s

Pla

nnin

g,

Mon

itor

ing,

Ev

alua

tion

, an

d Re

port

ing

(PM

ER)

syst

em

is w

ell-

func

tion

ing

at

all l

evel

s.

13.

PM

I NH

Q/C

hapt

ers/

Bra

nche

s de

velo

p an

nual

wor

k pl

an in

line

wit

h th

e Pl

anni

ng a

nd R

epor

ting

Gui

delin

es.

1/33

/375

1.3.

1 PM

I boa

rd m

embe

rs a

nd

staf

f at

all

leve

ls a

re

regu

larl

y co

ache

d on

the

im

plem

enta

tion

of

Plan

ning

, M

onit

orin

g, E

valu

atio

n, a

nd

Repo

rtin

g (P

MER

) sy

stem

by

com

pete

nt f

acili

tato

rs.

16.

PM

I Cha

pter

s/Br

anch

es r

ecei

ve

tech

nica

l ass

ista

nce

visi

t on

PM

ER.

20/2

35

17.

PM

I Cha

pter

s/Br

anch

es r

ecei

ve

info

rmat

ion

rega

rdin

g th

e Pl

anni

ng

and

Repo

rtin

g G

uide

lines

.

33/3

20

14.

PM

I NH

Q/C

hapt

ers/

Bra

nche

s de

velo

p an

nual

rep

ort

in li

ne w

ith

the

Plan

ning

an

d Re

port

ing

Gui

delin

es.

1/33

/375

1.3.

2 Pl

anni

ng a

nd r

epor

ting

do

cum

ents

tha

t ar

e in

lin

e w

ith

the

Plan

ning

and

Re

port

ing

Gui

delin

es a

re

avai

labl

e at

all

leve

ls.

18.

PM

I Cha

pter

/Bra

nche

s su

bmit

qu

arte

rly

repo

rt t

o on

e le

vel a

bove

, in

line

wit

h th

e Pl

anni

ng a

nd

Repo

rtin

g G

uide

lines

.

33/3

75


32

STRA

TEG

IC O

BJEC

TIVE

1:

To b

uild

a w

ell-

func

tion

ing

PMI a

t al

l lev

els,

wit

h th

e ca

paci

ty t

o cr

eate

syn

ergy

bet

wee

n pr

ogra

m a

ctiv

itie

s an

d th

e or

gani

zati

onal

pol

icie

s,

proc

edur

es,

and

syst

em.

OU

TCO

ME

OU

TCO

ME

IND

ICAT

OR

TAR

GET

20

19 F

OR

O

UT

COM

E IN

DIC

ATO

R

OU

TPU

TO

UT

PUT

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TPU

T

IND

ICAT

OR

15.

PM

I NH

Q’s

div

isio

ns/

bure

aus/

unit

s de

velo

p an

nual

rep

ort

in li

ne w

ith

the

Plan

ning

and

Rep

orti

ng G

uide

lines

.

1419

.

PMI N

HQ

’s D

ivis

ions

/ Bu

reau

s/U

nits

sub

mit

qua

rter

ly r

epor

t to

th

e O

ffice

Man

ager

, in

line

wit

h th

e Pl

anni

ng a

nd R

epor

ting

Gui

delin

es.

14

1.3.

3 As

sess

men

t to

ols

(que

stio

nnai

res/

anal

ysis

too

ls)

for

PMI

orga

niza

tion

al c

apac

ity

map

ping

are

ava

ilabl

e an

d ad

opte

d at

all

leve

ls.

20.

PM

I NH

Q/C

hapt

ers/

Bra

nche

s de

velo

p O

rgan

izat

iona

l Cap

acit

y M

appi

ng e

very

tw

o ye

ars.

1/33

/420

1.3.

4 PM

I wor

k pl

ans

at a

ll le

vels

ar

e ev

alua

ted

base

d on

th

e Pl

anni

ng,

Mon

itor

ing,

Ev

alua

tion

, an

d Re

port

ing

(PM

ER)

Refe

renc

e Bo

ok.

21.

N

umbe

r of

pro

gram

fun

ded

by

exte

rnal

don

ors

that

is e

valu

ated

by

PMI N

HQ

at

the

end

of t

he p

rogr

am.

80%

out

of

the

exis

ting

pr

ojec

ts/

prog

ram

s

1.3.

5 PM

I Boa

rd M

embe

rs a

nd

Staf

fing

Dat

abas

e I u

pdat

ed

on r

egul

ar b

asis

.

22.

PM

I Cha

pter

s/Br

anch

es d

evel

op

Boar

d M

embe

rs a

nd S

taffi

ng

Dat

abas

e th

at is

reg

iste

red

at P

MI

NH

Q.

33/4

20

1.4

Coor

dina

tion

, co

mm

unic

atio

n,

and

coac

hing

m

echa

nism

is

oper

atio

nal a

t al

l lev

els.

23.

PM

I NH

Q/C

hapt

ers/

Bra

nche

s co

nduc

t pl

enar

y m

eeti

ng o

n m

onth

ly b

asis

.1/

33/4

601.

4.1

Inte

rnal

and

cro

ss-

chap

ters

/br

anch

es c

omm

unic

atio

n an

d co

ordi

nati

on a

re

impl

emen

ted

in li

ne w

ith

the

proc

edur

es.

24.

PM

I Cha

pter

s/Br

anch

es h

as a

for

mal

Bo

ard

Dec

ree

on B

oard

Mem

bers

an

d St

affin

g st

ruct

ures

.

33/4

20

1.4.

2 Ti

ered

coa

chin

g on

or

gani

zati

onal

and

pro

gram

de

velo

pmen

t is

car

ried

out

on

reg

ular

as

wel

l as

need

ba

sis.

25.

PM

I Cha

pter

s re

ceiv

e co

achi

ng v

isit

fr

om P

MI N

HQ

’s B

oard

Mem

bers

at

leas

t on

ce a

yea

r.

33

26.

PM

I Bra

nche

s re

ceiv

e co

achi

ng v

isit

fr

om P

MI C

hapt

er’s

Boa

rd M

embe

rs

at le

ast

once

a y

ear.

320

27.

PM

I Cha

pter

s/Br

anch

es r

ecei

ve

tech

nica

l ass

ista

nce

visi

t fr

om P

MI

staf

f fr

om o

ne le

vel a

bove

at

leas

t on

ce a

yea

r.

33/3

20


33

STRA

TEG

IC O

BJEC

TIVE

2:

To s

tren

gthe

n th

e ca

paci

ty o

f PM

I’s o

rgan

izat

iona

l res

ourc

es a

t al

l lev

els,

bot

h it

s hu

man

res

ourc

es a

nd t

he f

acili

ties

and

infr

astr

uctu

re n

eede

d to

ser

ve t

he c

omm

unit

ies.

OU

TCO

ME

OU

TCO

ME

IND

ICAT

OR

TAR

GET

20

19 F

OR

O

UT

COM

E IN

DIC

ATO

R

OU

TPU

TO

UT

PUT

IND

ICAT

OR

TAR

GET

2019

FO

R O

UT

PUT

IN

DIC

ATO

R

2.1

PMI’s

HR

Man

agem

ent

that

incl

udes

re

crui

tmen

t,

trai

ning

, as

sign

men

t,

supe

rvis

ion,

re

war

d an

d re

cogn

itio

n,

as w

ell a

s pe

rfor

man

ce

eval

uati

on is

im

prov

ed.

28.

N

umbe

r of

PM

I em

ploy

ee

at N

HQ

/Cha

pter

s/Br

anch

es p

aid

in li

ne w

ith

the

Prov

inci

al/D

istr

ict

min

imum

wag

e st

anda

rd.

Det

erm

ined

by

Cha

pter

s/

Bran

ches

2.1.

1 H

uman

res

ourc

es w

ith

tech

nica

l and

man

ager

ial

skill

s ar

e av

aila

ble

and

trai

ned

to c

arry

out

the

ir

mai

n ta

sks

and

func

tion

s fo

r PM

I at

all l

evel

s.

36.

N

umbe

r of

bra

nch

volu

ntee

r tr

aine

d in

sp

ecia

lized

ski

ll se

ts o

f pr

iori

ty I/

II/III

ser

vice

s.

Det

erm

ined

by

Bran

ches

29.

Pe

rcen

tage

of

bran

ch

volu

ntee

r (K

SR/T

SR)

inac

tive

for

a y

ear.

<20%

37.

N

umbe

r of

em

ploy

ee

of P

MI N

HQ

/Cha

pter

s/

Bran

ches

who

att

end

tech

nica

l tra

inin

g.

Det

erm

ined

by

NH

Q/

Chap

ters

/ Br

anch

es

30.

Perc

enta

ge o

f br

anch

vo

lunt

eer

(YRC

/KSR

/TS

R) w

ho h

as t

aken

par

t in

bra

nche

s’ a

ctiv

itie

s on

qu

arte

rly

basi

s.

>50%

2.1.

2 P

MI p

erso

nnel

rec

eive

ad

equa

te h

ealt

h se

rvic

es,

eith

er in

ter

ms

of p

rom

otio

n,

prev

enti

on,

or t

reat

men

t.

38.

N

umbe

r of

ser

vice

s pr

ovid

ed b

y po

lycl

inic

to

PM

I per

sonn

el

ever

y qu

arte

r at

NH

Q/

Chap

ters

/Bra

nche

s.

Det

erm

ined

by

PM

I NH

Q/

Chap

ter/

Br

anch

es w

ith

poly

clin

ic

31.

N

umbe

r of

sch

ool i

n D

istr

icts

tha

t ha

s ac

tive

Yo

uth

Red

Cros

s (Y

RC)

unit

.

Det

erm

ined

by

Bra

nche

s2.

1.3

Volu

ntee

r (K

SR,

TSR,

incl

udin

g co

rpor

ate/

org

aniz

atio

n/in

stit

utio

n vo

lunt

eers

) an

d YR

C m

anag

emen

t gu

idel

ines

is

impl

emen

ted

at a

ll le

vels

.

39.

PM

I Bra

nche

s ha

ve a

ctiv

e Yo

uth/

Volu

ntee

r Fo

rum

.32

0

32.

N

umbe

r of

cor

pora

te

volu

ntee

rs (

corp

orat

e/

orga

niza

tion

s/ in

stit

utio

ns)

mob

ilize

d by

PM

I NH

Q/

Chap

ters

/ Br

anch

es.

Det

erm

ined

by

Cha

pter

s/

Bran

ches

40.

PM

I Cha

pter

s/Br

anch

es

orga

nize

You

th g

athe

ring

(J

umba

ra).

33/3

20

33.

N

umbe

r of

vol

unte

er

insu

red

by P

MI B

ranc

hes.

Det

erm

ined

by

Bra

nche

s41

.

PMI N

HQ

/Cha

pter

s or

gani

ze v

olun

teer

ga

ther

ing

(Tem

u Ka

rya)

.

1/33

34.

N

umbe

r of

PM

I NH

Q/

Chap

ters

/Bra

nche

s bo

ard

mem

ber

and

staf

f w

ho

rece

ive

PMER

tra

inin

g.

915

42.

PM

I Bra

nche

s up

date

vo

lunt

eer

data

base

on

quar

terl

y ba

sis.

420

35.

N

umbe

r of

tra

iner

cer

tifie

d by

PM

I NH

Q.

250


34

STRA

TEG

IC O

BJEC

TIVE

2:

To s

tren

gthe

n th

e ca

paci

ty o

f PM

I’s o

rgan

izat

iona

l res

ourc

es a

t al

l lev

els,

bot

h it

s hu

man

res

ourc

es a

nd t

he f

acili

ties

and

infr

astr

uctu

re n

eede

d to

ser

ve t

he c

omm

unit

ies.

OU

TCO

ME

OU

TCO

ME

IND

ICAT

OR

TAR

GET

20

19 F

OR

O

UT

COM

E IN

DIC

ATO

R

OU

TPU

TO

UT

PUT

IND

ICAT

OR

TAR

GET

2019

FO

R O

UT

PUT

IN

DIC

ATO

R

2.2

PMI’s

edu

cati

on

and

trai

ning

sy

stem

is w

ell-

func

tion

ing.

43.

N

umbe

r of

PM

I tra

inin

g ce

rtifi

ed b

y na

tion

al

inst

itut

ions

.

5 tr

aini

ngs

2.2.

1 Tr

aine

rs a

nd f

acili

tato

rs a

re

trai

ned,

cer

tifie

d by

PM

I or

the

auth

oriz

ed in

stit

utio

n,

and

are

avai

labl

e to

be

mob

ilize

d fo

r di

ffer

ent

trai

ning

s.

46.

N

umbe

r of

tra

iner

ce

rtifi

ed b

y PM

I NH

Q

who

is m

obili

zed

per

year

.

100

trai

ners

per

ye

ar

44.

N

umbe

r of

tra

inin

g cu

rric

ulum

upd

ated

by

PMI

NH

Q a

t le

ast

once

in e

very

fo

ur y

ear.

547

. N

umbe

r of

YRC

fa

cilit

ator

ava

ilabl

e in

pr

imar

y/ s

econ

dary

/hig

h sc

hool

in P

MI B

ranc

hes’

w

orki

ng a

rea.

Det

erm

ined

by

Bran

ches

45.

N

atio

nal e

duca

tion

and

tr

aini

ng n

eed

anal

ysis

is

avai

labl

e ev

ery

year

.

548

.

Num

ber

of k

ey t

rain

er

auth

oriz

ed b

y PM

I NH

Q

thro

ugh

a D

ecre

e.

100

49.

N

umbe

r of

tra

iner

ce

rtifi

ed b

y BN

SP.

60

2.2.

2 Th

e na

tion

al t

rain

ing

curr

icul

um n

eede

d fo

r in

tern

al/e

xter

nal p

urpo

ses

is u

pdat

ed b

y PM

I and

ac

cred

ited

by

nati

onal

in

stit

utio

ns (

Min

istr

y of

H

ealt

h, M

inis

try

of W

orkf

orce

an

d Tr

ansm

igra

tion

Aff

airs

, BN

PB).

50.

N

umbe

r of

tra

inin

g cu

rric

ulum

for

par

tner

s re

ady

for

use/

adop

tion

.

5

51.

N

umbe

r of

tra

inin

g re

gist

ered

by

PMI N

HQ

to

be a

ccre

dite

d.

2

2.2.

3 PM

I tra

inin

gs a

re m

anag

ed

in li

ne w

ith

the

tech

nica

l gu

idel

ines

for

tra

inin

g m

anag

emen

t.

52.

N

umbe

r of

tra

inin

g re

port

fro

m P

MI

Chap

ters

/ Br

anch

es in

lin

e w

ith

the

tech

nica

l gu

idel

ines

for

tra

inin

g m

anag

emen

t.

80%

out

of t

he

repo

rts

rece

ived

53.

PM

I Cha

pter

s/Br

anch

es

deve

lop

annu

al t

rain

ing

cale

ndar

.

33/4

20


35

STRA

TEG

IC O

BJEC

TIVE

2:

To s

tren

gthe

n th

e ca

paci

ty o

f PM

I’s o

rgan

izat

iona

l res

ourc

es a

t al

l lev

els,

bot

h it

s hu

man

res

ourc

es a

nd t

he f

acili

ties

and

infr

astr

uctu

re n

eede

d to

ser

ve t

he c

omm

unit

ies.

OU

TCO

ME

OU

TCO

ME

IND

ICAT

OR

TAR

GET

20

19 F

OR

O

UT

COM

E IN

DIC

ATO

R

OU

TPU

TO

UT

PUT

IND

ICAT

OR

TAR

GET

2019

FO

R O

UT

PUT

IN

DIC

ATO

R

2.3

Avai

labi

lity

of

basi

c su

ppor

ting

fa

cilit

ies

and

infr

astr

uctu

res

for

PMI o

pera

tion

is

incr

ease

d.

54.

N

umbe

r of

reg

iona

l w

areh

ouse

fun

ctio

ning

in

line

wit

h PM

I sta

ndar

ds.

62.

3.1

PMI b

asic

ope

rati

onal

fac

iliti

es

(offi

ce,

disa

ster

ope

rati

on

cent

er/p

osko

, w

areh

ouse

, tr

aini

ng c

ente

r) a

re w

ell-

func

tion

ing.

58.

PM

I Bra

nche

s ha

ve a

t le

ast

five

basi

c fa

cilit

ies

and

infr

astr

uctu

re f

or

offic

e op

erat

ion.

375

55.

PM

I Cha

pter

s/Br

anch

es

have

act

ive/

func

tion

ing

POSK

O.

33/3

2059

.

PMI C

hapt

ers

have

st

orag

e fo

r em

erge

ncy

&

relie

f lo

gist

ics.

15

56.

PM

I Tra

inin

g Ce

nter

mee

ts

cert

ifica

tion

sta

ndar

ds.

360

.

Num

ber

of e

duca

tion

or

tra

inin

g ac

tivi

ty

cond

ucte

d at

PM

I Tr

aini

ng C

ente

r.

Det

erm

ined

by

each

tra

inin

g ce

nter

57.

N

umbe

r of

reg

iona

l w

areh

ouse

tha

t m

aint

ains

m

inim

um s

tock

of

the

four

pri

orit

y it

ems

for

emer

genc

y/re

lief.

62.

3.2

PMI a

sset

s an

d ba

sic

faci

litie

s/

infr

astr

uctu

res

are

man

aged

in

line

wit

h th

e gu

idan

ce

prov

ided

.

61.

PM

I Cha

pter

s/Br

anch

es

subm

it a

sset

inve

ntor

y to

PM

I NH

Q o

n an

nual

ba

sis.

33/3

20

2.4

Perf

orm

ance

and

ut

iliza

tion

of

Info

rmat

ion

and

Com

mun

icat

ion

Tech

nolo

gy in

su

ppor

ting

PM

I’s

oper

atio

n is

im

prov

ed.

62.

Pe

rcen

tage

of

user

who

re

port

s sa

tisf

acti

on o

ver

PMI c

orpo

rate

em

ail

serv

ices

.

90%

2.4.

1 PM

I’s In

form

atio

n an

d Co

mm

unic

atio

n Te

chno

logy

eq

uipm

ent

and

faci

litie

s ar

e av

aila

ble

and

wel

l-m

aint

aine

d.

64.

PM

I NH

Q/C

hapt

ers/

Br

anch

es h

ave

fund

al

loca

ted

for

ICT

mai

nten

ance

.

1/33

/280

63.

N

umbe

r of

dow

nloa

d fo

r ‘P

MI F

irst

Aid

’/’D

isas

ter

Prep

ared

ness

’ ap

plic

atio

ns.

100,

000

2.4.

2 Co

mm

unic

atio

n ne

twor

k an

d so

ftw

are,

e.g

. co

mm

unic

atio

n ra

dio,

inte

rnet

, em

ail s

yste

m,

form

al m

essa

ging

, an

d ap

plic

atio

n, a

re a

vaila

ble

and

func

tion

ing

to s

uppo

rt

PMI’s

ope

rati

on a

nd s

ervi

ces,

in

clud

ing

bloo

d se

rvic

es.

65.

PM

I Bra

nche

s ha

ve

inte

rnet

acc

ess.

375

66.

Pe

rcen

tage

of

PMI

empl

oyee

at

NH

Q/

Chap

ters

/Bra

nche

s w

ho

uses

PM

I cor

pora

te e

mai

l ad

dres

s.

70%

67.

PM

I Bra

nche

s ha

ve f

unct

ioni

ng

com

mun

icat

ion

radi

o ne

twor

k.

235


36

SRAT

EGIC

OBJ

ECTI

VE 3

:To

impr

ove

the

qual

ity

of d

isas

ter

and

heal

th e

mer

genc

y re

spon

ses

acro

ss In

done

sia,

eit

her

in t

erm

s of

rap

idne

ss,

cove

rage

, an

d ef

fect

iven

ess

of t

he s

ervi

ces.

OU

TCO

ME

OU

TCO

ME

IND

ICAT

OR

TAR

GET

20

19 F

OR

O

UT

COM

E IN

DIC

ATO

R

OU

TPU

TO

UT

PUT

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TPU

T

IND

ICAT

OR

3.1

PMI p

erso

nnel

’s

capa

city

sp

ecia

lizin

g in

em

erge

ncy

resp

onse

is

stre

ngth

ened

.

68.

N

umbe

r of

em

erge

ncy

resp

onse

sp

ecia

list

at t

he

nati

onal

leve

l.

180

DR

spec

ialis

ts

33 D

BM

spec

ialis

ts

3.1.

1 D

isas

ter

Resp

onse

(Sa

tgan

a)

70.

N

umbe

r of

SAT

GAN

A te

am

mem

bers

at

PMI B

ranc

hes.

25-3

0 pe

r Br

anch

71.

N

umbe

r of

em

erge

ncy

resp

onse

spe

cial

ist

at P

MI

Chap

ters

.

33 R

FL s

peci

alis

ts

33 R

FL fi

eld

coor

dina

tors

33 C

TP t

rain

ers.

69.

N

umbe

r of

di

sast

er

resp

onse

si

mul

atio

n by

PM

I Bra

nche

s’

in li

ne w

ith

the

SoP.

Det

erm

ined

by

Bra

nche

s3.

1.2

Dis

aste

r re

spon

se s

imul

atio

n is

or

gani

zed

by P

MI a

t al

l lev

els

in li

ne

wit

h th

e ne

eds

and

the

deve

lope

d co

ntin

genc

y pl

an.

72.

N

umbe

r of

dis

aste

r re

spon

se

sim

ulat

ion

acti

viti

es

cond

ucte

d by

PM

I at

NH

Q/

Chap

ters

/ Br

anch

es a

nnua

lly.

1/15

/235

3.2

Avai

labi

lity

of e

mer

genc

y re

spon

se

equi

pmen

t in

line

wit

h ac

coun

tabi

lity

stan

dard

is

incr

ease

d.

73.

N

umbe

r of

be

nefic

iari

es

reac

hed

by

PMI B

ranc

hes’

em

erge

ncy

resp

onse

se

rvic

es.

Det

erm

ined

by

Bra

nche

s3.

2.1

Stan

dard

equ

ipm

ent

for

emer

genc

y re

spon

se,

incl

udin

g co

mm

unic

atio

n eq

uipm

ent

for

coor

dina

tion

as

wel

l as

doc

umen

tati

on a

nd r

epor

ting

fo

rmat

s ar

e in

pla

ce a

nd o

pera

tion

al

at a

ll le

vels

.

74.

PM

I Cha

pter

s ha

ve a

t le

ast

five

supp

orti

ng e

quip

men

t fo

r em

erge

ncy

resp

onse

op

erat

ion.

33

75.

PM

I Bra

nche

s ha

ve a

t le

ast

four

equ

ipm

ent

for

emer

genc

y re

spon

se t

eam

.

235

76.

PM

I Bra

nche

s ha

ve a

t le

ast

two

com

mun

icat

ion

equi

pmen

t fo

r em

erge

ncy

situ

atio

n.

235

77.

PM

I Bra

nche

s pr

ovid

e 24

x 7

am

bula

nce

serv

ice.

Det

erm

ined

by

Bran

ches

3.2.

2 Su

ffici

ent

stoc

k of

em

erge

ncy/

relie

f it

ems

is a

vaila

ble

in r

egio

nal

war

ehou

se a

nd P

MI C

hapt

er’s

logi

stic

st

orag

e to

sup

port

em

erge

ncy

resp

onse

.

78.

N

umbe

r em

erge

ncy/

relie

f it

ems

in P

MI C

hapt

ers’

w

areh

ouse

or

logi

stic

st

orag

e.

33 P

MI C

hapt

ers


37

SRAT

EGIC

OBJ

ECTI

VE 3

:To

impr

ove

the

qual

ity

of d

isas

ter

and

heal

th e

mer

genc

y re

spon

ses

acro

ss In

done

sia,

eit

her

in t

erm

s of

rap

idne

ss,

cove

rage

, an

d ef

fect

iven

ess

of t

he s

ervi

ces.

OU

TCO

ME

OU

TCO

ME

IND

ICAT

OR

TAR

GET

20

19 F

OR

O

UT

COM

E IN

DIC

ATO

R

OU

TPU

TO

UT

PUT

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TPU

T

IND

ICAT

OR

3.3

Emer

genc

y re

spon

se

man

agem

ent

syst

em is

im

plem

ente

d by

PM

I at

all l

evel

.

79.

N

umbe

r of

em

erge

ncy

inci

dent

re

spon

ded

by

PMI B

ranc

hes

wit

hin

the

first

si

x ho

urs.

Det

erm

ined

by

Bra

nche

s3.

3.1

Fram

ewor

k, g

uide

lines

, an

d So

P fo

r em

erge

ncy

resp

onse

ope

rati

on a

nd

coor

dina

tion

mec

hani

sm a

re in

pla

ce

and

adop

ted

by P

MI a

t al

l lev

els.

82.

N

umbe

r of

gui

delin

es/

SoP/

curr

icul

um o

n em

erge

ncy

resp

onse

issu

ed b

y PM

I NH

Q.

Resp

ondi

ng t

o ne

eds

80.

Am

ount

of

cont

inge

ncy

fund

ow

ned

by P

MI N

HQ

/ Ch

apte

rs/

Bran

ches

.

Det

erm

ined

by

NH

Q/

Chap

ters

/ Br

anch

es

83.

N

umbe

r of

inci

dent

rep

ort

subm

itte

d by

PM

I Bra

nche

s to

PM

I NH

Q/C

hapt

ers.

80%

out

of t

he

tota

l num

ber

of

inci

dent

81.

PM

I NH

Q/

Chap

ters

/ Br

anch

es

deve

lop

resp

onse

op

erat

ion

plan

w

ithi

n 3x

24

hour

s af

ter

the

emer

genc

y in

cide

nt.

Det

erm

ined

by

NH

Q/

Chap

ters

/ Br

anch

es

3.3.

2 PM

I am

bula

nce

serv

ice

beco

mes

a

part

of

loca

l Int

egra

ted

Emer

genc

y M

anag

emen

t Sy

stem

(IE

MS)

.

84.

N

umbe

r of

PM

I am

bula

nce

serv

ice

resp

onde

d th

roug

h IE

MS.

Det

erm

ined

by

Bran

ches

3.3.

3 Co

ntin

genc

y pl

an is

upd

ated

by

PMI

at a

ll le

vels

on

annu

al b

asis

.85

.

PMI N

HQ

/Cha

pter

s/ B

ranc

hes

deve

lop

annu

al C

onti

ngen

cy

Plan

.

1/33

/420

3.3.

4 Ea

rly

war

ning

info

rmat

ion

is

forw

arde

d to

the

com

mun

itie

s in

ti

mel

y m

anne

r.

86.

N

umbe

r of

ear

ly w

arni

ng

info

rmat

ion

forw

arde

d by

PM

I Bra

nche

s to

loca

l co

mm

unit

ies.

Det

erm

ined

by

Bran

ches

3.3.

5 Th

e ne

ed f

or R

FL s

ervi

ce in

bot

h no

rmal

and

em

erge

ncy

peri

ods

is

follo

wed

up

by P

MI a

t al

l lev

els.

87.

N

umbe

r of

RFL

cas

e fo

llow

ed

up b

y PM

I Bra

nche

s un

til t

he

proc

edur

e is

com

plet

ed.

80%

out

of R

FL

case

s at

Bra

nche

s


38

SRAT

EGIC

OBJ

ECTI

VE 4

:To

str

engt

hen

com

mun

ity

resi

lienc

e in

ord

er t

o re

duce

the

ris

ks a

nd im

pact

of

disa

ster

s an

d di

seas

es t

hrou

gh d

isas

ter

prep

ared

ness

, he

alth

, an

d so

cial

pro

gram

s, a

lso

refe

rral

hea

lth

serv

ices

.

OU

TCO

ME

OU

TCO

ME

IND

ICAT

OR

TAR

GET

20

19 F

OR

O

UT

COM

E IN

DIC

ATO

R

OU

TPU

TO

UT

PUT

IND

ICAT

OR

TAR

GET

201

9 FO

R O

UT

PUT

IN

DIC

ATO

R

4.1

PMI’s

cap

acit

y to

man

age

com

mun

ity-

base

d di

sast

er

prep

ared

ness

and

he

alth

pro

gram

s is

str

engt

hene

d.

88.

PM

I Bra

nche

s ha

s at

leas

t fiv

e vi

llage

s re

ceiv

ing

inte

rven

tion

sup

port

eve

ry

year

.

89.

PM

I Bra

nche

s ha

ve a

t le

ast

five

scho

ols

rece

ivin

g in

terv

enti

on s

uppo

rt e

very

ye

ar.

90.

N

umbe

r of

hea

lthy

sch

ools

at

PM

I Bra

nche

s’ w

orki

ng

area

.

91.

N

umbe

r of

dis

aste

r-pr

epar

ed s

choo

l at

PMI

Bran

ches

’ w

orki

ng a

rea.

280

280

Det

erm

ined

by

Bran

ches

Det

erm

ined

by

Bran

ches

4.1.

1 G

uide

lines

/SoP

doc

umen

ts

on c

omm

unit

y-ba

sed

disa

ster

pr

epar

edne

ss a

nd h

ealt

h pr

ogra

ms

are

avai

labl

e,

upda

ted,

and

app

lied

by P

MI.

94.

Num

ber

of g

uide

lines

/So

P on

com

mun

ity-

base

d pr

ogra

ms

avai

labl

e at

PM

I N

HQ

.

DM

(14

Ch

apte

rs/2

0 Br

anch

es w

here

pi

lot

prog

ram

s ar

e lo

cate

d).

Hea

lth

(100

% re

spon

ding

to

need

s).

4.1.

2 Ad

equa

te s

uppo

rtin

g m

ater

ials

/too

ls f

or

com

mun

ity-

base

d di

sast

er

prep

ared

ness

and

hea

lth

prog

ram

s (e

.g.

IEC

mat

eria

ls,

mod

elin

g eq

uipm

ent,

M&

E to

ols)

are

ava

ilabl

e.

95.

Num

ber

of IE

C M

ater

ial d

istr

ibut

ed t

o co

mm

unit

ies

by P

MI

Bran

ches

.

Det

erm

ined

by

Bran

ches

92.

N

umbe

r of

dir

ect

bene

ficia

ry f

rom

PM

I Br

anch

’s d

isas

ter

prep

ared

ness

pro

gram

.

93.

N

umbe

r of

dir

ect

bene

ficia

ry f

rom

PM

I Br

anch

es’

com

mun

ity-

base

d he

alth

pro

gram

.

Det

erm

ined

by

Bran

ches

Det

erm

ined

by

Bran

ches

4.1.

3 Co

mm

unit

y-ba

sed

disa

ster

pr

epar

edne

ss a

nd h

ealt

h pr

ogra

m a

ctiv

itie

s ar

e im

plem

ente

d by

com

pete

nt

PMI s

taff

/vol

unte

ers/

fa

cilit

ator

s at

all

leve

ls.

96.

Num

ber

of c

omm

unit

y-ba

sed

prog

ram

s im

plem

ente

d by

PM

I Br

anch

es.

97.

Num

ber

of s

peci

alis

t on

com

mun

ity-

base

d pr

ogra

m a

t PM

I Cha

pter

s.

98.

Num

ber

of s

taff

/ vo

lunt

eers

at

PMI N

HQ

/Ch

apte

rs/

Bran

ches

tr

aine

d on

com

mun

ity-

base

d pr

ogra

m.

DM

(14

Ch

apte

rs/2

0 Br

anch

es).

Hea

lth

(res

pond

ing

to

need

s).

33 P

MI C

hapt

ers

Det

erm

ined

by

NH

Q/

Chap

ters

/ Br

anch

es


39

SRAT

EGIC

OBJ

ECTI

VE 4

:To

str

engt

hen

com

mun

ity

resi

lienc

e in

ord

er t

o re

duce

the

ris

ks a

nd im

pact

of

disa

ster

s an

d di

seas

es t

hrou

gh d

isas

ter

prep

ared

ness

, he

alth

, an

d so

cial

pro

gram

s, a

lso

refe

rral

hea

lth

serv

ices

.

OU

TCO

ME

OU

TCO

ME

IND

ICAT

OR

TAR

GET

20

19 F

OR

O

UT

COM

E IN

DIC

ATO

R

OU

TPU

TO

UT

PUT

IND

ICAT

OR

TAR

GET

201

9 FO

R O

UT

PUT

IN

DIC

ATO

R

4.2

PMI’s

cap

acit

y to

pro

vide

soc

ial

serv

ices

to

the

com

mun

itie

s is

in

crea

sed.

99.

N

umbe

r of

dir

ect

bene

ficia

ries

fro

m P

MI

Bran

ches

’ so

cial

ser

vice

s.

Det

erm

ined

by

Bran

ches

4.2.

1 G

uide

lines

/SoP

doc

umen

ts

and

supp

orti

ng m

ater

ials

/to

ols

for

soci

al s

ervi

ces

(e.g

. IE

C m

ater

ials

, m

odel

ing

equi

pmen

t, M

&E

tool

s) a

re

avai

labl

e, u

pdat

ed,

and

appl

ied

in P

MI.

100.

Num

ber

of g

uide

lines

/ So

P an

d su

ppor

ting

to

ols

for

soci

al s

ervi

ces

avai

labl

e at

PM

I NH

Q.

Resp

ondi

ng t

o ne

eds

4.2.

2. S

ocia

l ser

vice

act

ivit

ies

are

impl

emen

ted

by c

ompe

tent

PM

I sta

ff/v

olun

teer

s at

all

leve

ls.

101.

Num

ber

of s

ocia

l ser

vice

s ca

rrie

d ou

t at

PM

I NH

Q/

Chap

ters

/Bra

nche

s.

Det

erm

ined

by

Bran

ches

102.

Num

ber

of s

taff

/ vo

lunt

eers

at

PMI N

HQ

/Ch

apte

rs/

Bran

ches

tr

aine

d in

soc

ial s

ervi

ces.

Det

erm

ined

by

NH

Q/

Chap

ters

/ Br

anch

es

4.3

PMI H

ospi

tals

’ se

rvic

es a

nd

capa

city

are

im

prov

ed.

103.

PM

I hos

pita

l rec

eive

s ad

vanc

ed a

ccre

dita

tion

ce

rtifi

cate

fro

m t

he

Hos

pita

l Acc

redi

tati

on

Com

mis

sion

(Ko

mis

i A

kred

itas

i Ru

mah

Sak

it-

KARS

) or

Joi

nt C

omm

issi

on

Inte

rnat

iona

l (JC

I) f

rom

In

done

sian

Hea

lth

Min

istr

y.

14.

3.1

Info

rmat

ion

on h

ospi

tal

stan

dard

ser

vice

s (p

atie

nt

serv

ices

, pa

tien

t sa

fety

, se

rvic

es t

o pe

ople

con

trac

ted

wit

h TB

, H

IV/A

IDS

and

CEO

NC)

bas

ed o

n KA

RS

(Hos

pita

l Acc

redi

tati

on

Com

mis

sion

) or

JCI

(Joi

nt

Com

mis

sion

Inte

rnat

iona

l)

stan

dard

s is

dis

sem

inat

ed

to a

ll ho

spit

als’

em

ploy

ees

in o

rder

to

guid

e th

em in

pe

rfor

min

g th

eir

role

s an

d re

spon

sibi

litie

s.

106.

Num

ber

of P

MI h

ospi

tal

empl

oyee

who

rec

eive

s di

ssem

inat

ion

of

info

rmat

ion

on K

ARS/

JCI

st

anda

rd s

ervi

ces.

869


40

SRAT

EGIC

OBJ

ECTI

VE 4

:To

str

engt

hen

com

mun

ity

resi

lienc

e in

ord

er t

o re

duce

the

ris

ks a

nd im

pact

of

disa

ster

s an

d di

seas

es t

hrou

gh d

isas

ter

prep

ared

ness

, he

alth

, an

d so

cial

pro

gram

s, a

lso

refe

rral

hea

lth

serv

ices

.

OU

TCO

ME

OU

TCO

ME

IND

ICAT

OR

TAR

GET

20

19 F

OR

O

UT

COM

E IN

DIC

ATO

R

OU

TPU

TO

UT

PUT

IND

ICAT

OR

TAR

GET

201

9 FO

R O

UT

PUT

IN

DIC

ATO

R

104.

An

nual

Bed

Occ

upan

cy

Rate

(BO

R) r

atio

.

105.

Pe

rcen

tage

of

incr

ease

in

PMI H

ospi

tals

’ in

com

e pe

r ye

ar.

Det

erm

ined

by

PMI H

ospi

tals

4.3.

2 M

edic

al a

nd n

on-m

edic

al

pers

onne

l at

the

hosp

ital

ar

e w

orki

ng in

line

wit

h th

e ho

spit

al s

tand

ard

for

pers

onne

l com

pete

nce

(edu

cati

on q

ualifi

cati

on,

cred

enti

al c

ompe

tenc

e,

clin

ical

aut

hori

ty,

audi

t co

mpe

tenc

e).

107.

Num

ber

of P

MI h

ospi

tal

empl

oyee

who

mee

ts t

he

stan

dard

for

com

pete

nce

for

perf

orm

ance

as

sess

men

t.

869

Det

erm

ined

by

PMI H

ospi

tals

4.3.

3 H

ospi

tal q

ualit

y an

d pa

tien

t sa

fety

impr

ovem

ent

prog

ram

s ar

e im

plem

ente

d th

roug

h In

fect

ion

Prev

enti

on a

nd

Cont

rol (

IPC)

pro

gram

, H

ospi

tal O

ccup

atio

nal H

ealt

h an

d Sa

fety

(K3

RS)

prog

ram

, as

wel

l a H

ospi

tal P

atie

nt

Safe

ty p

rogr

am.

108.

Num

ber

of P

MI h

ospi

tal

staf

f w

ho m

eets

the

em

ploy

ee t

rain

ed in

IPC/

K3RS

.

869

4.3.

4 Ad

equa

te g

ener

al a

nd

spec

ializ

ed/s

ub-s

peci

aliz

ed

med

ical

ser

vice

s, in

clud

ing

flags

hip

serv

ice

for

lifes

tyle

ne

eds,

are

ava

ilabl

e.

109.

Num

ber

of o

ut-p

atie

nts

visi

t in

a y

ear

at P

MI

hosp

ital

.

282,

819

110.

Num

ber

of s

peci

aliz

ed/

sub-

spe

cial

ized

ser

vice

pr

ovid

ed a

t PM

I hos

pita

l.

14

4.3.

5 Ed

ucat

ion,

tra

inin

g an

d de

velo

pmen

t, a

s w

ell a

s pe

rfor

man

ce e

valu

atio

n fo

r ho

spit

al’s

sup

port

ing

staf

f ar

e w

ell-

cond

ucte

d.

111.

Num

ber

of p

erso

nnel

w

ho r

ecei

ves

educ

atio

n/tr

aini

ng a

t PM

I Hos

pita

l.

PMI B

ogor

H

ospi

tal:

869


41

STRA

TEG

IC O

BJEC

TIVE

5:

To in

crea

se t

he a

vaila

bilit

y of

saf

e, a

cces

sibl

e, a

nd q

ualit

y bl

ood

thro

ugho

ut In

done

sia.

OU

TCO

ME

OU

TCO

ME

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TCO

ME

IND

ICAT

OR

OU

TPU

TO

UT

PUT

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TPU

T

IND

ICAT

OR

5.1

Bloo

d Tr

ansf

usio

n U

nit’

s (U

TD)

capa

city

in

line

wit

h th

e na

tion

al

stan

dard

is

incr

ease

d.

112.

UTD

Pro

vinc

es/

Dis

tric

ts m

eet

Goo

d M

anuf

actu

ring

Pr

acti

ce (

GM

P)

stan

dard

s.

42/3

55.

1.1

Polic

ies,

pro

cedu

res,

and

gu

idel

ines

rel

ated

to

Goo

d M

anuf

actu

ring

Pra

ctic

e (G

MP)

fo

r bl

ood

serv

ice

are

avai

labl

e an

d im

plem

ente

d by

UTD

at

all

leve

ls.

114.

N

umbe

r of

UTD

Pro

vinc

e/D

istr

ict

wit

h st

anda

rd o

rgan

izat

iona

l st

ruct

ure.

42/3

5

113.

UTD

Pro

vinc

es/

Dis

tric

ts m

eet

nati

onal

sta

ndar

ds.

42/3

511

5.

Perc

enta

ge o

f U

TD P

rovi

nce/

Dis

tric

t th

at p

asse

s th

e Ex

tern

al

Qua

lity

Assu

ranc

e as

sess

men

t.

100%

5.1.

2 U

TD m

anag

emen

t sy

stem

, in

clud

ing

its

orga

niza

tion

al

stru

ctur

e, s

taffi

ng,

finan

ce,

plan

ning

and

rep

orti

ng,

is

oper

atio

nal a

t al

l lev

els.

116.

U

TD N

atio

nal/

Pro

vinc

es/D

istr

icts

co

nduc

t em

ploy

ee p

erfo

rman

ce

asse

ssm

ent

ever

y ye

ar.

1/42

/35

117.

N

umbe

r of

UTD

em

ploy

ee a

t N

atio

nal/

Prov

ince

/Dis

tric

t le

vels

w

ith

basi

c sa

lary

in a

ccor

danc

e w

ith

the

civi

l ser

vant

sal

ary

scal

e in

eff

ect.

Det

erm

ined

by

UTD

s

118.

U

TD N

atio

nal/

Pro

vinc

es/D

istr

icts

co

nduc

t an

nual

ext

erna

l fina

ncia

l au

dit.

100%

119.

U

TD N

atio

nal/

Pro

vinc

es/

Dis

tric

t de

velo

p an

nual

wor

k pl

an.

90%

120.

U

TD N

atio

nal/

Pro

vinc

es/D

istr

icts

de

velo

p an

nual

act

ivit

y re

port

.80

%


42

STRA

TEG

IC O

BJEC

TIVE

5:

To in

crea

se t

he a

vaila

bilit

y of

saf

e, a

cces

sibl

e, a

nd q

ualit

y bl

ood

thro

ugho

ut In

done

sia.

OU

TCO

ME

OU

TCO

ME

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TCO

ME

IND

ICAT

OR

OU

TPU

TO

UT

PUT

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TPU

T

IND

ICAT

OR

5.1.

3 Co

mm

unic

atio

n, c

oord

inat

ion,

an

d co

achi

ng m

echa

nism

is

cons

iste

ntly

app

lied

wit

hin

inte

rnal

UTD

, ac

ross

UTD

leve

ls,

and

wit

h ex

tern

al s

take

hold

ers

(loc

al g

over

nmen

t, D

HO

, ho

spit

als,

PO

M,

vend

or,

etc.

).

121.

U

TD D

istr

icts

rec

eive

coa

chin

g vi

sit

from

Pro

vinc

e/N

atio

nal a

t le

ast

once

a y

ear.

80%

5.2

Hum

an r

esou

rces

ca

paci

ty,

also

fa

cilit

ies

and

infr

astr

uctu

re a

t U

TD N

atio

nal/

Prov

ince

s/D

istr

icts

are

in

crea

sed.

122.

Num

ber

of U

TD

trai

ning

cen

ter

accr

edit

ed b

y th

e M

inis

try

of H

ealt

h.

2 (N

atio

nal &

Ce

ntra

l Jav

a)5.

2.1

UTD

em

ploy

ees

are

trai

ned

in

impl

emen

ting

GM

P an

d na

tion

al

stan

dard

s, in

line

wit

h th

eir

role

s an

d re

spon

sibi

litie

s, a

lso

com

pete

nces

req

uire

d.

124.

N

umbe

r of

UTD

em

ploy

ee a

t N

atio

nal/

Prov

ince

/Dis

tric

t w

ho

atte

nds

GM

P tr

aini

ng.

Det

erm

ined

by

UTD

s

123.

Num

ber

of U

TD

empl

oyee

at

Nat

iona

l/ P

rovi

nce/

Dis

tric

t w

ho m

eets

25

Prof

essi

onal

Cre

dit

Uni

ts (

Satu

an K

redi

t Pr

ofes

iona

l-SK

P)

wit

hin

5 ye

ars.

Det

erm

ined

by

UTD

s12

5.

Num

ber

of U

TD e

mpl

oyee

at

Nat

iona

l/Pr

ovin

ce/D

istr

ict

who

re

ceiv

es t

rain

ing

at le

ast

once

a

year

.

Det

erm

ined

by

UTD

s

5.2.

2 Co

mpe

tent

and

pro

fess

iona

l te

chni

cal p

erso

nnel

on

Bloo

d Tr

ansf

usio

n Te

chni

que

are

adeq

uate

ly p

rodu

ced

from

the

Bl

ood

Tran

sfus

ion

Tech

nolo

gy

Dip

lom

a Pr

ogra

m.

126.

Pe

rcen

tage

of

Dip

lom

a Pr

ogra

m

grad

uate

s em

ploy

ed b

y he

alth

se

rvic

e pr

ovid

ers.

100%

5.2.

3 Ad

equa

te a

nd s

tand

ard

faci

litie

s an

d in

fras

truc

ture

, al

so f

urni

ture

, fix

ture

s an

d eq

uipm

ent

(FF&

E) a

re a

vaila

ble

at a

ll U

TDs.

127.

U

TD N

atio

nal/

Pro

vinc

es/D

istr

icts

ha

ve s

tand

ard

equi

pmen

t in

ac

cord

ance

wit

h th

eir

serv

ice

grad

e.

100%

128.

U

TD N

atio

nal/

Pro

vinc

es/D

istr

icts

us

e bl

ood

bags

and

rea

gent

tha

t co

mpl

y w

ith

nati

onal

sta

ndar

ds.

95%


43

STRA

TEG

IC O

BJEC

TIVE

5:

To in

crea

se t

he a

vaila

bilit

y of

saf

e, a

cces

sibl

e, a

nd q

ualit

y bl

ood

thro

ugho

ut In

done

sia.

OU

TCO

ME

OU

TCO

ME

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TCO

ME

IND

ICAT

OR

OU

TPU

TO

UT

PUT

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TPU

T

IND

ICAT

OR

5.1.

3 Bl

ood

Don

or U

nit

Man

agem

ent

Info

rmat

ion

Syst

em (

SIM

UD

DA)

is

wel

l-fu

ncti

onin

g at

all

leve

ls t

o su

ppor

t bl

ood

serv

ice

docu

men

tati

on,

repo

rtin

g, a

nd

trac

king

.

129.

U

TD N

atio

nal/

Pro

vinc

es/

Dis

tric

ts u

se B

lood

Don

or U

nit

Man

agem

ent

Info

rmat

ion

Syst

em

(SIM

UD

DA)

.

90%

130.

U

TD P

rovi

nces

/ D

istr

icts

sub

mit

bl

ood

serv

ice

repo

rt t

o U

TD.

90%

5.3

Avai

labi

lity

of

safe

, ac

cess

ible

, an

d qu

alit

y bl

ood

in a

ll U

TD is

in

crea

sed.

131.

Per

cent

age

of b

lood

do

nor

volu

ntee

r at

U

TD P

rovi

nce/

Dis

tric

t w

ho d

onat

es b

lood

3-

4 ti

mes

a y

ear.

85%

5.2.

1 In

itia

tive

s to

pro

mot

e Vo

lunt

ary

Bloo

d D

onor

s (D

DS)

are

co

nduc

ted

at a

mas

sive

sca

le o

n re

gula

r ba

sis.

133.

N

umbe

r of

peo

ple

reac

hed

thro

ugh

Volu

ntar

y Bl

ood

Don

or

prom

otio

nal a

ctiv

ity

ever

y qu

arte

r by

UTD

Nat

iona

l/Pr

ovin

ces/

Dis

tric

ts.

Det

erm

ined

by

UTD

s

132.

Am

ount

of

bloo

d (b

ag)

that

can

be

used

for

med

icat

ion

ever

y ye

ar a

t U

TD

Prov

ince

/Dis

tric

t.

3 m

illio

n 5.

3.2

Cen

tral

izat

ion

of b

lood

pr

oces

sing

, bl

ood

scre

enin

g,

and

cros

s-m

atch

ed t

est

is

cond

ucte

d fo

r bl

ood

serv

ice

effic

ienc

y an

d ef

fect

iven

ess.

134.

N

umbe

r of

UTD

Dis

tric

ts t

hat

adop

t th

e ce

ntra

lized

sys

tem

.80

% of

UTD

ac

ross

Jav

a,

Band

ar

Lam

pung

, an

d Ba

li

135.

N

umbe

r of

cen

tral

izat

ion

unit

es

tabl

ishe

d.80

% of

ce

ntra

lizat

ion

wor

k pl

an

5.2.

3 Bl

ood

is d

istr

ibut

ed in

line

w

ith

the

hosp

ital

s’ n

eeds

th

roug

h bl

ood

prov

isio

n se

rvic

e ne

twor

k.

136.

Pe

rcen

tage

of

bloo

d re

ques

t th

at

is r

atio

nal a

nd in

line

wit

h th

e m

edic

al in

dica

tion

in t

he h

ospi

tal

fulfi

lled

at U

TD D

istr

icts

.

85%


44

STRA

TEG

IC O

BJEC

TIVE

5:

To in

crea

se t

he a

vaila

bilit

y of

saf

e, a

cces

sibl

e, a

nd q

ualit

y bl

ood

thro

ugho

ut In

done

sia.

OU

TCO

ME

OU

TCO

ME

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TCO

ME

IND

ICAT

OR

OU

TPU

TO

UT

PUT

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TPU

T

IND

ICAT

OR

5.3.

4 Pr

oduc

tion

of

bloo

d re

agen

t,

bloo

d ba

g, a

nd p

lasm

a fr

acti

onat

ion

is c

ondu

cted

by

UTD

and

PM

I NH

Q

inde

pend

entl

y.

137.

N

umbe

r of

rea

gent

typ

e pr

oduc

ed.

2

138.

N

umbe

r of

blo

od r

eage

nt

prod

uced

.20

.000

set

@

10m

l ant

iser

a an

d 1

mill

ion

reag

ent

rapi

d

139.

N

umbe

r of

min

ipoo

l cr

yopr

ecip

itat

e pr

oduc

ed.

500

bags

140.

Pe

rcen

tage

of

prog

ress

in b

lood

ba

g fa

ctor

y co

nstr

ucti

on.

Det

erm

ined

by

PM

I NH

Q

141.

Pe

rcen

tage

of

bag

utili

zati

on

from

Kor

ean

Gre

en C

ross

(KG

C)

Ori

gina

l Equ

ipm

ent

Man

ufac

ture

r (O

EM)

in a

ll U

TDs.

35%

142.

Pe

rcen

tage

of

prog

ress

in p

lasm

a fr

acti

onat

or c

onst

ruct

ion.

Det

erm

ined

by

PM

I NH

Q

143.

N

umbe

r of

pla

sma

bag

sent

to

frac

tion

ator

in a

yea

r.D

eter

min

ed

by P

MI N

HQ

5.3.

5 Re

sear

ch a

nd d

evel

opm

ent

for

bloo

d se

rvic

e is

con

duct

ed b

y U

TD N

atio

nal a

nd P

rovi

nces

.

144.

N

umbe

r of

res

earc

h co

nduc

ted

by

UTD

Nat

iona

l/Pr

ovin

ces.

At le

ast

3 in

eac

h U

TD

Nat

iona

l/

Prov

ince

.


45

STRA

TEG

IC O

BJEC

TIVE

6:

To s

tren

gthe

n th

e pa

rtne

rshi

p w

ith

nati

onal

and

loca

l gov

ernm

ents

, pu

blic

and

pri

vate

sec

tors

, m

ovem

ent

part

ners

, do

nor

agen

cies

, an

d ot

her

stak

ehol

ders

in o

rder

to

assu

me

PMI’s

man

date

and

fun

ctio

ns.

OU

TCO

ME

OU

TCO

ME

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TCO

ME

IND

ICAT

OR

OU

TPU

TO

UT

PUT

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TPU

T

IND

ICAT

OR

6.1

PMI’s

pa

rtne

rshi

p w

ith

the

gove

rnm

ent,

pu

blic

and

pr

ivat

e se

ctor

s,

mov

emen

t pa

rtne

rs,

orga

niza

tion

s,

nati

onal

and

in

tern

atio

nal

dono

r ag

enci

es,

and

othe

r st

akeh

olde

rs is

st

reng

then

ed a

t al

l lev

els.

145.

Num

ber

of p

artn

er

that

has

for

mal

pa

rtne

rshi

p w

ith

PMI N

HQ

/Cha

pter

s/

Bran

ches

.

Det

erm

ined

by

NH

Q/

Chap

ters

/ Br

anch

es

6.1.

1 M

oU a

nd P

roje

ct A

gree

men

t do

cum

ents

bet

wee

n PM

I wit

h th

e go

vern

men

t, p

ublic

and

pr

ivat

e se

ctor

s, m

ovem

ent

part

ners

, or

gani

zati

ons,

na

tion

al a

nd in

tern

atio

nal

dono

r ag

enci

es,

and

othe

r st

akeh

olde

rs a

re a

vaila

ble

and

impl

emen

ted

by P

MI a

t al

l le

vels

.

146.

N

umbe

r of

MoU

sig

ned

at P

MI

NH

Q/C

hapt

ers/

Bra

nche

s.D

eter

min

ed

by N

HQ

/Ch

apte

rs/

Bran

ches

6.1.

2 Pa

rtne

rshi

p bu

ildin

g in

itia

tive

s,

incl

udin

g th

e im

plem

enta

tion

of

Coo

pera

tion

Agr

eem

ent

Stra

tegy

(CA

S),

are

purs

ued

cons

iste

ntly

by

PMI a

t al

l lev

els.

147.

N

umbe

r of

pro

mot

iona

l med

ia

dist

ribu

ted

to p

oten

tial

par

tner

s by

PM

I NH

Q/

Chap

ters

/Bra

nche

s.

Det

erm

ined

by

NH

Q/

Chap

ters

/ Br

anch

es

148.

N

umbe

r of

MoU

fol

low

ed u

p w

ith

Coop

erat

ion

Agre

emen

t by

PM

I N

HQ

/Cha

pter

s/ B

ranc

hes.

25

Coop

erat

ion

Agre

emen

ts

149.

N

umbe

r of

act

ivit

y co

nduc

ted

by

PMI N

HQ

/Cha

pter

s/ B

ranc

hes

in

colla

bora

tion

wit

h pa

rtne

rs.

Det

erm

ined

by

NH

Q/

Chap

ters

/ Br

anch

es

6.2

Reso

urce

M

obili

zati

on

capa

city

to

enh

ance

pa

rtic

ipat

ion

from

par

tner

s an

d co

mm

unit

ies

is s

tren

gthe

ned.

150.

Am

ount

of

annu

al

inco

me

from

PM

I N

HQ

/Cha

pter

s/

Bran

ches

’ bu

sine

ss

unit

s.

Det

erm

ined

by

NH

Q/

Chap

ters

/ Br

anch

es

6.2.

1 Re

sour

ce m

obili

zati

on c

apac

ity

stre

ngth

enin

g st

rate

gy is

de

velo

ped

and

impl

emen

ted

by

com

pete

nt p

erso

nnel

in P

MI a

t al

l lev

els.

153.

PM

I Cha

pter

s su

bmit

res

ourc

e m

obili

zati

on s

tren

gthe

ning

st

rate

gy d

ocum

ent

to P

MI N

HQ

.

33


46

STRA

TEG

IC O

BJEC

TIVE

6:

To s

tren

gthe

n th

e pa

rtne

rshi

p w

ith

nati

onal

and

loca

l gov

ernm

ents

, pu

blic

and

pri

vate

sec

tors

, m

ovem

ent

part

ners

, do

nor

agen

cies

, an

d ot

her

stak

ehol

ders

in o

rder

to

assu

me

PMI’s

man

date

and

fun

ctio

ns.

OU

TCO

ME

OU

TCO

ME

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TCO

ME

IND

ICAT

OR

OU

TPU

TO

UT

PUT

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TPU

T

IND

ICAT

OR

151.

Num

ber

of p

ropo

sal

subm

itte

d by

PM

I N

HQ

and

app

rove

d by

don

ors.

Det

erm

ined

by

NH

Q/

Chap

ters

/ Br

anch

es

154.

N

umbe

r of

act

ive

and

oper

atio

nal P

MI b

usin

ess

unit

at

NH

Q/C

hapt

ers/

Bra

nche

s.

Det

erm

ined

by

NH

Q/

Chap

ters

/ Br

anch

es

152.

Am

ount

of

PMI C

hapt

ers/

Br

anch

es’

inco

me

deri

ved

from

ex

tern

al t

rain

ings

.

Det

erm

ined

by

Cha

pter

s/

Bran

ches

155.

N

umbe

r of

tra

inin

g fa

cilit

ated

by

PM

I Cha

pter

s/Br

anch

es t

o ex

tern

al p

arty

.

Det

erm

ined

by

Cha

pter

s/

Bran

ches

6.2.

2 Po

tent

ial d

onor

map

ping

fo

r re

sour

ce m

obili

zati

on

nati

on-w

ide

is d

evel

oped

an

d di

ssem

inat

ed t

o PM

I Ch

apte

rs/B

ranc

hes.

156.

PM

I Cha

pter

s/ B

ranc

hes

rece

ive

repo

rt o

n po

tent

ial

dono

rs m

appi

ng f

or r

esou

rce

mob

iliza

tion

.

33/4

70

6.2.

3 G

uide

lines

reg

ulat

ing

the

utili

zati

on o

f fu

nd

gene

rate

d fr

om p

ublic

do

nati

on is

dis

sem

inat

ed

and

impl

emen

ted

by P

MI.

157.

PM

I Cha

pter

s/ B

ranc

hes

rece

ive

publ

ic d

onat

ion

in li

ne

wit

h th

e gu

idel

ines

.

Det

erm

ined

by

NH

Q


47

STRA

TEG

IC O

BJEC

TIVE

7:

To im

prov

e PM

I’s a

ccou

ntab

ility

as

a hu

man

itar

ian

orga

niza

tion

at

the

nati

onal

and

inte

rnat

iona

l lev

els.

OU

TCO

ME

OU

TCO

ME

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TCO

ME

IND

ICAT

OR

OU

TPU

TO

UT

PUT

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TPU

T

IND

ICAT

OR

7.1

Prin

cipl

es o

f ac

coun

tabi

lity

and

tran

spar

ency

ar

e w

ell-

impl

emen

ted

by

PMI a

ccor

ding

ly.

158.

PM

I Cha

pter

s/Br

anch

es

publ

ish

fund

rais

ing

repo

rt a

nnua

lly.

33/3

757.

1.1

Repo

rts

on fi

nanc

ial

inco

me

and

expe

ndit

ures

, in

clud

ing

finan

cial

and

nar

rati

ve

repo

rts,

are

dev

elop

ed

on p

erio

dica

l bas

is f

or

inte

rnal

and

ext

erna

l co

nsum

ptio

n.

161.

N

umbe

r of

fina

ncia

l rep

ort

subm

itte

d to

par

tner

s ev

ery

quar

ter

by P

MI

NH

Q/C

hapt

ers/

Bra

nche

s.

Det

erm

ined

by

NH

Q/

Chap

ters

/ Br

anch

es

159.

Per

cent

age

of f

und

allo

cate

d by

PM

I Br

anch

es f

or it

s se

rvic

es.

80%

7.1.

2 Au

dit

on P

MI’s

fina

ncia

l ex

pend

itur

es is

co

nduc

ted

annu

ally

bo

th b

y in

tern

al a

nd

exte

rnal

acc

ount

ant

and

follo

wed

up

acco

rdin

gly.

162.

PM

I Bra

nche

s co

nduc

t fin

anci

al a

udit

.28

0

160.

PM

I NH

Q/C

hapt

ers

cond

uct

exte

rnal

aud

it

on P

MI f

und

utili

zati

on

ever

y ye

ar.

1/33

7.1.

3 G

uide

lines

on

bene

ficia

ry f

eedb

ack

and

com

plai

nt

mec

hani

sm a

re

deve

lope

d an

d im

plem

ente

d by

PM

I at

all l

evel

s.

163.

PM

I Bra

nche

s co

nduc

t su

rvey

to

colle

ct

bene

ficia

ries

’ fe

edba

ck a

t le

ast

once

a y

ear.

280

7.2

Out

reac

h, q

ualit

y,

and

inte

nsit

y of

do

cum

enta

tion

, pu

blic

atio

n,

prom

otio

n, a

nd

advo

cacy

of

PMI

acti

viti

es/s

ervi

ces

are

incr

ease

d.

164.

Num

ber

of p

eopl

e re

ache

d by

mas

s m

edia

pu

blic

atio

n on

PM

I Br

anch

es’

prog

ram

/ se

rvic

es.

Det

erm

ined

by

NH

Q/

Chap

ters

/ Br

anch

es

7.2.

1 Ba

sic

PR a

nd

com

mun

icat

ion

equi

pmen

t an

d to

ols

(cam

era,

vid

eo c

amer

a,

reco

rder

), a

s w

ell a

s in

form

atio

n, e

duca

tion

, an

d co

mm

unic

atio

n (I

EC)

mat

eria

ls a

re

adeq

uate

ly a

vaila

ble

at

all l

evel

s of

PM

I.

165.

PM

I Cha

pter

s/ B

ranc

hes

have

at

leas

t tw

o ba

sic

PR &

com

mun

icat

ion

equi

pmen

t.

33/3

75


48

STRA

TEG

IC O

BJEC

TIVE

7:

To im

prov

e PM

I’s a

ccou

ntab

ility

as

a hu

man

itar

ian

orga

niza

tion

at

the

nati

onal

and

inte

rnat

iona

l lev

els.

OU

TCO

ME

OU

TCO

ME

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TCO

ME

IND

ICAT

OR

OU

TPU

TO

UT

PUT

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TPU

T

IND

ICAT

OR

7.2.

2 An

alys

is r

epor

t on

PM

I pu

blic

atio

n in

mas

s m

edia

(pr

int,

onl

ine,

TV

, ra

dio)

and

soc

ial

med

ia (

Twit

ter

and

Face

book

) is

dev

elop

ed

on r

egul

ar b

asis

at

PMI

NH

Q/C

hapt

ers.

166.

To

tal n

umbe

r of

new

s re

gard

ing

PMI p

ublis

hed

in lo

cal/

nati

onal

med

ia

at P

MI B

ranc

hes’

wor

king

ar

ea.

Det

erm

ined

by

NH

Q/

Chap

ters

/Br

anch

es

7.2.

3 PR

and

com

mun

icat

ion

prod

ucts

to

prom

ote

PMI p

rogr

ams

and

serv

ices

are

di

ssem

inat

ed t

o th

e co

mm

unit

ies/

publ

ic o

n re

gula

r ba

sis.

167.

N

umbe

r of

pro

mot

iona

l m

ater

ials

/pub

licat

ions

di

stri

bute

d by

PM

I NH

Q/

Chap

ters

/ Br

anch

es.

Det

erm

ined

by

NH

Q/

Chap

ters

/ Br

anch

es


49

STRA

TEG

IC O

BJEC

TIVE

8:

To im

prov

e th

e un

ders

tand

ing

of a

ll el

emen

ts o

f co

mm

unit

ies

on h

uman

itar

ian

valu

es,

Fund

amen

tal P

rinc

iple

s of

the

Inte

rnat

iona

l RCR

C M

ovem

ent,

as

wel

l as

Inte

rnat

iona

l Hum

anit

aria

n La

ws

thro

ugh

com

mun

icat

ion,

edu

cati

on,

and

diss

emin

atio

n st

rate

gies

.

OU

TCO

ME

OU

TCO

ME

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TCO

ME

IND

ICAT

OR

OU

TPU

TO

UT

PUT

IND

ICAT

OR

TAR

GET

2019

FO

R

OU

TPU

T

IND

ICAT

OR

8.1

Und

erst

andi

ng

on R

CRC

and

hum

anit

aria

n va

lues

am

ong

PMI p

erso

nnel

an

d ex

tern

al

stak

ehol

ders

is

impr

oved

.

168.

Per

cent

age

of

resp

onde

nt

surv

eyed

by

PMI N

HQ

who

ca

n m

enti

on

PMI m

anda

te

corr

ectl

y.

80%

8.1.

1 U

pdat

ed In

form

atio

n,

Educ

atio

n, a

nd

Com

mun

icat

ion

(IEC

) m

ater

ials

on

RCRC

D

isse

min

atio

n ar

e av

aila

ble

adeq

uate

ly a

t al

l lev

els.

169.

N

umbe

r of

cer

tifie

d di

ssem

inat

ors

at P

MI N

HQ

/Ch

apte

rs/

Bran

ches

.

Det

erm

ined

by

NH

Q/C

hapt

ers/

Br

anch

es

170.

N

umbe

r of

peo

ple

who

att

end

RCRC

dis

sem

inat

ion

acti

viti

es a

t PM

I Bra

nch.

Det

erm

ined

by

NH

Q/C

hapt

ers/

Br

anch

es

8.1.

2 Ch

arac

ter

build

ing

on

hum

anit

aria

n an

d RC

RC

valu

es is

fac

ilita

ted

by

com

pete

nt d

isse

min

ator

s at

all

leve

ls.

171.

N

umbe

r of

IEC

mat

eria

l on

RCRC

D

isse

min

atio

n di

stri

bute

d by

PM

I N

HQ

/Cha

pter

s/ B

ranc

hes.

Det

erm

ined

by

NH

Q/C

hapt

ers/

Br

anch

es

8.1.

3 Pa

rtne

rshi

p w

ith

rele

vant

in

stit

utio

ns (

Mili

tary

, Po

lice,

uni

vers

itie

s,

scho

ols,

NG

Os)

and

co

mm

unit

ies

is

esta

blis

hed

to d

isse

min

ate

hum

anit

aria

n an

d RC

RC

valu

es.

172.

N

umbe

r of

dis

sem

inat

ion

acti

viti

es c

ondu

cted

by

PMI

NH

Q/

Chap

ters

/Bra

nche

s in

co

llabo

rati

on w

ith

part

ners

.

Det

erm

ined

by

NH

Q/C

hapt

ers/

Br

anch

es.


50

Indicator is a measurement unit that helps to determine whether the progress or achievement of the intended objectives or results occurs. An indicator determines what information should be collected to answer the key questions about the progress or achievement of the project/program.

Indicators may either be quantitative (e.g. in form of numbers, percentage) or qualitative (e.g., level of knowledge and quality of implementation). If possible, project/ program indicators should be a combination of both.

The indicators assigned must be able to answer the key questions about project/program progress, i.e.:

9 How many activities have we done? How many resources have we used? (efficiency)9 Are we achieving the intended outputs/outcomes ? (effectiveness)9 How do the beneficiaries feel about our works or services? (relevance and appropriateness)9 Has the project/program corresponded to the actual needs? (effectiveness, relevance, and appropriateness)9 Do the works we do achieve the intended objectives? (impact)9 Will the benefits received by the beneficiaries be long-lasting, even after the project/program ends? (sustainability)

Information regarding these indicators will be collected during Monitoring and Evaluation. It will then be used to assess the progress and inform decision making throughout project/program implementation. The information can also be a lesson learned for the project/program in order to avoid repeating the same mistakes and to achieve success.

Indicators need to be defined so that PMI at various levels will have a good understanding on what to measure and how to measure them. Thus, the way to measure each indicator would be standardized across areas. Example on how to define indicators:

Indicator: Number of targeted villages in District A that meets the criteria of Disaster Prepared Village by the end of 2014.

2.5. Indicator Registry for PMI Strategic Plan and Operational Plan


51

The definition of “criteria of disaster prepared village” is having a DRR committee/volunteers, having a vulnerability and risk map, having a village contingency plan, having an early warning system, having an emergency fund, etc.The indicator registry for PMI Operational Plan 2015-2019 was developed to assist the staff to understand :

9 the measurement of program achievement , 9 the characteristic of subjects to be measured (specific), 9 the limits of what can be measured (measurable),9 the ability to achieve it (attainable),9 its correspondence with program/project needs (relevance),9 the time span required (time-bound), when the measurement should be performed.

For the board members and staff, the indicators are also important for:

9 Planning phase, to help PMI understand and set a target for results achievement 9 Implementation phase, to help PMI to understand and oversee the achievement of each level of results, output (short-term result) or outcome (long-term result) through monitoring activities.9 Transition and End of Project/Program phase, as a basis for evaluation.

The indicator registry comprises of:

9 Description of indicator statement,9 Definition of indicator, specifically outlining the subject to be measured,9 Means of verification, i.e. the tool to verify achievement.9 Reporting time, i.e. when and how often the intended indicator achievement will be reported.


52

Mat

riks

Daf

tar

Defi

nisi

Indi

kato

rST

RATE

GIC

OBJ

ECTI

VE-1

To b

uild

a w

ell-

func

tion

ing

PMI a

t al

l lev

els,

wit

h th

e ca

paci

ty t

o cr

eate

syn

ergy

bet

wee

n pr

ogra

m a

ctiv

itie

s an

d th

e or

gani

zati

onal

pol

icie

s,

proc

edur

es,

and

syst

em.

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

1Re

d Cr

oss

Law

is p

asse

d.Re

d Cr

oss

Law

is t

he la

w t

hat

regu

late

s m

atte

rs o

n:

9

nam

e, s

tatu

s, a

nd lo

cati

on9

man

date

and

key

res

pons

ibili

ties

9

proc

edur

es o

n th

e us

e of

Red

Cro

ss e

mbl

em

9

and

othe

r it

ems

on t

he o

rgan

izat

ion

The

Law

do

cum

ent

Whe

n th

e La

w

is p

asse

d

2N

umbe

r of

act

ivit

ies

to d

isse

min

ate

info

rmat

ion

of R

C Bi

ll.D

isse

min

atio

n ac

tivi

ties

are

var

ious

act

ivit

ies

cond

ucte

d by

PM

I in

form

s of

se

min

ars,

wor

ksho

ps,

and

othe

r ac

tivi

ties

tha

t ai

m t

o ga

rner

sup

port

s fr

om d

iffe

rent

st

akeh

olde

rs t

owar

d th

e La

w e

ndor

sem

ent.

Acti

vity

re

port

s M

onth

ly d

urin

g di

ssem

inat

ion

peri

od

3PM

I NH

Q/C

hapt

ers/

Bra

nche

s co

nduc

ted

the

Five

-Yea

rly

Asse

mbl

y M

eeti

ng in

tim

ely

man

ner.

PMI N

HQ

/Cha

pter

/Bra

nch

Asse

mbl

y M

eeti

ng is

con

duct

ed e

very

five

yea

r to

:

9

eval

uate

the

boa

rd m

embe

rs a

ccou

ntab

ility

dur

ing

thei

r te

nure

. 9

elec

t bo

ard

mem

bers

for

5 y

ear

peri

od.

9

stip

ulat

e ke

y po

licie

s an

d st

rate

gic

plan

for

the

nex

t fiv

e ye

ars

(bas

ed o

n th

e or

gani

zati

onal

leve

l).

Repo

rt o

f As

sem

bly

Mee

ting

Five

-yea

rly

4PM

I NH

Q/C

hapt

ers/

Bra

nche

s co

nduc

ted

Annu

al M

eeti

ng in

ac

cord

ance

wit

h th

e as

sign

ed

sche

dule

.

Annu

al M

eeti

ng is

con

duct

ed b

y PM

I NH

Q/C

hapt

ers/

Bran

ches

eve

ry y

ear

to:

9

eval

uate

the

im

plem

enta

tion

of

the

prev

ious

yea

r w

ork

plan

, in

clud

ing

the

budg

et.

9

deve

lop

annu

al w

ork

plan

for

the

fol

low

ing

year

inc

ludi

ng b

udge

t, i

ncom

e, a

nd

expe

ndit

ure

plan

ning

.9

It i

s at

tend

ed b

y PM

I bo

ard

mem

bers

and

the

ir c

ount

erpa

rts

at t

he p

rovi

nce/

dist

rict

.

Repo

rt o

f An

nual

M

eeti

ng

Year

ly

5N

umbe

r of

Org

aniz

atio

nal P

roce

dure

s (P

O)

adju

sted

to

the

Stat

ute.

The

Org

aniz

atio

nal P

roce

dure

s ar

e re

gula

tion

s on

e st

ep b

elow

the

Sta

tute

and

Byl

aws

that

ela

bora

te t

he m

ain

proc

edur

es o

f PM

I gov

erna

nce,

suc

h as

:9

Boar

d M

embe

rs9

Offi

ce M

anag

emen

t9

Serv

ices

9

Hum

an R

esou

rce

9

Fina

ncia

l Man

agem

ent

9

Asse

t an

d Lo

gist

ic M

anag

emen

t9

Pers

onne

l9

Plan

ning

and

Rep

orti

ng9

Part

ners

hip

9

Bran

ding

Org

aniz

atio

n Pr

oced

ures

D

ocum

ent

Qua

rter

ly

duri

ng P

O

adju

stm

ent


53

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

6PM

I Cha

pter

s/Br

anch

es r

ecei

ve

diss

emin

atio

n of

info

rmat

ion

on

stat

utes

.

The

diss

emin

atio

n of

sta

tute

and

byl

aws

is a

n ac

tivi

ty t

o pr

ovid

e aw

aren

ess

on t

he

defin

itio

n an

d co

nseq

uenc

es o

f ea

ch a

rtic

le in

the

sta

tute

and

byl

aws,

inst

ead

of o

nly

dist

ribu

ting

the

boo

k. D

isse

min

atio

ns c

an b

e do

ne in

dif

fere

nt w

ays,

eit

her

thro

ugh

mee

ting

s, w

orks

hops

, sp

ecifi

c ev

ents

or

incl

uded

into

oth

er lo

cal o

r na

tion

al e

vent

s/m

eeti

ngs.

Acti

vity

re

port

M

onth

ly (

if t

he

diss

emin

atio

n is

co

nduc

ted)

7PM

I Bra

nche

s us

e PM

I ban

k ac

coun

t fo

r it

s tr

ansa

ctio

ns.

The

fund

ow

ned/

rece

ived

by

PMI i

s de

posi

ted

in P

MI a

ccou

nt,

not

pers

onal

acc

ount

. Ba

nk a

ccou

nt

book

Annu

ally

8N

umbe

r of

PM

I em

ploy

ees

who

hav

e w

ritt

en e

mpl

oym

ent

cont

ract

s.Em

ploy

ees

are

staf

f fo

rmal

ly w

orki

ng a

t PM

I. E

mpl

oym

ent

cont

ract

is a

lega

l do

cum

ent

desc

ribi

ng e

mpl

oym

ent

rela

tion

ship

bet

wee

n an

em

ploy

ee a

nd P

MI,

de

scri

bing

the

rol

es a

nd r

espo

nsib

iliti

es o

f th

e em

ploy

ee o

r th

e or

gani

zati

on a

nd

sign

ed b

y re

leva

nt b

oard

mem

ber

and

staf

f.

Empl

oym

ent

cont

ract

Annu

ally

9PM

I NH

Q/C

hapt

ers/

Bra

nche

s de

velo

p as

set

inve

ntor

y in

line

wit

h th

e te

chni

cal g

uide

lines

.

The

asse

t in

vent

ory

in li

ne w

ith

tech

nica

l and

impl

emen

tati

on g

uide

s is

a d

ocum

ent

reco

rdin

g in

form

atio

n on

ass

et’s

exi

sten

ce,

incl

udin

g ph

ysic

al a

nd le

gal a

spec

t, s

uch

as:9

nam

e of

ass

et9

date

of

purc

hase

9

quan

tity

9

buyi

ng p

rice

9

asse

t st

atus

9

etc.

Asse

t in

vent

ory

list

Annu

ally

10PM

I Cha

pter

s/Br

anch

es h

ave

HR

regu

lati

on in

pla

ce.

HR

regu

lati

on in

clud

es:

9

recr

uitm

ent

9

grad

ing,

em

ploy

men

t, p

ay s

cale

9

Perf

orm

ance

eva

luat

ion

9

empl

oyee

s’ r

ight

s an

d re

spon

sibi

litie

s9

empl

oyee

s w

elfa

re9

sanc

tion

and

con

trac

t te

rmin

atio

n9

mon

itor

ing

and

supe

rvis

ion

9

pens

ion

HR

regu

lati

on

docu

men

tAn

nual

ly


54

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

11PM

I Cha

pter

s/Br

anch

es h

as e

mpl

oyee

da

taba

se t

hat

is u

pdat

ed o

n an

nual

ba

sis.

Empl

oyee

Dat

abas

e in

clud

es in

form

atio

n on

:9

nam

e, p

lace

and

dat

e of

bir

th,

addr

ess,

em

ail,

hom

e/m

obile

pho

ne n

umbe

r,

cont

act

in e

mer

genc

y (s

pous

e or

par

ents

).9

posi

tion

, le

ngth

of

empl

oym

ent,

gra

de,

sala

ry.

9

trai

ning

his

tory

.

Empl

oyee

da

taba

se

Annu

ally

12N

umbe

r of

PM

I em

ploy

ee a

t th

e Ch

apte

rs/B

ranc

hes.

Empl

oyee

is a

per

man

ent

or fi

xed

term

sta

ff w

orki

ng a

t PM

I Offi

ce a

nd t

hus

calle

d Em

ploy

ee (

base

d on

Org

aniz

atio

nal P

roce

dure

on

HR)

.Em

ploy

ee

data

base

An

nual

ly

13PM

I NH

Q/C

hapt

ers/

Bra

nche

s de

velo

p an

nual

wor

k pl

an in

line

w

ith

the

Plan

ning

and

Rep

orti

ng

Gui

delin

es.

Annu

al w

ork

plan

in li

ne w

ith

the

Plan

ning

and

Rep

orti

ng G

uide

lines

is a

wor

k pl

an

usin

g th

e fo

rmat

s pr

ovid

ed a

nd in

clud

ing

info

rmat

ion

on:

9

Stra

tegi

c O

bjec

tive

s9

Out

com

es,

indi

cato

rs,

and

targ

ets

9

Out

puts

, in

dica

tors

, an

d ta

rget

s9

Acti

viti

es9

Amou

nt o

f bu

dget

per

act

ivit

y an

d it

s ca

tego

ry

Wor

k pl

an

docu

men

tAn

nual

ly

14PM

I NH

Q/C

hapt

ers/

Bra

nche

s de

velo

p an

nual

rep

ort

in li

ne

wit

h th

e Pl

anni

ng a

nd R

epor

ting

G

uide

lines

.

The

annu

al r

epor

t of

PM

I NH

Q/C

hapt

ers/

Bra

nche

s in

line

wit

h th

e Pl

anni

ng a

nd

Repo

rtin

g G

uide

lines

com

pris

es o

f :

9

Exec

utiv

e Su

mm

ary

9

Indi

cato

r Tr

acki

ng T

able

(IT

T)9

Fina

ncia

l Inf

orm

atio

n9

Anal

ysis

Annu

al R

epor

t D

ocum

ent

Annu

ally

15PM

I NH

Q’s

div

isio

ns/

bure

aus/

unit

s de

velo

p an

nual

rep

ort

in li

ne

wit

h th

e Pl

anni

ng a

nd R

epor

ting

G

uide

lines

.

The

annu

al r

epor

t of

PM

I NH

Q’s

div

isio

n/bu

reau

/uni

t in

line

wit

h th

e Pl

anni

ng a

nd

Repo

rtin

g G

uide

lines

com

pris

es o

f:9

Exec

utiv

e Su

mm

ary

9

Indi

cato

r Tr

acki

ng T

able

(IT

T)9

Fina

ncia

l Inf

orm

atio

n9

Anal

ysis

Annu

al R

epor

t D

ocum

ent

Annu

ally

16PM

I Cha

pter

s/Br

anch

es r

ecei

ve

tech

nica

l ass

ista

nce

visi

t on

PM

ER.

PMER

tec

hnic

al a

ssis

tanc

e is

pro

vide

d by

com

pete

nt p

erso

nnel

in P

MER

(ce

rtifi

ed

faci

litat

ors

by P

MI N

HQ

). T

he t

echn

ical

ass

ista

nce

is p

rovi

ded

in a

sys

tem

atic

ap

proa

ch b

y us

ing

the

mon

itor

ing

and

supe

rvis

ion

tool

s d

evel

oped

to

asse

ss a

nd t

o re

fine:

9

annu

al p

lann

ing

docu

men

t, in

clud

ing

deta

iled

impl

emen

tati

on p

lan.

9

mon

itor

ing

and

eval

uati

on s

yste

m a

nd m

echa

nism

.9

regu

lar

repo

rtin

g do

cum

ents

(m

onth

ly,

quar

terl

y, b

iann

ually

, an

d an

nual

ly).

9

othe

r is

sues

rel

ated

to

prog

ram

im

plem

enta

tion

suc

h as

tim

elin

e, r

esou

rces

, st

aff,

sta

keho

lder

s, r

isks

and

issu

es.

Tech

nica

l as

sist

ance

re

port

Mon

thly

(w

hen

Tech

nica

l As

sist

ance

is

cond

ucte

d)


55

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

17PM

I Cha

pter

s/Br

anch

es r

ecei

ve

info

rmat

ion

rega

rdin

g th

e Pl

anni

ng

and

Repo

rtin

g G

uide

lines

.

Dis

sem

inat

ion

of P

lann

ing

and

Repo

rtin

g G

uide

lines

is a

n ac

tivi

ty t

o pr

ovid

e aw

aren

ess

on t

he p

lann

ing

and

repo

rtin

g pr

inci

ples

/pro

cess

/ m

echa

nism

/too

ls/f

orm

ats.

Thi

s ac

tivi

ty c

an b

e do

ne t

hrou

gh P

MER

tra

inin

gs,

mee

ting

s at

nat

iona

l, c

hapt

er,

or b

ranc

h le

vel,

as

wel

l as

thro

ugh

PMER

tec

hnic

al a

ssis

tanc

e.

Acti

vity

rep

ort

Mon

thly

(w

hen

diss

emin

atio

n is

co

nduc

ted)

18PM

I Cha

pter

/Bra

nche

s su

bmit

qu

arte

rly

repo

rt t

o on

e le

vel a

bove

, in

line

wit

h th

e Pl

anni

ng a

nd

Repo

rtin

g G

uide

lines

.

The

quar

terl

y re

port

of

PMI C

hapt

er/B

ranc

h in

line

wit

h th

e Pl

anni

ng a

nd R

epor

ting

G

uide

lines

com

pris

es o

f :

1. In

dica

tor

Trac

king

Tab

le (

ITT)

2. F

inan

cial

Info

rmat

ion

3. A

naly

sis

4. T

he f

ollo

win

g qu

arte

rly

impl

emen

tati

on p

lan

The

quar

terl

y re

port

has

to

be s

ubm

itte

d by

the

10t

h of

the

fol

low

ing

mon

th a

t th

e la

test

. Fo

r ex

ampl

e, t

he r

epor

t fo

r th

e m

onth

of

Janu

ary

to M

arch

201

5 w

ill b

e su

bmit

ted

by A

pril

10th

, 20

15.

Qua

rter

ly

Repo

rtQ

uart

erly

19PM

I NH

Q’s

Div

isio

ns/

Bure

aus/

Uni

ts

subm

it q

uart

erly

rep

ort

to t

he O

ffice

M

anag

er,

in li

ne w

ith

the

Plan

ning

an

d Re

port

ing

Gui

delin

es.

The

quar

terl

y re

port

of

PMI N

HQ

’s d

ivis

ion/

bure

au/

unit

in li

ne w

ith

the

Plan

ning

and

Re

port

ing

Gui

delin

es c

ompr

ises

of

:1.

Indi

cato

r Tr

acki

ng T

able

(IT

T)2.

Fin

anci

al In

form

atio

n 3.

Ana

lysi

s4.

The

fol

low

ing

quar

terl

y im

plem

enta

tion

pla

nTh

e qu

arte

rly

repo

rt h

as t

o be

sub

mit

ted

by t

he 1

0th

of t

he f

ollo

win

g m

onth

at

the

late

st.

Qua

rter

ly

Repo

rtQ

uart

erly

20PM

I NH

Q/C

hapt

ers/

Bra

nche

s de

velo

p O

rgan

izat

iona

l Cap

acit

y M

appi

ng e

very

tw

o ye

ars.

The

Org

aniz

atio

nal C

apac

ity

Map

is r

esul

ted

from

an

asse

ssm

ent

tow

ard

indi

cato

rs

set

for

the

wel

l-fu

ncti

onin

g PM

I, e

.g.

on p

erso

nnel

, in

fras

truc

ture

s an

d eq

uipm

ent,

po

licie

s an

d pr

oced

ures

, pr

ogra

m s

ervi

ces,

rep

ort

avai

labi

lity,

and

oth

er in

form

atio

n co

llect

ed t

hrou

gh o

rgan

izat

iona

l cap

acit

y as

sess

men

t qu

esti

onna

ires

.

Org

aniz

atio

nal

capa

city

as

sess

men

t qu

esti

onna

ires

Ever

y tw

o ye

ars

21N

umbe

r of

pro

gram

fun

ded

by

exte

rnal

don

ors

that

is e

valu

ated

by

PMI N

HQ

at

the

end

of t

he p

rogr

am.

Prog

ram

s su

ppor

ted

by e

xter

nal p

arti

es a

re p

rogr

ams

fund

ed b

y do

nors

, ei

ther

the

go

vern

men

t, c

orpo

rate

s, o

r m

ovem

ent

part

ners

.

Eval

uate

d m

eans

con

duct

ing

a sy

stem

atic

and

obj

ecti

ve a

sses

smen

t on

the

impa

ct,

resu

lt,

effe

ctiv

enes

s, e

ffici

ency

, re

leva

nce,

and

sus

tain

abili

ty.

The

eval

uati

on s

houl

d ta

ke in

to a

ccou

nt t

he e

valu

atio

n st

anda

rd a

nd e

thic

s as

sti

pula

ted

in P

MER

Ref

eren

ce

book

.

Eval

uati

on

repo

rtEn

d of

pro

gram


56

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

22PM

I Cha

pter

s/Br

anch

es d

evel

op

Boar

d M

embe

rs a

nd S

taffi

ng D

atab

ase

that

is r

egis

tere

d at

PM

I NH

Q.

Boar

d m

embe

rs d

atab

ase

cons

ists

of

info

rmat

ion

on:

9

Nam

e, s

ex,

educ

atio

n, p

rofe

ssio

n, h

ome

addr

ess,

em

ail

addr

ess,

pho

ne/m

obile

nu

mbe

r.

Offi

ce d

atab

ase:

9

Offi

ce a

ddre

ss,

emai

l, p

hone

num

ber,

wid

th o

f la

nd a

nd b

uild

ing,

ow

ners

hip

stat

us.

Dat

abas

e fo

rmat

fro

m

PMI N

HQ

Annu

ally

23PM

I NH

Q/C

hapt

ers/

Bra

nche

s co

nduc

t pl

enar

y m

eeti

ng o

n m

onth

ly

basi

s.

Plen

ary

mee

ting

is a

mee

ting

att

ende

d by

all

boar

d m

embe

rs a

nd o

ffice

man

ager

and

or

hea

ds o

f di

visi

on/b

urea

u/un

it/d

epar

tmen

t.

Min

utes

of

mee

ting

Mon

thly

24PM

I Cha

pter

s/Br

anch

es h

as a

for

mal

Bo

ard

Dec

ree

on B

oard

Mem

bers

and

St

affin

g st

ruct

ures

.

The

Dec

ree

on B

oard

Mem

bers

and

Sta

ffing

Str

uctu

re a

re d

ocum

ents

des

crib

ing

the

stru

ctur

es,

posi

tion

, an

d ro

les

and

resp

onsi

bilit

ies

of e

ach

posi

tion

. Th

e do

cum

ents

ar

e en

dors

ed t

hrou

gh a

dec

ree

sign

ed b

y th

e re

spec

tive

cha

irm

an.

Dec

ree

docu

men

t An

nual

ly (

if

ther

e is

any

ch

ange

)

25PM

I Cha

pter

s re

ceiv

e co

achi

ng v

isit

fr

om P

MI N

HQ

’s B

oard

Mem

bers

at

leas

t on

ce a

yea

r.

The

coac

hing

vis

it f

rom

PM

I NH

Q’s

Boa

rd M

embe

rs is

a v

isit

to

the

chap

ters

dur

ing

the

prov

inci

al a

ssem

bly

mee

ting

/ann

ual m

eeti

ng o

r ot

her

occa

sion

s us

ing

the

appr

oved

co

achi

ng g

uide

lines

.

Visi

t re

port

Mon

thly

(if

th

ere

is a

ny

visi

t m

ade)

26PM

I Bra

nche

s re

ceiv

e co

achi

ng v

isit

fr

om P

MI C

hapt

er’s

Boa

rd M

embe

rs

at le

ast

once

a y

ear.

The

coac

hing

vis

it f

rom

PM

I Cha

pter

’s B

oard

Mem

bers

is a

vis

it t

o th

e br

anch

es d

urin

g th

e lo

cal a

ssem

bly

mee

ting

/ann

ual m

eeti

ng o

r ot

her

occa

sion

s us

ing

the

appr

oved

co

achi

ng g

uide

lines

.

Visi

t re

port

Mon

thly

(if

th

ere

is a

ny

visi

t m

ade)

27PM

I Cha

pter

s/Br

anch

es r

ecei

ve

tech

nica

l ass

ista

nce

visi

t fr

om P

MI

staf

f fr

om o

ne le

vel a

bove

at

leas

t on

ce a

yea

r.

The

tech

nica

l ass

ista

nce

from

PM

I sta

ff o

ne le

vel a

bove

can

be

done

at

any

tim

e us

ing

the

appr

oved

coa

chin

g gu

idel

ines

. Vi

sit

repo

rtM

onth

ly (

if

ther

e is

any

vi

sit

mad

e)


57

STRA

TEG

IC O

BJEC

TIVE

-2

To s

tren

gthe

n th

e ca

paci

ty o

f PM

I’s o

rgan

izat

iona

l res

ourc

es a

t al

l lev

els,

bot

h it

s hu

man

res

ourc

es a

nd t

he f

acili

ties

and

infr

astr

uctu

re n

eede

d to

se

rve

the

com

mun

itie

s.

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

28N

umbe

r of

PM

I em

ploy

ee a

t N

HQ

/Ch

apte

rs/B

ranc

hes

paid

in li

ne w

ith

the

loca

l min

imum

wag

e st

anda

rd.

PMI s

taff

is a

n in

divi

dual

wor

king

and

has

wri

tten

con

trac

t si

gned

by

the

boar

d m

embe

rs.

The

Loca

l Min

imum

Wag

e (U

MP/

K) is

the

min

imum

wag

e ap

plie

d fo

r al

l ch

apte

rs/b

ranc

hes.

Lapo

ran

keua

ngan

ata

u sl

ip g

aji

Tahu

nan

29Pe

rcen

tage

of

bran

ch v

olun

teer

(K

SR/T

SR)

inac

tive

for

a y

ear.

PMI V

olun

teer

Cor

ps (

KSR)

uni

t is

a m

echa

nism

for

indi

vidu

al m

embe

rs w

ho b

ecom

e KS

R m

embe

r w

ith

thei

r ow

n m

otiv

atio

n.

Prof

essi

onal

Vol

unte

er (

TSR)

is a

PM

I mem

ber

recr

uite

d in

divi

dual

ly f

rom

pro

fess

iona

l co

mm

unit

y w

ith

spec

ific

back

grou

nd,

e.g.

med

ical

doc

tor,

nut

riti

onis

t, s

anit

atio

n ex

pert

, ac

coun

tant

, lo

gist

icia

n, t

echn

icia

n, a

gric

ultu

ralis

t, a

rtis

t, IT

exp

ert,

tea

cher

, et

c. a

nd w

illin

g to

be

PMI v

olun

teer

s.

Non

-act

ive

mea

ns n

ever

par

tici

pate

in c

oach

ing

or s

ervi

ce a

ctiv

itie

s fo

r a

year

Dat

abas

e su

kare

law

anTa

huna

n

30Pe

rcen

tage

of

bran

ch v

olun

teer

(Y

RC/K

SR/T

SR)

who

has

tak

en p

art

in b

ranc

hes’

act

ivit

ies

on q

uart

erly

ba

sis.

YRC

volu

ntee

r is

a Y

outh

Red

Cro

ss m

embe

r at

sch

ools

loca

ted

in r

espe

ctiv

e Br

anch

es.

KSR

and

TSR

are

the

sam

e as

abo

ve.

Dat

abas

e su

kare

law

anTr

iwul

anan

31N

umbe

r of

sch

ool i

n D

istr

icts

tha

t ha

s ac

tive

You

th R

ed C

ross

(YR

C)

unit

.

YRC

unit

is c

onsi

dere

d ac

tive

if t

hey

have

YRC

reg

ular

act

ivit

ies

and

mai

ntai

n co

nsis

tent

coo

rdin

atio

n w

ith

PMI B

ranc

hes.

Dat

abas

e su

kare

law

anTa

huna

n

32N

umbe

r of

cor

pora

te v

olun

teer

s (c

orpo

rate

/ or

gani

zati

ons/

in

stit

utio

ns)

mob

ilize

d by

PM

I NH

Q/

Chap

ters

/ Br

anch

es.

Corp

orat

e vo

lunt

eer

is a

n em

ploy

ee o

f a

corp

orat

ion/

orga

niza

tion

/ins

titu

tion

re

gist

ered

to

supp

ort

PMI a

ctiv

itie

s ba

sed

on t

heir

spe

cific

spe

cial

izat

ion/

skill

s.D

atab

ase

suka

rela

wan

Bula

n (b

ila

ada

mob

ilisa

si

suka

rela

wan

m

itra

)

33N

umbe

r of

vol

unte

er in

sure

d by

PM

I Br

anch

es.

Insu

red

mea

ns e

ach

pers

onne

l is

prov

ided

wit

h he

alth

/lif

e in

sura

nce

in c

ondu

ctin

g th

e as

sign

men

t.

Kart

u as

uran

si

atau

daf

tar

pese

rta

asur

ansi

Tahu

nan

34N

umbe

r of

PM

I NH

Q/

Chap

ters

/Br

anch

es b

oard

mem

ber

and

staf

f w

ho r

ecei

ve P

MER

tra

inin

g.

Plan

ning

, M

onit

orin

g, E

valu

atio

n, a

nd R

epor

ting

(PM

ER)

trai

ning

is a

4-d

ay t

rain

ing

faci

litat

ed b

y PM

ER t

rain

ers

usin

g st

anda

rd P

MER

tra

inin

g cu

rric

ulum

and

mat

eria

ls.

Lapo

ran

pela

tiha

n PM

ERBu

lana

n (b

ila

ada

pela

tiha

n PM

ER)


58

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

35N

umbe

r of

tra

iner

cer

tifie

d by

PM

I N

HQ

.PM

I NH

Q’s

cer

tific

ate

is p

rovi

ded

to t

rain

ers

who

hav

e at

tend

ed a

Tra

inin

g of

Tra

iner

(T

oT)

and

have

had

tra

inin

g ex

peri

ence

bas

ed o

n th

e pr

oced

ures

. Ea

ch P

MI C

hapt

er

orga

nizi

ng a

ToT

has

to

prop

ose

for

a ce

rtifi

cati

on p

roce

ss f

rom

PM

I NH

Q in

ref

eren

ce

to t

he S

oP f

or N

atio

nal C

erti

ficat

e N

umbe

ring

.

Trai

ning

&

Educ

atio

n U

nit

Repo

rt

Annu

ally

36N

umbe

r of

bra

nch

volu

ntee

r tr

aine

d in

spe

cial

ized

ski

ll se

ts o

f pr

iori

ty I/

II/III

ser

vice

s.

9

Spec

ializ

ed p

rior

ity

serv

ice

I in

clud

es a

sses

smen

t, fi

rst

aids

and

eva

cuat

ion,

re

stor

ing

fam

ily li

nk,

com

mun

icat

ion

and

publ

ic r

elat

ions

.9

Spec

ializ

ed p

rior

ity

serv

ice

II in

clud

es p

ublic

kit

chen

, he

alth

ser

vice

, am

bula

nce

serv

ice,

and

psy

chos

ocia

l sup

port

pro

gram

.9

Spec

ializ

ed p

rior

ity

serv

ice

III i

nclu

des

shel

ter

and

IDPs

, w

ater

and

san

itat

ion,

di

stri

buti

on a

nd r

elie

f.

Spec

ialis

t tr

aini

ng

repo

rt

Mon

thly

(if

th

ere

is a

ny

trai

ning

)

37N

umbe

r of

em

ploy

ee o

f PM

I NH

Q/

Chap

ters

/Bra

nche

s w

ho a

tten

d te

chni

cal t

rain

ing.

Tech

nica

l tra

inin

g is

all

type

s of

tra

inin

g ow

ned

by P

MI.

Tr

aini

ng

repo

rtM

onth

ly (

if

ther

e is

any

tr

aini

ng)

38N

umbe

r of

ser

vice

s pr

ovid

ed b

y po

lycl

inic

to

PMI p

erso

nnel

eve

ry

quar

ter

at N

HQ

/Cha

pter

s/Br

anch

es.

Hea

lth

serv

ices

pro

vide

d in

clud

e pr

omot

iona

l, p

reve

ntiv

e, a

nd t

reat

men

t se

rvic

es.

Poly

clin

ic

serv

ice

repo

rtQ

uart

erly

39PM

I Bra

nche

s ha

ve a

ctiv

e Yo

uth/

Volu

ntee

r Fo

rum

.9

Volu

ntee

r Fo

rum

(FO

REL)

is

a fo

rum

fun

ctio

ning

as

a m

echa

nism

to

deve

lop

volu

ntee

rs’

crea

tivi

ty a

nd s

ense

of

resp

onsi

bilit

y to

PM

I in

an e

ffec

tive

man

ner.

9

Yout

h Fo

rum

(FO

RPIS

) is a

foru

m o

f YRC

repr

esen

tati

ves t

o ch

anne

l and

coo

rdin

ate

the

aspi

rati

on o

f Be

ginn

er,

Seco

ndar

y, a

nd S

enio

r (M

ula,

Mad

ya,

Wir

a) Y

RC.

9

Fore

l/Fo

rpis

is c

onsi

dere

d ac

tive

if t

hey

orga

nize

reg

ular

coa

chin

g to

vol

unte

ers

and

mai

ntai

n co

nsis

tent

coo

rdin

atio

n w

ith

PMI B

ranc

hes.

Foru

m

esta

blis

hmen

t do

cum

ent

Annu

ally

40PM

I Cha

pter

s/Br

anch

es o

rgan

ize

Yout

h ga

ther

ing

(Jum

bara

).Yo

uth

Gat

heri

ng (

Jum

bara

-Jum

pa B

akti

Gem

bira

) is

an

annu

al e

vent

att

ende

d by

YRC

m

embe

rs a

nd c

oach

es a

s w

ell a

s PM

I per

sonn

el in

the

res

pect

ive

prov

ince

/dis

tric

t/ci

ty t

o ga

ther

and

sha

re k

now

ledg

e an

d ex

peri

ence

.

Jum

bara

ac

tivi

ty

repo

rt

Annu

ally

(If

Ju

mba

ra is

or

gani

zed

)


59

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

41PM

I NH

Q/C

hapt

ers

orga

nize

vo

lunt

eer

gath

erin

g (T

emu

Kary

a).

Volu

ntee

r G

athe

ring

(Te

mu

Kary

a) is

an

annu

al e

vent

gat

heri

ng P

MI v

olun

teer

s fr

om

diff

eren

t ar

eas

to le

arn,

sha

re e

xper

ienc

e, m

onit

or a

nd e

valu

ate

the

volu

ntee

rs’

coac

hing

and

lead

ersh

ip d

evel

opm

ent

proc

ess

cond

ucte

d by

PM

I as

wel

l as

to d

evel

op

sust

aina

ble

role

s an

d ac

tivi

ties

for

vol

unte

ers.

Tem

u Ka

rya

acti

vity

re

port

Annu

ally

(If

vo

lunt

eer

gath

erin

g is

or

gani

zed

)

42PM

I Bra

nche

s up

date

vol

unte

er

data

base

on

quar

terl

y ba

sis.

Volu

ntee

r da

taba

se c

onsi

sts

of in

form

atio

n on

:9

nam

e, p

lace

& d

ate

of b

irth

, ad

dres

s, e

mai

l, h

ome/

mob

ile p

hone

num

ber.

9

sex,

vol

unte

er c

ateg

ory

(beg

inne

r, s

econ

dary

, se

nior

).9

date

of

regi

stra

tion

as

a vo

lunt

eer.

9

trai

ning

his

tory

.

Volu

ntee

r da

taba

se

Qua

rter

ly

43N

umbe

r of

PM

I tra

inin

g ce

rtifi

ed b

y na

tion

al in

stit

utio

ns.

Cert

ifica

tion

is c

ondu

cted

by

inst

itut

ions

aut

hori

zed

to p

rovi

de t

rain

ing

cert

ifica

tion

at

the

nat

iona

l lev

el,

such

as

the

Nat

iona

l Pro

fess

ion

Stan

dard

izat

ion

Agen

cy (

BNSP

- Ba

dan

Nas

iona

l Ser

tifik

asi P

rofe

si),

HRD

of

the

Min

istr

y of

Hea

lth,

BSN

I, a

nd t

he

Min

istr

y of

Wor

kfor

ce a

nd T

rans

mig

rati

on.

Trai

ning

ce

rtifi

cati

on

docu

men

t

Annu

ally

44N

umbe

r of

tra

inin

g cu

rric

ulum

up

date

d by

PM

I NH

Q a

t le

ast

once

in

ever

y fo

ur y

ear.

A cu

rric

ulum

is c

onsi

dere

d up

date

d if

it h

as b

een

furt

her

deve

lope

d in

line

wit

h ne

w

deve

lopm

ent

of t

rain

ing

mat

eria

l.Tr

aini

ng

curr

icul

umAn

nual

ly

45N

atio

nal e

duca

tion

and

tra

inin

g ne

ed

anal

ysis

is a

vaila

ble

ever

y ye

ar.

Trai

ning

nee

d an

alys

is m

ap is

a m

ap o

f ga

ps b

etw

een

the

num

ber

and

type

of

skill

s ow

ned

by t

rain

ed P

MI p

erso

nnel

ava

ilabl

e an

d th

e nu

mbe

r an

d ty

pe o

f sk

ills

owne

d by

tra

ined

per

sonn

el n

eede

d, w

hich

com

pris

es o

f in

form

atio

n ab

out

trai

ners

, ty

pes

of

trai

ning

, an

d tr

aini

ng a

lum

ni.

Trai

ning

nee

d an

alys

is m

ap

Annu

ally

46N

umbe

r of

tra

iner

cer

tifie

d by

PM

I N

HQ

who

is m

obili

zed

per

year

.Ce

rtifi

ed m

eans

rec

eivi

ng c

erti

ficat

e as

a t

rain

er f

rom

PM

I NH

Q.

Mob

ilize

d m

eans

tra

inin

g or

fac

ilita

ting

in d

iffe

rent

tra

inin

gs.

Trai

ning

as

sign

men

t le

tter

Annu

ally

47N

umbe

r of

YRC

fac

ilita

tor

avai

labl

e in

pri

mar

y/ s

econ

dary

/hig

h sc

hool

in

PMI B

ranc

hes’

wor

king

are

a.

YRC

trai

ner

is a

tra

iner

who

has

att

ende

d a

YRC

ToT.

YRC

trai

ner

list

Annu

ally

48N

umbe

r of

key

tra

iner

aut

hori

zed

by

PMI N

HQ

thr

ough

a D

ecre

e.M

ain

Trai

ner

is t

he h

ighe

st t

rain

er r

ank

from

thr

ee t

rain

er r

anks

– B

egin

ner,

Mid

-Lev

el,

and

Mai

n Tr

aine

r.D

ecre

e of

M

ain

Trai

ner

Annu

ally

49N

umbe

r of

tra

iner

cer

tifie

d by

BN

SP.

BNSP

is t

he N

atio

nal P

rofe

ssio

n St

anda

rdiz

atio

n Ag

ency

.Ce

rtifi

cate

fr

om B

NSP

Annu

ally


60

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

50N

umbe

r of

tra

inin

g cu

rric

ulum

for

pa

rtne

rs r

eady

for

use

/ado

ptio

n.

Part

ners

tra

inin

g cu

rric

ulum

is a

spe

cific

tra

inin

g cu

rric

ulum

tha

t ca

n m

eet

the

part

ners

’ tr

aini

ng n

eed,

e.g

. Fi

rst

Aids

for

Wor

k Se

curi

ty a

nd S

afet

y, F

irst

Aid

s fo

r Am

bula

nce

Serv

ice,

Fam

ily C

are

for

Nur

sing

Sch

ool.

Part

ners

tr

aini

ng

curr

icul

um

Annu

ally

51N

umbe

r of

tra

inin

g re

gist

ered

by

PMI

NH

Q t

o be

acc

redi

ted.

Accr

edit

atio

n sh

ould

be

done

by

nati

onal

inst

itut

ions

suc

h as

MoH

, M

inis

try

of

Wor

kfor

ce a

nd T

rans

mig

rati

on,

Nat

iona

l Dis

aste

r M

anag

emen

t Ag

ency

(BN

PB).

Accr

edit

atio

n re

gist

rati

on

repo

rt

Annu

ally

52N

umbe

r of

tra

inin

g re

port

fro

m P

MI

Chap

ters

/ Br

anch

es in

line

wit

h th

e te

chni

cal g

uide

lines

for

tra

inin

g m

anag

emen

t.

The

cont

ent

of a

tra

inin

g re

port

in li

ne w

ith

the

trai

ning

man

agem

ent

guid

elin

es

incl

udes

:9

Back

grou

nd9

Obj

ecti

ve9

Expe

cted

res

ults

9

Nam

e, t

ime,

and

ven

ue9

Org

aniz

atio

n of

act

ivit

y 9

Part

icip

ants

, co

mm

itte

es,

and

faci

litat

ors

9

Budg

et a

nd fi

nanc

ial r

epor

t 9

Sum

mar

y of

act

ivit

y im

plem

enta

tion

pro

cess

9

Clos

ing

Trai

ning

re

port

An

nual

ly

53PM

I Cha

pter

s/Br

anch

es d

evel

op

annu

al t

rain

ing

cale

ndar

.An

nual

tra

inin

g ca

lend

ar in

clud

es in

form

atio

n on

:9

type

s of

tra

inin

g ne

eded

9

list

of s

taff

or

volu

ntee

rs in

nee

d of

tra

inin

g9

trai

ning

sch

edul

e

Trai

ning

ca

lend

ar

Annu

ally

54N

umbe

r of

reg

iona

l war

ehou

se

func

tion

ing

in li

ne w

ith

PMI

stan

dard

s.

A re

gion

al w

areh

ouse

is c

onsi

dere

d w

ell-

func

tion

ing

if m

eeti

ng t

he f

ollo

win

g cr

iter

ia:

9

havi

ng a

t le

ast

4 st

aff

man

agin

g th

e w

areh

ouse

9

havi

ng c

ompr

ehen

sive

and

upd

ated

logi

stic

inve

ntor

y 9

havi

ng d

ocum

ent

regi

stra

tion

sys

tem

9

havi

ng w

areh

ouse

and

logi

stic

mai

nten

ance

pla

n 9

havi

ng m

onth

ly w

areh

ouse

act

ivit

y re

port

N

ote:

the

se c

rite

ria

will

be

furt

her

enha

nced

and

for

mal

ly e

ndor

sed,

and

the

n di

ssem

inat

ed t

o re

gion

al w

areh

ouse

s.

Regi

onal

w

areh

ouse

as

sess

men

t re

sult

s

Annu

ally


61

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

55PM

I Cha

pter

s/Br

anch

es h

ave

acti

ve/

func

tion

ing

POSK

O.

A PO

SKO

is c

onsi

dere

d ac

tive

/fun

ctio

ning

if it

has

sta

ndar

d ra

dio

com

mun

icat

ion

and

at le

ast

4 vo

lunt

eers

sta

ndby

for

24-

hour

ope

rati

on.

Acti

ve P

OSK

O

asse

ssm

ent

resu

lt

Annu

ally

56PM

I Tra

inin

g Ce

nter

mee

ts

cert

ifica

tion

sta

ndar

ds.

A PM

I tra

inin

g ce

nter

is c

onsi

dere

d m

eeti

ng c

erti

ficat

ion

stan

dard

if:

9

it h

as s

tand

ard

faci

litie

s in

line

wit

h PM

I tec

hnic

al im

plem

enta

tion

gui

delin

es o

n tr

aini

ng o

rgan

izat

ion.

9

it m

eets

the

sta

ndar

d qu

alit

y of

tra

inin

g m

anag

emen

t in

ref

eren

ce t

o au

thor

ized

bo

dies

suc

h as

HRD

, M

oH,

or M

inis

try

of W

orkf

orce

and

Tra

nsm

igra

tion

.N

ote:

Sta

ndar

d cr

iter

ia f

or c

erti

ficat

ion

will

be

furt

her

enha

nced

, en

dors

ed,

and

diss

emin

ated

to

PMI t

rain

ing

cent

ers.

Cert

ifica

teAn

nual

ly (

if

cond

ucti

ng

cert

ifica

tion

)

57N

umbe

r of

reg

iona

l war

ehou

se t

hat

mai

ntai

ns m

inim

um s

tock

of

the

four

pr

iori

ty it

ems

for

emer

genc

y/re

lief.

The

four

pri

orit

y re

lief

item

s in

clud

e:9

Fam

ily K

it (

2,00

0 un

its)

9

Hyg

iene

Kit

(2,

000

unit

s)9

Tarp

aulin

s (2

,000

uni

ts)

9

10,0

00 p

iece

s of

bla

nket

s

War

ehou

se

stoc

k re

port

Qua

rter

ly

58PM

I Bra

nche

s ha

ve a

t le

ast

five

basi

c fa

cilit

ies

and

infr

astr

uctu

re f

or o

ffice

op

erat

ion.

Basi

c in

fras

truc

ture

s an

d eq

uipm

ent

for

offic

e op

erat

ion

incl

ude:

9

desk

s9

com

pute

rs9

tele

phon

es9

facs

imile

s9

com

mun

icat

ion

radi

o (l

andl

ine/

mob

ile)

9

inte

rnet

9

four

-whe

el o

pera

tion

al v

ehic

les

9

two-

whe

el o

pera

tion

al v

ehic

les

9

logi

stic

sto

rage

/war

ehou

se

Offi

ce a

sset

in

vent

ory

Annu

ally

59PM

I Cha

pter

s ha

ve s

tora

ge f

or

emer

genc

y &

rel

ief

logi

stic

s.Re

lief

item

s st

orag

e is

PM

I Cha

pter

’s f

acili

ty t

o st

ore

logi

stic

, bo

th p

erm

anen

t an

d se

mi-

perm

anen

t, o

wne

d by

the

cha

pter

, re

nted

or

borr

owed

.

Build

ing/

stor

age

repo

rtAn

nual

ly


62

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

60N

umbe

r of

edu

cati

on o

r tr

aini

ng

acti

vity

con

duct

ed a

t PM

I Tra

inin

g Ce

nter

.

Trai

ning

cen

ter

is a

n ed

ucat

ion

or t

rain

ing

faci

lity

owne

d by

PM

I, b

oth

perm

anen

t an

d se

mi-

perm

anen

t, o

wne

d by

PM

I, r

ente

d or

bor

row

ed,

whi

ch is

use

d fo

r in

tern

al

PMI o

r fo

r ex

tern

al p

arti

es.

PMI t

rain

ing

cent

er u

sage

re

port

Mon

thly

61PM

I Cha

pter

s/Br

anch

es s

ubm

it a

sset

in

vent

ory

to P

MI N

HQ

on

annu

al

basi

s.

Asse

t is

all

of P

MI’s

pos

sess

ions

, bo

th m

ovin

g an

d no

t m

ovin

g, a

nd h

ave

cert

ain

selli

ng v

alue

s, r

epor

ted

base

d on

PM

I Ass

et M

anag

emen

t Te

chni

cal G

uide

lines

.As

set

inve

ntor

y lis

tAn

nual

ly

62Pe

rcen

tage

of

user

who

rep

orts

sa

tisf

acti

on o

ver

PMI c

orpo

rate

em

ail

serv

ices

.

Use

r’s

sati

sfac

tion

ove

r PM

I cor

pora

te e

mai

l is

the

sati

sfac

tion

bas

ed o

n th

e ag

reed

su

rvey

cri

teri

a.Su

rvey

ana

lysi

s re

port

An

nual

ly

63N

umbe

r of

dow

nloa

d fo

r ‘P

MI

Firs

t Ai

d’/’

Dis

aste

r Pr

epar

edne

ss’

appl

icat

ions

.

‘PM

I Fir

st A

ids’

app

licat

ion

is a

n ap

plic

atio

n ai

min

g to

hel

p co

mm

unit

ies

in

cond

ucti

ng fi

rst

aids

thr

ough

info

rmat

ion

shar

ing

prov

ided

in s

tage

s fo

r ea

sier

un

ders

tand

ing.

D

isas

ter

Read

y ap

plic

atio

n is

an

appl

icat

ion

cont

aini

ng in

form

atio

n an

d le

sson

s le

arne

d to

rec

ogni

ze r

isks

and

to

deve

lop

cont

inge

ncy

plan

, as

wel

l as

fea

ture

s of

di

sast

er s

igns

.

Goo

gle

App

Stor

eM

onth

ly

64PM

I NH

Q/C

hapt

ers/

Bra

nche

s ha

ve

fund

allo

cate

d fo

r IC

T m

aint

enan

ce.

IT m

aint

enan

ce in

clud

es m

aint

enan

ce o

f al

l har

dwar

e an

d so

ftw

are,

as

wel

l as

Info

rmat

ion

and

Com

mun

icat

ion

Tech

nolo

gy s

yste

m.

Wor

k pl

an a

nd

budg

et

Annu

ally

65PM

I Bra

nche

s ha

ve in

tern

et a

cces

s.In

tern

et n

etw

ork

enta

ils in

tern

et c

onne

ctio

n an

d su

ppor

ting

har

dwar

e co

nsis

ting

of

com

pute

rs a

nd n

etw

orks

.In

tern

et

netw

ork

Annu

ally

66Pe

rcen

tage

of

PMI e

mpl

oyee

at

NH

Q/

Chap

ters

/Bra

nche

s w

ho u

ses

PMI

corp

orat

e em

ail a

ddre

ss.

The

perc

enta

ge is

cal

cula

ted

by u

sing

the

rat

io o

f PM

I per

sonn

el w

ho h

as b

een

regi

ster

ed in

PM

I NH

Q IT

uni

t w

ith

the

tota

l num

ber

of P

MI p

erso

nnel

.D

ata

on e

mai

l us

ers

Annu

ally

67PM

I Bra

nche

s ha

ve f

unct

ioni

ng

com

mun

icat

ion

radi

o ne

twor

k.A

radi

o co

mm

unic

atio

n ne

twor

k is

con

side

red

func

tion

ing

if c

onne

cted

wit

h th

e lo

cal r

adio

com

mun

icat

ion

netw

ork

(Dis

tric

t/Ci

ty a

nd P

rovi

nce)

.Ra

dio

com

mun

icat

ion

netw

orks

Annu

ally


63

STRA

TEG

IC O

BJEC

TIVE

-3To

impr

ove

the

qual

ity

of d

isas

ter

and

heal

th e

mer

genc

y re

spon

ses

acro

ss In

done

sia,

eit

her

in t

erm

s of

rap

idne

ss,

cove

rage

, an

d ef

fect

iven

ess

of t

he s

ervi

ces

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

68N

umbe

r of

em

erge

ncy

resp

onse

sp

ecia

list

at t

he n

atio

nal l

evel

. A

nati

onal

em

erge

ncy

resp

onse

spe

cial

ist

is a

PM

I per

sonn

el w

ho h

as r

ecei

ved

trai

ning

s in

:1.

Man

agem

ent

and

Lead

ersh

ip2.

Rel

ief

Man

agem

ent

3.

Log

isti

c M

anag

emen

t

4. E

mer

genc

y H

ealt

h Se

rvic

es

5. W

ater

and

San

itat

ion

Serv

ices

6.

Psy

chos

ocia

l Sup

port

Ser

vice

s7.

She

lter

Ser

vice

s 8.

IT

Tele

com

Ser

vice

s9.

Gen

eral

Adm

inis

trat

ion

and

Fina

nce.

List

of

Nat

iona

l Em

erge

ncy

Resp

onse

sp

ecia

lists

Annu

ally

69N

umbe

r of

dis

aste

r re

spon

se

sim

ulat

ion

by P

MI B

ranc

hes’

in li

ne

wit

h th

e So

P.

Dis

aste

r Re

spon

se S

imul

atio

n is

:An

exe

rcis

e co

nduc

ted

base

d on

the

em

erge

ncy

scen

ario

agr

eed,

sta

rtin

g fr

om e

arly

w

arni

ng in

form

atio

n, p

erso

nnel

mob

iliza

tion

and

tas

k as

sign

men

ts,

coor

dina

ted

wit

h re

leva

nt p

arti

es in

the

fiel

d. D

isas

ter

Sim

ulat

ion

is in

line

wit

h th

e So

P if

:

✔ E

arly

war

ning

for

PM

I per

sonn

el u

ntil

mob

iliza

tion

run

in li

ne w

ith

the

SoP.

✔

Exe

cuti

on o

f ta

sks

is in

line

wit

h PM

Is s

tand

ard

of s

ervi

ce.

✔ C

oord

inat

ed m

eans

eng

agin

g ot

her

key

play

ers

incl

udin

g lo

cal c

omm

unit

ies.

Sim

ulat

ion

asse

ssm

ent

chec

klis

t

Mon

thly

(if

th

ere

is a

si

mul

atio

n)

70N

umbe

r of

SAT

GAN

A te

am m

embe

rs

at P

MI B

ranc

hes.

SATG

ANA

Team

is a

PM

I tea

m t

hat

has

com

plet

ed s

peci

fic D

isas

ter

Resp

onse

(S

ATG

ANA)

tra

inin

g.Vo

lunt

eer

data

base

An

nual

ly

71N

umbe

r of

em

erge

ncy

resp

onse

sp

ecia

list

at P

MI C

hapt

ers.

PM

I Cha

pter

’s e

mer

genc

y re

spon

se s

peci

alis

t is

a P

MI p

erso

nnel

who

has

rec

eive

d tr

aini

ng in

:1.

Man

agem

ent

and

Lead

ersh

ip2.

Rel

ief

Man

agem

ent

3.

Log

isti

c M

anag

emen

t

4. E

mer

genc

y H

ealt

h Se

rvic

es

5. W

ater

& s

anit

atio

n Se

rvic

es

6. P

sych

osoc

ial S

uppo

rt S

ervi

ces

7. S

helt

er S

ervi

ces

8. I

T Te

leco

m S

ervi

ces

9. G

ener

al A

dmin

istr

atio

n an

d Fi

nanc

e.

List

of

Chap

ter’

s Em

erge

ncy

Resp

onse

sp

ecia

lists

Annu

ally


64

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

72N

umbe

r of

dis

aste

r re

spon

se

sim

ulat

ion

acti

viti

es c

ondu

cted

by

PMI a

t N

HQ

/Cha

pter

s/ B

ranc

hes

annu

ally

.

Dis

aste

r re

spon

se s

imul

atio

n is

an

exer

cise

con

duct

ed b

ased

on

the

emer

genc

y sc

enar

io a

gree

d, s

tart

ing

from

ear

ly w

arni

ng in

form

atio

n, p

erso

nnel

mob

iliza

tion

and

ta

sk a

ssig

nmen

ts,

coor

dina

ted

wit

h re

leva

nt p

arti

es in

the

fiel

d.

Sim

ulat

ion

acti

vity

re

port

Mon

thly

(If

th

ere

is a

ny

sim

ulat

ion)

73N

umbe

r of

ben

efici

arie

s re

ache

d by

PM

I Bra

nche

s’ e

mer

genc

y re

spon

se

serv

ices

.

Bene

ficia

ries

are

peo

ple

who

rec

eive

em

erge

ncy

serv

ices

(e.

g. c

ash,

rel

ief

item

s,

heal

th s

ervi

ces,

eva

cuat

ion)

fro

m P

MI d

irec

tly.

List

of

bene

ficia

ries

Mon

thly

(if

th

ere

is a

ny

emer

genc

y re

spon

se)

74PM

I Cha

pter

s ha

ve a

t le

ast

five

supp

orti

ng e

quip

men

t fo

r em

erge

ncy

resp

onse

ope

rati

on.

PMI C

hapt

ers

that

ow

n th

e st

anda

rd D

isas

ter

Man

agem

ent

serv

ice

equi

pmen

t to

sup

port

the

op

erat

iona

l nee

ds o

f Di

sast

er R

espo

nse

Team

, i.e

.:9

com

plet

e Pu

blic

Kit

chen

equ

ipm

ent

for

500

peop

le

9

Firs

t Aid

s eq

uipm

ent

(for

Indi

vidu

al o

r Te

am)

9

evac

uati

on e

quip

men

t (a

mbu

lanc

e ,

stre

tche

rs)

9

indi

vidu

al s

afet

y ge

ars

(life

jac

kets

, fa

ce m

asks

, (d

ust)

gla

sses

, he

lmet

s, g

love

s, a

nd

rain

coat

s)9

tem

pora

ry t

ents

+ s

uppo

rtin

g eq

uipm

ent

9

field

equ

ipm

ent

(hoe

s, s

hove

ls,

ham

mer

s, r

opes

)9

truc

ks (i

f not

yet

ow

ned,

thi

s co

uld

be a

ntic

ipat

ed b

y ha

ving

an

agre

emen

t fo

r re

ntal

)9

oper

atio

nal v

ehic

les

for

pers

onne

l9

ambu

lanc

e/em

erge

ncy

tran

spor

tati

on u

nits

in

line

wit

h PM

I st

anda

rd o

f am

bula

nce

serv

ice.

Offi

ce

inve

ntor

y lis

tAn

nual

ly

75PM

I Bra

nche

s ha

ve a

t le

ast

four

eq

uipm

ent

for

emer

genc

y re

spon

se

team

.

PMI B

ranc

hes

that

ow

n th

e st

anda

rd D

isas

ter

Man

agem

ent

serv

ice

equi

pmen

t to

sup

port

the

op

erat

iona

l nee

ds o

f Di

sast

er R

espo

nse

Team

, i.e

.:9

com

plet

e Pu

blic

Kit

chen

equ

ipm

ent

for

500

peop

le

9

Firs

t Aid

s eq

uipm

ent

(for

Indi

vidu

al o

r Te

am)

9

evac

uati

on e

quip

men

t (a

mbu

lanc

e ,

stre

tche

rs)

9

indi

vidu

al s

afet

y ge

ars

(life

jac

kets

, fa

ce m

asks

, (d

ust)

gla

sses

, he

lmet

s, g

love

s, a

nd

rain

coat

s)9

tem

pora

ry t

ents

+ s

uppo

rtin

g eq

uipm

ent

9

field

equ

ipm

ent

(hoe

s, s

hove

ls,

ham

mer

s, r

opes

)9

truc

ks (i

f not

yet

ow

ned,

thi

s co

uld

be a

ntic

ipat

ed b

y ha

ving

an

agre

emen

t fo

r re

ntal

)9

oper

atio

nal v

ehic

les

for

pers

onne

l9

ambu

lanc

e/em

erge

ncy

tran

spor

tati

on u

nits

in

line

wit

h PM

I st

anda

rd o

f am

bula

nce

serv

ice.

Offi

ce

inve

ntor

y lis

tAn

nual

ly


65

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

76PM

I Bra

nche

s ha

ve a

t le

ast

two

com

mun

icat

ion

equi

pmen

t fo

r em

erge

ncy

situ

atio

n.

Com

mun

icat

ion

equi

pmen

t fo

r em

erge

ncy

use:

9

Com

mun

icat

ion

radi

o9

Phon

e9

Facs

imile

9

Com

pute

r w

ith

inte

rnet

con

nect

ion

Offi

ce

inve

ntor

y lis

t An

nual

ly

77PM

I Bra

nche

s pr

ovid

e 24

x 7

am

bula

nce

serv

ice.

PMI B

ranc

hes

that

ope

rate

24-

hour

am

bula

nce

serv

ice

on r

egul

ar b

asis

, w

ith

the

follo

win

g cr

iter

ia b

ut n

ot li

mit

ed t

o :

9

havi

ng a

t le

ast

1 am

bula

nce

wit

h st

anda

rd e

quip

men

t in

line

wit

h PM

I am

bula

nce

serv

ice

guid

elin

es9

havi

ng a

t le

ast

9 am

bula

nce

crew

s tr

aine

d in

Fir

st A

ids.

9

havi

ng c

all c

ente

r fa

cilit

ies

wit

h at

leas

t 3

oper

ator

s9

havi

ng

a re

ferr

al

syst

em

wit

h lo

cal

hosp

ital

/Int

egra

ted

Hea

lth

Emer

genc

y M

anag

emen

t Sy

stem

(IE

MS)

9

havi

ng o

pera

tion

al b

udge

t al

loca

tion

for

am

bula

nce.

Ambu

lanc

e se

rvic

e re

port

Mon

thly

78N

umbe

r em

erge

ncy/

relie

f it

ems

in

PMI C

hapt

ers’

war

ehou

se o

r lo

gist

ic

stor

age.

Relie

f it

em is

one

of

thes

e fo

ur r

elie

f it

ems

i.e.

:9

jerr

y ca

ns9

pails

/buc

kets

9

blan

kets

9

saro

ngs

War

ehou

se

repo

rtM

onth

ly

79N

umbe

r of

em

erge

ncy

inci

dent

re

spon

ded

by P

MI B

ranc

hes

wit

hin

the

first

six

hou

rs.

PMI B

ranc

hes

that

con

duct

init

ial a

ctio

n fo

r em

erge

ncy/

outb

reak

res

pons

e w

ithi

n th

e fir

st s

ix h

ours

aft

er t

he in

cide

nt,

such

as:

9

send

ing

sitr

ep o

n th

e m

ost

upda

ted

situ

atio

n9

send

ing

PMI B

ranc

h’s

disa

ster

ope

rati

on r

epor

t:-

mob

iliza

tion

of

SATG

ANA

team

- pr

ovid

ing

emer

genc

y as

sist

ance

s (S

AR,

evac

uati

on,

first

aid

s, e

mer

genc

y sh

elte

r, r

elie

f it

ems

dist

ribu

tion

)-

cond

ucti

ng h

oriz

onta

l/ve

rtic

al c

oord

inat

ion,

ope

rati

ng d

isas

ter

oper

atio

n ce

nter

(PO

SKO

) -

deve

lopi

ng e

mer

genc

y re

spon

se a

ctio

n pl

an.

Emer

genc

y re

spon

se

repo

rt

For

each

em

erge

ncy

even

t


66

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

80Am

ount

of

cont

inge

ncy

fund

ow

ned

by P

MI N

HQ

/ Ch

apte

rs/B

ranc

hes.

Cont

inge

ncy

fund

is a

n ‘o

n ca

ll’ f

und

allo

cate

d in

the

bud

get

to s

uppo

rt e

mer

genc

y re

spon

se o

pera

tion

.Bu

dget

do

cum

ent

Annu

ally

81PM

I NH

Q/C

hapt

ers/

Bra

nche

s de

velo

p re

spon

se o

pera

tion

pl

an w

ithi

n 3x

24 h

ours

aft

er t

he

emer

genc

y in

cide

nt.

Dis

aste

r/H

ealt

h Cr

isis

Res

pons

e O

pera

tion

Pla

n is

an

acti

on p

lan

base

d on

the

nee

d as

sess

men

t an

alys

is r

epor

ted/

subm

itte

d to

PM

I one

leve

l abo

ve w

ithi

n 3

x 24

hou

rs a

t th

e la

test

.

Ope

rati

on

plan

An

nual

ly

82N

umbe

r of

gui

delin

es/

SoP/

curr

icul

um o

n em

erge

ncy

resp

onse

is

sued

by

PMI N

HQ

.

Upd

ated

gui

delin

es/S

oPs

rela

ted

to e

mer

genc

y re

spon

se,

rele

vant

wit

h th

e ne

eds

in

the

field

. G

uide

lines

/So

P do

cum

ents

Annu

ally

83N

umbe

r of

inci

dent

rep

ort

subm

itte

d by

PM

I Bra

nche

s to

PM

I NH

Q/

Chap

ters

.

Dis

aste

r/he

alth

cri

sis

inci

dent

rep

ort

shou

ld c

onta

in in

form

atio

n on

:9

sum

mar

y of

dis

aste

r/he

alth

cri

sis

inci

dent

(na

me

of e

vent

, ti

me

of i

ncid

ent,

le

vel

of s

ever

ity)

, re

port

ed a

fter

the

inc

iden

t ha

ppen

ed,

wit

h on

ly b

rief

fol

low

up

upd

ate

repo

rt.

9

num

ber

of c

asua

ltie

s (i

njur

ed,

deat

h),

upda

ted

ever

y 3

days

.9

impa

ct o

f di

sast

er i

ncid

ent

(num

ber

of p

eopl

e lo

sing

hou

ses,

des

troy

ed p

ublic

fa

cilit

ies,

num

ber

of I

DPs

, ID

P lo

cati

on,

and

IDP

site

con

diti

on),

upd

ated

eve

ry

3 da

ys.

9

type

s an

d qu

anti

ty o

f im

med

iate

nee

ds,

upda

ted

ever

y 3

days

.

Emer

genc

y in

cide

nt

repo

rt

Annu

ally

84N

umbe

r of

PM

I am

bula

nce

serv

ice

resp

onde

d th

roug

h IE

MS.

IEM

S is

an

emer

genc

y m

anag

emen

t sy

stem

at

the

loca

l pub

lic h

ospi

tal t

hat

beco

mes

th

e re

fere

nce

of P

MI a

mbu

lanc

e se

rvic

e.Am

bula

nce

serv

ice

repo

rt

Mon

thly

85PM

I NH

Q/C

hapt

ers/

Bra

nche

s de

velo

p an

nual

Con

ting

ency

Pla

n.Co

ntin

genc

y Pl

an is

a p

lann

ing

proc

ess

that

incl

udes

cer

tain

pre

dict

ion,

bas

ed o

n th

e ag

reed

sce

nari

o an

d pu

rpos

e, s

peci

fied

tech

nica

l and

man

ager

ial r

espo

nse

acti

ons,

an

d re

sour

ce m

obili

zati

on t

o m

itig

ate

or a

ddre

ss a

n em

erge

ncy/

cris

is b

ette

r in

the

fu

ture

.

Cont

inge

ncy

Plan

D

ocum

ent

Annu

ally

86N

umbe

r of

ear

ly w

arni

ng in

form

atio

n fo

rwar

ded

by P

MI B

ranc

hes

to lo

cal

com

mun

itie

s.

Earl

y w

arni

ng in

form

atio

n di

ssem

inat

ed t

o th

e co

mm

unit

ies

is in

form

atio

n th

at is

not

lim

ited

to:9

disa

ster

war

ning

9

earl

y em

erge

ncy

resp

onse

act

ion

9

emer

genc

y co

mm

unic

atio

n fe

edba

ck m

echa

nism

.

Info

rmat

ion

diss

emin

atio

n re

port

Mon

thly

(if

th

ere

is a

ny

earl

y w

arni

ng

info

rmat

ion

diss

emin

ated

)

87N

umbe

r of

RFL

cas

e fo

llow

ed u

p by

PM

I Bra

nche

s un

til t

he p

roce

dure

is

com

plet

ed.

Perm

ohon

an p

elay

anan

Res

tori

ng F

amil

y Li

nk (

tida

k te

rbat

as p

ada

benc

ana/

konfl

ik)

yang

dia

juka

n (s

esua

i kri

teri

a) k

epad

a PM

I dan

dit

inda

klan

juti

dal

am m

enca

ri

peny

eles

aian

hin

gga

kasu

s di

nyat

akan

dit

utup

ole

h PM

I.

RFL

repo

rtM

onth

ly )

if

ther

e is

any

RF

L se

rvic

e pr

ovid

ed)


67

STRA

TEG

IC O

BJEC

TIVE

-4To

str

engt

hen

com

mun

ity

resi

lienc

e in

ord

er t

o re

duce

the

ris

ks a

nd im

pact

of

disa

ster

s an

d di

seas

es t

hrou

gh d

isas

ter

prep

ared

ness

, he

alth

, an

d so

cial

pro

gram

s, a

lso

refe

rral

hea

lth

serv

ices

.

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

88PM

I Bra

nche

s ha

s at

leas

t fiv

e vi

llage

s re

ceiv

ing

inte

rven

tion

su

ppor

t ev

ery

year

.

Spec

ific

villa

ge o

r co

mm

unit

y (h

igh-

risk

com

mun

itie

s, m

arke

ts,

popu

lati

on w

ith

HIV

/ AI

DS,

etc

.),

init

iate

d by

PM

I or

join

tly

wit

h th

e go

vern

men

t, w

ith

the

crit

eria

in

clud

ing

but

not

limit

ed t

o :

9

targ

et v

illag

e in

PM

I Br

anch

’s D

RR p

rogr

am (

stip

ulat

ed w

ith

Dec

ree

or o

ther

do

cum

ents

wit

h th

e sa

me

lega

l pow

er).

9

cond

ucti

ng n

on-s

truc

tura

l mit

igat

ion

acti

viti

es.

9

cond

ucti

ng a

ctiv

itie

s to

red

uce

com

mun

ity

vuln

erab

ility

(ph

ysic

al/m

ater

ial,

so

cial

/org

aniz

atio

n, b

ehav

ior)

, su

ch a

s Ba

sic

Firs

t Ai

ds,

Mat

erna

l an

d Ch

ild

Hea

lth

Prom

otio

n, H

ygie

ne P

rom

otio

n to

Pre

vent

Com

mun

icab

le D

isea

se, H

ealt

hy

Life

styl

e Pr

omot

ion

to P

reve

nt N

on-C

omm

unic

able

Dis

ease

, Ro

ad S

afet

y, e

tc.

9

cond

ucti

ng a

ctiv

itie

s to

str

engt

hen

com

mun

itie

s’ c

apac

ity

(phy

sica

l/m

ater

ial,

so

cial

/org

aniz

atio

n, b

ehav

ior)

.9

resp

ondi

ng t

o in

cide

nts

requ

irin

g re

ferr

al.

9

resp

ondi

ng t

o po

tent

ial s

itua

tion

s fo

r ex

trao

rdin

ary

even

ts.

Lapo

ran

kegi

atan

pe

mbi

naan

de

sa

Bula

nan

89PM

I Bra

nche

s ha

ve a

t le

ast

five

scho

ols

rece

ivin

g in

terv

enti

on

supp

ort

ever

y ye

ar.

PMI B

ranc

hes

that

dev

elop

pro

gram

s/ac

tivi

ties

rel

ated

to

RCRC

and

its

serv

ices

wit

h ac

tivi

ties

as

follo

ws:

9

mob

iliza

tion

of

YRC/

KSR

to c

ondu

ct e

duca

tion

cam

paig

n in

uni

vers

itie

s/sc

hool

s (f

or D

M/F

A tr

aini

ng,

DRR

/hea

lth

prom

otio

n, e

nvir

onm

enta

l pro

tect

ion

init

iati

ve,

disa

ster

aw

aren

ess

prom

otio

n).

9

cond

ucti

ng d

isas

ter

resp

onse

sim

ulat

ion

in s

choo

ls/u

nive

rsit

ies

(eva

cuat

ion,

pr

epar

ing

scho

ol/u

nive

rsit

y as

tem

pora

ry ID

P sh

elte

r).

Lapo

ran

kegi

atan

pe

mbi

naan

se

kola

h

Bula

nan

90N

umbe

r of

hea

lthy

sch

ools

at

PMI

Bran

ches

’ w

orki

ng a

rea.

Hea

lthy

Sch

ool i

s a

YRC

acti

vity

in s

choo

ls,

such

as:

9

Peer

Edu

cati

on o

n H

ealt

hy B

ehav

iors

(he

alth

y en

viro

nmen

t pr

omot

ion,

han

d w

ashi

ng w

ith

soap

, br

ushi

ng t

eeth

, th

row

ing

tras

h in

gar

bage

bin

).9

Supp

orti

ng P

MI’s

Sch

ool H

ealt

h U

nit

acti

viti

es.

Chec

klis

t pe

nila

ian

krit

eria

se

kola

h se

hat

Tahu

nan

91N

umbe

r of

dis

aste

r-pr

epar

ed s

choo

l at

PM

I Bra

nche

s’ w

orki

ng a

rea.

PMI B

ranc

hes

that

fac

ilita

te/d

evel

op d

isas

ter

read

y sc

hool

s or

uni

vers

itie

s ,

wit

h cr

iter

ia in

clud

ing

but

not

limit

ed t

o :

9

mob

iliza

tion

of

YRC/

KSR

to c

ondu

ct e

duca

tion

cam

paig

n in

uni

vers

itie

s/sc

hool

s (f

or D

M/F

A tr

aini

ng,

DRR

/hea

lth

prom

otio

n, e

nvir

onm

enta

l pro

tect

ion

init

iati

ve,

disa

ster

aw

aren

ess

prom

otio

n).

9

cond

ucte

d di

sast

er

resp

onse

si

mul

atio

n in

sc

hool

s/un

iver

siti

es

(eva

cuat

ion,

pr

epar

ing

scho

ol/u

nive

rsit

y as

tem

pora

ry ID

P sh

elte

r).

Dis

aste

r re

ady

asse

ssm

ent

chec

klis

t

Annu

ally


68

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

92N

umbe

r of

dir

ect

bene

ficia

ry f

rom

PM

I Bra

nch’

s di

sast

er p

repa

redn

ess

prog

ram

.

Dir

ect

bene

ficia

ries

are

peo

ple

who

are

act

ivel

y in

volv

ed in

, co

ntri

bute

to

and

rece

ive

bene

fit d

irec

tly

from

PM

I dis

aste

r pr

epar

edne

ss a

ctiv

itie

s.Ac

tivi

ty

repo

rtM

onth

ly

93N

umbe

r of

dir

ect

bene

ficia

ry f

rom

PM

I Bra

nche

s’ c

omm

unit

y-ba

sed

heal

th p

rogr

am.

Bene

ficia

ries

fro

m c

omm

unit

y-ba

sed

heal

th p

rogr

am a

re p

eopl

e w

ho a

ctiv

ely

cont

ribu

te t

o, r

ecei

ve b

enefi

t fr

om a

nd r

egis

tere

d in

com

mun

ity-

base

d he

alth

ac

tivi

ties

.

Acti

vity

re

port

Mon

thly

94N

umbe

r of

gui

delin

es/S

oP o

n co

mm

unit

y-ba

sed

prog

ram

s av

aila

ble

at P

MI N

HQ

.

Gui

delin

es/S

oP o

n co

mm

unit

y-ba

sed

prog

ram

are

the

exi

stin

g gu

idel

ines

for

co

mm

unit

y-ba

sed

prog

ram

s, u

pdat

ed w

ith

good

sta

ndar

ds.

Gui

delin

es/

SoP

Doc

umen

t An

nual

ly

95N

umbe

r of

IEC

mat

eria

l dis

trib

uted

to

com

mun

itie

s by

PM

I Bra

nche

s.

IEC

mat

eria

l is

a to

ol t

o di

ssem

inat

e in

form

atio

n in

ord

er t

o ed

ucat

e co

mm

unit

ies,

w

hich

cou

ld b

e in

for

m o

f le

aflet

s, b

roch

ures

, bo

okle

ts,

bann

ers,

etc

.IE

C m

ater

ial

dist

ribu

tion

lis

t

Annu

ally

96N

umbe

r of

com

mun

ity-

base

d pr

ogra

ms

impl

emen

ted

by P

MI

Bran

ches

.

A co

mm

unit

y-ba

sed

prog

ram

bot

h di

sast

er-

and

heal

th-r

elat

ed,

impl

emen

ted

by P

MI

Bran

ches

, in

clud

ing

in s

choo

ls/u

nive

rsit

ies.

Pr

ogra

m

docu

men

t An

nual

ly

97N

umbe

r of

spe

cial

ist

on c

omm

unit

y-ba

sed

prog

ram

at

PMI C

hapt

ers.

Com

mun

ity-

base

d pr

ogra

m s

peci

alis

t is

a P

MI s

taff

/vol

unte

er w

ho h

as a

tten

ded

com

mun

ity-

base

d pr

ogra

m t

rain

ings

and

has

bee

n m

obili

zed

to m

anag

e co

mm

unit

y-ba

sed

prog

ram

s.

Staf

f/vo

lunt

eer

data

base

Annu

ally

98N

umbe

r of

sta

ff/

volu

ntee

rs a

t PM

I N

HQ

/Cha

pter

s/ B

ranc

hes

trai

ned

on

com

mun

ity-

base

d pr

ogra

m.

Staf

f/KS

R/TS

R w

ho h

as a

tten

ded

at le

ast

one

com

mun

ity-

base

d pr

ogra

m t

rain

ing,

su

ch a

s:

P

HAS

T

CBH

FA

ICB

RR

Staf

f/vo

lunt

eer

data

base

Annu

ally

99N

umbe

r of

dir

ect

bene

ficia

ries

fro

m

PMI B

ranc

hes’

soc

ial s

ervi

ces.

Dir

ect

bene

ficia

ries

fro

m s

ocia

l ser

vice

are

tho

se r

ecei

ving

dif

fere

nt a

ssis

tanc

e su

ch

as :

m

ater

ial s

uppo

rts

m

ass

circ

umci

sion

f

ree

heal

th s

ervi

ces

(gla

sses

, ca

tara

ct s

urge

ry)

s

ocia

l wor

ks

Acti

vity

re

port

Annu

ally


69

NO

.PE

RNYA

TAA

N IN

DIK

ATO

RD

EFIN

ISI

ALA

T VE

RIFI

KASI

WA

KTU

PE

LAPO

RAN

100

Num

ber

of g

uide

lines

/ SO

P an

d su

ppor

ting

too

ls f

or s

ocia

l ser

vice

s av

aila

ble

at P

MI N

HQ

.

Gui

delin

es/

SoP

on s

ocia

l ser

vice

s co

ntai

ns t

echn

ical

impl

emen

tati

on o

f so

cial

se

rvic

es s

tart

ing

from

pla

nnin

g st

age

to e

valu

atio

n or

clo

sing

.Ex

ampl

e of

sup

port

ing

equi

pmen

t fo

r so

cial

ser

vice

, i.

e. IE

C m

ater

ials

, m

odel

ing

equi

pmen

t, a

nd M

&E

tool

s.

Gui

delin

es/

SoP

docu

men

t An

nual

ly

101

Num

ber

of s

ocia

l ser

vice

s ca

rrie

d ou

t at

PM

I NH

Q/

Chap

ters

/Bra

nche

s.

Soci

al s

ervi

ces

acti

viti

es c

ondu

cted

by

PMI i

nclu

de,

but

not

limit

ed t

o:

m

ater

ial s

uppo

rts

m

ass

circ

umci

sion

f

ree

heal

th s

ervi

ces

(gla

sses

, ca

tara

ct s

urge

ry)

s

ocia

l wor

ks

Acti

vity

re

port

Annu

ally

102

Num

ber

of s

taff

/ vo

lunt

eers

at

PMI

NH

Q/C

hapt

ers/

Bra

nche

s tr

aine

d in

so

cial

ser

vice

s.

Staf

f/KS

R/TS

R w

ho h

as a

tten

ded

mor

e th

an o

ne s

ocia

l ser

vice

tra

inin

gs,

such

as

:

fam

ily c

are

stre

et c

hild

ren

serv

ice

Staf

f/vo

lunt

eer

data

base

Annu

ally

103

PMI h

ospi

tal r

ecei

ves

adva

nced

ac

cred

itat

ion

cert

ifica

te f

rom

the

H

ospi

tal A

ccre

dita

tion

Com

mis

sion

(K

omis

i Akr

edit

asi R

umah

Sak

it-K

ARS)

or

Joi

nt C

omm

issi

on In

tern

atio

nal

(JCI

) fr

om In

done

sian

Hea

lth

Min

istr

y.

The

Hos

pita

l Acc

redi

tati

on C

omm

issi

on (

KARS

) is

an

Inde

pend

ent

Nat

iona

l Ac

cred

itat

ion

Agen

cy e

ndor

sed

by t

he M

inis

try

of H

ealt

h ba

sed

on L

aw N

o 40

44/

2009

re

gard

ing

Hos

pita

ls.

Hos

pita

l acc

redi

tati

on is

an

ackn

owle

dgem

ent

give

n by

the

gov

ernm

ent

to t

he

hosp

ital

man

agem

ent

as t

hey

have

ful

fille

d th

e st

anda

rds.

The

hos

pita

l acc

redi

tati

on

aim

s to

impr

ove

the

qual

ity

of h

ealt

h se

rvic

e, t

here

fore

it is

urg

entl

y ne

eded

by

the

com

mun

itie

s w

ho h

ave

beco

me

mor

e se

lect

ive

and

dese

rve

to r

ecei

ve q

ualit

y se

rvic

es.

Cert

ifica

tion

of

ac

cred

itat

ion

Ever

y 3

year

s (a

t m

inim

al)

104

Ann

ual

Bed

Occ

upan

cy R

ate

(BO

R)

rati

o.Th

e Be

d O

ccup

ancy

Rat

e (B

OR)

rat

io:

perc

enta

ge o

f be

d oc

cupa

ncy

at c

erta

in p

oint

of

tim

e. T

his

indi

cato

r pr

ovid

es in

form

atio

n on

the

rat

e of

bed

occ

upan

cy a

t th

e ho

spit

al.

An id

eal p

aram

eter

of

BOR

rang

es b

etw

een

60 –

85%

.BO

R fo

rmul

a =

(Num

ber

of in

pati

ent

days

at

the

hosp

ital

/ (

Num

ber

of b

ed X

Num

ber

of d

ays

in o

ne p

erio

d) x

100

%.

Hos

pita

l re

port

Mon

thly

105

Perc

enta

ge o

f in

crea

se in

PM

I H

ospi

tals

’ in

com

e pe

r ye

ar.

Clea

r en

ough

.Fi

nanc

ial

repo

rt

Annu

ally


70

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

106

Num

ber

of P

MI h

ospi

tal e

mpl

oyee

w

ho r

ecei

ves

diss

emin

atio

n of

in

form

atio

n on

KAR

S/ J

CI s

tand

ard

serv

ices

.

Dis

sem

inat

ion

of K

ARS/

JCI s

tand

ards

can

be

done

thr

ough

dif

fere

nt m

etho

ds,

eith

er

thro

ugh

mee

ting

s, w

orks

hops

org

aniz

ed s

epar

atel

y or

inte

grat

ed w

ith

othe

r m

eeti

ngs

at lo

cal o

r na

tion

al le

vels

.

Atte

ndan

ce

list

from

di

ssem

inat

ion

acti

vity

Mon

thly

(if

th

ere

is a

ny

diss

emin

atio

n co

nduc

ted)

107

Num

ber

of P

MI h

ospi

tal e

mpl

oyee

w

ho m

eets

the

sta

ndar

d fo

r co

mpe

tenc

e fo

r pe

rfor

man

ce

asse

ssm

ent.

Stan

dard

of

perf

orm

ance

eva

luat

ion

com

pete

nce

incl

udes

: 1.

lea

ders

hip

2. k

now

ledg

e an

d sk

ill

3. a

ttit

ude

and

beha

vior

s 4.

com

mit

men

t an

d cr

eati

vity

5.

app

eara

nce

6.

att

enda

nce

and

disc

iplin

e

Com

pete

nce

asse

ssm

ent

form

Annu

ally

108

Num

ber

of P

MI h

ospi

tal s

taff

who

m

eets

the

em

ploy

ee t

rain

ed in

IPC/

K3RS

.

The

Infe

ctio

n Pr

even

tion

and

Con

trol

Pro

gram

(IP

CI)

in H

ospi

tals

is a

n ef

fort

to

prev

ent

and

redu

ce in

fect

ion

inci

dent

in h

ospi

tals

to

the

low

est

poss

ible

rat

e.

Infe

ctio

n pr

even

tion

and

con

trol

in h

ospi

tals

is a

n im

port

ant

qual

ity

assu

ranc

e st

anda

rd f

or p

atie

nts,

hea

lth

wor

kers

and

hos

pita

l vis

itor

, co

nduc

ted

to p

rote

ct

pati

ents

, he

alth

wor

kers

, an

d vi

sito

rs f

rom

infe

ctio

n by

tak

ing

into

acc

ount

cos

t ef

fect

iven

ess.

H

ospi

tal O

ccup

atio

nal H

ealt

h an

d Sa

fety

(K3

RS)

is a

pro

gram

man

date

d by

Law

No.

23

/200

3 re

gard

ing

Hea

lth,

whi

ch r

egul

ates

thr

ee m

ain

com

pone

nts

i.e.

wor

k ca

paci

ty,

wor

k lo

ad,

and

wor

king

env

iron

men

t. K

3RS

trai

ning

is t

o be

con

duct

ed in

line

wit

h th

e st

anda

rd K

3RS

proc

edur

es.

Trai

ning

rep

ort

Mon

thly

(if

th

ere

is a

ny

trai

ning

)

109

Num

ber

of o

ut-p

atie

nts

visi

t in

a

year

at

PMI h

ospi

tal.

Cl

ear

enou

gh.

Reca

pitu

lati

on

of o

utpa

tien

t se

rvic

es

Annu

ally

110

Num

ber

of s

peci

aliz

ed/s

ub-

spec

ializ

ed s

ervi

ce p

rovi

ded

at P

MI

hosp

ital

.

Clea

r en

ough

.Re

port

on

type

s of

ho

spit

al

serv

ice

Annu

ally

111

Num

ber

of p

erso

nnel

who

rec

eive

s ed

ucat

ion/

trai

ning

at

PMI H

ospi

tal

The

educ

atio

n an

d tr

aini

ng a

ctiv

itie

s co

unte

d ar

e on

ly a

ctiv

itie

s ut

ilizi

ng f

acili

ties

in

PMI B

ogor

Hos

pita

l, b

oth

orga

nize

d by

PM

I or

exte

rnal

par

ties

. Tr

aini

ng r

epor

t M

onth

ly (

if

ther

e is

any

tr

aini

ng )


71

STRA

TEG

IC O

BJEC

TIVE

- 5

To in

crea

se t

he a

vaila

bilit

y of

saf

e, a

cces

sibl

e, a

nd q

ualit

y bl

ood

thro

ugho

ut In

done

sia

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

112

UTD

Pro

vinc

es/D

istr

icts

mee

t G

ood

Man

ufac

turi

ng P

ract

ice

(GM

P)

stan

dard

s.

Goo

d M

anuf

actu

ring

Pra

ctic

e (G

MP)

sta

ndar

d en

tails

all

prac

tica

l ele

men

ts t

hat

will

re

sult

in e

nd p

rodu

cts/

serv

ices

tha

t ca

n co

nsis

tent

ly f

ulfil

l the

spe

cific

atio

n ag

reed

(A

ustr

alia

n Co

de o

f G

MP

2000

). T

his

stan

dard

is p

art

of a

qua

lity

assu

ranc

e ef

fort

tha

t en

sure

s th

at t

he s

tand

ard

qual

ity

is in

line

wit

h th

e ut

iliza

tion

pur

pose

s, f

ollo

win

g th

e sp

ecifi

cati

on s

et (

WH

O G

uide

lines

on

GM

P 20

11).

GM

P st

anda

rd

asse

ssm

ent

docu

men

t

Annu

ally

113

UTD

Pro

vinc

es/D

istr

icts

mee

t na

tion

al s

tand

ards

.N

atio

nal S

tand

ard

refe

rs t

o a

num

ber

of r

egul

atio

ns r

egar

ding

blo

od s

ervi

ce

deve

lope

d by

a j

oint

tea

m f

rom

MoH

, PM

I and

rel

evan

t st

akeh

olde

rs b

ased

on

AABB

(A

mer

ican

Ass

ocia

tion

Blo

od B

ank)

sta

ndar

ds,

Euro

pean

Gui

delin

es,

and

WH

O.

Nat

iona

l St

anda

rd

asse

ssm

ent

docu

men

t

Annu

ally

114

Num

ber

of U

TD P

rovi

nce/

Dis

tric

t w

ith

stan

dard

org

aniz

atio

nal

stru

ctur

e.

Stan

dard

of

Org

aniz

atio

n St

ruct

ure

refe

rs t

o M

oH R

egul

atio

n N

o. 8

3/20

14 r

egar

ding

bl

ood

tran

sfus

ion

unit

, ho

spit

al’s

blo

od b

ank,

and

blo

od t

rans

fusi

on s

ervi

ce n

etw

ork

Dec

ree

on

Org

aniz

atio

nal

Stru

ctur

e

Annu

ally

115

Perc

enta

ge o

f U

TD P

rovi

nce/

Dis

tric

t th

at p

asse

s th

e Ex

tern

al Q

ualit

y As

sura

nce

asse

ssm

ent.

Exte

rnal

Qua

lity

Assu

ranc

e (E

QA)

ass

essm

ent

is c

ondu

cted

by

obse

rvin

g th

e re

sult

of

scr

eeni

ng t

est/

cros

s-m

atch

tes

t in

UTD

by

usin

g st

anda

rd s

ampl

e se

nt f

rom

UTD

Pr

ovin

ces.

Repo

rt o

n EQ

A as

sess

men

t re

sult

s

Annu

ally

116

UTD

Nat

iona

l/ P

rovi

nces

/Dis

tric

ts

cond

uct

empl

oyee

per

form

ance

as

sess

men

t ev

ery

year

.

Perf

orm

ance

ass

essm

ent

is c

ondu

cted

thr

ough

Per

form

ance

App

rais

al D

ata

(DP2

).Re

port

of

DP2

re

sult

Annu

ally

117

Num

ber

of U

TD e

mpl

oyee

at

Nat

iona

l/Pr

ovin

ce/D

istr

ict

leve

ls

wit

h ba

sic

sala

ry in

acc

orda

nce

wit

h th

e ci

vil s

erva

nt s

alar

y sc

ale

in

effe

ct.

Sala

ry s

yste

m is

adj

uste

d w

ith

loca

l gov

ernm

ent’

s pa

y sc

ale

in e

ach

Prov

ince

/Dis

tric

t/Ci

ty.

Copy

of

pay

slip

/ pe

rson

nel

docu

men

t

Annu

ally

118

UTD

Nat

iona

l/ P

rovi

nces

/Dis

tric

ts

cond

uct

annu

al e

xter

nal fi

nanc

ial

audi

t.

Audi

t is

an

inde

pend

ent

revi

ew o

f fin

anci

al r

epor

t de

velo

ped

by P

MI t

o ch

eck

the

com

plia

nce

to t

he p

roce

dure

s by

ext

erna

l par

ties

. Au

dit

resu

lt

repo

rtAn

nual

ly


72

NO

.PE

RNYA

TAA

N IN

DIK

ATO

RD

EFIN

ISI

ALA

T VE

RIFI

KASI

WA

KTU

PE

LAPO

RAN

119

UTD

Nat

iona

l/ P

rovi

nces

/ D

istr

ict

deve

lop

annu

al w

ork

plan

. An

nual

wor

k pl

an is

a w

ork

plan

usi

ng t

he a

ppro

ved

form

at a

nd c

onta

ins

info

rmat

ion

on: 9

Stra

tegi

c O

bjec

tive

s9

Out

com

es,

indi

cato

rs,

and

targ

ets

9

Out

puts

, in

dica

tors

, an

d ta

rget

s9

Acti

viti

es9

Amou

nt o

f bu

dget

per

act

ivit

y an

d ca

tego

ry

Surv

ey

anal

ysis

re

port

Annu

ally

120

UTD

Nat

iona

l/ P

rovi

nces

/Dis

tric

ts

deve

lop

annu

al a

ctiv

ity

repo

rt.

Annu

al a

ctiv

ity

impl

emen

tati

on r

epor

t fr

om U

TD N

atio

nal/

Prov

ince

s/ D

istr

icts

/Cit

ies

is a

rep

ort

on t

he r

esul

t of

wor

k pl

an im

plem

enta

tion

, w

hich

con

tain

s in

form

atio

n on

th

e ac

hiev

emen

t of

: 9

targ

et f

or o

utco

me

indi

cato

r9

targ

et f

or o

utpu

t in

dica

tor

9

brie

f ex

plan

atio

n on

act

ivit

y im

plem

enta

tion

Surv

ey

anal

ysis

re

port

Annu

ally

121

UTD

Dis

tric

ts r

ecei

ve c

oach

ing

visi

t fr

om P

rovi

nce/

Nat

iona

l at

leas

t on

ce

a ye

ar.

Coac

hing

vis

it f

rom

UTD

per

sonn

el o

ne le

vel a

bove

can

be

done

at

any

tim

e by

usi

ng

the

appr

oved

coa

chin

g gu

idel

ines

.Fi

nanc

ial

repo

rtAn

nual

ly

122

Num

ber

of U

TD t

rain

ing

cent

er

accr

edit

ed b

y th

e M

inis

try

of H

ealt

h.Ac

cred

itat

ion

prop

osal

pro

cess

is c

ondu

cted

by

encl

osin

g di

ffer

ent

requ

irem

ents

in

orde

r to

rec

eive

sta

ndar

d ac

know

ledg

emen

t fr

om M

oH

Accr

edit

atio

n do

cum

ent

from

MoH

Annu

ally

123

Num

ber

of U

TD e

mpl

oyee

at

Nat

iona

l/ P

rovi

nce/

Dis

tric

t w

ho

mee

ts 2

5 Pr

ofes

sion

al C

redi

t U

nits

(S

atua

n Kr

edit

Pro

fesi

onal

-SKP

) w

ithi

n 5

year

s.

Prof

essi

onal

Cre

dit

Uni

t (S

KP)

is a

cre

dit

colle

cted

by

tech

nica

l sta

ff in

ord

er t

o ga

in

com

pete

nce

as a

tec

hnic

ian

to b

e al

low

ed f

or p

ract

icin

g w

ork.

List

of

SKP

fulfi

llmen

tAn

nual

ly

124

Num

ber

of U

TD e

mpl

oyee

at

Nat

iona

l/Pr

ovin

ce/D

istr

ict

who

at

tend

s G

MP

trai

ning

.

Clea

r en

ough

.G

MP

trai

ning

re

port

Mon

thly

(if

th

ere

is a

ny

trai

ning

)

125

Num

ber

of U

TD e

mpl

oyee

at

Nat

iona

l/Pr

ovin

ce/D

istr

ict

who

re

ceiv

es t

rain

ing

at le

ast

once

a

year

.

Clea

r en

ough

.Tr

aini

ng

repo

rtAn

nual

ly


73

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

126

Perc

enta

ge o

f D

iplo

ma

Prog

ram

gr

adua

tes

empl

oyed

by

heal

th

serv

ice

prov

ider

s.

Dip

lom

a Pr

ogra

m o

n Bl

ood

Tran

sfus

ion

Tech

nolo

gy (

TTD

) is

an

educ

atio

n pr

ovid

ed

for

bloo

d tr

ansf

usio

n te

chni

cian

s by

PTT

D in

stit

utio

n in

ord

er t

o pr

ovid

e co

mpe

tent

hu

man

res

ourc

es in

blo

od t

rans

fusi

on t

echn

olog

y.

PTTD

gr

adua

te

data

base

Annu

ally

127

UTD

Nat

iona

l/ P

rovi

nces

/Dis

tric

ts

have

sta

ndar

d eq

uipm

ent

in

acco

rdan

ce w

ith

thei

r se

rvic

e gr

ade.

UTD

ser

vice

, in

line

wit

h M

oH R

egul

atio

n N

o 83

/201

4, is

div

ided

into

Uta

ma

leve

l for

U

TD N

atio

nal,

Mad

ya le

vel f

or U

TD P

rovi

nces

, an

d Pr

atam

a le

vel f

or U

TD D

istr

icts

.In

vent

ory

docu

men

tAn

nual

ly

128

UTD

Nat

iona

l/ P

rovi

nces

/Dis

tric

ts

use

bloo

d ba

gs a

nd r

eage

nt t

hat

com

ply

wit

h na

tion

al s

tand

ards

.

Nat

iona

l Sta

ndar

d fo

r bl

ood

bag

and

reag

ent

use

refe

rs t

o G

over

nmen

t Re

gula

tion

No.

7/

2011

and

MoH

Reg

ulat

ion

No

83/2

014

as w

ell a

s th

e ne

w r

egul

atio

n cu

rren

tly

bein

g fin

aliz

ed a

t th

e M

oH.

Proc

urem

ent

docu

men

tAn

nual

ly

129

UTD

Nat

iona

l/ P

rovi

nces

/Dis

tric

ts

use

Bloo

d D

onor

Uni

t M

anag

emen

t In

form

atio

n Sy

stem

(S

IMU

DD

A).

Bloo

d D

onor

Man

agem

ent

Info

rmat

ion

Syst

em (

SIM

UD

DA)

is a

doc

umen

tati

on s

yste

m o

f al

l blo

od s

ervi

ce a

ctiv

itie

s in

UTD

sta

rtin

g fr

om t

he d

onor

’s v

ein

to t

he p

atie

nt’s

. SI

MU

DD

AM

onth

ly

130

UTD

Pro

vinc

es/

Dis

tric

ts s

ubm

it

bloo

d se

rvic

e re

port

to

UTD

.Se

rvic

e ac

tivi

ty r

epor

t el

abor

ates

all

acti

viti

es in

UTD

, st

arti

ng f

rom

don

or

recr

uitm

ent,

sel

ecti

on a

nd b

lood

sam

plin

g, u

ntil

bloo

d sa

fegu

ards

, pr

oces

sing

, st

orag

e, a

nd d

istr

ibut

ion

for

one

year

.

SIM

UD

DA

Mon

thly

131

Perc

enta

ge o

f bl

ood

dono

r vo

lunt

eer

at U

TD P

rovi

nce/

Dis

tric

t w

ho

dona

tes

bloo

d 3-

4 ti

mes

a y

ear.

Clea

r en

ough

.Bl

ood

dono

r da

taba

se

Annu

ally

132

Amou

nt o

f bl

ood

(bag

) th

at c

an b

e us

ed f

or m

edic

atio

n ev

ery

year

at

UTD

Pro

vinc

e/D

istr

ict.

Clea

r en

ough

.Bl

ood

prod

uct

regi

stry

do

cum

ent

Annu

ally

133

Num

ber

of p

eopl

e re

ache

d th

roug

h Vo

lunt

ary

Bloo

d D

onor

pro

mot

iona

l ac

tivi

ty e

very

qua

rter

by

UTD

N

atio

nal/

Prov

ince

s/ D

istr

icts

.

Prom

otio

nal a

ctiv

itie

s to

rec

ruit

Blo

od D

onor

Vol

unte

ers

thro

ugh

prod

ucti

on o

f le

aflet

s, a

dver

tise

men

t in

pri

nt,

TV,

and

onlin

e m

edia

thr

ough

UTD

web

site

, et

c.Li

st o

f at

tend

ance

, m

edia

co

vera

ge

repo

rt

Mon

thly

134

Num

ber

of U

TD D

istr

icts

tha

t ad

opt

the

cent

raliz

ed s

yste

m.

Cent

raliz

atio

n is

an

atte

mpt

to

cent

raliz

e bl

ood

proc

essi

ng a

nd d

istr

ibut

ion

exis

ting

in

seve

ral U

TD D

istr

icts

into

one

or

seve

ral c

ente

rs w

ithi

n th

e Pr

ovin

ce.

Cent

raliz

atio

n pl

an

docu

men

t

Annu

ally


74

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

135

Num

ber

of c

entr

aliz

atio

n un

it

esta

blis

hed.

Cl

ear

enou

gh.

Cent

raliz

atio

n pl

an

docu

men

t

Annu

ally

136

Perc

enta

ge o

f bl

ood

requ

est

that

is

rati

onal

and

in li

ne w

ith

the

med

ical

in

dica

tion

in t

he h

ospi

tal f

ulfil

led

at

UTD

Dis

tric

ts.

Clea

r en

ough

.H

ospi

tal

repo

rtAn

nual

ly

137

Num

ber

of r

eage

nt t

ype

prod

uced

.Cl

ear

enou

gh.

Reag

ent

prod

ucti

on

reco

rd

Mon

thly

138

Num

ber

of b

lood

rea

gent

pro

duce

d.Cl

ear

enou

gh.

Reag

ent

prod

ucti

on

reco

rd

Mon

thly

139

Num

ber

of m

inip

ool c

ryop

reci

pita

te

prod

uced

.Cl

ear

enou

gh.

Prod

ucti

on

reco

rdM

onth

ly

140

Perc

enta

ge o

f pr

ogre

ss in

blo

od b

ag

fact

ory

cons

truc

tion

.Pr

ogre

ss o

f fa

ctor

y co

nstr

ucti

on is

mea

sure

d ag

ains

t PM

I NH

Q’s

bus

ines

s pl

an.

Fact

ory

cons

truc

tion

re

port

Mon

thly

141

Perc

enta

ge o

f ba

g ut

iliza

tion

fro

m

Kore

an G

reen

Cro

ss (

KGC)

Ori

gina

l Eq

uipm

ent

Man

ufac

ture

r (O

EM)

in a

ll U

TDs.

Clea

r en

ough

.Pr

ocur

emen

t do

cum

ent

Mon

thly

142

Perc

enta

ge o

f pr

ogre

ss in

pla

sma

frac

tion

ator

con

stru

ctio

n.Pr

ogre

ss o

f fa

ctor

y co

nstr

ucti

on is

mea

sure

d ag

ains

t PM

I NH

Q’s

bus

ines

s pl

an.

Cons

truc

tion

re

port

M

onth

ly

143

Num

ber

of p

lasm

a ba

g se

nt t

o fr

acti

onat

or in

a y

ear.

Cl

ear

enou

gh.

Dis

trib

utio

n re

port

Mon

thly

144

Num

ber

of r

esea

rch

cond

ucte

d by

U

TD N

atio

nal/

Prov

ince

s.Th

e th

eme

for

rese

arch

con

duct

ed a

t ea

ch U

TD N

atio

nal/

Prov

ince

is u

nres

tric

ted,

in

acco

rdan

ce w

ith

the

inte

rest

and

nee

ds o

f ea

ch U

TD.

Rese

arch

re

sult

Annu

ally


75

STRA

TEG

IC O

BJEC

TIVE

-6

To s

tren

gthe

n th

e pa

rtne

rshi

p w

ith

nati

onal

and

loca

l gov

ernm

ents

, pu

blic

and

pri

vate

sec

tors

, m

ovem

ent

part

ners

, do

nor

agen

cies

, an

d ot

her

stak

ehol

ders

in o

rder

to

assu

me

PMI’s

man

date

and

fun

ctio

ns.

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

145

Num

ber

of p

artn

er t

hat

has

form

al

part

ners

hip

wit

h PM

I NH

Q/C

hapt

ers/

Br

anch

es.

PMI’s

par

tner

s ar

e ce

ntra

l or

loca

l gov

ernm

ent,

pub

lic s

ecto

r, p

riva

te s

ecto

r,

mov

emen

t pa

rtne

rs,

dono

r, a

nd o

ther

sta

keho

lder

s co

llabo

rati

ng w

ith

PMI b

ased

on

a le

gal a

gree

men

t

MoU

or

Coop

erat

ion

Agre

emen

t

Annu

ally

146

Num

ber

of M

oU s

igne

d at

PM

I NH

Q/

Chap

ters

/ Br

anch

es.

MoU

s, C

oope

rati

on A

gree

men

ts,

and

othe

r eq

ually

bin

ding

par

tner

ship

agr

eem

ents

.M

oU o

r ot

her

part

ners

hip

docu

men

ts

Annu

ally

147

Num

ber

of p

rom

otio

nal m

edia

di

stri

bute

d to

pot

enti

al p

artn

ers

by

PMI N

HQ

/ Ch

apte

rs/B

ranc

hes.

Prom

otio

nal m

ater

ials

and

too

ls d

istr

ibut

ed t

o po

tent

ial p

artn

ers.

Prom

otio

nal

med

ia

dist

ribu

tion

re

port

Annu

ally

148

Num

ber

of M

oU f

ollo

wed

up

wit

h Co

oper

atio

n Ag

reem

ent

by P

MI N

HQ

/Ch

apte

rs/

Bran

ches

.

MoU

s pr

esen

ted

in f

orm

of

bind

ing

Coop

erat

ion

Agre

emen

t fo

r a

cert

ain

peri

od o

f ti

me

and

in s

peci

fic a

rea.

Coop

erat

ion

Agre

emen

t do

cum

ent

Annu

ally

149

Num

ber

of a

ctiv

ity

cond

ucte

d by

PM

I NH

Q/C

hapt

ers/

Bra

nche

s in

co

llabo

rati

on w

ith

part

ners

.

Clea

r en

ough

.Ac

tivi

ty

repo

rtM

onth

ly (

if

ther

e is

any

jo

int

acti

vity

)

150

Amou

nt o

f an

nual

inco

me

from

PM

I N

HQ

/Cha

pter

s/ B

ranc

hes’

bus

ines

s un

its.

Inco

me

deri

ved

from

bus

ines

s un

its

of P

MI N

HQ

/Cha

pter

s/Br

anch

es f

or o

ne y

ear.

Fina

ncia

l re

port

Annu

ally

151

Num

ber

of p

ropo

sal s

ubm

itte

d by

PM

I N

HQ

and

app

rove

d by

don

ors.

Cl

ear

enou

gh.

MoU

or

PAAn

nual

ly

152

Amou

nt o

f PM

I Cha

pter

s/ B

ranc

hes’

in

com

e de

rive

d fr

om e

xter

nal

trai

ning

s.

Exte

rnal

tra

inin

gs a

re d

iffe

rent

ser

vice

s/tr

aini

ngs

prov

ided

to

exte

rnal

par

ty,

eith

er

priv

ate,

gov

ernm

ent,

or

educ

atio

n in

stit

utio

n re

sult

ing

in in

com

e fo

r PM

I.In

com

e re

port

Annu

ally


76

NO

.PE

RNYA

TAA

N IN

DIK

ATO

RD

EFIN

ISI

ALA

T VE

RIFI

KASI

WA

KTU

PE

LAPO

RAN

153

PMI C

hapt

ers

subm

it r

esou

rce

mob

iliza

tion

str

engt

heni

ng s

trat

egy

docu

men

t to

PM

I NH

Q

Reso

urce

Mob

iliza

tion

str

ateg

y do

cum

ent

is a

doc

umen

t co

ntai

ning

dif

fere

nt a

ctiv

itie

s w

ith

vari

ous

stra

tegi

es o

r m

etho

ds t

o de

velo

p PM

I res

ourc

es.

Reso

urce

M

obili

zati

on

stra

tegy

do

cum

ent

Annu

ally

154

Num

ber

of a

ctiv

e an

d op

erat

iona

l PM

I bus

ines

s un

it a

t N

HQ

/Cha

pter

s/

Bran

ches

.

PMI b

usin

ess

unit

is a

wid

e ra

nge

of a

ctiv

itie

s or

ass

et u

tiliz

atio

n to

bri

ng in

inco

me.

Ac

tive

and

ope

rati

onal

mea

ns b

ring

ing

in in

com

e fo

r PM

I.Bu

sine

ss u

nit

finan

cial

re

port

Annu

ally

155

Num

ber

of t

rain

ing

faci

litat

ed b

y PM

I Ch

apte

rs/B

ranc

hes

to e

xter

nal p

arty

.Cl

ear

enou

gh.

See

defin

itio

n of

indi

cato

r no

.152

.Tr

aini

ng

repo

rt

Annu

ally

156

PMI C

hapt

ers/

Bra

nche

s re

ceiv

e re

port

on

pote

ntia

l don

ors

map

ping

fo

r re

sour

ce m

obili

zati

on.

Pote

ntia

l don

or m

ap in

clud

es in

form

atio

n on

cor

pora

tion

s, a

ddre

sses

, co

re b

usin

ess,

in

tere

st o

f CS

R pr

ogra

m,

etc.

Po

tent

ial

dono

r m

ap

Annu

ally

157

PMI C

hapt

ers/

Bra

nche

s re

ceiv

e pu

blic

don

atio

n in

line

wit

h th

e gu

idel

ines

Gui

delin

es o

n do

nati

on r

esul

ts s

hari

ng f

or P

MI a

t di

ffer

ent

leve

ls w

ill b

e re

view

ed,

appr

oved

, an

d di

ssem

inat

ed.

Don

atio

n re

port

Annu

ally


77

STRA

TEG

IC O

BJEC

TIVE

-7To

impr

ove

PMI’s

acc

ount

abili

ty a

s a

hum

anit

aria

n or

gani

zati

on a

t th

e na

tion

al a

nd in

tern

atio

nal l

evel

s.

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

158

PMI C

hapt

ers/

Bran

ches

pub

lish

fund

rais

ing

repo

rt a

nnua

lly.

Fund

rais

ing

repo

rt is

a c

onso

lidat

ed r

epor

t of

fun

d re

ceiv

ed f

rom

PM

I res

ourc

e m

obili

zati

on a

t al

l lev

els

ever

y ye

ar.

The

repo

rt is

spe

cifie

d ba

sed

on s

ourc

e of

fu

ndin

g, e

ithe

r in

divi

dual

/ins

titu

tion

al d

onat

ion,

gov

ernm

ent

fund

, or

gra

nts

from

do

nor

agen

cies

, to

be

furt

her

publ

ishe

d to

the

com

mun

ity

at la

rge

thro

ugh

repo

rt o

r m

ass

med

ia.

Fund

rais

ing

repo

rtAn

nual

ly

159

Perc

enta

ge o

f fu

nd a

lloca

ted

by P

MI

Bran

ches

for

its

serv

ices

.Fu

nd a

lloca

ted

for

serv

ices

incl

udin

g re

gula

r, e

mer

genc

y se

rvic

es,

incl

udin

g ca

paci

ty

build

ing

acti

viti

es.

Ope

rati

onal

cos

t, s

uch

as p

erso

nnel

sal

ary

and

offic

e op

erat

ions

, is

no

t in

clud

ed in

thi

s al

loca

tion

.

Plan

ning

do

cum

ent

Annu

ally

160

PMI N

HQ

/Cha

pter

s co

nduc

t ex

tern

al

audi

t on

PM

I fun

d ut

iliza

tion

eve

ry

year

Exte

rnal

aud

it is

an

exte

rnal

rev

iew

of

finan

cial

rep

orts

con

duct

ed b

y ex

tern

al p

arti

es

to c

heck

com

plia

nce

to t

he s

tand

ard

proc

edur

es.

Audi

t re

port

Annu

ally

161

Num

ber

of fi

nanc

ial r

epor

t su

bmit

ted

to p

artn

ers

ever

y qu

arte

r by

PM

I N

HQ

/Cha

pter

s/ B

ranc

hes

Fina

ncia

l rep

ort

com

pris

es b

udge

t pl

an a

nd a

ctua

l/ab

sorp

tion

per

act

ivit

y, r

emai

ning

ba

lanc

e bo

th in

cas

h an

d in

the

acc

ount

, as

wel

l as

supp

orti

ng d

ocum

ents

req

uire

d fo

r al

l fina

ncia

l tra

nsac

tion

s.

Fina

ncia

l re

port

Qua

rter

ly

162

PMI B

ranc

hes

cond

uct

finan

cial

aud

it.

Audi

t is

an

inde

pend

ent

revi

ew o

f fin

anci

al r

epor

t de

velo

ped

by P

MI t

o ch

eck

the

com

plia

nce

to t

he p

roce

dure

s, w

hich

can

be

done

by

inte

rnal

or

exte

rnal

par

ties

. Au

dit

repo

rtAn

nual

ly

163

PMI B

ranc

hes

cond

uct

surv

ey t

o co

llect

ben

efici

arie

s’ f

eedb

ack

at

leas

t on

ce a

yea

r.

Feed

back

col

lect

ion

surv

ey is

a s

urve

y to

ass

ess

publ

ic o

pini

on,

espe

cial

ly d

irec

t be

nefic

iari

es,

abou

t PM

I pro

gram

s/se

rvic

es.

This

sur

vey

can

be d

one

thro

ugh

ques

tion

nair

es,

inte

rvie

ws,

FG

Ds,

pho

ne in

terv

iew

s, o

r th

roug

h em

ails

/web

site

(e.

g.

surv

eym

onke

y.co

m).

Surv

ey r

epor

tAn

nual

ly

164

Num

ber

of p

eopl

e re

ache

d by

mas

s m

edia

pub

licat

ion

on P

MI B

ranc

hes’

pr

ogra

m/

serv

ices

.

Num

ber

of p

eopl

e re

ache

d th

roug

h m

ass

med

ia p

ublic

atio

n is

cal

cula

ted

base

d on

th

e nu

mbe

r of

pot

enti

al a

udie

nce

from

PM

I pub

licat

ion

in p

rint

med

ia,

TV,

radi

o, a

nd

inte

rnet

.

New

s an

alys

is

repo

rtM

onth

ly

165

PMI C

hapt

ers/

Bra

nche

s ha

ve a

t le

ast

two

basi

c PR

& c

omm

unic

atio

n eq

uipm

ent.

Basi

c PR

& c

omm

unic

atio

n eq

uipm

ent

is t

he s

uppo

rtin

g eq

uipm

ent

for

PMI’s

PR

task

s,

i.e.

cam

era,

vid

eo c

amer

a, a

nd r

ecor

der.

Asse

t in

vent

ory

Annu

ally

166

Tota

l num

ber

of n

ews

rega

rdin

g PM

I pu

blis

hed

in lo

cal/

nati

onal

med

ia a

t PM

I Bra

nche

s’ w

orki

ng a

rea.

New

s re

gard

ing

PMI i

s ne

ws

abou

t ac

tivi

ties

con

duct

ed o

r su

ppor

ted

by P

MI a

nd

publ

ishe

d at

pri

nt m

edia

, ra

dio,

TV,

and

onl

ine.

N

ews

anal

ysis

re

port

Mon

thly

167

Num

ber

of p

rom

otio

nal m

ater

ials

/pu

blic

atio

ns d

istr

ibut

ed b

y PM

I NH

Q/

Chap

ters

/ Br

anch

es.

Prom

otio

nal m

ater

ial/

publ

icat

ion

is p

rom

otio

nal/

publ

icat

ion

med

ia c

onta

inin

g in

form

atio

n ab

out

PMI s

ervi

ce a

ctiv

itie

s. T

he p

rom

otio

nal/

publ

icat

ion

prod

ucts

ca

n va

ry f

rom

eve

nt p

rom

otio

n ki

t (b

anne

rs,

gian

t ba

nner

s, fl

yers

, ro

ller

bann

ers,

ba

ckdr

ops)

, br

ochu

res,

pos

ters

, m

ulti

med

ia (

vide

o),

phot

os,

cale

ndar

kit

(ca

lend

ar

and

agen

da),

and

mag

azin

es.

Dis

trib

utio

n re

port

Mon

thly

(w

hen

cond

ucti

ng

dist

ribu

tion

)


78

STRA

TEG

IC O

BJEC

TIVE

8:

To im

prov

e th

e un

ders

tand

ing

of a

ll el

emen

ts o

f co

mm

unit

ies

on h

uman

itar

ian

valu

es,

Fund

amen

tal P

rinc

iple

s of

the

Inte

rnat

iona

l RCR

C M

ovem

ent,

as

wel

l as

Inte

rnat

iona

l Hum

anit

aria

n La

ws

thro

ugh

com

mun

icat

ion,

edu

cati

on,

and

diss

emin

atio

n st

rate

gies

.

NO

.IN

DIC

ATO

R ST

ATEM

ENT

DEF

INIT

ION

MEA

NS

OF

VERI

FICA

TIO

NRE

PORT

ING

PE

RIO

D

168

Perc

enta

ge o

f re

spon

dent

sur

veye

d by

PM

I NH

Q w

ho c

an m

enti

on P

MI

man

date

cor

rect

ly.

Resp

onde

nt is

a c

omm

unit

y m

embe

r ab

ove

17 y

ears

of

age.

‘Ca

n m

enti

on P

MI

man

date

cor

rect

ly’

mea

ns t

hey

can

men

tion

tw

o of

the

fol

low

ings

:9

disa

ster

res

pons

e se

rvic

e9

disa

ster

pre

pare

dnes

s se

rvic

e9

bloo

d do

nor

serv

ice

9

heal

th s

ervi

ce9

soci

al s

ervi

ce

Surv

ey r

epor

tAn

nual

ly

169

Num

ber

of c

erti

fied

diss

emin

ator

s at

PM

I NH

Q/C

hapt

ers/

Bra

nche

s.Ce

rtifi

ed d

isse

min

ator

is a

PM

I per

sonn

el w

ho h

as c

ompl

eted

tra

inin

g on

RCR

C di

ssem

inat

ion

and

been

cer

tifie

d.D

isse

min

ator

ce

rtifi

cate

Annu

ally

170

Num

ber

of p

eopl

e w

ho a

tten

d RC

RC

diss

emin

atio

n ac

tivi

ties

at

PMI

Bran

ch.

RCRC

dis

sem

inat

ion

acti

vity

is a

n at

tem

pt t

o di

ssem

inat

e RC

RC v

alue

s in

gen

eral

, ei

ther

thr

ough

pro

mot

ion,

edu

cati

on,

info

rmat

ion,

or

advo

cacy

to

the

com

mun

ity,

le

gal i

nsti

tuti

ons,

pol

itic

al p

arti

es,

scho

lars

, se

curi

ty a

nd d

efen

se in

stit

utio

ns,

and

elem

enta

ry,

seco

ndar

y, a

nd h

igh

educ

atio

n in

stit

utio

ns.

Atte

ndan

ce

list

for

diss

emin

atio

n ac

tivi

ty

Mon

thly

171

Num

ber

of IE

C m

ater

ial o

n RC

RC

Dis

sem

inat

ion

dist

ribu

ted

by P

MI

NH

Q/C

hapt

ers/

Bra

nche

s.

IEC

mat

eria

ls o

n RC

RC D

isse

min

atio

n ar

e pr

inte

d/el

ectr

onic

info

rmat

ion,

edu

cati

on,

and

com

mun

icat

ion

med

ia d

evel

oped

spe

cific

ally

to

diss

emin

ate

RCRC

val

ues.

D

istr

ibut

ion

repo

rtM

onth

ly (

whe

n co

nduc

ting

di

stri

buti

on)

172

Num

ber

of d

isse

min

atio

n ac

tivi

ties

co

nduc

ted

by P

MI N

HQ

/ Ch

apte

rs/

Bran

ches

in c

olla

bora

tion

wit

h pa

rtne

rs.

RCRC

dis

sem

inat

ion

acti

viti

es a

re c

ondu

cted

in p

artn

ersh

ip w

ith

rele

vant

inst

itut

ions

. D

isse

min

atio

n ac

tivi

ty

repo

rt

Mon

thly

(w

hen

cond

ucti

ng

dist

ribu

tion

)


79

In general, activities must be identified in accordance with the predefined outputs to deliver outcomes that will ultimately meet the objectives.

Activities can vary widely, according to the needs and context of local PMI branch. The following list of activities provided serves merely as a list of reference for potential activities to deliver the outputs outlined in PMI Operational Plan.

This means that there could probably be other activities which are not listed in the matrix but could still be done by PMI local branch. One important thing that can be learned from this matrix is the way to write down an activity. The rules of writing an activity is that it should be a verb or action, not in objective phrases or language. The key is to use an active sentence and in form of action words.

For example:9 Conduct PMER training for Head of Offices9 Conduct Annual Meeting9 Conduct supervisory visit 9 etc.

For certain outputs, all levels could contribute to deliver them. Yet there are also several outputs that are only relevant to be achieved at certain levels. Therefore, in the activity matrix, if the output is not relevant for a certain level, then it is written as Not Relevant.

2.6. List of References for PMI Operational and Services Activities


80

LIST

OF

REFE

REN

CES

FOR

PMI O

PERA

TIO

NA

L A

ND

SER

VICE

S A

CTIV

ITIE

S

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

STRA

TEG

IC O

BJEC

TIVE

1:

To b

uild

a w

ell-

func

tion

ing

PMI

at a

ll le

vels

, w

ith

the

capa

city

to

crea

te s

yner

gy b

etw

een

prog

ram

act

ivit

ies

wit

h th

e or

gani

zati

onal

pol

icie

s,

proc

edur

es,

and

syst

em.

1.1.

PM

I’s L

egal

ent

ity

is

stre

ngth

ened

.1.

1.1.

RC

Bill

is in

clud

ed in

th

e N

atio

nal L

egis

lati

on

Prog

ram

Age

nda.

9

Cond

uct

advo

cacy

m

eeti

ng w

ith

parl

iam

ent,

go

vern

men

t, a

nd m

ass

orga

niza

tion

at

the

nati

onal

or

loca

l lev

els.

9

Cond

uct

RCRC

legi

slat

ion

sem

inar

/wor

ksho

p.

9

Prov

ide

inpu

ts t

o RC

Bi

ll.9

Cond

uct

advo

cacy

m

eeti

ng a

t th

e lo

cal

leve

l.

9

Prov

ide

inpu

ts t

o RC

Bi

ll.

1.2.

PM

I’s S

tatu

tes,

O

rgan

izat

iona

l Pr

oced

ures

(PO

),

and

Impl

emen

tati

on

Gui

delin

es (

Jukl

ak),

as

wel

l as

the

lega

l pr

oduc

ts is

sued

are

in

stit

utio

naliz

ed a

t al

l lev

els.

1.2.

1. P

MI S

tatu

tes,

Org

aniz

a-ti

onal

Pro

cedu

res

(PO

) ,

and

Impl

emen

tati

on

Gui

delin

es (

Jukl

ak),

as

wel

l as

lega

l pro

duct

s ar

e in

pla

ce a

nd im

ple-

men

ted

at a

ll le

vels

.

9

Prin

t, d

istr

ibut

e, a

nd

diss

emin

ate

PMI s

tatu

tes

(Bah

asa

Indo

nesi

a an

d En

glis

h).

9

Cond

uct

Annu

al M

eeti

ng.

9

Revi

ew/r

evis

e PO

/Juk

lak.

9

Dis

sem

inat

e PO

/Juk

lak.

9

Org

aniz

e a

wor

ksho

p to

de

velo

p th

e hi

erar

chy

of P

MI

lega

l pro

duct

s an

d to

ols.

9

Cond

uct

Annu

al

Mee

ting

9

Dis

sem

inat

e PO

/Juk

lak

to P

MI B

ranc

hes.

9

Adju

st P

O/J

ukla

k w

ith

the

need

s of

PM

I at

the

loca

l lev

el.

9

Cond

uct

Annu

al

Mee

ting

9

Dis

sem

inat

e PM

I st

atut

es t

o st

aff

and

boar

d m

embe

rs.

9

Impl

emen

t PO

/Juk

lak

base

d on

gui

danc

e fr

om P

MI C

hapt

er.

1.3.

PM

I’s P

lann

ing,

M

onit

orin

g, E

valu

a-ti

on,

and

Repo

rtin

g (P

MER

) sy

stem

is

wel

l-fu

ncti

onin

g at

al

l lev

els.

1.3.

1. P

MI b

oard

mem

bers

an

d st

aff

at a

ll le

vels

ar

e re

gula

rly

coac

hed

on t

he im

plem

enta

tion

of

Pla

nnin

g, M

onit

orin

g,

Eval

uati

on,

and

Repo

rt-

ing

(PM

ER)

syst

em b

y co

mpe

tent

fac

ilita

tors

.

9

Dis

sem

inat

e St

rate

gic

Plan

/O

pera

tion

al P

lan.

9

Revi

ew,

revi

se,

and

diss

emin

ate

PMI P

lann

ing

&

Repo

rtin

g M

anua

l.9

Cond

uct

PMER

tra

inin

g (i

nclu

ding

ToT

).9

Prov

ide

tech

nica

l ass

ista

nce

on P

MER

sub

ject

.

9

Dis

sem

inat

e St

rate

gic

Plan

/Ope

rati

onal

Pla

n9

Cond

uct

PMER

tra

inin

g.9

Prov

ide

tech

nica

l as

sist

ance

on

PMER

su

bjec

t.

N/A


81

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

STRA

TEG

IC O

BJEC

TIVE

1:

To b

uild

a w

ell-

func

tion

ing

PMI

at a

ll le

vels

, w

ith

the

capa

city

to

crea

te s

yner

gy b

etw

een

prog

ram

act

ivit

ies

wit

h th

e or

gani

zati

onal

pol

icie

s,

proc

edur

es,

and

syst

em.

1.1.

PM

I’s L

egal

ent

ity

is

stre

ngth

ened

.1.

1.1.

RC

Bill

is in

clud

ed in

th

e N

atio

nal L

egis

lati

on

Prog

ram

Age

nda.

9

Cond

uct

advo

cacy

m

eeti

ng w

ith

parl

iam

ent,

go

vern

men

t, a

nd m

ass

orga

niza

tion

at

the

nati

onal

or

loca

l lev

els.

9

Cond

uct

RCRC

legi

slat

ion

sem

inar

/wor

ksho

p.

9

Prov

ide

inpu

ts t

o RC

Bi

ll.9

Cond

uct

advo

cacy

m

eeti

ng a

t th

e lo

cal

leve

l.

9

Prov

ide

inpu

ts t

o RC

Bi

ll.

1.2.

PM

I’s S

tatu

tes,

O

rgan

izat

iona

l Pr

oced

ures

(PO

),

and

Impl

emen

tati

on

Gui

delin

es (

Jukl

ak),

as

wel

l as

the

lega

l pr

oduc

ts is

sued

are

in

stit

utio

naliz

ed a

t al

l lev

els.

1.2.

1. P

MI S

tatu

tes,

Org

aniz

a-ti

onal

Pro

cedu

res

(PO

) ,

and

Impl

emen

tati

on

Gui

delin

es (

Jukl

ak),

as

wel

l as

lega

l pro

duct

s ar

e in

pla

ce a

nd im

ple-

men

ted

at a

ll le

vels

.

9

Prin

t, d

istr

ibut

e, a

nd

diss

emin

ate

PMI s

tatu

tes

(Bah

asa

Indo

nesi

a an

d En

glis

h).

9

Cond

uct

Annu

al M

eeti

ng.

9

Revi

ew/r

evis

e PO

/Juk

lak.

9

Dis

sem

inat

e PO

/Juk

lak.

9

Org

aniz

e a

wor

ksho

p to

de

velo

p th

e hi

erar

chy

of P

MI

lega

l pro

duct

s an

d to

ols.

9

Cond

uct

Annu

al

Mee

ting

9

Dis

sem

inat

e PO

/Juk

lak

to P

MI B

ranc

hes.

9

Adju

st P

O/J

ukla

k w

ith

the

need

s of

PM

I at

the

loca

l lev

el.

9

Cond

uct

Annu

al

Mee

ting

9

Dis

sem

inat

e PM

I st

atut

es t

o st

aff

and

boar

d m

embe

rs.

9

Impl

emen

t PO

/Juk

lak

base

d on

gui

danc

e fr

om P

MI C

hapt

er.

1.3.

PM

I’s P

lann

ing,

M

onit

orin

g, E

valu

a-ti

on,

and

Repo

rtin

g (P

MER

) sy

stem

is

wel

l-fu

ncti

onin

g at

al

l lev

els.

1.3.

1. P

MI b

oard

mem

bers

an

d st

aff

at a

ll le

vels

ar

e re

gula

rly

coac

hed

on t

he im

plem

enta

tion

of

Pla

nnin

g, M

onit

orin

g,

Eval

uati

on,

and

Repo

rt-

ing

(PM

ER)

syst

em b

y co

mpe

tent

fac

ilita

tors

.

9

Dis

sem

inat

e St

rate

gic

Plan

/O

pera

tion

al P

lan.

9

Revi

ew,

revi

se,

and

diss

emin

ate

PMI P

lann

ing

&

Repo

rtin

g M

anua

l.9

Cond

uct

PMER

tra

inin

g (i

nclu

ding

ToT

).9

Prov

ide

tech

nica

l ass

ista

nce

on P

MER

sub

ject

.

9

Dis

sem

inat

e St

rate

gic

Plan

/Ope

rati

onal

Pla

n9

Cond

uct

PMER

tra

inin

g.9

Prov

ide

tech

nica

l as

sist

ance

on

PMER

su

bjec

t.

N/A

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

1.3.

2. P

lann

ing

and

repo

rtin

g do

cum

ents

tha

t ar

e in

lin

e w

ith

the

Plan

ning

an

d Re

port

ing

Gui

de-

lines

are

ava

ilabl

e at

all

leve

ls.

9

Prov

ide

feed

back

on

plan

ning

& r

epor

ting

pr

oces

s.9

Dev

elop

qua

rter

ly r

epor

t fr

om D

ivis

ions

/Bur

eaus

/U

nits

9

Anal

yze

data

fro

m P

MI

Chap

ters

/Bra

nche

s9

Anal

yze

annu

al w

ork

plan

s an

d re

port

s fr

om P

MI

Chap

ters

/Bra

nche

s.

9

Dev

elop

ann

ual w

ork

plan

.9

Dev

elop

mon

thly

, qu

arte

rly,

and

ann

ual

repo

rts

9

Prov

ide

feed

back

to

the

repo

rts

from

PM

I Br

anch

es.

9

Com

pile

sem

este

r re

port

s fr

om P

MI

Bran

ches

.9

Addr

ess

feed

back

fro

m

PMI N

HQ

.

9

Dev

elop

ann

ual w

ork

plan

.9

Dev

elop

mon

thly

, qu

arte

rly,

and

ann

ual

repo

rts.

9

Addr

ess

feed

back

fr

om P

MI C

hapt

er.

1.3.

3. A

sses

smen

t to

ols

(que

s-ti

onna

ires

/ana

lysi

s to

ols)

for

PM

I org

aniz

a-ti

onal

cap

acit

y m

ap-

ping

are

ava

ilabl

e an

d ad

opte

d at

all

leve

ls..

9

Cond

uct

orga

niza

tion

al

capa

city

ass

essm

ent.

9

Prov

ide

tech

nica

l ass

ista

nce

base

d on

org

aniz

atio

nal

capa

city

ass

essm

ent

resu

lts.

9

Mon

itor

the

fol

low

ups

on

orga

niza

tion

al c

apac

ity

asse

ssm

ent

resu

lts.

9

Colle

ct in

form

atio

n fo

r or

gani

zati

onal

cap

acit

y as

sess

men

t.9

Mon

itor

the

fol

low

up

s on

org

aniz

atio

nal

capa

city

ass

essm

ent

resu

lts.

9

Colle

ct in

form

atio

n fo

r or

gani

zati

onal

ca

paci

ty a

sses

smen

t.9

Mon

itor

fol

low

ups

on

org

aniz

atio

nal

capa

city

ass

essm

ent

resu

lts

1.3.

4. P

MI w

ork

plan

s at

all

leve

ls a

re e

valu

ated

ba

sed

on t

he P

lann

ing,

M

onit

orin

g, E

valu

atio

n &

Rep

orti

ng (

PMER

) Re

fere

nce

Book

.

9

Cond

uct

prog

ram

ev

alua

tion

s.

9

Prov

ide

tech

nica

l ass

ista

nce

for

self

-eva

luat

ion

at P

MI

Chap

ters

/Bra

nche

s.

9

Cond

uct

eval

uati

on o

n w

ork

plan

.9

Prov

ide

tech

nica

l as

sist

ance

for

ev

alua

tion

at

PMI

Bran

ches

.

9

Cond

uct

eval

uati

on t

o w

ork

plan

.

1.3.

5. P

MI B

oard

Mem

bers

an

d St

affin

g D

atab

ase

is u

pdat

ed o

n re

gula

r ba

sis.

9

Dev

elop

PM

I boa

rd m

embe

rs

and

staf

fing

data

base

.9

Colle

ct d

ata

for

the

data

base

.

9

Subm

it in

form

atio

n fo

r PM

I boa

rd m

embe

rs

and

staf

fing

data

base

fr

om a

ll PM

I Bra

nche

s .

9

Prov

ide

info

rmat

ion

for

PMI b

oard

m

embe

rs a

nd s

taffi

ng

data

base

.


82

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

1.4.

Coo

rdin

atio

n, c

om-

mun

icat

ion,

and

co

achi

ng m

echa

nism

is

ope

rati

onal

at

all

leve

ls.

1.4.

1. I

nter

nal a

nd c

ross

-ch

apte

rs/b

ranc

hes

com

mun

icat

ion

and

co-

ordi

nati

on m

echa

nism

ar

e im

plem

ente

d in

line

w

ith

the

proc

edur

es.

9

Cond

uct

inte

rnal

mee

ting

s fo

r Bo

ard

Mem

bers

, H

ead

of

Offi

ce,

and

Staf

f.

9

Issu

e an

SoP

on

cros

s-ch

apte

rs c

oord

inat

ion

and

com

mun

icat

ion.

9

Cond

uct

inte

rnal

m

eeti

ngs

for

Boar

d M

embe

rs,

Hea

d of

O

ffice

, an

d St

aff.

9

Cond

uct

cros

s-br

anch

es c

oord

inat

ion

and

com

mun

icat

ion.

9

Cond

uct

inte

rnal

m

eeti

ngs

for

Boar

d M

embe

rs,

Hea

d of

O

ffice

, an

d St

aff.

1.4.

2. T

iere

d co

achi

ng o

n or

gani

zati

onal

and

pro

-gr

am d

evel

opm

ent

is

carr

ied

out

on r

egul

ar

as w

ell a

s ne

ed b

asis

.

9

Cond

uct

coac

hing

vis

its

to

PMI C

hapt

ers.

9

Cond

uct

coac

hing

vis

its

to P

MI B

ranc

hes.

9

Dev

elop

gui

delin

es o

n de

velo

pmen

t of

PM

I Su

b-D

istr

ict

.

9

Cond

uct

coac

hing

vi

sits

to

PMI S

ub-

Dis

tric

ts (

if a

ny).

9

Init

iate

dev

elop

men

t of

PM

I Sub

-Dis

tric

t.

STRA

TEG

IC O

BJEC

TIVE

2:T

o st

reng

then

the

cap

acit

y of

PM

I’s o

rgan

izat

iona

l res

ourc

es a

t al

l lev

els,

bot

h it

s hu

man

res

ourc

es a

nd t

he f

acili

ties

an

d in

fras

truc

ture

s ne

eded

to

serv

e th

e co

mm

unit

ies.

2.1.

PM

I’s H

R M

anag

e-m

ent

that

incl

udes

re

crui

tmen

t, t

rain

-in

g, a

ssig

nmen

t,

supe

rvis

ion,

rew

ard

and

reco

gnit

ion,

as

wel

l as

perf

or-

man

ce e

valu

atio

n is

im

prov

ed.

2.1.

1. H

uman

res

ourc

es w

ith

tech

nica

l and

man

age-

rial

ski

lls a

re a

vaila

ble

and

trai

ned

to c

arry

out

th

eir

mai

n ta

sks

and

func

tion

s fo

r PM

I at

all

leve

ls..

9

Dev

elop

and

upd

ate

staf

fing

data

base

.9

Cond

uct

tech

nica

l and

m

anag

eria

l tra

inin

gs.

9

Cond

uct

staf

f pe

rfor

man

ce

eval

uati

on.

9

Dev

elop

and

upd

ate

staf

fing

data

base

.9

Cond

uct

tech

nica

l and

m

anag

eria

l tra

inin

gs.

9

Cond

uct

staf

f pe

rfor

man

ce

eval

uati

on.

9

Dev

elop

and

upd

ate

staf

fing

data

base

.9

Cond

uct

tech

nica

l and

m

anag

eria

l tra

inin

gs.

9

Cond

uct

staf

f pe

rfor

man

ce

eval

uati

on

2.1.

2. P

MI p

erso

nnel

rec

eive

ad

equa

te h

ealt

h se

r-vi

ces,

eit

her

in t

erm

s of

pr

omot

ion,

pre

vent

ion,

or

tre

atm

ent.

9

Prov

ide

heal

th s

ervi

ces

(if

ther

e is

any

hea

lth

serv

ice

faci

litie

s).

9

Prov

ide

heal

th in

sura

nce.

9

Faci

litat

e ac

cess

to

Glo

bal

IFRC

’s h

ealt

h in

sura

nce

to

volu

ntee

rs.

9

Prov

ide

heal

th s

ervi

ces

(if

ther

e is

any

hea

lth

serv

ice

faci

litie

s).

9

Prov

ide

heal

th

insu

ranc

e fo

r vo

lunt

eers

.9

Sele

ct v

olun

teer

s w

ho w

ill r

ecei

ve

Glo

bal I

FRC’

s H

ealt

h In

sura

nce.

9

Prov

ide

heal

th

serv

ices

(if

the

re is

an

y he

alth

ser

vice

fa

cilit

ies)

.9

Prov

ide

heal

th

insu

ranc

e.9

Nom

inat

e ca

ndid

ate

volu

ntee

rs w

ho w

ill

rece

ive

Glo

bal I

FRC’

s H

ealt

h In

sura

nce.


83

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

2.

1.3.

Vol

unte

er (

KSR,

TSR

, in

clud

ing

corp

orat

e/

orga

niza

tion

/ins

titu

tion

vo

lunt

eers

) an

d YR

C m

anag

emen

t gu

idel

ines

is

impl

emen

ted

at a

ll le

vels

.

9

Prov

ide

guid

elin

es o

n vo

lunt

eer

and

YRC

deve

lopm

ent

and

man

agem

ent.

9

Cond

uct

nati

onal

you

th a

nd

volu

ntee

r ga

ther

ings

.

9

Mon

itor

vol

unte

er a

nd

YRC

deve

lopm

ent

and

man

agem

ent.

9

Cond

uct

yout

h an

d vo

lunt

eer

gath

erin

gs a

t th

e pr

ovin

cial

leve

l.

9

Cond

uct

volu

ntee

r an

d YR

C de

velo

pmen

t an

d m

anag

emen

t.9

Cond

uct

yout

h an

d vo

lunt

eer

gath

erin

g at

th

e di

stri

ct le

vel.

2.2.

PM

I’s e

duca

tion

and

tr

aini

ng s

yste

m is

w

ell-

func

tion

ing.

2.2.

1 Tr

aine

rs a

nd f

acili

tato

rs

are

trai

ned,

cer

tifie

d by

PM

I or

the

auth

o-ri

zed

inst

itut

ion,

and

ar

e av

aila

ble

to b

e m

obili

zed

in d

iffe

rent

tr

aini

ngs.

9

Faci

litat

e ce

rtifi

cati

on

proc

ess

for

PMI t

rain

ers.

9

Mob

ilize

cer

tifie

d tr

aine

rs

for

trai

ning

s at

Cha

pter

s/Br

anch

es.

9

Sele

ct t

rain

ers

for

nati

onal

cer

tific

atio

n.9

Mob

ilize

cer

tifie

d tr

aine

rs.

9

Nom

inat

e na

me

of t

rain

ers

to

part

icip

ate

in n

atio

nal

cert

ifica

tion

2.2.

2. T

he n

atio

nal T

rain

ing

Curr

icul

um n

eede

d fo

r in

tern

al/e

xter

nal

purp

oses

is u

pdat

ed b

y PM

I and

acc

redi

ted

by

nati

onal

inst

itut

ions

(M

inis

try

of H

ealt

h,

Min

istr

y of

Wor

kfor

ce

and

Tran

smig

rati

on A

f-fa

irs,

BN

PB).

9

Revi

se t

he c

urri

culu

ms

for

tech

nica

l and

man

ager

ial

trai

ning

s.

9

Prop

ose

trai

ning

cur

ricu

lum

s fo

r ac

cred

itat

ion

proc

ess.

9

Prom

ote

PMI t

rain

ings

to

exte

rnal

par

ties

.9

Mob

ilize

tra

iner

s fo

r ex

tern

al t

rain

ings

.

N/A

N/A

2.2.

3. P

MI t

rain

ings

are

man

-ag

ed in

line

wit

h th

e te

chni

cal g

uide

lines

for

tr

aini

ng m

anag

emen

t.

9

Prov

ide

feed

back

to

trai

ning

re

port

s fr

om P

MI C

hapt

ers/

Bran

ches

.

9

Man

age

trai

ning

s in

lin

e w

ith

the

tech

nica

l gu

idel

ines

.9

Dev

elop

tra

inin

g re

port

.

9

Man

age

trai

ning

s in

lin

e w

ith

the

tech

nica

l gu

idel

ines

.9

Dev

elop

tra

inin

g re

port

.


84

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

2.3.

Ava

ilabi

lity

of b

asic

su

ppor

ting

fac

iliti

es

and

infr

astr

uctu

res

for

PMI o

pera

tion

is

incr

ease

d.

2.3.

1. P

MI b

asic

ope

rati

onal

fa

cilit

ies

(offi

ce,

disa

s-te

r op

erat

ion

cent

er/

posk

o, w

areh

ouse

, tr

aini

ng c

ente

r) a

re

wel

l-fu

ncti

onin

g.

9

Mai

ntai

n O

ffice

fac

iliti

es.

9

Ope

rate

Pos

ko in

line

wit

h th

e st

anda

rd o

pera

tion

al

proc

edur

es.

9

Cons

truc

t an

d op

erat

e w

areh

ouse

s ba

sed

the

impl

emen

tati

on g

uide

lines

.9

Cons

truc

t an

d op

erat

e N

atio

nal T

rain

ing

Cent

er.

9

Mon

itor

the

ow

ners

hip

stat

us

and

the

utili

zati

on o

f PM

I as

sets

at

all l

evel

s.

9

Mai

ntai

n O

ffice

fa

cilit

ies.

9

Prov

ide

a sp

ace

for

Posk

o an

d op

erat

e it

bas

ed o

n th

e st

anda

rds.

9

Ope

rate

the

Cha

pter

’s

Trai

ning

Cen

ter

in li

ne w

ith

the

impl

emen

tati

on

guid

es.

9

Prov

ide

war

ehou

se/

tem

pora

ry s

tora

ge.

9

Mai

ntai

n O

ffice

fa

cilit

ies.

9

Prov

ide

a sp

ace

for

Posk

o an

d op

erat

e it

bas

ed o

n th

e st

anda

rds.

2.3.

2.

PMI a

sset

s an

d ba

sic

faci

litie

s/in

fras

truc

-tu

res

are

man

aged

in

line

wit

h th

e gu

idan

ce

prov

ided

.

9

Revi

se a

nd d

isse

min

ate

the

Asse

t m

anag

emen

t im

plem

enta

tion

gui

delin

es.

9

Colle

ct a

nd a

naly

ze a

sset

av

aila

bilit

y re

port

fro

m P

MI

Chap

ters

/Bra

nche

s .

9

Cond

uct

trai

ning

on

asse

t m

anag

emen

t to

PM

I Ch

apte

rs/B

ranc

hes.

9

Man

age

asse

ts.

9

Dev

elop

ass

et

inve

ntor

y re

port

.9

Coac

h an

d m

onit

or

asse

t m

anag

emen

t at

PM

I Bra

nche

s.

9

Man

age

asse

ts.

9

Dev

elop

ass

et

inve

ntor

y re

port

.

2.4.

Per

form

ance

and

ut

iliza

tion

of

Info

r-m

atio

n an

d Co

mm

u-ni

cati

on T

echn

olog

y (I

CT)

in s

uppo

rtin

g PM

I’s o

pera

tion

s is

im

prov

ed.

2.4.

1. P

MI’s

Info

rmat

ion

and

Com

mun

icat

ion

Tech

nolo

gy (

ICT)

equ

ip-

men

t an

d fa

cilit

ies

are

avai

labl

e an

d w

ell-

mai

ntai

ned

9

Prov

ide

and

mai

ntai

n co

mpu

ter

faci

litie

s w

ith

inte

rnet

con

nect

ion.

9

Prov

ide

and

mai

ntai

n co

mpu

ter

faci

litie

s w

ith

inte

rnet

co

nnec

tion

.

9

Prov

ide

and

mai

ntai

n co

mpu

ter

faci

litie

s w

ith

inte

rnet

co

nnec

tion

.9

Faci

litat

e ac

cess

to

inte

rnet

(If

not

ha

ving

com

pute

r w

ith

inte

rnet

con

nect

ion)

.


85

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

2.

4.2.

Com

mun

icat

ion

net-

wor

k an

d so

ftw

are,

e.g

. co

mm

unic

atio

n ra

dio,

em

ail s

yste

m,

form

al

mes

sagi

ng,

and

appl

ica-

tion

, ar

e av

aila

ble

and

func

tion

ing

to s

uppo

rt

PMI’s

ope

rati

on a

nd s

er-

vice

s, in

clud

ing

bloo

d se

rvic

es.

9

Dev

elop

PM

I cor

pora

te

inte

rnet

net

wor

k (f

or e

mai

l an

d m

essa

ging

) 9

Dev

elop

MIS

and

nat

iona

l ap

plic

atio

ns.

9

Cond

uct

sati

sfac

tion

sur

vey

over

the

use

of

PMI I

CT.

9

Ope

rate

PM

I cor

pora

te

inte

rnet

net

wor

k (e

mai

l and

mes

sagi

ng).

9

Uti

lize

the

MIS

and

ap

plic

atio

ns.

9

Ope

rate

PM

I co

rpor

ate

inte

rnet

ne

twor

k (e

mai

l and

m

essa

ging

).9

Uti

lize

the

MIS

and

ap

plic

atio

ns.

STRA

TEG

IC O

BJEC

TIVE

3:

To im

prov

e th

e qu

alit

y of

dis

aste

r an

d he

alth

em

erge

ncy

resp

onse

s ac

ross

Indo

nesi

a, e

ithe

r in

ter

ms

of r

apid

ness

, co

vera

ge,

and

effe

ctiv

enes

s of

the

ser

vice

s.

3.1.

PM

I per

sonn

el’s

ca-

paci

ty s

peci

aliz

ing

in

emer

genc

y re

spon

se

is s

tren

gthe

ned.

.

3.1.

1. D

isas

ter

Resp

onse

(S

atga

na)

team

and

em

erge

ncy

resp

onse

sp

ecia

lists

are

ava

ilabl

e an

d re

ady

for

mob

iliza

-ti

on a

t al

l lev

els,

in-

clud

ing

at t

he r

egio

nal

and

nati

onal

leve

ls,

in

line

wit

h th

e So

P.

9

Esta

blis

h an

d tr

ain

regi

onal

, na

tion

al,

and

inte

rnat

iona

l D

R sp

ecia

list

team

.9

Dev

elop

gui

delin

es o

n em

erge

ncy

resp

onse

and

re

lief

(e.g

. Ca

sh T

rans

fer

Prog

ram

(CT

P),

Dea

d Bo

dies

Man

agem

ent

(DBM

),

and

Dis

aste

r Vi

ctim

s Id

enti

ficat

ion

(DVI

)).

9

Cond

uct

disa

ster

-rel

ated

w

orks

hops

(e.

g. A

sia

Paci

fic s

helt

er t

echn

ical

w

orki

ng g

roup

, Re

gion

al D

M

Com

mit

tee

(RD

MC)

mee

ting

.

9

Sele

ct,

trai

n, a

nd

coac

h S

atga

na a

t PM

I Br

anch

es t

o be

com

e pr

ovin

cial

Em

erge

ncy

Resp

onse

tea

m.

9

Dis

sem

inat

e gu

idel

ines

on

em

erge

ncy

resp

onse

an

d re

lief

guid

elin

es.

9

Dev

elop

ros

ter/

tim

etab

le f

or D

istr

ict/

citi

es S

atga

na t

eam

m

embe

rs.

9

Esta

blis

h, t

rain

, an

d co

ach

Satg

ana

team

.9

Esta

blis

h ro

ster

/ ti

met

able

for

Sat

gana

te

am m

embe

rs.


86

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

3.

1.2.

Dis

aste

r re

spon

se s

imu-

lati

on is

org

aniz

ed b

y PM

I at

all l

evel

s in

line

w

ith

the

need

s an

d th

e de

velo

ped

cont

inge

ncy

plan

.

9

Coor

dina

te w

ith

BNPB

, AH

A Ce

ntre

, et

c. r

elat

ed t

o D

R M

anag

emen

t.9

Faci

litat

e th

e de

velo

pmen

t of

PM

I con

ting

ency

pla

ns a

t th

e lo

cal l

evel

.9

Faci

litat

e th

e ar

rang

emen

t of

nat

iona

l dis

aste

r re

spon

se

sim

ulat

ion.

9

Dev

elop

con

ting

ency

pl

an a

t th

e ch

apte

r le

vel.

9

Cont

ribu

te t

o th

e de

velo

pmen

t of

co

ntin

genc

y pl

an

for

Prov

inci

al B

PBD

Fa

cilit

ate

the

arra

ngem

ent

of

disa

ster

res

pons

e si

mul

atio

n at

the

ch

apte

r le

vel.

9

Dev

elop

con

ting

ency

pl

an a

t th

e br

anch

le

vel.

9

Dis

sem

inat

e in

form

atio

n on

PM

I Bra

nch’

s ro

le

to r

elev

ant

loca

l st

akeh

olde

rs.

9

Cont

ribu

te t

o th

e de

velo

pmen

t of

co

ntin

genc

y pl

an f

or

loca

l Dis

tric

t BP

BD .

9

Faci

litat

e th

e ar

rang

emen

t of

di

sast

er r

espo

nse

sim

ulat

ion

at t

he

bran

ch le

vel.

3.2.

Ava

ilabi

lity

of

emer

genc

y re

spon

se

equi

pmen

t in

line

w

ith

acco

unt-

abili

ty s

tand

ard

is

incr

ease

d.

3.2.

1. S

tand

ard

equi

pmen

t fo

r em

erge

ncy

resp

onse

, in

clud

ing

com

mun

ica-

tion

equ

ipm

ent

for

coor

dina

tion

as

wel

l as

doc

umen

tati

on a

nd

repo

rtin

g fo

rmat

s ar

e in

pl

ace

and

oper

atio

nal

at a

ll le

vels

.

9

Proc

ure

stan

dard

equ

ipm

ent

for

emer

genc

y re

spon

se

serv

ices

.9

Mob

ilize

bas

ic s

uppo

rtin

g eq

uipm

ent

and

pers

onne

l for

di

sast

er r

espo

nse.

9

Mob

ilize

sta

ndar

d eq

uipm

ent

for

emer

genc

y re

spon

se

to s

uppo

rt d

isas

ter

resp

onse

ope

rati

on a

t th

e br

anch

leve

l.9

Init

iate

pre

par

tner

ship

ag

reem

ent

wit

h tr

ansp

orta

tion

co

mpa

nies

for

tr

ansp

orta

tion

su

ppor

ts.

9

Purc

hase

sta

ndar

d co

mm

unic

atio

n eq

uipm

ent

for

emer

genc

y si

tuat

ion.

9

Proc

ure

indi

vidu

al

gear

s fo

r Sa

tgan

a Te

am m

embe

rs.

3.2.

2. S

uffic

ient

sto

ck o

f em

erge

ncy/

relie

f it

ems

is a

vaila

ble

in r

egio

nal

war

ehou

se a

nd P

MI

Chap

ter’

s lo

gist

ic s

tor-

age

to s

uppo

rt e

mer

-ge

ncy

resp

onse

.

9

Proc

ure

emer

genc

y an

d re

lief

item

s fo

r re

gion

al

war

ehou

ses.

9

Cond

uct

logi

stic

tra

inin

g at

th

e na

tion

al le

vel.

9

Prov

ide

trai

ned

pers

onne

l in

logi

stic

.9

Man

age

the

logi

stic

s st

orag

es/t

rans

its.

9

Asse

ss a

nd d

raw

ac

cess

map

als

o tr

ansp

orta

tion

mea

ns

to d

isas

ter

pron

e ar

eas.

N/A


87

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

3.3.

Em

erge

ncy

resp

onse

m

anag

emen

t sy

stem

is

impl

emen

ted

at

all l

evel

s.

3.3.

1. F

ram

ewor

k, g

uide

-lin

es,

and

SoP

for

emer

genc

y re

spon

se

oper

atio

n an

d co

ordi

na-

tion

mec

hani

sm a

re in

pl

ace

and

adop

ted

at

all l

evel

s.

9

Revi

ew a

nd u

pdat

e th

e Fr

amew

ork

for

PMI D

isas

ter

Resp

onse

/Hea

lth

Cris

is.

9

Dev

elop

var

ious

SoP

s fo

r re

gion

al,

nati

onal

, an

d in

tern

atio

nal d

isas

ter

resp

onse

ope

rati

ons

(e.g

. “6

hou

rs a

rriv

al”

SoP,

GIS

-M

appi

ng S

oP).

9

Cond

uct

DR/

Hea

lth

Cris

is

sim

ulat

ion,

tes

t re

leva

nt

fram

ewor

ks,

SoPs

.

9

Dis

sem

inat

e re

leva

nt

emer

genc

y re

spon

se

fram

ewor

ks a

nd S

oPs.

9

Adop

t re

leva

nt

emer

genc

y re

spon

se

fram

ewor

ks a

nd S

oPs.

9

Cond

uct

refr

eshe

r tr

aini

ng f

or S

atga

na

Team

rel

ated

to

the

adop

tion

of

emer

genc

y re

spon

se

fram

ewor

ks a

nd S

oPs.

3.3.

2. P

MI a

mbu

lanc

e se

rvic

e be

com

es p

art

of lo

cal

Inte

grat

ed E

mer

genc

y M

anag

emen

t Sy

stem

(I

EMS)

.

9

Dev

elop

and

dis

sem

inat

e op

erat

iona

l gui

delin

es

on in

tegr

ated

Am

bula

nce

Ope

rati

on w

ith

loca

l IEM

S.9

Dev

elop

IEM

S Pa

rtne

rshi

p Ag

reem

ent

wit

h th

e M

inis

try

of H

ealt

h

9

Faci

litat

e PM

I Bra

nche

s in

init

iati

ng a

nd

mai

ntai

ning

net

wor

k w

ith

refe

rral

hos

pita

ls

(IEM

S).

9

Ope

rate

am

bula

nce

serv

ice.

9

Ope

rate

cal

l cen

ter

serv

ice

for

ambu

lanc

e.9

Mai

ntai

n am

bula

nce

and

its

supp

orti

ng

equi

pmen

t.9

Trai

n am

bula

nce

crew

s.9

Init

iate

and

mai

ntai

n ne

twor

k w

ith

refe

rral

ho

spit

als.

3.3.

3. C

onti

ngen

cy P

lan

is

upda

ted

by P

MI a

t al

l le

vels

on

annu

al b

asis

.

9

Upd

ate

the

Nat

iona

l Co

ntin

genc

y Pl

an.

9

Allo

cate

con

ting

ency

fun

d.

9

Upd

ate

the

chap

ter’

s co

ntin

genc

y pl

an.

9

Dis

sem

inat

e in

form

atio

n on

PM

I Ch

apte

r’s

role

to

Prov

inci

al B

PBD

.9

Allo

cate

con

ting

ency

fu

nd.

9

Upd

ate

the

bran

ch’s

co

ntin

genc

y pl

an

9

Dis

sem

inat

e in

form

atio

n on

PM

I Br

anch

’s r

ole

to

Dis

tric

t BP

BD.

9

Allo

cate

con

ting

ency

fu

nd.


88

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

3.3.

4. E

arly

war

ning

info

rma-

tion

is f

orw

arde

d to

the

co

mm

unit

ies

in t

imel

y m

anne

r

9

Revi

ew,

revi

se a

nd p

ublis

h gu

idel

ines

on

earl

y w

arni

ng

info

rmat

ion

for

the

com

mun

ity.

9

Upd

ate

MoU

wit

h th

e G

over

nmen

t to

link

PM

I Po

sKo

wit

h lo

cal e

arly

w

arni

ng s

yste

m.

9

Dis

sem

inat

e gu

idel

ines

on

ear

ly w

arni

ng

info

rmat

ion

for

the

com

mun

ity

to P

MI

Bran

ches

.9

Link

PM

I Bra

nche

s w

ith

Prov

inci

al

Gov

ernm

ent’

s ea

rly

war

ning

sys

tem

.

9

Adop

t gu

idel

ines

on

ear

ly w

arni

ng

info

rmat

ion

for

the

com

mun

ity

into

lo

cal p

repa

redn

ess

mec

hani

sm

9

Link

PM

I Pos

Ko w

ith

loca

l ear

ly w

arni

ng

syst

em.

9

Esta

blis

h co

mm

unic

atio

n ne

twor

k w

ith

com

mun

itie

s/fo

cal

poin

ts in

dis

aste

r pr

one

area

s.

3.3.

5. T

he n

eed

for

RFL

serv

ice

in b

oth

norm

al

and

emer

genc

y pe

riod

s is

fol

low

ed u

p by

PM

I at

all l

evel

s.

9

Resp

ond

to R

FL r

eque

sts.

9

Mon

itor

RFL

cas

es a

cros

s In

done

sia.

9

Resp

ond

to R

FL

requ

ests

.9

Mob

ilize

vol

unte

ers

to s

uppo

rt R

FL

oper

atio

ns.

Purc

hase

RF

L op

erat

iona

l eq

uipm

ent.

9

Asse

ss R

FL n

eeds

.9

Resp

ond

to R

FL

requ

ests

.

STRA

TEG

IC P

LAN

4:

To s

tren

gthe

n co

mm

unit

y re

silie

ncy

in o

rder

to

redu

ce t

he r

isks

and

impa

ct o

f di

sast

ers

and

dise

ases

thr

ough

dis

aste

r pr

epar

edne

ss,

heal

th,

soci

al p

rogr

ams,

als

o re

ferr

al h

ealt

h se

rvic

es.

4.1.

PM

I’s c

apac

ity

to

man

age

com

mu-

nity

bas

ed d

isas

ter

prep

ared

ness

and

he

alth

pro

gram

is

stre

ngth

ened

.

4.1.

1. G

uide

lines

/SoP

doc

u-m

ents

on

com

mun

ity-

base

d di

sast

er p

re-

pare

dnes

s an

d he

alth

pr

ogra

ms

are

avai

labl

e,

upda

ted

and

appl

ied

by P

MI.

9

Revi

ew,

revi

se,

and

publ

ish

guid

elin

es/S

oPs

on

com

mun

ity-

base

d pr

ogra

ms

in d

isas

ter

prep

ared

ness

and

he

alth

sec

tor

(e.g

. IC

BRR,

CB

HFA

).9

Dev

elop

indi

cato

rs f

or

com

mun

ity-

base

d pr

ojec

ts.

9

Adap

t CB

HFA

e-l

earn

ing

from

th

e IF

RC’s

CBH

FA e

-lea

rnin

g.

9

Dis

sem

inat

e th

e up

date

d gu

idel

ines

/So

Ps o

n co

mm

unit

y-ba

sed

prog

ram

s.9

Dis

sem

inat

e in

dica

tors

fo

r co

mm

unit

y-ba

sed

proj

ects

. 9

Link

PM

I Bra

nche

s th

at

impl

emen

t co

mm

unit

y-ba

sed

prog

ram

s/pr

ojec

ts w

ith

CBH

FA

e-le

arni

ng.

9

Adop

t gu

idel

ines

/So

Ps o

n co

mm

unit

y-ba

sed

prog

ram

s in

to

com

mun

ity-

base

d pr

ogra

ms.

9

Adop

t in

dica

tors

for

co

mm

unit

y-ba

sed

proj

ects

.


89

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

4.1.

2. A

dequ

ate

supp

orti

ng

mat

eria

ls/t

ools

for

co

mm

unit

y-ba

sed

disa

s-te

r pr

epar

edne

ss a

nd

heal

th p

rogr

ams

(e.g

. IE

C m

ater

ials

, m

odel

ing

equi

pmen

t, M

&E

tool

s)

are

avai

labl

e.

9

Dev

elop

and

pri

nt IE

C m

ater

ials

and

mod

elin

g eq

uipm

ent

for

com

mun

ity-

base

d pr

ogra

ms.

9

Dev

elop

and

dis

sem

inat

e M

&E

tool

s

9

Dis

trib

ute

IEC

mat

eria

ls,

M&

E to

ols,

and

mod

elin

g eq

uipm

ent

to s

uppo

rt

com

mun

ity-

base

d pr

ogra

ms

at P

MI

Bran

ches

.

9

Trai

n PM

I and

vill

age

volu

ntee

rs t

o us

e IE

C m

ater

ials

and

m

odel

ing

equi

pmen

t.9

Mon

itor

dir

ect

bene

ficia

ries

of

com

mun

ity-

base

d pr

ogra

ms.

4.1.

3. C

omm

unit

y-ba

sed

disa

ster

pre

pare

dnes

s an

d he

alth

pro

gram

ac

tivi

ties

are

impl

e-m

ente

d by

com

pete

nt

PMI s

taff

/vol

unte

ers/

fa

cilit

ator

s at

all

leve

ls.

9

Cond

uct

nati

onal

tra

inin

g fo

r pe

rson

nel i

n co

mm

unit

y-ba

sed

prog

ram

s (e

.g.

Hea

lthy

Sch

ool,

Dis

aste

r-Pr

epar

ed S

choo

l/U

nive

rsit

y,

ICBR

R, C

BHFA

).9

Prov

ide

tech

nica

l ass

ista

nce

on d

evel

opm

ent

of

com

mun

ity-

base

d pr

ogra

ms.

9

Prov

ide

tech

nica

l as

sist

ance

on

deve

lopm

ent

of

com

mun

ity-

base

d pr

ogra

ms.

9

Mob

ilize

tra

ined

pe

rson

nel (

spec

ialis

ts)

to c

oach

com

mun

ity-

base

d ac

tivi

ties

.

9

Dev

elop

com

mun

ity-

base

d pr

ogra

ms

and

acti

viti

es.

9

Mob

ilize

vol

unte

ers

to im

plem

ent

com

mun

ity-

base

d ac

tivi

ties

.

4.2.

PM

I’s c

apac

ity

to

prov

ide

soci

al s

ervi

c-es

to

the

com

mun

i-ti

es is

incr

ease

d.

4.2.

1. G

uide

lines

/SoP

doc

u-m

ents

and

sup

port

ing

mat

eria

ls/t

ools

for

so

cial

ser

vice

s (e

.g.

IEC

mat

eria

ls,

mod

elin

g eq

uipm

ent,

M&

E to

ols)

ar

e av

aila

ble,

upd

ated

, an

d ap

plie

d in

PM

I.

9

Dev

elop

and

fina

lize

guid

elin

es o

n so

cial

ser

vice

s (e

.g.

psyc

hoso

cial

sup

port

gu

idel

ines

, Fa

mily

Car

e H

andb

ook)

.9

Dev

elop

and

pri

nt IE

C m

ater

ials

and

mod

elin

g eq

uipm

ent

for

soci

al

serv

ices

.9

Dev

elop

and

dis

sem

inat

e M

&E

tool

s.9

Cond

uct

road

saf

ety

cam

paig

n.9

Cond

uct

soci

al s

ervi

ces

(fre

e ca

tara

ct s

urge

ry,

free

eye

gl

asse

s, o

ther

ass

ista

nces

).

9

Dis

trib

ute

IEC

mat

eria

ls,

M&

E to

ols,

and

mod

elin

g eq

uipm

ent

to s

uppo

rt

soci

al s

ervi

ce a

t PM

I Br

anch

es.

9

Cond

uct

road

saf

ety

cam

paig

n.

9

Trai

n vo

lunt

eers

to

use

IEC

mat

eria

ls a

nd

mod

elin

g eq

uipm

ent.

9

Cond

uct

road

saf

ety

cam

paig

n (i

f th

ere

is n

o am

bula

nce

serv

ice)

. 9

Inte

grat

e am

bula

nce

serv

ice

wit

h ro

ad

safe

ty c

ampa

ign.

9

Mon

itor

dir

ect

bene

ficia

ries

of

soci

al

serv

ices

.


90

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

4.

2.2.

Soc

ial s

ervi

ce a

ctiv

i-ti

es a

re im

plem

ente

d by

com

pete

nt P

MI

staf

f/vo

lunt

eers

at

all

leve

ls.

9

Cond

uct

nati

onal

tra

inin

g fo

r pe

rson

nel i

n so

cial

ser

vice

pr

ogra

ms/

acti

viti

es .

9

Prov

ide

tech

nica

l ass

ista

nce

on d

evel

opm

ent

of s

ocia

l se

rvic

e ac

tivi

ties

.

9

Prov

ide

tech

nica

l as

sist

ance

on

deve

lopm

ent

of s

ocia

l se

rvic

e ac

tivi

ties

.9

Mob

ilize

tra

ined

pe

rson

nel t

o ca

rry

out

soci

al s

ervi

ce

acti

viti

es.

9

Mob

ilize

tra

ined

pe

rson

nel t

o ca

rry

out

soci

al s

ervi

ces

acti

viti

es.

4.3.

PM

I Hos

pita

l’s s

er-

vice

s an

d ca

paci

ty

are

impr

oved

.

4.3.

1. In

form

atio

n on

hos

-pi

tal s

tand

ard

ser-

vice

s (p

atie

nt s

ervi

ces,

pa

tien

t sa

fety

, se

rvic

es

to p

eopl

e co

ntra

cted

w

ith

TB,

HIV

/AID

S an

d CE

ON

C) b

ased

on

KARS

(H

ospi

tal A

ccre

dita

-ti

on C

omm

issi

on)

or

JCI (

Join

t Co

mm

issi

on

Inte

rnat

iona

l) s

tand

ards

is

dis

sem

inat

ed t

o al

l ho

spit

als’

em

ploy

ees

in

orde

r to

gui

de t

hem

in

perf

orm

ing

thei

r ro

les

and

resp

onsi

bilit

ies.

9

Prov

ide

assi

stan

ce t

o in

tern

al a

sses

smen

t te

am f

or a

ccre

dita

tion

ass

essm

ent

and

coac

hing

on

KARS

impl

emen

tati

on.

9

Cond

uct

trai

ning

and

per

sonn

el o

rien

tati

on f

or K

ARS-

base

d pa

tien

ce s

ervi

ces

on r

egul

ar b

asis

.9

Add

pati

ence

fac

iliti

es f

or m

ater

nity

ser

vice

s.9

Cond

uct

inte

rnal

aud

it,

qual

ity

mon

itor

ing,

and

cus

tom

er s

atis

fact

ion

surv

ey o

n re

gula

r ba

sis.

4.3.

2. M

edic

al a

nd n

on-m

ed-

ical

per

sonn

el a

t th

e ho

spit

al a

re w

orki

ng in

lin

e w

ith

the

hosp

ital

st

anda

rd f

or p

erso

n-ne

l com

pete

nce

(i.e

. ed

ucat

ion

qual

ifica

tion

, cr

eden

tial

com

pete

nce,

cl

inic

al a

utho

rity

, au

dit

com

pete

nce)

.

9

Dev

elop

sta

ndar

d fo

r hu

man

res

ourc

e co

mpe

tenc

e, s

tand

ard

for

titl

es,

and

prof

essi

onal

st

anda

rd .

9

Recr

uit

med

ical

and

non

-med

ical

sta

ff b

ased

on

the

hosp

ital

’s s

tand

ard

for

per

sonn

el

com

pete

nce.

9

Dev

elop

/rev

ise,

dis

sem

inat

e, d

an m

onit

or t

he im

plem

enta

tion

of

serv

ice

guid

elin

es a

nd t

he

SoPs

.


91

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

4.3.

3. H

ospi

tal q

ualit

y an

d pa

tien

t sa

fety

impr

ove-

men

t pr

ogra

ms

are

impl

emen

ted

thro

ugh

Infe

ctio

n Pr

even

-ti

on a

nd C

ontr

ol (

IPC)

pr

ogra

m,

Hos

pita

l O

ccup

atio

nal H

ealt

h an

d Sa

fety

(K3

RS),

as

wel

l as

Hos

pita

l Pat

ient

Sa

fety

pro

gram

.

9

Cond

uct

trai

ning

of

trai

ners

for

IPC,

K3R

S, a

nd P

atie

nt S

afet

y.9

Mon

itor

the

impl

emen

tati

on o

f IP

C, K

3RS,

and

Pat

ient

Saf

ety

prog

ram

s on

reg

ular

bas

is.

9

Cond

uct

IPC,

K3R

S, a

nd H

ospi

tal P

atie

nt S

afet

y si

mul

atio

ns o

n re

gula

r ba

sis.

4.3.

4. A

dequ

ate

gene

ral

and

spec

ializ

ed/s

ub-

spec

ializ

ed m

edic

al

serv

ices

, in

clud

ing

flag-

ship

ser

vice

for

life

styl

e ne

eds,

are

ava

ilabl

e.

9

Prov

ide

cont

inue

d ed

ucat

ion

for

sub-

spec

ialis

t m

edic

al p

erso

nnel

.9

Recr

uit

exte

rnal

spe

cial

ist

doct

ors.

9

Prov

ide

addi

tion

al d

iagn

osti

c se

rvic

es,

i.e.

Mag

neti

c Re

sona

nce

Imag

ing

(MRI

), C

Arm

, de

ntal

X-

ray,

lapa

rosc

opy,

and

Cat

h La

b.

4.3.

5. E

duca

tion

, tr

aini

ng,

and

deve

lopm

ent,

as

wel

l as

perf

orm

ance

ev

alua

tion

for

hos

pi-

tal’s

sup

port

ing

staf

f ar

e w

ell-

cond

ucte

d.

9

Cons

truc

t an

d se

cure

the

ope

rati

onal

per

mit

for

STI

Kes

build

ing

and

its

supp

orti

ng

infr

astr

uctu

res.

9

Prop

ose

an a

ccre

dita

tion

to

the

Min

istr

y of

Hea

lth

for

the

educ

atio

n an

d tr

aini

ng s

ecti

on,

as

wel

l as

trai

ner

cert

ifica

tion

.

STRA

TEG

IC P

LAN

5:T

o in

crea

se t

he a

vaila

bilit

y of

saf

e, a

cces

sibl

e, a

nd q

ualit

y bl

ood

thro

ugho

ut In

done

sia.

5.1.

Blo

od T

rans

fusi

on

Uni

t’s

(UTD

) ca

pac-

ity

in li

ne w

ith

the

nati

onal

sta

ndar

d is

in

crea

sed.

5.1.

1. P

olic

ies,

pro

cedu

res,

an

d gu

idel

ines

rel

ated

to

Goo

d M

anuf

actu

r-in

g Pr

acti

ce (

GM

P) f

or

bloo

d se

rvic

e ar

e av

ail-

able

and

impl

emen

ted

by U

TD a

t al

l lev

els.

9

Revi

ew,

revi

se,

and

publ

ish

polic

ies,

pro

cedu

res,

and

gu

idel

ines

reg

ardi

ng G

MP

for

bloo

d se

rvic

e.9

Dis

sem

inat

e po

licie

s,

proc

edur

es,

and

guid

elin

es

rega

rdin

g G

MP

for

bloo

d se

rvic

e to

Pro

vinc

ial/

Bran

ch

UTD

s.

9

Dis

sem

inat

e po

licie

s,

proc

edur

es,

and

guid

elin

es r

egar

ding

G

MP

for

bloo

d se

rvic

e to

Dis

tric

t U

TDs.

9

Mon

itor

the

im

plem

enta

tion

of

polic

ies

and

guid

elin

es

rega

rdin

g G

MP

at

Dis

tric

t U

TDs.

9

Impl

emen

t po

licie

s an

d gu

idel

ines

re

gard

ing

GM

P fo

r bl

ood

serv

ice

at

Dis

tric

t U

TD.


92

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

5.1.

2. U

TD m

anag

emen

t sy

stem

, in

clud

ing

its

orga

niza

tion

al s

truc

-tu

re,

staf

fing,

fina

nce,

pl

anni

ng a

nd r

epor

ting

, is

ope

rati

onal

at

all

leve

ls.

9

Cond

uct

EQA

to U

TDs

and

perf

orm

ance

app

rais

al

(DP2

).

9

Cond

uct

docu

men

tati

on o

n st

affin

g, fi

nanc

e,

plan

ning

, an

d re

port

ing.

9

Cond

uct

docu

men

tati

on o

n st

affin

g, fi

nanc

e,

plan

ning

, an

d re

port

ing.

5.1.

3. C

omm

unic

atio

n, c

oor-

dina

tion

, an

d co

achi

ng

mec

hani

sm is

con

sis-

tent

ly a

pplie

d w

ithi

n in

tern

al U

TD,

acro

ss

UTD

leve

ls,

and

wit

h ex

tern

al s

take

hold

ers

(loc

al g

over

nmen

t,

DH

O,

hosp

ital

s, P

OM

, ve

ndor

s, e

tc.)

.

9

Mon

itor

UTD

at

all l

evel

s in

th

e de

velo

pmen

t of

wor

k pl

an,

annu

al r

epor

t, a

nd

acti

vity

rep

orts

thr

ough

SI

MU

DD

A.9

Audi

t an

d co

ach

UTD

s at

the

lo

cal l

evel

.

9

Cond

uct

nati

onal

an

nual

mee

ting

on

regu

lar

basi

s.9

Cond

uct

inte

rnal

pl

anni

ng m

eeti

ng o

n a

regu

lar

basi

s.

9

Mai

ntai

n co

ordi

nati

on

and

colla

bora

tion

wit

h lo

cal s

take

hold

ers.

9

Cond

uct

nati

onal

an

nual

mee

ting

on

regu

lar

basi

s.9

Cond

uct

inte

rnal

pl

anni

ng m

eeti

ng o

n a

regu

lar

basi

s.9

Mai

ntai

n co

ordi

nati

on

and

colla

bora

tion

wit

h lo

cal s

take

hold

ers.

5.2.

Hum

an r

esou

rces

ca-

paci

ty,

also

fac

iliti

es

and

infr

astr

uctu

re

at U

TD N

atio

nal/

Pr

ovin

ces/

Dis

tric

ts

are

incr

ease

d.

5.2.

1. U

TD e

mpl

oyee

s ar

e tr

aine

d in

impl

emen

t-in

g G

MP

and

nati

onal

st

anda

rds,

in li

ne w

ith

thei

r ro

les

and

resp

on-

sibi

litie

s, a

lso

com

pe-

tenc

es r

equi

red.

9

Cond

uct

GM

P tr

aini

ng a

nd

othe

r tr

aini

ngs

base

d on

ne

eds.

9

Adop

t G

MP

and

othe

r na

tion

al s

tand

ards

in

line

wit

h th

e re

quir

emen

t st

anda

rd

in e

ffec

t.

9

Adop

t G

MP

and

othe

r na

tion

al s

tand

ards

in

line

wit

h th

e re

quir

emen

t st

anda

rd

in e

ffec

t.

5.2.

2. C

ompe

tent

and

pr

ofes

sion

al t

echn

i-ca

l per

sonn

el o

n Bl

ood

Tran

sfus

ion

Tech

niqu

e ar

e ad

equa

tely

pro

-du

ced

from

the

Blo

od

Tran

sfus

ion

Tech

nolo

gy

Dip

lom

a Pr

ogra

m.

9

Mon

itor

and

eva

luat

e th

e qu

alit

y of

gra

duat

es f

rom

th

e Bl

ood

Tran

sfus

ion

Tech

nolo

gy D

iplo

ma

Prog

ram

(D

3 PT

TD).

9

Dev

elop

nee

d m

appi

ng o

f th

e gr

adua

tes

from

D3

PTTD

in

all

Dis

tric

t U

TDs.

9

Recr

uit

and

plac

e D

3 PT

TD

grad

uate

s in

Dis

tric

t U

TCs

in

need

.

9

Dev

elop

rep

ort

on

the

need

of

D3

PTTD

gr

adua

tes

from

Dis

tric

t U

TDs

in it

s op

erat

iona

l ar

eas.

9

Repo

rt t

he n

eed

of t

he

D3

PTTD

gra

duat

es f

or

loca

l Dis

tric

t U

TD t

o PM

I Cha

pter

.


93

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

5.2.

3. A

dequ

ate

and

stan

dard

fa

cilit

ies

and

infr

astr

uc-

ture

, al

so f

urni

ture

, fix

ture

s an

d eq

uipm

ent

(FF&

E) a

re a

vaila

ble

at

all U

TDs.

9

Regi

ster

and

dev

elop

in

vent

ory

of U

TD e

quip

men

t at

all

leve

ls b

ased

on

the

serv

ice

grad

e, in

clud

ing

the

num

ber

of b

lood

bag

and

re

agen

t.

9

Man

age

infr

astr

uctu

res,

eq

uipm

ent,

and

co

nsum

able

item

s in

line

wit

h th

e gu

idel

ines

.9

Appl

y pr

oced

ures

on

infr

astr

uctu

res

and

equi

pmen

t m

aint

enan

ce in

line

w

ith

the

guid

elin

es.

9

Repl

ace

equi

pmen

t an

d co

nsum

able

it

ems

in li

ne w

ith

the

guid

elin

es.

9

Man

age

infr

astr

uctu

res,

eq

uipm

ent,

and

co

nsum

able

item

s in

line

wit

h th

e gu

idel

ines

.9

Appl

y pr

oced

ures

on

infr

astr

uctu

res

and

equi

pmen

t m

aint

enan

ce in

line

w

ith

the

guid

elin

es.

9

Repl

ace

equi

pmen

t an

d co

nsum

able

it

ems

in li

ne w

ith

the

guid

elin

es.

5.2.

4. B

lood

Don

or U

nit

Man

-ag

emen

t In

form

atio

n Sy

stem

(SI

MU

DD

A) is

w

ell-

func

tion

ing

at a

ll le

vels

to

supp

ort

bloo

d se

rvic

e do

cum

enta

tion

, re

port

ing,

and

tra

ckin

g.

9

Esta

blis

h SI

MU

DD

A im

plem

enta

tion

tea

m.

9

Prov

ide

infr

astr

uctu

re f

or

SIM

UD

DA

data

hos

ting

.

9

Assi

st t

he u

se o

f SI

MU

DD

A in

all

Dis

tric

t U

TDs

in it

s op

erat

iona

l ar

eas.

9

Mon

itor

and

eva

luat

e th

e ut

iliza

tion

of

SIM

UD

DA

in a

ll D

istr

ict

UTD

s in

its

oper

atio

nal

area

s.

9

Cond

uct

bloo

d se

rvic

e re

cord

ing,

rep

orti

ng,

and

trac

king

usi

ng

SIM

UD

DA.

5.3.

Ava

ilabi

lity

of s

afe,

ac

cess

ible

, an

d qu

al-

ity

bloo

d in

all

UTD

is

incr

ease

d.

5.3.

1. In

itia

tive

s to

pro

mot

e Vo

lunt

ary

Bloo

d D

onor

s (D

DS)

are

con

duct

ed

at a

mas

sive

sca

le o

n re

gula

r ba

sis.

9

Dev

elop

and

dis

sem

inat

e pr

omot

iona

l mat

eria

ls o

n D

DS

to lo

cal U

TDs.

9

Cond

uct

DD

S pr

omot

ion

and

recr

uitm

ent

at t

he n

atio

nal

leve

l.

9

Dis

sem

inat

e an

d co

ach

utili

zati

on m

etho

ds

of D

DS

prom

otio

nal

mat

eria

ls t

o lo

cal

UTD

s.9

Cond

uct

DD

S pr

omot

ion

and

recr

uitm

ent

at t

he

prov

inci

al le

vel.

9

Cond

uct

prom

otio

n fo

r D

DS

recr

uitm

ent

usin

g th

e pr

omot

iona

l m

ater

ials

pro

vide

d.

9

Cond

uct

DD

S pr

omot

ion

acti

viti

es

by v

isit

ing

vari

ous

inst

itut

ions

on

regu

lar

basi

s.9

Regi

ster

DD

S w

ith

SI

MU

DD

A.


94

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

5.3.

2. C

entr

aliz

atio

n of

bl

ood

proc

essi

ng,

bloo

d sc

reen

ing,

and

cr

oss-

mat

ched

tes

t is

co

nduc

ted

for

bloo

d se

rvic

e ef

ficie

ncy

and

effe

ctiv

enes

s.

9

Coor

dina

te t

o es

tabl

ish

cent

raliz

atio

n w

ith

loca

l U

TDs.

9

Coor

dina

te t

o es

tabl

ish

cent

raliz

atio

n w

ith

UTD

Nat

iona

l and

D

istr

ict

UTD

s in

its

oper

atio

nal a

reas

.9

Impr

ove

the

qual

ity

of b

lood

pro

cess

ing,

bl

ood

scre

enin

g an

d cr

oss

mat

ched

tes

t.

9

Coor

dina

te

to e

stab

lish

cent

raliz

atio

n w

ith

UTD

Nat

iona

l and

pr

ovin

cial

UTD

.9

Impr

ove

the

qual

ity

of b

lood

pro

cess

ing,

bl

ood

scre

enin

g a

nd

cros

s m

atch

ed t

est.

5.3.

3. B

lood

is d

istr

ibut

ed in

lin

e w

ith

the

hosp

ital

s’

need

s th

roug

h bl

ood

prov

isio

n se

rvic

e ne

t-w

ork.

9

Mon

itor

blo

od d

istr

ibut

ion

by

loca

l UTD

s.9

Mon

itor

blo

od

dist

ribu

tion

by

loca

l U

TDs

9

Mon

itor

blo

od n

eeds

in

loca

l hos

pita

ls.

9

Take

and

sto

re b

lood

in

line

wit

h th

e st

anda

rd.

9

Dis

trib

ute

bloo

d ba

sed

on t

he n

eeds

at

loca

l ho

spit

als.

5.3.

4. P

rodu

ctio

n of

blo

od

reag

ent,

blo

od b

ag,

and

plas

ma

frac

tion

atio

n is

co

nduc

ted

by U

TD a

nd

PMI N

HQ

inde

pend

entl

y.

9

Pilo

t an

d co

nduc

t qu

alit

y co

ntro

l to

the

type

s of

re

agen

t an

d cr

yo p

rodu

ced.

9

Cons

truc

t bl

ood

bag

and

plas

ma

frac

tion

atio

n fa

ctor

y in

line

wit

h PM

I NH

Q’s

bu

sine

ss p

lan.

N/A

N/A

5.3.

5. R

esea

rch

and

deve

lop-

men

t fo

r bl

ood

serv

ice

is c

ondu

cted

by

UTD

N

atio

nal a

nd P

rovi

nces

.

9

Dev

elop

sta

ndar

d fo

r re

sear

ch a

nd d

evel

opm

ent

(R&

D)

at t

he n

atio

nal a

nd

prov

inci

al le

vels

.9

Equi

p th

e re

sear

ch a

nd

deve

lopm

ent

unit

.9

Cond

uct

rese

arch

and

de

velo

pmen

t on

blo

od

serv

ices

on

regu

lar

basi

s.

9

Equi

p th

e re

sear

ch a

nd

deve

lopm

ent

unit

. 9

Cond

uct

rese

arch

and

de

velo

pmen

t on

blo

od

serv

ices

on

regu

lar

basi

s.

N/A


95

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

STRA

TEG

IC P

LAN

6:

To s

tren

gthe

n th

e pa

rtne

rshi

p w

ith

nati

onal

and

loca

l gov

ernm

ent,

pub

lic a

nd p

riva

te s

ecto

rs,

mov

emen

t pa

rtne

rs,

dono

r ag

enci

es,

and

othe

r st

akeh

olde

rs in

ord

er t

o as

sum

e PM

I’s m

anda

te a

nd f

unct

ions

.

6.1.

PM

I’s p

artn

ersh

ip

wit

h th

e go

vern

-m

ent,

pub

lic a

nd

priv

ate

sect

ors,

m

ovem

ent

part

-ne

rs,

orga

niza

-ti

ons,

nat

iona

l an

d in

tern

atio

nal

dono

r ag

enci

es,

and

othe

r st

akeh

olde

rs is

st

reng

then

ed a

t al

l le

vels

.

6.1.

1. M

oU a

nd P

roje

ct

Agre

emen

t do

cum

ents

be

twee

n PM

I and

the

go

vern

men

t, p

ublic

an

d pr

ivat

e se

ctor

s,

mov

emen

t pa

rtne

rs,

orga

niza

tion

s, n

atio

nal

and

inte

rnat

iona

l don

or

agen

cies

, an

d ot

her

stak

ehol

ders

are

ava

il-ab

le a

nd im

plem

ente

d by

PM

I at

all l

evel

s.

9

Init

iate

par

tner

ship

wit

h po

tent

ial l

ocal

, na

tion

al,

and

inte

rnat

iona

l par

tner

s.9

Prep

are

lega

l fra

mew

ork

for

coop

erat

ion

wit

h pa

rtne

rs.

9

Cond

uct

plan

ning

mee

ting

to

dev

elop

, di

stri

bute

, an

d di

ssem

inat

e PM

I par

tner

ship

gu

idel

ines

wit

h di

ffer

ent

type

s of

par

tner

.

9

Follo

w u

p an

d im

plem

ent

coop

erat

ion

wit

h pa

rtne

rs.

9

Faci

litat

e pa

rtne

rshi

p be

twee

n PM

I Bra

nche

s an

d lo

cal p

artn

ers.

9

Follo

w u

p an

d im

plem

ent

coop

erat

ion

wit

h pa

rtne

rs.

6.

1.2.

Par

tner

ship

bui

ldin

g in

itia

tive

s, in

clud

ing

the

impl

emen

tati

on o

f Co

oper

atio

n Ag

reem

ent

Stra

tegy

(CA

S),

are

purs

ued

cons

iste

ntly

by

PMI a

t al

l lev

els.

9

Revi

ew,

revi

se,

and

diss

emin

ate

part

ners

hip

guid

elin

es.

9

Iden

tify

pot

enti

al

orga

niza

tion

al d

evel

opm

ent

area

s an

d de

velo

p pr

opos

als.

9

Dev

elop

and

dis

trib

ute

prom

otio

nal a

nd m

arke

ting

m

ater

ials

for

PM

I’s

com

mer

cial

tra

inin

gs a

nd

prog

ram

s.9

Cond

uct

wor

ksho

p to

de

velo

p po

licie

s an

d st

rate

gies

on

trai

ning

for

pa

rtne

rs.

9

Part

icip

ate

acti

vely

in R

CRC

Mov

emen

t fo

rum

s at

the

re

gion

al a

nd in

tern

atio

nal

leve

ls.

9

Iden

tify

pot

enti

al

orga

niza

tion

al

deve

lopm

ent

area

s an

d de

velo

p pr

opos

als.

9

Faci

litat

e de

velo

pmen

t of

par

tner

ship

pro

posa

l by

PM

I Bra

nche

s.9

Appl

y th

e co

nten

t of

pa

rtne

rshi

p gu

idel

ines

.9

Dev

elop

and

sen

d ne

wsl

ette

rs a

nd

repo

rts

to p

artn

ers.

9

Iden

tify

pot

enti

al

orga

niza

tion

al

deve

lopm

ent

area

s an

d de

velo

p pr

opos

als.

9

Appl

y th

e co

nten

t of

par

tner

ship

gu

idel

ines

.


96

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

6.2.

Res

ourc

e M

obili

za-

tion

cap

acit

y to

en

hanc

e pa

rtic

ipa-

tion

fro

m p

artn

ers

and

com

mun

itie

s is

st

reng

then

ed.

6.2.

1. R

esou

rce

mob

iliza

tion

ca

paci

ty s

tren

gthe

ning

st

rate

gy is

dev

elop

ed

and

impl

emen

ted

by

com

pete

nt p

erso

nnel

in

PMI a

t al

l lev

els

.

9

Cond

uct

nati

onal

tra

inin

gs

for

Reso

urce

Dev

elop

men

t pe

rson

nel.

9

Dev

elop

and

dis

trib

ute

Reso

urce

Dev

elop

men

t gu

idel

ines

.9

Mob

ilize

exp

erts

on

mic

ro

busi

ness

fro

m p

artn

ers

to

prov

ide

tech

nica

l ass

ista

nce

to lo

cal l

evel

s.

9

Sele

ct s

taff

/vol

unte

ers

to p

arti

cipa

te in

Re

sour

ce D

evel

opm

ent

trai

ning

s.9

Enga

ge s

taff

/vo

lunt

eers

tra

ined

in

Reso

urce

Dev

elop

men

t fo

r ac

tivi

ties

und

er

outp

ut 6

.2.2

.

9

Sele

ct s

taff

/vo

lunt

eers

to

part

icip

ate

in

Reso

urce

Dev

elop

men

t Tr

aini

ngs.

9

Enga

ge s

taff

/vo

lunt

eers

tra

ined

in

Reso

urce

Dev

elop

men

t fo

r ac

tivi

ties

und

er

outp

ut 6

.2.2

.

6.

2.2.

Pot

enti

al d

onor

map

-pi

ng f

or r

esou

rce

mob

i-liz

atio

n na

tion

-wid

e is

de

velo

ped

and

diss

emi-

nate

d to

PM

I Cha

pter

s/Br

anch

es.

9

Com

pile

and

ana

lyze

in

form

atio

n on

pot

enti

al

part

ners

and

res

ourc

e de

velo

pmen

t ac

tivi

ties

at

the

loca

l lev

el.

9

Dev

elop

dat

abas

e of

po

tent

ial p

artn

ers

for

PMI a

t al

l lev

els.

9

Dev

elop

and

dis

trib

ute

Map

ping

Rep

ort

on P

oten

tial

Re

sour

ce D

evel

opm

ent

Part

ners

to

the

loca

l lev

el.

9

Link

PM

I Cha

pter

s an

d Br

anch

es w

ith

sour

ces

of

reso

urce

dev

elop

men

t at

the

na

tion

al le

vel.

9

Iden

tify

pot

enti

al

busi

ness

uni

ts.

9

Dev

elop

bus

ines

s pl

an.

9

Com

pile

and

sen

d in

form

atio

n on

po

tent

ial p

artn

ers

and

reso

urce

dev

elop

men

t ac

tivi

ties

in b

ranc

hes

to P

MI N

HQ

.9

Init

iate

str

ateg

ic

part

ners

hip

wit

h lo

cal

part

ners

.

9

Iden

tify

pot

enti

al

busi

ness

uni

ts.

9

Dev

elop

bus

ines

s pl

an.

9

Com

pile

and

sen

d in

form

atio

n on

po

tent

ial p

artn

ers

and

reso

urce

dev

elop

men

t ac

tivi

ties

to

PMI

Chap

ter.

9

Init

iate

str

ateg

ic

part

ners

hip

wit

h lo

cal

part

ners

.

6.

2.3.

Gui

delin

es r

egul

atin

g th

e ut

iliza

tion

of

fund

ge

nera

ted

from

pub

lic

dona

tion

is d

isse

mi-

nate

d an

d im

plem

ente

d by

PM

I.

9

Cond

uct

nati

onal

wor

ksho

p on

the

mec

hani

sm t

o ut

ilize

do

nati

on f

rom

the

nat

iona

l le

vel .

9

Dis

sem

inat

e th

e m

echa

nism

to

uti

lize

dona

tion

to

PMI

Chap

ters

.

9

Dis

sem

inat

e th

e m

echa

nism

to

utili

ze

dona

tion

to

PMI

Bran

ches

.9

Ope

n a

sepa

rate

ac

coun

t fo

r pu

blic

do

nati

on.

9

Adop

t va

riou

s di

rect

/in

dire

ct f

undr

aisi

ng

met

hods

and

link

the

m

wit

h pu

blic

don

atio

n sp

ecifi

c ac

coun

t.

9

Ope

n a

sepa

rate

ac

coun

t fo

r pu

blic

do

nati

on.

9

Adop

t va

riou

s di

rect

/in

dire

ct f

undr

aisi

ng

met

hods

and

link

th

em w

ith

publ

ic

dona

tion

spe

cific

ac

coun

t


97

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

9

Intr

oduc

e va

riou

s di

rect

/ind

irec

t pu

blic

fu

ndra

isin

g m

etho

ds

to P

MI C

hapt

ers/

Bran

ches

.9

Ope

n a

sepa

rate

ac

coun

t fo

r pu

blic

do

nati

on a

t th

e na

tion

al le

vel.

STRA

TEG

IC P

LAN

7:

To im

prov

e PM

I’s a

ccou

ntab

ility

as

a hu

man

itar

ian

orga

niza

tion

at

the

nati

onal

and

inte

rnat

iona

l lev

els.

7.1.

Pri

ncip

les

of a

c-co

unta

bilit

y an

d tr

ansp

aren

cy a

re

wel

l-im

plem

ente

d by

PM

I acc

ordi

ngly

.

7.1.

1. R

epor

ts o

n fin

anci

al in

-co

me

and

expe

ndit

ures

, in

clud

ing

finan

cial

and

na

rrat

ive

repo

rts,

are

de

velo

ped

on p

erio

dica

l ba

sis

for

inte

rnal

and

ex

tern

al c

onsu

mpt

ion.

9

Dev

elop

per

iodi

cal r

epor

ts

on in

com

e an

d ex

pend

itur

es

from

don

atio

n fo

r bo

th

inte

rnal

and

ext

erna

l pa

rtie

s.9

Prom

ote

and

upda

te t

he

cont

ent

of P

MI O

nlin

e D

onat

ion.

9

Dev

elop

per

iodi

cal

repo

rts

on in

com

e an

d ex

pend

itur

es f

rom

do

nati

on f

or b

oth

inte

rnal

and

ext

erna

l pa

rtie

s.

9

Dev

elop

per

iodi

cal

repo

rts

on in

com

e an

d ex

pend

itur

es f

rom

do

nati

on f

or b

oth

inte

rnal

and

ext

erna

l pa

rtie

s.

7.

1.2.

Aud

it o

n PM

I’s fi

nanc

ial

expe

ndit

ures

is c

on-

duct

ed a

nnua

lly b

oth

by in

tern

al a

nd e

xter

-na

l acc

ount

ant

and

fol-

low

ed u

p ac

cord

ingl

y.

9

Cond

uct

cash

opn

ame,

re

view

on

cash

rec

ord

hand

ling,

as

wel

l as

inte

rnal

co

ntro

l.9

Revi

ew/o

bser

ve P

MI

Hos

pita

ls,

Nat

iona

l UTD

, an

d au

dit

Wis

ma

PMI.

9

Cond

uct

com

plia

nce

audi

t ov

er p

roce

dure

s re

late

d to

PM

I act

ivit

ies.

9

Faci

litat

e ex

tern

al fi

nanc

ial

audi

t.

9

Cond

uct

cash

opn

ame,

re

view

on

cash

rec

ord

hand

ling,

as

wel

l as

inte

rnal

con

trol

.9

Faci

litat

e ex

tern

al

finan

cial

aud

it.

9

Cond

uct

cash

opn

ame,

re

view

on

cash

rec

ord

hand

ling,

as

wel

l as

inte

rnal

con

trol

.9

Faci

litat

e ex

tern

al

finan

cial

aud

it.


98

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

7.

1.3.

Gui

delin

es o

n be

n-efi

ciar

y fe

edba

ck a

nd

com

plai

nt m

echa

nism

ar

e de

velo

ped

and

impl

emen

ted

by P

MI a

t al

l lev

els.

9

Dev

elop

gui

delin

es o

n fe

edba

ck c

olle

ctio

n m

echa

nism

fro

m

bene

ficia

ries

and

its

supp

orti

ng t

ools

. 9

Colle

ct f

eedb

ack

from

be

nefic

iari

es o

f RC

RC

serv

ices

.

9

Colle

ct f

eedb

ack

from

be

nefic

iari

es o

f RC

RC

serv

ices

.

9

Colle

ct f

eedb

ack

from

be

nefic

iari

es o

f RC

RC

serv

ices

.

7.2.

Out

reac

h, q

ual-

ity,

and

inte

nsit

y of

do

cum

enta

tion

, pu

b-lic

atio

n, p

rom

otio

n,

and

advo

cacy

of

PMI

acti

viti

es/s

ervi

ces

are

incr

ease

d.

7.2.

1. B

asic

PR

and

com

mun

i-ca

tion

equ

ipm

ent

and

tool

s (c

amer

a, v

ideo

ca

mer

a, r

ecor

der)

, as

w

ell a

s in

form

atio

n,

educ

atio

n, a

nd c

omm

u-ni

cati

on (

IEC)

mat

eria

ls

are

adeq

uate

ly a

vail-

able

at

all l

evel

s of

PM

I.

9

Prov

ide

basi

c pu

blic

rel

atio

n eq

uipm

ent.

9

Prov

ide

basi

c pu

blic

re

lati

on e

quip

men

t.9

Prov

ide

basi

c pu

blic

re

lati

on e

quip

men

t.

7.2.

2. A

naly

sis

repo

rt o

n PM

I pu

blic

atio

n in

mas

s m

e-di

a (p

rint

, on

line,

TV,

ra

dio)

and

soc

ial m

edia

(T

wit

ter

dan

Face

book

) is

dev

elop

ed o

n re

gula

r ba

sis

at P

MI N

HQ

/Cha

p-te

rs .

9

Anal

yze

PMI p

ublic

atio

n da

ta

from

mon

itor

ing

serv

ice

com

pany

.9

Upd

ate

new

s in

PM

I med

ia

(web

site

, so

cial

med

ia),

an

d re

gist

er t

he n

umbe

r of

vi

sito

r.9

Dev

elop

ana

lysi

s re

port

on

PMI’s

imag

e.

9

Mon

itor

and

com

pile

PM

I pub

licat

ion

in

loca

l mas

s m

edia

and

so

cial

med

ia (

if a

ny).

9

N/A

7.

2.3.

PR

and

com

mun

icat

ion

prod

ucts

to

prom

ote

PMI p

rogr

am a

nd s

er-

vice

s ar

e di

ssem

inat

ed

to t

he c

omm

unit

ies/

publ

ic o

n re

gula

r ba

sis.

9

Dev

elop

and

dis

trib

ute

vari

ous

advo

cacy

and

pub

lic

rela

tion

mat

eria

ls (

e.g.

br

ochu

res,

new

slet

ters

) to

PM

I at

the

loca

l lev

el .

9

Dis

trib

ute

vari

ous

advo

cacy

and

PR

mat

eria

ls

(e.g

. br

ochu

res,

ne

wsl

ette

rs)

to

com

mun

itie

s.9

Dev

elop

dis

trib

utio

n re

port

s fo

r ad

voca

cy

mat

eria

ls a

nd P

R pr

oduc

ts t

o PM

I NH

Q.

9

Dis

trib

ute

vari

ous

advo

cacy

and

PR

mat

eria

ls (

e.g.

br

ochu

res,

new

slet

ter)

to

com

mun

itie

s.9

Dev

elop

dis

trib

utio

n re

port

s fo

r ad

voca

cy

mat

eria

ls a

nd P

R pr

oduc

ts t

o PM

I NH

Q.


99

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

9

Doc

umen

t di

stri

buti

on

repo

rts

for

advo

cacy

m

ater

ials

and

pub

lic r

elat

ion

prod

ucts

to

PMI a

t th

e lo

cal

leve

l.

9

Doc

umen

t RC

RC

acti

viti

es w

orth

y to

be

pub

lishe

d at

the

na

tion

al le

vel.

9

Doc

umen

t RC

RC

acti

viti

es w

orth

y to

be

pub

lishe

d at

the

ch

apte

r an

d na

tion

al

leve

l.

STRA

TEG

IC P

LAN

8:

To im

prov

e th

e un

ders

tand

ing

of a

ll el

emen

ts o

f co

mm

unit

ies

on h

uman

itar

ian

valu

es,

Fund

amen

tal P

rinc

iple

s of

the

In

tern

atio

nal R

CRC

Mov

emen

t, a

s w

ell a

s In

tern

atio

nal H

uman

itar

ian

Law

s (I

HL)

thr

ough

com

mun

icat

ion,

edu

cati

on,

and

diss

emin

atio

n st

rate

gies

.

8.1.

Und

erst

andi

ng o

n RC

RC a

nd h

uman

i-ta

rian

val

ues

amon

g PM

I per

sonn

el a

nd

stak

ehol

ders

is im

-pr

oved

.

8.1.

1. U

pdat

ed In

form

atio

n,

Educ

atio

n, a

nd C

omm

u-ni

cati

on (

IEC)

mat

eria

ls

on R

CRC

Dis

sem

inat

ion

are

avai

labl

e ad

equa

te-

ly a

t al

l lev

els.

9

Revi

ew,

revi

se,

and

or

deve

lop

IEC

mat

eria

ls o

n RC

RC d

isse

min

atio

n ba

sed

on t

arge

t gr

oups

(e.

g.

jour

nalis

ts,

scho

ol a

ge a

nd

wor

king

age

gro

ups)

.9

Dis

trib

ute

IEC

mat

eria

ls o

n RC

RC D

isse

min

atio

n to

PM

I Ch

apte

rs/B

ranc

hes.

9

Dis

trib

ute

IEC

mat

eria

ls o

n RC

RC

Dis

sem

inat

ion

to P

MI

Bran

ches

.9

Trai

n vo

lunt

eers

fro

m

PMI B

ranc

hes

to u

se

IEC

mat

eria

ls o

n RC

RC

Dis

sem

inat

ion.

9

Dis

trib

ute

IEC

mat

eria

ls o

n RC

RC

diss

emin

atio

n to

co

mm

unit

ies.

8.

1.2.

Cha

ract

er b

uild

ing

on

hum

anit

aria

n an

d RC

RC

valu

es is

fac

ilita

ted

by

com

pete

nt d

isse

min

a-to

rs a

t al

l lev

els.

9

Prov

ide

tech

nica

l ass

ista

nce

for

diss

emin

atio

n ac

tivi

ties

by

PM

I Cha

pter

s/Br

anch

es.

9

Revi

ew a

nd r

evis

e di

ssem

inat

ion

trai

ning

cu

rric

ulum

.9

Cond

uct

diss

emin

ator

tr

aini

ng a

t th

e na

tion

al

leve

l.9

Publ

ish

diss

emin

atio

n gu

idel

ines

for

dif

fere

nt

targ

et g

roup

s.9

Fina

lize

and

dist

ribu

te

Expl

orin

g H

uman

itar

ian

Law

(E

HL)

gui

delin

es f

or t

each

ers

and

cond

uct

the

trai

ning

.9

Cond

uct

Ten

Step

tra

inin

g at

na

tion

al le

vel.

9

Mob

ilize

dis

sem

inat

ors

for

diss

emin

atio

n ac

tivi

ties

at

PMI

Bran

ches

.9

Cond

uct

diss

emin

atio

n ac

tivi

ties

.9

Cond

uct

Ten

Step

tr

aini

ng a

t th

e ch

apte

r le

vel (

If it

is a

tar

get

area

).

9

Cond

uct

diss

emin

atio

n ac

tivi

ties

.9

Prov

ide

orie

ntat

ion

on t

he u

pdat

ed

diss

emin

atio

n m

ater

ials

to

(tea

cher

s) Y

RC

Faci

litat

ors.

9

Inco

rpor

ate

diss

emin

atio

n m

ater

ials

into

YRC

ac

tivi

ties

at

scho

ols.


100

OU

TCO

ME

OU

TPU

TEX

AM

PLES

OF

ACT

IVIT

IES

TO A

CHIE

VE O

UTP

UTS

PMI N

HQ

PMI C

hapt

erPM

I Bra

nch

8.

1.3.

Par

tner

ship

wit

h re

leva

nt in

stit

utio

ns

(Mili

tary

, Po

lice,

uni

ver-

siti

es,

scho

ols,

NG

Os)

an

d co

mm

unit

ies

is

esta

blis

hed

to d

isse

mi-

nate

hum

anit

aria

n an

d RC

RC v

alue

s.

9

Init

iate

dis

sem

inat

ion

part

ners

hip

wit

h di

ffer

ent

stak

ehol

ders

at

the

nati

onal

le

vel.

9

Mob

ilize

dis

sem

inat

ors

to

impl

emen

t pa

rtne

rshi

p w

ith

diff

eren

t st

akeh

olde

rs.

9

Cond

uct

com

mem

orat

ion

of R

CRC-

rela

ted

big

days

/ev

ents

.

9

Follo

w u

p PM

I’s

part

ners

hip

wit

h di

ffer

ent

stak

ehol

ders

at

the

cha

pter

leve

l.9

Mob

ilize

dis

sem

inat

ors

to im

plem

ent

part

ners

hip

wit

h di

ffer

ent

stak

ehol

ders

.9

Cond

uct

com

mem

orat

ion

of

RCRC

-rel

ated

big

day

s/ev

ents

.

9

Follo

w u

p PM

I’s

part

ners

hip

wit

h di

ffer

ent

stak

ehol

ders

at

the

bra

nch

leve

l.9

Cond

uct

com

mem

orat

ion

of

RCRC

-rel

ated

big

da

ys/e

vent

s .

PMI a

t al

l lev

els,

sta

rtin

g fr

om N

HQ

, Ch

apte

rs,

to B

ranc

hes

shou

ld m

ove

in t

he s

ame

dire

ctio

n an

d sp

eed

in im

plem

enti

ng

the

2014

-201

9 St

rate

gic

Plan

and

Ope

rati

onal

Pla

n as

a n

atio

nal a

gend

a in

ord

er t

o ac

hiev

e PM

I tha

t de

mon

stra

tes

stro

ng c

hara

cter

, is

pro

fess

iona

l,

self

-sus

tain

ing,

and

res

pect

ed b

y co

mm

unit

ies.

Thus

, PM

I at

the

NH

Q,

33 C

hapt

ers,

460

Bra

nche

s ar

e no

t on

ly u

nite

d by

em

blem

bu

t al

so b

y th

e sa

me

visi

on,

mis

sion

s, a

nd o

bjec

tive

s.

III. PLANNING IMPLEMENTATION

Plan

ning

Im

plem

enta

tion


101

a. Participatory. PMI planning at all levels should be done by involving all elements within PMI organization, i.e. volunteers, staff, and board members by taking into account the needs of and recommendations from the communities.

b. Priorities. PMI planning at all levels should define at least four out of the eight key program plans above to be the main priorities. Clearly, this should be done based on the need and capacity assessment for PMI at the local level.

c. Result-oriented. PMI planning at all levels should be result-oriented, which means that every program must contribute to the achievement of the organization’s strategic objectives. Therefore, each work plan should refer to the Strategic Plan and Operational Plan 2014-2019 with results indicators adopted from PMI Indicator Registry.

d. Realistic and independent. PMI planning at all levels develops programs based on local capacities and potential resources. PMI should be able to establish strategic partnerships with local stakeholders and through other resource mobilization initiatives to fund operations and services independently.

e. Integrated. Planning should reflect integration and synergy, either between working units within PMI, across levels, or in its relation with local government’s development programs.

f. Sustainable. PMI planning at all levels should be sustainable from year to year in order to achieve the short-term and long-term objectives defined in the Strategic Plan and Operational Plan 2014-2019.

3.1. Principles of Planning Implementation


102

a. In the first year of implementation of this guidelines, the work plan developed is a work plan, including budget, for two years at the same time. For example in 2015, the work plan developed is work plans for 2016 and 2017. Yet in the following year, i.e. 2016, the indicative work plan for 2017 will be adjusted and the indicative work plan for 2018 is identified; and so on.

b. PMI Sub-districts identify suitable regular programs/activities/ services to the needs and priorities of local communities. This process requires participation from community representatives, such as village leaders and volunteers. Subsequently, PMI Sub-districts will send the identified results to PMI Branch to be accommodated in the annual plan document.

3.2. Inter-Level Planning (read from the bottom up)

PMI Level Bottom-up Planning Process

National Level

1. Development of strategic programs.2. Include sectoral programs for PMI nation-wide.3. Development of PMI coaching strategy nation-wide.4. Endorsed in the National Annual Meeting/Mukernas.

Chapter Level

1. Include coaching strategies/activities for PMI Branches . 2. Include activities proposed by PMI Branches to be implemented by PMI Chapters.3. Include activities proposed by PMI Chapter to be implemented by PMI NHQ.4. Endorsed in PMI Chapter’s Annual Meeting/Mukerprov.

Branch Level

1. Include details of PMI Branch’s regular programs/activities/ services.2. Include coaching activities for PMI Sub-districts and cross-sectoral coordination. 3. Include proposed activities that can be effectively implemented by PMI Chapter.4. Endorsed in PMI Branch’s Annual Meeting/MukerKab/Kota.

Sub-district Level

1. Identify the regular programs/activities/services needed by local communities.2. Proposed to PMI Branch to be accommodated in the work plan development process.

Table 2. Bottom-up Planning Process

3.3. Planning Implementation Process


103

c. The work plan development, including budget, at PMI Branch level is conducted based on assessment on local needs of regular programs/activities/services. Information from PMI Sub-districts is very helpful for this need analysis. The annual work plan and the following year indicative work plan are then submitted to PMI Chapter.

d. At PMI Chapters, PMI Branches’ annual work plans are compiled and summarized so that PMI Chapters are able to map out PMI Branches activities well, and could thus identify activities that can be facilitated by PMI Chapters, which then become part of PMI Chapter’s work plan.

e. PMI Chapters submit the work plan and the following year indicative work plan to PMI NHQ. Thus, PMI NHQ is able to identify strategic work plans that can be adopted nationally.

f. Endorsement of work plan and budget is conducted through Annual Meetings at each level on the specified timeline.

g. With the availability of the following year indicative work plan, PMI is able to propose the work plan to the local government through the Development Planning Meeting (Musrenbang) scheme.


104

To synergize the planning between different levels in PMI and also with the Government planning mechanism (Musrenbang), the planning schedule for all PMI levels has been specified. The following table is a scenario of planning and budgeting schedule developed for the 2016 planning and the 2017 proposed/indicative work plan.

In general, the planning process schedule in PMI and its relations with the government planning cycle through Musrenbang is described in the following diagram.

Table 3. Planning Cycle and Schedule

ActivityPMI

BranchPMI

ChapterPMINHQ

Planning meeting:• Endorsement of 2015 Report`• Endorsement of 2017 Work Plan• Endorsement of 2017 Indicative Work Plan

December2015

January2016

February2016

Follow up of Planning Meeting:Participate in2016 Musrenbang, PMI propose the 2017 Work Plan

January2016

Feb/Mar2016

Apr2016

Initiatives of diversify sources of funding for the 2016 Work Plan, including Local Budged (APBD)

During 2016

Jadwal Pelaksanaan Musyawarah Kerja di tingkat-Skenario untuk rencana kerja 2016/2017-

3.4. Planning and Annual Meeting Implementation Schedule


105

Figure 1. Example of linkage between PMI Planning and Musrenbang

PMI Planning aligned with Musrenbang

Planning in PMI 2016/2017

Government Planning/Musrenbang for 2017

BranchDec2015

ChapterJan

2016

NHQFeb

2016

DistrictJan

2016

ProvinceFeb/Mar

2016

CentralApr

2016

Description

In December 2015, PMI Branches prepare the 2016 work plans and the 2017 indicative work plans, and then submit them to the Chapters. Musrenbang at the district level for the 2017 work plan will be conducted in Feb/March 2016. In this scenario, the 2017 indicative work plan developed by PMI Branches can be submitted in the District Musrenbang process to obtain financial support.

With this scenario, PMI Branches a synergized planning process with the local government’s planning. Certainly, the effort to secure government support requires positive and strong relationships through consistent communication and coordination. In the end, local government support can be optimized if PMI has a clear plan and high accountability.


106

A bottom-up planning process starting from Sub-districts, Branches, Chapters, and

NHQ levels which is conducted on the assigned schedule and referring to

the Strategic Plan and Operational Plan 2014-2019 will support a more synergized planning.

A successful planning is planning for success.

PMI Strategic Plan 2014-2019 was developed based on the analysis toward the capacities, conditions, and needs of PMI nation-wide, informed by the organizational capacity assessment and different program reports as well as results of monitoring and supervision visits.

PMI Strategic Plan 2014-2019 was developed to become a national reference so that PMI throughout Indonesia can work in synergy to achieve the goal, and finally on the right track to manifest the vision of the organization .

In each term of PMI NHQ board membership, the content or priorities included in the Strategic Plan document are adjusted with the most updated development. The Strategic Plan contains the organization’s mandate, articulated in the vision, mission, and strategic objective statements, therefore adjustments commonly occur slowly from one period to another.

The congress/assembly meeting in PMI at different levels are conducted at varied and different times from the tenure of PMI NHQ board members. Therefore, PMI Chapters need to adjust their Strategic Plan with the Strategic Plan published by PMI NHQ. These adjustments are generally not major and intended to align the Local Strategic Plan with the one published by PMI NHQ. This will be specified in details in a specific policy issued by PMI in a form of a Decree or Circular.

3.5. Adjustment of Provincial Strategic Plan (PMI Chapter)

IV. PLANNING PROCESS

Plan

ning

Pro

cess


107

First, PMI Sub-districts develop proposed activities by considering the followings:

a. Relevance with local challenges: vulnerability to disaster, health, economy, and social.

b. Relevance with PMI Key Program Plan (RPP)/Operational Plan.

c. Capacity of local communities.

d. Analysis or study on the challenges and opportunity (relations between PMI and local government, communities, NGOs, private sector, and local government plan (RPJM Daerah).

Second, based on the analysis, PMI Sub-districts develop the Annual Activity Plan that contributes to the achievement of outputs/outcomes from the respective PMI Branches, along with PMI Sub-districts’ budget plan in line with the format specified in section 4.2.

4.1. Planning Process in PMI Sub-district


108

No

Act

ivit

yRa

tion

ale

(rea

sons

why

the

act

ivit

y is

im

port

ant)

Budg

et

Tota

l Bud

get

WO

RK/A

CTIV

ITY

PLAN

OF

PMI “

X” S

UB-

DIS

TRIC

TYe

ar 2

0xx

4.2.

Wor

k Pl

an o

r A

ctiv

ity

Plan

For

mat

for

PM

I Sub

-dis

tric

t


109

First, as explained in section 4.1., PMI Sub-districts have formulated proposed activities and submitted them to PMI Branches as references to formulate their annual work plan.

Second, PMI Branches review the activities proposed by PMI Sub-districts by considering the followings:

a. Relevance with local challenges: vulnerability to disaster, health, economy, and social.

b. Relevance with PMI Key Program Plan (RPP)/Operational Plan.c. Capacity of local communities.d. Analysis or study on the challenges and opportunity (relations

between PMI and local government, communities, NGOs, private sector, and local government plan (RPJM Daerah).

Third, based on the analysis, PMI Branches develop the Annual Work Plan, along with PMI Branches’ budget plan in line with the format specified in sub-section 4.4.

PMI Branches need to complete all of the following four formats:

Format A – Work Plan of PMI Branch Year 20xxThis format includes details on what to be achieved by PMI in one year period, i.e. Strategic Objectives, Outcomes, Outputs, Indicators and Targets, as well as Activities and Budget. Format B – Budget SummaryThis information is important to know the proportion or percentage of budget allocation in PMI at all levels, either for operational, program service, or emergency response.Format C – Proposed Activity to PMI ChapterThis format summarizes the activities proposed to PMI Chapter, based on the criteria explained in point 10 section 4.5 – Description on Filling Planning Matrices for PMI Branch. Format D – Detailed Planning Implementation This format comprises details of activity implementation schedules/timelines for one year period in monthly unit. Next, this format will be used as a basis for implementation and monitoring throughout the year.

4.3. Planning Process in PMI Branch


110

Stra

tegi

c O

bjec

tive

-1

(1)

Out

com

e (2

)O

utco

me

Indi

cato

r (3

)Ta

rget

for

Out

com

e In

dica

tor

(4)

Out

put

(5)

Out

put

Indi

cato

r (6

)Ta

rget

for

Out

put

Indi

cato

r Ke

giat

an (

8)An

ggar

an (

9)

(7)

Acti

vity

(8)

Budg

et (

9)

TStr

ateg

ic O

bjec

tive

-2 (

1)

Stra

tegi

c O

bjec

tive

-3 (

1)

Stra

tegi

c O

bjec

tive

-6 (

1)

etc.

Tota

l Bud

get

4.4.

Ann

ual W

ork

Plan

For

mat

for

PM

I Bra

nch

WO

RK P

LAN

OF

PMI “

X” B

RAN

CH

Year

20x

x

Not

e: T

he c

onte

nt o

f St

rate

gic

Obj

ecti

ves,

out

com

es a

nd t

he in

dica

tors

, ou

tput

s an

d th

e in

dica

tors

is t

aken

fro

m P

MI

Ope

rati

onal

Pla

n 20

15-2

019

Mat

rix

on p

age

34.

It w

ill b

e ex

plai

ned

in f

urth

er d

etai

ls in

the

fol

low

ing

page

s.

A.

Form

at o

f W

ork

Plan

Mat

rix


111

B. F

orm

at o

f Bu

dget

Sum

mar

y

C. F

orm

at o

f Pr

opos

ed A

ctiv

ity

to P

MI C

hapt

er Pr

opos

ed a

ctiv

ity

from

PM

I X B

ranc

h to

PM

I X C

hapt

er (

10):

D.

Form

at o

f PM

I Bra

nch’

s D

etai

led

Impl

emen

tati

on P

lan

D

ETA

ILED

IMPL

EMEN

TATI

ON

PLA

N

WO

RK P

LAN

OF

PMI X

” BR

AN

CH,

Year

20x

x

Budg

et C

ateg

ory

Am

ount

(Ru

piah

)Pe

rcen

tage

(A

mou

nt o

f Ru

piah

/Tot

al x

100

%)

Ope

rati

onal

(sa

lary

, el

ectr

icit

y, t

elep

hone

, fu

el,

stat

iona

ries

, et

c.)

Serv

ices

(Re

gula

r se

rvic

e/pr

ogra

m a

ctiv

itie

s)

Emer

genc

y/Re

spon

se (

spec

ifica

lly f

or e

mer

genc

y as

sist

ance

)

Tota

l Bud

get

No.

Prop

osed

Act

ivit

yIm

plem

enta

tion

Sch

edul

eRe

ason

for

pro

posi

ng t

he a

ctiv

ity

1 2 3 etc.

No

Act

ivit

yBu

dget

Impl

emen

tati

on T

imel

ine

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Des

1 2 3 4 5 etc.

Tota

l Bud

get


112

1. Strategic Objective Strategic Objective (or often referred to as Strategic Goal) is a simple

and clear statement that describes the long-term result intended to be achieved by a work plan. Strategic Objective reflects the end goal, which is an unsatisfactory condition/situation that in the end has to be changed by a project/program. There are Eight Strategic Objectives of PMI Operational Plan 2015-2019. PMI Branch will select several or all of the Strategic Objectives to be operationalized in the annual work plan.

2. Outcome Outcome is an intermediate result intended to be achieved by a

work plan, normally in form of capacity building, policies/system implementation, increase in knowledge, attitude, and practice. Outcome is an intermediate result that has to be achieved in order to meet the Strategic Objective. Outcomes are selected from the options provided under each Strategic Objective and then copied into the format. The outcome numbering should be the same with the one in the Operational Plan document for easy reference.

3. Outcome Indicator Indicator is a measurement unit that helps determining whether the

progress or achievement of the intended objectives or outcomes occurs. Indicators determine what information should be collected to answer key questions about the progress or achievement of the work plan. The indicator numbering should be the same with the one in the Operational Plan document for easy reference. The indicator statement should be adjusted with the Branch level, for example:

4.5. Description on Filling Planning Matrices for PMI Branch

Original Statement Adjustment

4. PMI NHQ/Chapters/Branches conducted Annual Meeting in accordance with the assigned schedule.

4. PMI X Branch conducted Annual Meeting in accordance with the assigned schedule.

25. PMI NHQ/Chapters/Branches develop annual work plan in line with the Planning and Reporting Guidelines.

25. PMI X Branch develop annual work plan in line with the Planning and Reporting Guidelines.

29. Number of PMI employee at NHQ/Chapters/Branches paid in line with the Provincial/ District minimum wage standard.

29. Number of PMI employee at X Branch paid in line with the District minimum wage standard.

56. PMI Chapters/Branches have active/functioning POSKO.

56. PMI X Branch have active/ functioning POSKO.


113

4. Target (Outcome Indicator) The number or percentage intended to be achieved for each indicator

is defined based on the needs and capacity. Each indicator should be provided with unit, such as people, unit, and activity. See point 7 for explanation regarding target setting.

5. Output Output is “a tangible product, either material or service or immediate

results that leads to outcome achievement”. Output is an immediate result from activities conducted, which has to be produced in order to achieve outcome, not more, not less. Outputs are selected from the lists provided under each outcome and then copied into the format. The output numbering should be the same with the one in the Operational Plan document for easy reference.

6. Output Indicator Indicator is a measurement unit that helps determining whether the

progress or achievement of the intended objectives or results occurs. Indicators determine what information should be collected to answer key questions about the progress or achievement of the work plan. The indicator numbering should be the same with the one in the Operational Plan document for easy reference. The indicator statement should be adjusted with the Branch level, for example:

The indicator registry is essentially not fixed. Additional indicators can be provided if there is any project/program that cannot be measured with the existing indicators. However, the development of new indicator(s) should meet the good indicator criteria (SMART) or use the existing and tested indicators, also relevant with outcomes or outputs in PMI Operational Plan.

7. Target (Output Indicator) Number or percentage intended to be achieved for each indicator

is defined based on the needs and capacity. Each indicator should be provided with unit, such as people, unit, and activity. The explanation regarding target setting for outcome also applies for output indicators.


8. Number of PMI employees who have written employment contracts.

8. Number of PMI X Branch employees who have written employment contracts.

27. PMI Branches receive coaching visit from PMI Chapter’s Board Members at least once a year.

27. PMI X Branch receive coaching visit from PMI Chapter’s Board Members at least once a year.

41. Number of YRC facilitator available in primary/secondary/high school in PMI Branches’ working area.

No adjustment required.

75. Number of SATGANA team members at PMI Branches.

75. Number of SATGANA team members at PMI X Branch.


114

In the Strategic Plan and Operational Plan Matrices, there are a few indicators of which the targets have been set as national targets. For example, Indicator 6, “PMI Chapters/Branches receive dissemination of information on statutes; the target for 2019 is 33 Chapters and 420 Branches”.

There also some other indicators of which the targets have to be set by each Chapter and Branch, for example Indicator 8 “Number of PMI employees who have written employment contract”. The target for this indicator should be set by each Branch .

Target in general is in a form of number or percentage. However, for certain indicators, targets can be converted to time. For example, Indicator 3 “PMI NHQ/Chapters/Branches conducted the Five-Yearly Assembly Meeting in timely manner”; at the Branch level, the target will certainly be time, when the Assembly Meeting needs to be conducted.

8. Activity Activity is a group of tasks that needs to be performed in order to

achieve output―daily actions that need to be done to deliver program outputs that will in turn achieve the outcomes. Activities are identified and decided by PMI Branches themselves in order to deliver the specified outputs.

On page 81, there is a list of potential activities to help the planning process. Yet, PMI Branches may add other activities that are not in the list but needed to produce outputs.

Activities can be divided into two types, i.e.:9 Regular operational activities, such as meeting, monitoring, report development, and salary payment. 9 Specific activities, such as services or project/program activities in PMI neighborhood and communities (training, coaching, campaign, public campaign, etc.).

Remember, activities are developed based on the objective to be achieved at output level. Activities cannot be developed based on indicators because indicator is a measurement unit to find out whether the objectives are achieved or not. Therefore, it is important to understand the output statement well, and then identify which activities need to be done in order to deliver those outputs.

In this Guidelines, a “List of References for PMI Operational and Service Activities” is provided. You may use the list in order to help identifying activities, but may also add other unlisted activities deemed necessary to deliver the outputs.


115

9. Budget The amount of budget estimated and allocated to implement each

activity. The budget has to be estimated carefully so that it is close to real expenses.

10. Proposed Work Plan to PMI Chapter It is a work plan that cannot or will not be effective if conducted only

by the Branch, thus can be proposed to PMI Chapter and becomes part of PMI Chapter’s work plan. Those activities should meet the following criteria:

a. Activities that are relatively similar to other Branches, so the implementation can be combined to be organized by PMI Chapter (e.g. certain training).

b. Activities that require external technical support/expertise that can be coordinated by PMI Chapter.

c. Activities that are relatively similar to PMI Chapter’s priorities.


116

First, PMI Chapters summarize PMI Branches’ work plans. The summary of PMI Branches’ work plans does not need to be sent to PMI NHQ, but only used as a reference for monitoring by PMI Chapter during the implementation of the work plan.

The summary of PMI Branches’ work plans is presented in a matrix format, like format A and B below.

Format A – Summary of Proposed Activities from PMI Branches to PMI ChapterThe summary is important to inform PMI Chapter in developing its Annual Work Plan, including in prioritizing coaching activities for PMI Branches in its operational area.

Format B – Summary of PMI Branches’ Budget The summary provides information on budget allocation in all Branches, either for operational, services, or emergency/response. With this information, PMI Chapter can analyze and map out the budget allocation needs and priorities in its area every year, and is thus informed on the yearly trend.

Second, based on the summary of PMI Branches’ work plans and also the activities proposed to be conducted by PMI Chapter as well as the need assessment of local PMI context, PMI Chapters develop an Annual Work Plan of PMI Chapter which is then broken down in matrices format based on the formats in section 4.7.

PMI Chapters need to complete all of the following four formats:

Format A – Work Plan of PMI Chapter Year 20xxThis format includes details on what to be achieved by PMI in one year period, i.e. Strategic Objectives, Outcomes, Outputs, Indicators and Targets, as well as Activities and Budget.

Format B – Budget SummaryThis information is important to know the proportion or percentage of budget allocation in PMI at all levels, either for operational, program service, or emergency response.

Format C – Proposed Activity to PMI NHQThis format summarizes the activities proposed to PMI NHQ, based on the criteria explained in point 10 section 4.8 – Description on Filling Planning Matrices for PMI Chapter.

Format D – Detailed Planning Implementation This format comprises details of activity implementation schedules/timelines for one year period in monthly unit. Next, this format will be used as a basis for implementation and monitoring throughout the year.

4.6. Planning Process in PMI Chapter


117

A.

Form

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118

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119

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120


and clear statement that describes the long-term result intended to be achieved by a work plan. Strategic Objective reflects the end goal, which is an unsatisfactory condition/situation that in the end has to be changed by a project/program. There are Eight Strategic Objectives of PMI Operational Plan 2015-2019. PMI Chapter will select several or all of the Strategic Objectives to be operationalized in the annual work plan.




progress or achievement of the intended objectives or outcomes occurs. Indicators determine what information should be collected to answer key questions about the progress or achievement of the work plan. The indicator numbering should be the same with the one in the Operational Plan document for easy reference. The indicator statement should be adjusted with the Chapter level, for example:

The indicator registry is essentially not fixed. Additional indicators can

4.8. Description on Filling Planning Matrices for PMI Chapter



4. PMI X Chapter conducted Annual Meeting in accordance with the assigned schedule.


25. PMI X Chapter develop annual work plan in line with the Planning and Reporting Guidelines.

29. Number of PMI employee at NHQ/Chapters/Branches paid in line with the Provincial/ District minimum wage standard.

29. Number of PMI employee at X Chapter paid in line with the District minimum wage standard.

56. PMI Chapters/Branches have active/functioning POSKO.

56. PMI X Chapter have active/ functioning POSKO.


121

be provided if there is any project/program that cannot be measured with the existing indicators. However, the development of new indicator(s) should meet the good indicator criteria (SMART) or use the existing and tested indicators, also relevant with outcomes or outputs in PMI Operational Plan.


is defined based on the needs and capacity. Each indicator should be provided with unit, such as people, unit, and activity. See point 7 for explanation regarding target setting.




progress or achievement of the intended objectives or results occurs. Indicators determine what information should be collected to answer key questions about the progress or achievement of the work plan. The indicator numbering should be the same with the one in the Operational Plan document for easy reference. The indicator statement should be adjusted with the Chapter level, for example:


43. PMI NHQ/Chapters organize volunteer gathering (Temu Karya).

43. PMI X Chapter organize volunteer gathering (Temu Karya).

76. Number of emergency response specialist at PMI Chapters.

76. Number of emergency response specialist at PMI X Chapter.

90. PMI NHQ/Chapters/Branches develop annual Contingency Plan.

90. PMI X Chapter develop annual Contingency Plan.

144. Number of active and operational PMI business unit at NHQ/Chapters/Branches.

144. Number of active and operational PMI business unit at X Chapter.


122

7. Target (Output Indicator) Number or percentage intended to be achieved for each indicator

is defined based on the needs and capacity. Each indicator should be provided with unit, such as people, unit, and activity. The explanation regarding target setting for outcome also applies for output indicators.

In the Strategic Plan and Operational Plan Matrices, there are a few indicators of which the targets have been set as national targets. For example, Indicator 6, “PMI Chapters/Branches receive dissemination of information on statutes; the target for 2019 is 33 Chapters and 420 Branches”.

There also some other indicators of which the targets have to be set by each Chapter and Branch, for example Indicator 8 “Number of PMI employees who have written employment contract”. The target for this indicator should be set by each Branch .

Target in general is in a form of number or percentage. However, for certain indicators, targets can be converted to time. For example, Indicator 3 “PMI NHQ/Chapters/Branches conducted the Five-Yearly Assembly Meeting in timely manner”; at the Branch level, the target will certainly be time, when the Assembly Meeting needs to be conducted.


achieve output―daily actions that need to be done to deliver program outputs that will in turn achieve the outcomes. Activities are identified and decided by PMI Chapters themselves in order to deliver the specified outputs.

On page 81, there is a list of potential activities to help the planning process. Yet, PMI Chapters may add other activities that are not in the list but needed to produce outputs.




123




10. Proposed Work Plan to PMI NHQ It is a work plan that cannot or will not be effective if conducted only by

the Chapter, thus can be proposed to PMI NHQ and becomes part of PMI NHQ’s work plan. Those activities should meet the following criteria:

a. Activities that are relatively similar to other Chapters, so the implementation can be combined to be organized by PMI NHQ (e.g. certain training).

b. Activities that require external technical support/expertise that can be coordinated by PMI NHQ.

c. Activities that are relatively similar to PMI NHQ’s priorities.


124

First, PMI NHQ summarizes and analyzes PMI Chapters’ programs to produce a conclusion of trends and PMI priorities at the local level, which is then presented in format A and B.

Format A – Summary of Proposed Activities from PMI Chapters to PMI NHQThe summary is important to inform PMI NHQ in developing its Annual Work Plan, including in prioritizing coaching activities for PMI Chapters.

Format B – Summary of PMI Chapters’ Budget The summary provides information on budget allocation in all Chapters, either for operational, services, or emergency/response. With this information, PMI NHQ can analyze and map out the budget allocation needs and priorities in its area every year, and is thus informed on the yearly trend.

Second, PMI NHQ will determine the relevant program priorities to the Strategic Plan and Operational Plan as well as Key Policies to support priorities at the local level, which is then developed in form of work plan in the formats in section 4.10.

PMI NHQ needs to complete all of the following four formats:

Format A – Work Plan of PMI NHQ Year 20xxThis format includes details on what to be achieved by PMI in one year period, i.e. Strategic Objectives, Outcomes, Outputs, Indicators and Targets, as well as Activities and Budget.

Format B – Budget SummaryThis information is important to know the proportion or percentage of budget allocation in all Divisions/Bureaus, either for operational, program service, or emergency response.

Format C – Detailed Planning Implementation This format comprises details of activity implementation schedules/timelines for one year period in monthly unit. Next, this format will be used as a basis for implementation and monitoring throughout the year.

4.9. Planning Process in PMI NHQ


125

A.

Form

at o

f Su

mm

ary

of P

ropo

sed

Act

ivit

ies

from

PM

I Cha

pter

s to

PM

I NH

Q

B. F

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at o

f Su

mm

ary

of P

MI C

hapt

ers’

Bud

get

No.

Prop

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Act

ivit

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plem

enta

tion

Sch

edul

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of

prop

osal

1 2 3 etc.

PMI C

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Tota

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126

Stra

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Out

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-3 (

1)

Stra

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-6 (

1)

etc.

Tota

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OF

“X”

DIV

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URE

AU –

PM

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Q

Year

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2015

-201

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. It

wil

l be

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n fu

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r de

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the

fol

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A.

Form

at o

f W

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Plan

Mat

rix

4.10

. An

nual

Wor

k Pl

an F

orm

at f

or P

MI N

HQ


127

No

Act

ivit

yBu

dget

Impl

emen

tati

on T

imel

ine

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

1 2 3 4 5 etc.

Tota

l Bud

get

B. F

orm

at o

f Bu

dget

Sum

mar

y

C. F

orm

at o

f PM

I NH

Q-D

ivis

ion/

Bure

au’s

Det

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d Im

plem

enta

tion

Pla

n

D

ETA

ILED

IMPL

EMEN

TATI

ON

PLA

N

WO

RK P

LAN

OF

PMI N

HQ

, Ye

ar 2

0xx

Budg

et C

ateg

ory

Am

ount

(Ru

piah

)Pe

rcen

tage

(A

mou

nt o

f Ru

piah

/Tot

al x

10

0%)

Ope

rati

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(sa

lary

, el

ectr

icit

y, t

elep

hone

, fu

el,

stat

iona

ries

, et

c.)

Serv

ices

(Re

gula

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rvic

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Emer

genc

y/Re

spon

se (

spec

ifica

lly f

or e

mer

genc

y as

sist

ance

)

Tota

l Bud

get


128


and clear statement that describes the long-term result intended to be achieved by a work plan. Strategic Objective reflects the end goal, which is an unsatisfactory condition/situation that in the end has to be changed by a project/program. There are Eight Strategic Objectives of PMI Operational Plan 2015-2019. PMI NHQ will select several or all of the Strategic Objectives to be operationalized in the annual work plan.




progress or achievement of the intended objectives or outcomes occurs. Indicators determine what information should be collected to answer key questions about the progress or achievement of the work plan. The indicator numbering should be the same with the one in the Operational Plan document for easy reference. The indicator statement should be adjusted with the NHQ level, for example:



4. PMI NHQ conducted Annual Meeting in accordance with the assigned schedule.


25. PMI NHQ develop annual work plan in line with the Planning and Reporting Guidelines.

4.11. Description on Filling Planning Matrices for PMI NHQ


129


is defined based on the needs and capacity. Each indicator should be provided with unit, such as people, unit, and activity. In the Strategic Plan and Operational Plan matrices, generally the indicator targets have been established by PMI NHQ, specifically for indicators to be achieved at the National level. At the NHQ level, the targets to be achieved is the ones recorded in the matrices.

Assessment on indicator achievement at the NHQ level will be conducted covering National scope, either through reporting or specific assessment, such as endline survey.




progress or achievement of the intended objectives or results occurs. Indicators determine what information should be collected to answer key questions about the progress or achievement of the work plan. The indicator numbering should be the same with the one in the Operational Plan document for easy reference. The indicator statement should be adjusted with the NHQ level, for example:

7. Target (Output Indicator) Number or percentage intended to be achieved for each indicator is

defined based on the needs and capacity. Each indicator should be provided with unit, such as people, unit, and activity.

The explanation regarding target setting for outcome also applies for output indicators.


43. PMI NHQ/Chapters organize volunteer gathering (Temu Karya).

43. PMI NHQ organize volunteer gathering (Temu Karya).

90. PMI NHQ/Chapters/Branches develop annual Contingency Plan.

90. PMI NHQ develop annual Contingency Plan.

144. Number of active and operational PMI business unit at NHQ/Chapters/Branches.

144. Number of active and operational PMI NHQ’s business unit.


130


achieve output―daily actions that need to be done to deliver program outputs that will in turn achieve the outcomes. Activities are identified and decided by PMI NHQ themselves in order to deliver the specified outputs.

On page 81, there is a list of potential activities to help the planning process. Yet, PMI NHQ may add other activities that are not in the list but needed to produce outputs.






The Work Plan Matrices have to be approved and signed by the Chairman of PMI PNHQ to be proposed afterward to the National Annual Meeting for endorsement.

V. REPORTING

Repo

rtin

g


131

A report is a mean of communication that plays a significant role to inform PMI’s organizational development, starting from the Branch, Chapter, and NHQ level. A report is a monitoring tool for the implementation of the planned activities in the annual work plan.

A report provides information to help monitoring, control, and decision making process in implementing PMI’s Work Plan. Writing a report is not merely a routine, but it is a responsibility attached to either the organization or the person/unit in charge for the organization activities.

A report should be clear, concise, and easy to understand by all levels of PMI. Therefore, it requires a standard reporting pattern, and thus requires a technical guidelines for reporting. PMI has had reporting formats issued by PMI NHQ in early 2000. However, with the more diverse activities implemented by PMI and greater need of information to date, the reporting formats need to be improved.

The reporting technical guidelines is expected to guide the use of a simpler content and format yet able to provide the information needs at all levels.

First, a report serves as a monitoring tool. In this case, the report is intended more for internal party, either for board members or office management at different levels of PMI. An internal report helps PMI (Head of Office and Head of Working Unit) to:

a. Analyze the program, identify the strengths and weaknesses, and make decision for better management.

b. Help measuring the progress and performance, as an early warning tool if there are issues.

c. Improve communication between team members.d. Be used as a reference for external reports.

5.1. Background

5.2. Benefits of Report


132

As such, internal reports, either formal or informal, have to be available on a regular basis and contain relevant information to fulfill the above needs.

Second, a report is an evidence that we are accountable or trustworthy. The report referred to here is intended to external party, whether they be donor, government, partners, etc.

With the external report, PMI is able to:a. Show donors and the public what we have done/achieved with their

funding supports,b. Show (the existing/non-existent) quality and integrity of our works, c. Show accountability and transparency (saying what we do and doing

what we say).

An external report should be formal, which means: a. it contains information on the implemented program/activities, b. it is prepared on behalf on an organization and approved by the highest

leader, c. it is prepared on a paper that includes the organization’s identity, name,

and address,d. it is prepared in a standard reporting format.

Third, a report is a tool for advocacy, marketing, and resource mobilization. A report strengthens the organization’s credibility by demonstrating achievements, success in addressing challenges, and gaining lessons learned as well as future support and funding.

With an understanding on the three benefits above, it can be concluded that a report is for your interest as the organization or program manager, not for others. Our mindset about reporting should be changed from ‘to other people’ into ‘to ourselves’.

You cannot expect other people to read your report if you yourself never read it carefully. Likewise, you also cannot expect your report to be useful or used by other people if you have not been using it beforehand.

The “mindset” that my report is useful for myself so I can better manage the organization or program should be attached in your mind. With that, reporting does not become a burden, but instead you enjoy writing a report.


133

a. Relevant and useful. Reporting should have specific objective/use. Avoid excessive, unnecessary, or expensive reports or information.

b. Timely. Reporting should be timely to be used. Information will have less value if it comes late or rarely be provided for the intended purpose. Timeliness means planning the report writing and allocating sufficient time for it, not doing it randomly.

c. Complete. Reporting should provide sufficient information to be used. It is critical to make sure that the content of the report fulfills the requirements of a specific report.

d. Reliable. Reporting should provide accurate facts.

e. Simple and easy to use. Reporting should be relevant to the target audiences. The reporting language and format should be clear, concise, and easy to understand.

f. Consistent. Reporting should adopt the units and formats that enable comparison from time to time, so that the progress of indicators can be continuously tracked.

a. Engage other people in the drafting process, but make sure to have one person responsible/in charge. This engagement could be done through discussion or written feedback.

b. Use executive summary or brief information/analysis to summarize the overall status of the project/ program and to highlight challenges or key issues that need to be addressed.

5.3. Characteristics of Quality Report

5.4. Tips for Developing a Useful Report


134

c. Allocate one part of the report to identify specific actions that have to be taken to address the findings and report recommendation, as well as the people responsible and the timeline for doing them.

d. Clear, succinct, and avoid long sentences- avoid jargon, statistic, and over use of technical terms. Remove unnecessary information and words.

e. Use formats, such as bold or underline graphics, photos, captions, and examples to highlight or explain information.

f. Accurate, balance, not taking side, and use logic to arrange the report.

g. Follow the use of PMI/organization’s format, writing guidelines, and the use of PMI emblem accurately.

h. Check the spelling and grammar.

a. PMI has a standard and simple reporting pattern in order to ease the monitoring and evaluation on PMI’s progress and activities, qualitatively or quantitatively at all levels.

b. PMI at all levels can use the information from the report to improve program performance, to share information for advocacy, and to improve PMI’s accountability.

c. PMI at all levels can document the results of completed activities as valuable promotional materials to the government and other parties such as donors and private companies.

5.5. Purpose of Reporting Guideline


135

Incidental Report, is a report that should be provided in emergency condition to inform the activities completed and the fund spent in emergency situation. The report consists of:

a. Disaster incident report (the format refers to the Disaster Management Guidelines).

b. Short-term emergency response report, for example during disaster (the format refers to the disaster response guidelines).

Periodical Report, is a regular report on the implementation of work plan, including PMI operations and services in line with the assigned indicators.

Periodical report comprises of:a. Monthly Report b. Quarterly Reportc. Semester Reportd. Annual Report

To develop these reports, an Activity Report is required, prepared as soon as an activity is completed. Formats for these reports are provided in the following page.

For different, more specific types of report, such as financial report, logistic supply report, asset inventory report, training report, and others should be reported separately in line with the technical guidelines for each reporting.

For information which describes the organization capacity, it can be collected in a short term through specific assessment or survey

5.6. Types of Report


136

In the Quarterly and Annual Report, PMI will also use Indicator Tracking Table (ITT). ITT is a simple monitoring tool to document and monitor project/program indicators performance in a sustainable manner in order to find out progress of the achievement. The information in the ITT is as follow:

1. Title. For example “Indicator Tracking Table for Work Plan of PMI Branch/Chapter/Division/Bureau/Unit Year 20xx”.

2. List of all indicators for each outcome and output.

3. Measurement period (actual per quarter/per year/end of project/program; or cumulative from time to time). The determination of measurement period highly depends on the indicator statement. For example: “Number of Program Report submitted in 3 months”; this will certainly be measured by actual every quarter. Vice versa, “Number of village that completes HVCA for a year”, can be measured cumulatively every quarter.

4. Baseline value and implementation date. The baseline value is normally relevant only for specific indicators at the outcome level (e.g. indicators on knowledge, attitude, and practice). However, at the output level, the baseline value is normally “Not Applicable”.

5. Target value, actual achievement, and comparison between actual and target (in %) for each quarter and end of year.

There are several rules in using the ITT, i.e.:

1. You should understand when to write “0” or “Not Applicable/NA” or “Unknown/UK”.

9 If the achievement is still zero or has no progress then write “0”; 9 If the target or achievement is not relevant to be achieved by the respective period or it has been achieved in the previous period then write “NA”; 9 If there is no information related to a certain indicator because the data is not available yet or incomplete then write “UK”.

2. Target cannot be “0”, it should be greater than “0”, (target can be number or percentage). If there is no target for a certain quarter, the write “NA”.

5.7. Indicator Tracking Table - ITT


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3. You cannot change target at will (either the quantity or the timeline). For example, if the target for Quarter I (10 villages that completed HVCA) is not achieved, you cannot move that target to Quarter II.

If you achieve it in Quarter II, the target in Quarter II is “NA”, meanwhile the actual is “10” and % of the actual/target is “NA”. With that, readers will understand that the target was achieved but delayed.

4. You should pay attention to the percentage of actual per target either for each quarter or annual, and during the life of project/program (LoP). Look at the variance or the gap; each gap of less or more than 10-20% should be explained further in the project/program report.

5. If the indicators are assessed regularly, observe when to use the highest or final achievement on annual achievement or LoP achievement. This depends on the indicator statement. Examples will be provided during training.

One of the key role of ITT is to help identifying the gaps or differences between the target and the actual result or the percentage of target achievement. By observing the gap, it will help the analysis and reporting of the project/program performance, as well as target setting. Knowing whether the indicator performance is exceeding or under the target helps to decide if the project/program is on track, or requires an adjustment in the implementation or timeline.


138

ACTIVITY REPORT

1. Title of Activity

2 Date and location of implementation

3 Budget (IDR): Advance (IDR): Actual (IDR): Balance (IDR)(Advance-Actual)

4 Number of participants/beneficiaries : Total : M : F :

5 Activity Results (Provide information on target and actual, e.g.: Training: number of people trained/certified; Workshop: document completed; Monitoring: findings, issues addressed; Procurement:: number of item.)

6 Challenges/ Issues encountered (i.e. challenges during preparation or implementation of activity, e.g.: administration, finance, logistic, participant/community participation, etc.)

7 Solution conducted/taken (i.e. action taken to address or reduce the impact of challenges/issues in point 6.)

8 Suggestions for improvement ( i.e. recommendation to improve the quality of activity implementation in the future)

9 Follow up required (i.e. follow ups needed in order to sustain the activity results.)

REPORTED BY: ACKNOWLEDGED BY:

*Attach the ToR as well as photos of activity (2-3 pcs)** This format can also be used for trip report, adjust the information to be included (Attach the ToR, Memo, or Assignment Letter).

A. ACTIVITY REPORT

An Activity Report comprises brief information on the implementation of each activity in 1-2 pages. An Activity Report is used as: 1) supporting document for financial report, 2) references for monthly report , and 3) staff performance documentation.

The daily or routine operational activities at the office are not included in this activity report, but can be reflected in the Monthly Report .

An Activity Report is developed by staff and submitted to the Head of his/her Working Unit (Head of Division/Bureau/Department/Section) in 3 days at the latest after activity completion, in format as follow:

5.8. PMI Reporting Formats for All Levels


139

B. MONTHLY REPORT

A Monthly Report includes information on the implementation of all activities planned, date of implementation, results achieved, brief description of implementation process, challenges encountered, follow up, and activity plan for the following month.

At PMI Branch/Chapter, Monthly Report is developed by the Head of Working Unit and reported to the Head of Office, to be then compiled and reported to the Board Members. At the NHQ, the Monthly Report is submitted by the Head of Division/Bureau/Unit to the Head of Office and copied to the Board Members. A Monthly Report is submitted the 5th of the following month at the latest. For example, the January 2015 Report is submitted by 5 February 2015 at the latest. The Monthly Report is prepared in 2-5 pages using the format below:

MONTHLY REPORT OF PMI BRANCH/CHAPTER/DIVISION/BUREAU/UNIT OF PMI NHQ MONTH___________, YEAR ________

I. Summary of Activity Implementation Matrix

II. Analysis

2.1. Activity and Budget Plan vs Actual (Describe briefly whether all activities planned were implemented.

Were all intended results achieved? If there were any results not achieved/completed, explain why and what should be done afterward. Describe the causes of variance between budget and actual, especially if more than 10 %.)

2.2. Implementation Process (Describe briefly about the implementation quality, e.g. on

training: explain about the quality of facilitator, participant’s participation and results, as well as follow up plan after the training. For awareness raising activity in the community, explain the topic and messages disseminated, what was the role of PMI/village volunteers, what behaviors agreed to be done. For meetings, explain the decisions needed to be followed up. Include photos of activity.)

No Activity Date and Location of Implementation

Budget (3 variables) Actual Activity Results

1

2

3

etc.


140

2.3. Challenges/Issues Encountered (Describe in specific 1-3 main challenges/issues encountered,

the causes and impact, and what have been/need to be done to address them.)

2.4. Follow up Required (Describe the follow up needed to sustain the activity results.)

III. Information about Regular Activities (Office Operations)

(Describe briefly about the implementation of regular Office activities, as well as challenges encountered and follow up, if any).

IV. Activity Plan for the following Month

Developed/reported by: Acknowledged/approved by

_______________________ _______________________

No Activity Date of Implementation Budget

1

2

3

etc.


141

C. QUARTERLY REPORT

A Quarterly Report is a compilation and analysis from Monthly Reports that describes the achievement of indicators in PMI work plan. At Branches and Chapters, the Quarterly Report is submitted by the Head of Office to the Board Members. At the NHQ, the Quarterly Report is submitted by the Head of Division/Bureau/Unit to the Head of Office and copied to the Board Members.

The Quarterly Report is submitted by the 10th of the following month at the latest. For example, the January-March 2015 Report is submitted on 10 April 2015. The Quarterly Report is prepared in 10 pages at maximum using the format below.

QUARTERLY REPORT OF PMI BRANCH/CHAPTER/DIVISION/BUREAU OF PMI NHQQUARTER ____________, YEAR __________

I. Summary of Key Achievements(Describe briefly the achievement of key activities in the last 3 months. For example:30 KSR were trained and mobilized200 YRC members received coaching from volunteers500 community members received free medicationetc.)


142

II.

Indi

cato

r Tr

acki

ng T

able

or

ITT

ITT

is a

sim

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e to

doc

umen

t th

e pr

ogre

ss o

f in

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tor

achi

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ent

from

tim

e to

tim

e. F

ill in

the

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in li

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ith

the

guid

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es p

rovi

ded

unde

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int

5.7

on t

he p

revi

ous

page

s.

Not

e/Re

mar

ks:

1.

Incl

ude

obje

ctiv

e st

atem

ents

(St

rate

gic

Obj

ecti

ve,

Out

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e, a

nd O

utpu

t) fi

rst

befo

re t

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ndic

ator

s.

2.

List

rel

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und

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and

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Indi

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sho

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ame

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the

Ope

rati

onal

Pla

n.

Wor

k Pl

an In

dica

tors

Qua

rter

I (J

an-M

ar

20xx

)Q

uart

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(A

pr-J

un

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)Q

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I (Ju

l-Se

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xx)

Qua

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IV (

Oct

-Dec

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Ye

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etAc

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al%

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17.

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2

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1.

29.

etc.


143

No Activity Implementation Timeline Budget

1

2

Etc.

Time Total Budget Total Actual % Actual/Budget

Month-1

Month-2

Month-3

Total 3 months

III. Financial Information (Rupiah)

IV. Analysis

a. Description of variance/gaps between target and actual. (Describe factors causing differences between activity planning and

implementation, indicator target and actual, budget versus actual, especially if the gap is more than 10 %.)

b. Description of relations between activity, indicator achievement, output and outcome.

(Describe the links between indicator achievement toward output, and then how the output contributes to outcome. What needs to be done to ensure that such links exist in achieving PMI strategic objectives? Include photos of activity .)

c. Issues/challenges as well as follow up solution. (Describe in specific 2-3 issues/challenges encountered, causes and

impacts, as well as what have/need to be done to address them.)

V. Activity Plan for the Following Quarter


_______________________ _______________________


144

D. SEMESTER REPORT

A Semester Report comprises of information needed to be submitted by each National Society to the International Federation of Red Cross and Red Crescent (IFRC). PMI NHQ can fulfill the needs of information if all Branches submit their Semester Reports. The availability of information from PMI at the international level is an indication that documentation and reporting system in all levels of PMI is working well.

Considering the variety of program implemented by different National Societies across the world, it is very difficult or even impossible to measure their performance specifically. Therefore, IFRC uses ‘Proxy Indicators’, i.e. indirect indicators that can describe the performance or capacity of a National Society. The 7 proxy indicators are:

1. Number of volunteers involved in services: people who provide at least four hours per year to support different PMI activities.

2. Number of staff paid: people who work at local PMI office for at least three months period and receive salary.

3. Number of blood donors: people who donate blood at least once a year.

4. Number of PMI Sub-districts, Branches, Chapters.5. Number of people served: people who receive PMI services indirectly,

either from regular or emergency services.6. Amount of total income: amount of money received by PMI every

year, either from the government, donors, private companies, communities, or from different resource mobilization activities.

7. Amount of total expenditures: amount of money used for operational and services need in a year.

This information will be distributed to all PMI stakeholders in Indonesia or at the international level. The Semester Report should be submitted by PMI Branches to PMI Chapters twice a year, i.e. on July 5th and January 5th.

Afterward, PMI Chapters will compile semester reports from all Branches in its areas, and submit it to PMI NHQ on July 20th and January 20th. Below is the format of Semester Report for PMI Branches and Chapters.


145


_______________________ _______________________

SEMESTER REPORT OF PMI XXXX BRANCH YEAR 20XX

No Data needed Semester 1 Semester 2

1 Number of Youth Red Cross (YRC) members still active* to date.

Active if involved in the YRC unit activities or with PMI at least

once in the last six month.

Elemen-tary

M

F

Total

Second-ary

M

F

Total

Senior

M

F

Total

2 Number of volunteers (KSR/TSR) involved in PMI activities at least once in the last 6 months.

M

F

Total

3 Number of Voluntary Blood Donors who donated blood at least once in the last 6 months

M

F

Total

4 Number of staff paid (either by PMI, government, or donors). M

F

Total

5 Number of people who received direct benefit from emergency response/ relief services

a. Individual beneficiaries M

F

Total

b. Head of Household beneficiaries Total

6 Number of people receiving direct benefit from non-emergency services

a. Health Services M

F

Total

b. Social Services M

F

Total

c. Community Empowerment (DRR, ICBRR)

M

F

Total

7 Total income (IDR)

8 Total expenditures (IDR)

9 Number of PMI Sub-District


146

Description on information included in the Semester Report matrix:

1. Active YRC members are YRC members either elementary, secondary, or senior in all schools who participated in YRC activities at school or with local PMI Branch at least once in the last six month. If someone participated in more than one activities in the last 6 months, then he/she is still counted as one person. Data should be disaggregated by sex.

2. If a KSR/TSR member participated in more than one activities in the last 6 months, then he/she is still counted as one person. Data should be disaggregated by sex.

3. If a Voluntary Blood Donor donated more than once in the last 6 months, then he/she is still counted as one person. Data should be disaggregated by sex.

4. Clear. Data should be disaggregated by sex.

5. Direct beneficiaries from emergency response/relief services are divided into two categories, i.e. :

a. Individuals impacted by disaster and received different assistances directly for local PMI Branch, such as field kitchen, health services, water/sanitation services, and other individual services. Data should be disaggregated by sex (if available).

b. Head of Households who received assistance in form of packages (family kit, hygiene kit, tool kit, baby kit, and other package assistance).

If in a specific location affected by disaster (Village A), PMI provided more than one service to individuals, then use data with the highest figure. For example, in Village A District X, 500 people received health services, 800 people received water distribution, and 750 people received public kitchen service. Then, the data used is the highest one, i.e. 800 people who received water distribution. The figure included in point 5.a. is the total individual from the highest figure receiving services in all locations.

Another example for point 5.b., for example 70 HHs received family kit, 85 HHs received hygiene kit, and 45 HHs received baby kit. Then, the figure used is the highest one, i.e. 85 HHs who received hygiene kit. The figure to be included in point 5.b. is the total HHs from the highest figure who received package assistance in all locations.

In order to collect the information accurately, data from the initial assessment results to the population affected by disasters can be a very important reference.


147

6. Direct beneficiaries from non-emergency assistance are individuals who are targeted by PMI projects/program in normal time, comprises of:

a. PMI health services, e.g. free medication, health clinic service, ambulance service, Siaga Lebaran (Posko during Eid holiday) service, etc. Data should be disaggregated by sex (if available).

b. PMI social services, e.g. free mass circumcision, cataract surgery, special material assistance (optical eyeglasses, crutch, etc.), PSP for non –emergency context, etc. Data should be disaggregated by sex (if available).

c. Community empowerment activities, i.e. activities conducted by mobilizing existing resources in the community. E.g., promoting communities to work together, health/DRR education, disaster risk mitigation, etc. Data should be disaggregated by sex (if available).

7. Total income is the amount of total fund received from different sources per semester. E.g., from local government, donor agencies, community groups, individuals, companies, etc.

8. Total expenditures is the amount of total fund spent per semester, including operational, program services, and emergency responses.

9. Number of PMI Sub-district is the communities supported by PMI located in an area equals to sub-district and affiliated with PMI Branch.


148

COMPILATION OF PMI BRANCHES SEMESTER REPORT IN XXXX CHAPTER YEAR XXXX

No Data Needed Branch A

Branch B

Branch C Etc.

1 Number of Youth Red Cross (YRC) members still active* to date.

Active if involved in the YRC unit activities or with PMI at least

once in the last six month.

Elemen-tary

M

F

Total

Secondary

M

F

Total

Senior

M

F

Total

2 Number of volunteers (KSR/TSR) involved in PMI activities at least once in the last 6 months.

M

F

Total

3 Number of Voluntary Blood Donor who donated blood at least once in the last 6 months

M

F

Total

4 Number of staff paid (either by PMI, government, or donors). M

F

Total

5 Number of people who received direct benefit from emergency response/ relief services

a. Individual beneficiaries M

F

Total

a. Head of Household beneficiaries Total

6 Number of people receiving direct benefit from non-emergency services

a. Health services M

F

Total

b. Social services M

F

Total

a. Community empowerment (DRR, ICBRR)

M

F

Total

7 Total income (IDR)

8 Total expenditures (IDR)

9 Number of PMI Sub-district

Developed/reported by: Acknowledged/approved by:

__________________________ __________________________


149

E. ANNUAL REPORT

An Annual Report is the materials prepared for the board members’ accountability to be reported during the Branch/Chapter/National Annual Meeting.

At the Branch, the Annual Report is developed by the Head of Office by compiling the Quarterly Report. Afterward, the Head of Office reports it to the Board Members to receive feedback/approval. The Annual report will be submitted to PMI Chapter and copied to PMI NHQ.

At the Chapter, the Annual Report is developed by each Division/Unit, to be compiled afterward by the Head of Office to become PMI Chapter’s Annual Report. The Head of Office then reports it to the Board members to receive feedback/approval. The Annual Report is submitted to PMI NHQ.

At the NHQ, the Annual Report is developed by the Head of Division/Bureau, to be reported to the Head of Office and Board Members. Afterward, the Head of Office establishes a team to consolidate the Annual Reports from the Divisions/Bureaus to become the Annual Report for the Annual Meeting.

At each level, the Annual Report should be submitted by December/January at the latest. The Annual report is prepared in 30 pages at maximum using the following format:

ANNUAL REPORT OF PMI BRANCH/CHAPTER/DIVISION/BUREAU OF PMI NHQ YEAR__________ 1. Report Summary

Description of Report Summary9 Key activities results 9 Total amount of money received and spent 9 Total number of direct beneficiaries and information on geographical area (sub-district/administrative village, village/RW, hamlet/RT, school/institution)9 Impact of activity implemented on PMI capacity building9 Recommendation for future work plan


150

2. In

dica

tor

Trac

king

Tab

le

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1.

Incl

ude

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(St

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Ope

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k Pl

an In

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Q

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(Jan

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xx)

Qua

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II (

Apr

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20

xx)

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Sep

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1.

16.

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bjec

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2

Out

com

e 2.

1.

29.

etc.


151

Source Amount (Rupiah) Remarks

Donation from communi-ties/ institutions

Business Units

Government

Donors/Partners

Timeline Total Budget Total Actual % Actual/Budget

Quarter I (Jan-Mar)

Quarter II (Apr-Jun)

Quarter III (Jul-Sep)

Quarter IV (Oct-Dec)

Year 20xx

End of year balance (Rupiah):

3. Financial Information

a. Income

b. Expenditures

4. Analysis/Discussion

a. Achievement of outcome indicators and success story (Describe achievement of each outcome indicator for 1 year, what are

the factors supporting the achievements; e.g. leadership from board members/staff, volunteer activeness, stakeholder/communities participation/supports, etc. Select 3-5 success stories about PMI activities and describe each in 1 paragraph.)

b. Description of differences between target and actual. (Describe what causes differences between targets and actual which

are more than 10% for indicator achievement and budget actual.)


152

c. Description of relations between achievement of output, outcome, and strategic objective.

(Describe how the output achievement contributes to outcome achievement and ultimately leads to strategic objective achievement. What needs to be done to ensure the sustainability of those achievements?)

d. Issues/challenges and follow up solutions. (Describe specific challenges/issues encountered, their causes and

impacts, and what have been/needs to be done to address/solve them.)

e. Organizational management and work plan implementation. (Describe how the board members/Head of Office/Head of Division/

Bureau: 1) manage the activity implementation and assure the quality of results, 2) manage resources (staff, fund, asset), 3) manage time/schedule of activity implementation, 4) communicate and coordinate with PMI stakeholders at different levels and external stakeholders, 5) manage planning, monitoring, evaluation, and reporting process.)

f. Relevance (Relevance is the correspondence between activities or services with

the needs of the organization or the communities. Describe whether the activities or services conducted by PMI are in line with the needs of the organization or the communities served. Mention the activities or services which are considered less/not relevant and why is that so.)

g. Sustainability (What are the results of PMI activities which will potentially be

sustainable in the future, and what are the supporting factors for their sustainability.)

h. Lessons learned (Describe positive lessons learned that should be maintained or

replicated; and also negative lessons that should be anticipated or avoided in the future. These lessons learned focus on three main topics, i.e.1) organizational/work plan management, 2) service to communities, and 3) coordination with stakeholders.)

i. Recommendation for work plan of the following year (Provide several recommendations needed to maintain or expand the

results/positive impact achieved.)


153

j. Photo Annex (This includes relevant important information, supporting documents,

photos, etc. Photos should represent all types of activities conducted during the year, starting from meetings, program service, training, etc. Visibility of PMI logo should be displayed as much as possible in the photos.)

5. Closing

(Including signatures and name of board members (chairman of respective local PMI.))

Developed/reported by: Acknowledged/approved by:

__________________________ __________________________


154

A quality and timely report is an evidence that you are accountable and trustworthy.

Your report is useful to inform decision making in managing PMI work plan and organization

in your Office .

VI. ANNEXES

Anne

xes


155

1. S

AM

PLE

OF

AN

NU

AL

WO

RK P

LAN

MAT

RIX

OF

PMI S

UKA

RIA

BRA

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Ann

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I Bra

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I at

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gani

zati

onal

pol

icie

s, p

roce

dure

s, a

nd

syst

em.

Out

com

e 1.

2.PM

I’s S

tatu

tes,

O

rgan

izat

iona

l Pr

oced

ures

(PO

),

and

Impl

emen

tati

on

Gui

delin

es (

Jukl

ak),

as

wel

l as

the

lega

l pr

oduc

ts is

sued

are

in

stit

utio

naliz

ed a

t al

l le

vels

.

4.

PMI N

HQ

/ Ch

apte

rs/

Br

anch

es c

ondu

cted

An

nual

Mee

ting

in

acco

rdan

ce w

ith

the

assi

gned

sch

edul

e.

Dec

embe

r 20

15O

utpu

t 1.

2.1.

PMI S

tatu

tes,

O

rgan

izat

iona

l Pro

cedu

res

(PO

), a

nd Im

plem

enta

tion

G

uide

lines

, as

wel

l as

lega

l pro

duct

s ar

e in

pl

ace

and

impl

emen

ted

at a

ll le

vels

.

6.

PMI C

hapt

ers/

Bran

ches

re

ceiv

e di

ssem

inat

ion

of

info

rmat

ion

on s

tatu

tes.

10 p

eopl

e (B

oard

M

embe

rs

and

Staf

f)

1.

Dis

sem

inat

e PM

I St

atut

es t

o St

aff

and

Boar

d M

embe

rs.

IDR

500,

000

8.

Num

ber

of P

MI e

mpl

oyee

s w

ho h

ave

wri

tten

em

ploy

men

t co

ntra

cts

5 pe

ople

2.

Dev

elop

HR

regu

lati

on.

IDR

1,00

0,00

0

9.

PMI N

HQ

/Cha

pter

s/ B

ranc

hes

deve

lop

asse

t in

vent

ory

in li

ne w

ith

the

tech

nica

l gu

idel

ines

.

Nov

embe

r 20

153.

Re

gist

er a

sset

s ba

sed

on im

plem

enta

tion

/te

chni

cal g

uide

lines

.

IDR

0

10.

PMI C

hapt

ers/

Bran

ches

hav

e H

R re

gula

tion

in p

lace

.M

arch

201

54.

U

pdat

e em

ploy

ee

data

base

.ID

R 0

11.

PMI C

hapt

ers/

Bran

ches

hav

e em

ploy

ee d

atab

ase

that

is

upda

ted

on a

nnua

l bas

is .

Nov

embe

r 20

155.

Co

nduc

t An

nual

M

eeti

ng.

IDR

6,00

0,00

0

Out

com

e 1.

3.PM

I’s P

lann

ing,

M

onit

orin

g, E

valu

atio

n,

and

Repo

rtin

g (P

MER

) sy

stem

is

wel

l-fu

ncti

onin

g at

all

leve

ls.

13.

PMI N

HQ

/ Ch

apte

rs/

Bran

ches

de

velo

p an

nual

w

ork

plan

in li

ne

wit

h th

e Pl

anni

ng

and

Repo

rtin

g G

uide

lines

.

Dec

embe

r 20

15O

utpu

t 1.

3.1.

PM

I Boa

rd M

embe

rs a

nd

staf

f at

all

leve

ls a

re

regu

larl

y co

ache

d on

th

e im

plem

enta

tion

of

Plan

ning

, M

onit

orin

g,

Eval

uati

on,

and

Repo

rtin

g (P

MER

) sy

stem

by

com

pete

nt f

acili

tato

rs.

17.

PMI C

hapt

ers/

Bran

ches

re

ceiv

e in

form

atio

n re

gard

ing

the

Plan

ning

and

Rep

orti

ng

Gui

delin

es.

3 pe

ople

1.

Part

icip

ate

in t

he S

P/O

P di

ssem

inat

ion

wor

ksho

p

IDR

13,2

30,0

00

14.

PMI N

HQ

/ Ch

apte

rs/

Bran

ches

de

velo

p an

an

ual r

epor

t in

line

w

ith

the

Plan

ning

an

d Re

port

ing

Gui

delin

es

Dec

embe

r 20

152.

Co

nduc

t w

orks

hop

to d

evel

op a

nnua

l w

ork

plan

and

ann

ual

repo

rt.

IDR

4,00

0,00

0


156

Out

com

eO

utco

me

Indi

cato

rTa

rget

for

O

utco

me

Indi

cato

rO

utpu

tO

utpu

t In

dica

tor

Targ

et f

or

Out

put

Indi

cato

rA

ctiv

ity

Budg

et

STRA

TEG

IC O

BJEC

TIVE

2:

To s

tren

gthe

n th

e ca

paci

ty o

f PM

I’s o

rgan

izat

iona

l res

ourc

es a

t al

l lev

els,

bot

h it

s hu

man

res

ourc

es a

nd t

he f

acili

ties

and

infr

astr

uctu

re n

eede

d to

ser

ve t

he c

omm

unit

ies.

Out

com

e 2.

1.PM

I’s H

R M

anag

emen

t th

at in

clud

es

recr

uitm

ent,

tr

aini

ng,

assi

gnm

ent,

su

perv

isio

n, r

ewar

d an

d re

cogn

itio

n as

w

ell a

s pe

rfor

man

ce

eval

uati

on is

im

prov

ed.

29.

Perc

enta

ge o

f br

anch

vol

unte

er

(KSR

/TSR

) in

acti

ve

for

a ye

ar .

<20%

Out

put

2.1.

1.H

uman

res

ourc

es w

ith

tech

nica

l and

man

ager

ial

skill

s ar

e av

aila

ble

and

trai

ned

to c

arry

out

the

ir

mai

n ta

sks

and

func

tion

s at

all

leve

ls..

36.

Num

ber

of b

ranc

h vo

lunt

eer

in s

peci

aliz

ed s

kill

sets

of

prio

rity

I/II/

III s

ervi

ces.

50 p

eopl

e1.

Co

nduc

t Ba

sic

KSR

trai

ning

.ID

R 10

,000

,000

30.

Perc

enta

ge o

f br

anch

vol

unte

er

(YRC

/KSR

/TSR

) w

ho

has

take

n pa

rt in

br

anch

es’

acti

viti

es

on q

uart

erly

bas

is.

>50%

37.

Num

ber

of e

mpl

oyee

of

PMI

NH

Q/C

hapt

ers/

Bra

nche

s w

ho

atte

nd t

echn

ical

tra

inin

g.

3 pe

ople

2.

Send

per

sonn

el

to p

arti

cipa

te in

Am

bula

nce

Crew

Tr

aini

ng.

IDR

5,00

0,00

0

31.

Num

ber

of s

choo

l in

Dis

tric

ts t

hat

has

acti

ve Y

outh

Red

Cr

oss

(YRC

) un

it.

10 s

choo

lsO

utpu

t 2.

1.3.

Volu

ntee

r (K

SR,

TSR,

in

clud

ing

corp

orat

e/

orga

niza

tion

/ins

titu

tion

vo

lunt

eers

) an

d YR

C m

anag

emen

t gu

idel

ines

is

impl

emen

ted

at a

ll le

vels

.

40.

PMI C

hapt

ers/

Bran

ches

or

gani

ze Y

outh

gat

heri

ng

(Jum

bara

).

July

201

51.

Co

nduc

t vo

lunt

eer

coac

hing

eve

ry t

hree

m

onth

s.

IDR

1,00

0,00

0

2.

Upd

ate

volu

ntee

r da

taba

se.

IDR

0

3.

Sele

ct y

outh

gat

heri

ng

part

icip

ants

at

YRC

unit

s.

IDR

2,50

0,00

0

4.

Cond

uct

yout

h ga

ther

ing.

IDR

40,0

00,0

00

Out

com

e 2.

3.Av

aila

bilit

y of

bas

ic

supp

orti

ng f

acili

ties

an

d in

fras

truc

ture

s fo

r PM

I ope

rati

on is

in

crea

sed.

55.

PMI C

hapt

ers/

Br

anch

es h

ave

acti

ve/

func

tion

ing

POSK

O.

Sinc

e Ap

ril

2015

Out

com

e 2.

3.2.

PMI a

sset

s an

d ba

sic

faci

litie

s/in

fras

truc

ture

ar

e m

anag

ed in

line

wit

h th

e gu

idan

ce p

rovi

ded.

61.

PMI C

hapt

ers/

Bran

ches

su

bmit

ass

et in

vent

ory

to P

MI

NH

Q o

n an

nual

bas

is.

Nov

embe

r 20

151.

As

sign

vol

unte

er s

hift

at

Posk

o.ID

R 21

,600

,000

2.

Part

icip

ate

in ‘

apel

si

aga’

of

Chap

ter’

s Po

sko.

IDR

0

3.

Mon

itor

ear

ly w

arni

ng

info

rmat

ion

from

BPB

D

on r

egul

ar b

asis

.

IDR

0

4.

Reco

rd a

nd d

isse

min

ate

earl

y w

arni

ng

info

rmat

ion

to P

MI

Chap

ter.

IDR

0

5.

Dev

elop

and

sub

mit

as

set

inve

ntor

y re

gist

er.

IDR

500,

000


157

Out

com

eO

utco

me

Indi

cato

rTa

rget

for

O

utco

me

Indi

cato

rO

utpu

tO

utpu

t In

dica

tor

Targ

et f

or

Out

put

Indi

cato

rA

ctiv

ity

Budg

et

STRA

TEG

IC O

BJEC

TIVE

3:

To im

prov

e th

e qu

alit

y of

dis

aste

r an

d he

alth

em

erge

ncy

resp

onse

s ac

ross

Indo

nesi

a, e

ithe

r in

ter

ms

of r

apid

ness

, co

vera

ge,

and

effe

ctiv

enes

s of

the

ser

vice

s

Out

com

e 3.

1.PM

I per

sonn

el’s

ca

paci

ty s

peci

aliz

ing

in

emer

genc

y re

spon

se is

st

reng

then

ed.

69.

Num

ber

of d

isas

ter

resp

onse

sim

ulat

ion

by P

MI B

ranc

hes

in

line

wit

h th

e So

P.

1 ti

me

Out

put

3.1.

1.D

isas

ter

Resp

onse

(S

atga

na)

team

and

em

erge

ncy

resp

onse

sp

ecia

lists

are

av

aila

ble

and

read

y fo

r m

obili

zati

on a

t al

l lev

els,

in

clud

ing

at t

he r

egio

nal

and

nati

onal

leve

ls,

in

line

wit

h th

e So

P.

70.

Num

ber

of S

ATG

ANA

team

m

embe

rs a

t PM

I Bra

nche

s .

30 p

eopl

e1.

Co

nduc

t SA

TGAN

A Tr

aini

ng.

IDR

50,0

00,0

00

2.

Dev

elop

SAT

GAN

A te

am

assi

gnm

ent

cale

ndar

.ID

R 0

Out

put

3.1.

2.D

isas

ter

resp

onse

si

mul

atio

n is

org

aniz

ed

by P

MI a

t al

l lev

els

in li

ne

wit

h th

e ne

eds

and

the

deve

lope

d co

ntin

genc

y pl

an.

72.

Num

ber

of d

isas

ter

resp

onse

si

mul

atio

n ac

tivi

ties

co

nduc

ted

by P

MI a

t N

HQ

/Ch

apte

rs/

Bran

ches

ann

ually

.

1 ti

me

1.

Cond

uct

coor

dina

tion

m

eeti

ng f

or s

imul

atio

n pr

epar

atio

n w

ith

diff

eren

t st

akeh

olde

rs.

IDR

6,00

0,00

0

2.

Cond

uct

pre-

sim

ulat

ion

exer

cise

.ID

R 3,

000,

000

3.

Cond

uct

disa

ster

re

spon

se s

imul

atio

n.ID

R 15

,000

,000

Out

com

e 3.

2.Av

aila

bilit

y of

em

erge

ncy

resp

onse

eq

uipm

ent

in li

ne w

ith

the

acco

unta

bilit

y st

anda

rd is

incr

ease

d.

73.

Num

ber

of

bene

ficia

ries

re

ache

d by

PM

I Bra

nche

s’

emer

genc

y re

spon

se

serv

ices

.

Actu

alO

utpu

t 3.

2.1.

Stan

dard

equ

ipm

ent

for

emer

genc

y re

spon

se,

incl

udin

g co

mm

unic

atio

n eq

uipm

ent

for

coor

dina

tion

as

wel

l as

doc

umen

tati

on a

nd

repo

rtin

g fo

rmat

s ar

e in

pl

ace

and

oper

atio

nal a

t al

l lev

els.

75.

PMI B

ranc

hes

have

at

leas

t fo

ur e

quip

men

t fo

r em

erge

ncy

resp

onse

tea

m.

Augu

st 2

015

1.

Cond

uct

proc

urem

ent

proc

ess

for

emer

genc

y re

spon

se g

ears

.

IDR

60,5

00,0

00

76.

PMI B

ranc

hes

have

at

leas

t tw

o co

mm

unic

atio

n eq

uipm

ent

for

emer

genc

y si

tuat

ion.

Augu

st 2

015

2.

Cond

uct

proc

urem

ent

proc

ess

for

emer

genc

y co

mm

unic

atio

n eq

uipm

ent.

IDR

20,0

00,0

00

3.

Reco

rd b

enefi

ciar

ies

base

d on

gui

delin

es.

IDR

0

Out

com

e 3.

3.Em

erge

ncy

resp

onse

m

anag

emen

t sy

stem

is

impl

emen

ted

by P

MI a

t al

l lev

els.

79.

Num

ber

of

emer

genc

y in

cide

nt

resp

onde

d by

PM

I Br

anch

es w

ithi

n th

e fir

st s

ix h

ours

.

Actu

alO

utpu

t 3.

3.1.

Fram

ewor

k, g

uide

lines

, an

d So

P fo

r em

erge

ncy

resp

onse

ope

rati

on a

nd

coor

dina

tion

mec

hani

sm

are

in p

lace

and

ado

pted

by

PM

I at

all l

evel

s.

83.

Num

ber

of in

cide

nt r

epor

t su

bmit

ted

by P

MI B

ranc

hes

to

PMI N

HQ

/Cha

pter

s.

Actu

al1.

Co

nduc

t di

sast

er

resp

onse

bas

ed o

n So

P.ID

R 5,

000,

000


158

Out

com

eO

utco

me

Indi

cato

rTa

rget

for

O

utco

me

Indi

cato

rO

utpu

tO

utpu

t In

dica

tor

Targ

et f

or

Out

put

Indi

cato

rA

ctiv

ity

Budg

et

80.

Amou

nt o

f co

ntin

genc

y fu

nd

owne

d by

PM

I NH

Q/

Chap

ters

/ Br

anch

es.

IDR

5.00

0.00

0O

utpu

t 3.

3.3.

Cont

inge

ncy

plan

is

upda

ted

by P

MI a

t al

l le

vels

on

annu

al b

asis

.

85.

PMI N

HQ

/Cha

pter

s/ B

ranc

hes

deve

lop

annu

al C

onti

ngen

cy

Plan

.

Febr

uary

20

151.

D

evel

op/u

pdat

e Co

ntin

genc

y Pl

an.

IDR

6,00

0,00

0

81.

PMI N

HQ

/ Ch

apte

rs/

Bran

ches

dev

elop

re

spon

se o

pera

tion

pl

an w

ithi

n 3x

24

hour

s af

ter

the

emer

genc

y in

cide

nt.

Actu

alO

utpu

t 3.

3.4.

Ea

rly

war

ning

info

rmat

ion

is f

orw

arde

d to

the

co

mm

unit

ies

in t

imel

y m

anne

r.

86.

Num

ber

of e

arly

war

ning

in

form

atio

n fo

rwar

ded

by P

MI B

ranc

hes

to lo

cal

com

mun

itie

s.

Actu

al1.

M

onit

or e

arly

war

ning

in

form

atio

n.ID

R 0

Out

put

3.3.

5.

The

need

for

RFL

ser

vice

in

bot

h no

rmal

and

em

erge

ncy

peri

ods

is

follo

wed

up

by P

MI a

t al

l le

vels

.

87.

Num

ber

of R

FL c

ase

follo

wed

up

by

PMI B

ranc

hes

unti

l the

pr

oced

ure

is c

ompl

eted

.

Actu

al1.

D

evel

op n

etw

orki

ng

wit

h re

leva

nt

stak

ehol

ders

tha

t ca

n pr

ovid

e in

form

atio

n on

RF

L ne

eds

(hos

pita

l,

polic

e, e

tc.)

IDR

500,

000

2.

Faci

litat

e di

ssem

inat

ion

of in

form

atio

n re

late

d to

RFL

.

IDR

500,

000

STRA

TEG

IC P

LAN

4:

To s

tren

gthe

n co

mm

unit

y re

silie

ncy

in o

rder

to

redu

ce t

he r

isks

and

impa

ct o

f di

sast

ers

and

dise

ases

thr

ough

dis

aste

r pr

epar

edne

ss,

heal

th,

and

soci

al p

rogr

ams,

als

o re

ferr

al h

ealt

h se

rvic

es.

Out

com

e 4.

1.PM

I’s c

apac

ity

in

man

agin

g co

mm

unit

y-ba

sed

disa

ster

pr

epar

edne

ss a

nd

heal

th p

rogr

am is

st

reng

then

ed.

82.

PMI B

ranc

hes

have

at

leas

t fiv

e vi

llage

s re

ceiv

ing

inte

rven

tion

sup

port

ev

ery

year

.

2 vi

llage

sO

utpu

t 4.

1.2.

Ad

equa

te s

uppo

rtin

g m

ater

ials

/too

ls f

or

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mun

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sast

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th p

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ams

(e.g

. IE

C m

ater

ials

, m

odel

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pmen

t, M

&E

tool

s)

are

avai

labl

e.

95.

Num

ber

of IE

C M

ater

ial

dist

ribu

ted

to c

omm

unit

ies

by P

MI B

ranc

hes.

Actu

al1.

D

istr

ibut

e IE

C m

ater

ials

to

com

mun

itie

s.ID

R 50

0,00

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ranc

hes

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ceiv

ing

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rven

tion

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port

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ery

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ased

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ente

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mpe

tent

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I sta

ff/

volu

ntee

rs/f

acili

tato

rs a

t al

l lev

els

96.

Num

ber

of c

omm

unit

y-ba

sed

prog

ram

s im

plem

ente

d by

PM

I Bra

nche

s.

1 pr

ogra

m1.

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nduc

t tr

aini

ng o

n co

mm

unit

y-ba

sed

prog

ram

to

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taff

an

d vo

lunt

eers

.

IDR

25,0

00,0

00

2.

Num

ber

of h

ealt

hy

scho

ols

at P

MI

Bran

ches

’ w

orki

ng

area

.

5 sc

hool

s98

. N

umbe

r of

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ff/

volu

ntee

rs

at P

MI N

HQ

/Cha

pter

s/

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ches

tra

ined

on

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mun

ity-

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d pr

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m.

10 p

eopl

e2.

Se

lect

tar

get

villa

ges/

co

mm

unit

ies

IDR

3,00

0,00

0


159

Out

com

eO

utco

me

Indi

cato

rTa

rget

for

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utco

me

Indi

cato

rO

utpu

tO

utpu

t In

dica

tor

Targ

et f

or

Out

put

Indi

cato

rA

ctiv

ity

Budg

et

3.

Num

ber

of d

isas

ter-

prep

ared

sch

ool

at P

MI B

ranc

hes’

w

orki

ng a

rea.

5 sc

hool

s3.

Co

nduc

t H

VCA

at

sele

cted

vill

ages

/co

mm

unit

ies

IDR

5,00

0,00

0

4.

Num

ber

of d

irec

t be

nefic

iary

fro

m P

MI

Bran

ch’s

dis

aste

r pr

epar

edne

ss

prog

ram

.

40 p

eopl

e4.

D

evel

op p

lan

wit

h co

mm

unit

ies.

IDR

5,00

0,00

0

5.

Num

ber

of d

irec

t be

nefic

iary

fro

m

PMI B

ranc

hes’

co

mm

unit

y-ba

sed

heal

th p

rogr

am.

40 p

eopl

e5.

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plem

ent

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mun

ity-

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d pr

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m b

ased

on

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t pl

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ng w

ith

the

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mun

ity

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00,0

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rd b

enefi

ciar

ies

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d on

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delin

es.

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0

ROU

TIN

E A

CTIV

ITIE

S AT

TH

E O

FFIC

E1.

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t bo

ard

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bers

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enar

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very

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onth

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ce w

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f.

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3.

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uct

Offi

ce a

nd

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t m

aint

enan

ce.

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6,00

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elec

tric

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er,

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e, a

nd g

as b

ills.

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00,0

00

5.

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elop

act

ivit

y re

port

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riod

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orts

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onth

ly,

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terl

y).

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0

TOTA

L BU

DG

ETID

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0,73

0,00

0


160

2. Budget Summary

3. Proposed Activity from PMI Sukaria Branch to PMI Suka Suka Chapter (10):

Budget Category Amount (Rupiah) Percentage (Amount of Rupiah/ Total x 100%)

Operational (salary, electricity, telephone, fuel, stationeries, etc.) IDR 102,219,000 30%

Services (regular services/program activities) IDR 170,365,000 50%

Emergency/Response (specifically for emergency assistance) IDR 68,146,000 20%

TOTAL BUDGET IDR 340,730,000 100%

No. Proposed Activity Implementation Schedule Reason for Proposing the Activity

1 Conduct PMER Training. August 2015 To strengthen the capacity of the board members and staff before conducting annual meeting.

2 Provide basic DR equipment (rubber boat, tent, and field kitchen equipment).

July 2015 Sukaria District is a flood prone district, thus it requires equipment supports.


161

4. D

etai

led

Impl

emen

tati

on P

lan

- W

ork

Plan

of

PMI S

ukar

ia B

ranc

h, Y

ear

2015

No

Act

ivit

yBu

dget

Impl

emen

tati

on T

imel

ine

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Okt

Nov

Dec

1D

isse

min

ate

PMI

Stat

utes

to

Staf

f an

d Bo

ard

Mem

bers

.

IDR

500,

000

X2

Dev

elop

HR

regu

lati

on.

IDR

1,00

0,00

0X

3Re

gist

er a

sset

s ba

sed

on im

plem

enta

tion

/te

chni

cal g

uide

lines

.

IDR

0

X4

Upd

ate

empl

oyee

da

taba

se.

IDR

0X

X5

Cond

uct

Annu

al

Mee

ting

.ID

R 6,

000,

000

X6

Part

icip

ate

in t

he S

P/O

P di

ssem

inat

ion

wor

ksho

pID

R 13

,230

,000

X7

Cond

uct

wor

ksho

p to

de

velo

p an

nual

wor

k pl

an a

nd a

nnua

l rep

ort.

IDR

4,00

0,00

0

XX

8Co

nduc

t Ba

sic

KSR

Trai

ning

.ID

R 10

,000

,000

Xet

c.

TOTA

L BU

DG

ETID

R xx

x xx

x


162

SAMPLE OF ACTIVITY REPORT

Annex 2. Sample of PMI Branch Reports

ACTIVITY REPORT OF PMI SUKARIA BRANCH

1. Title of Activity SP/OP Dissemination Workshop

2 Date and Location of Implementation PMI Sukaria Office, 26 February 2015

3 Budget (IDR): Advance (IDR): Actual (IDR) Balance (IDR) (Advance-Actual)

13,230,000 10,000,000 8,525,000 1,475,000

4 Number of participants/ beneficiaries Total : M : F :

30 ppl (Board members and Staff)

20 ppl 10 ppl

5 Activity results PMI Strategic Plan and Operational Plan 2014-2019 PMI Planning and Reporting Guidelines

6 Challenges/issues encountered The understanding on Operational Plan outcome and output indicators is still lacking.

Practice session for work plan development is a bit short and not comprehensive.

7 Solution conducted/taken Request for technical support from PMI Chapter in a form of guidance and knowledge exploration to be incorporated into the planning document.

8 Suggestions for improvement It requires a comprehensive Planning, Monitoring, Evaluation, and Reporting training in Sukaria Branch.

9 Follow up required Send a letter to PMI Chapter requesting for technical support in work plan development.

Send letter to PMI NHQ requesting PMER training.

REPORTED BY:

TUTUNG TARUTUNG Staff of Organizational Division

ACKNOWLEDGED BY:

DENDI MAHMUDHead of Office


163

No Activity Date and Location of Implementation

Budget(3 variables) Actual Activity Results

1 Volunteer coaching in form of coordination meeting between volunteers with board members.

PMI Sukaria Office,2 March 2015

IDR 250,000 IDR 227,000 38 volunteers attended.

The Secretary attended to represent the board members.

SAMPLE OF MONTHLY REPORT

PMI SUKARIA BRANCH MARCH 2015 REPORT

I. Summary of Activity Implementation Matrix

II. Analysis

2.1. Activity and Budget Plan vs Actual Coordination meeting between volunteers and board members is a new initiative implemented for the first time by Sukaria Branch, as a form of volunteer coaching/development activities. This meeting was initiated on 5 March 2015; 38 KSR attended and had a dialogue with the Secretary.

From the total budget amounted of IDR 1,000,000 allocated for a year, four meetings were planned with budget division of IDR 250,000 per meeting. The budget spent for this initial meeting is IDR 227,000; IDR 77,000 was used for consumption and IDR 150,000 for KSR local transport.

2.2. Implementation ProcessThis initial meeting was responded positively by the KSRs; most of them mentioned that this was an opportunity for them to have a dialogue with the board members and to share ideas and challenges they were facing. The participation from participants was good. The main results of this meeting was the request to reactivate basic KSR training sessions, because the last session conducted was more than six months ago. They need a refresher.

The Secretary welcomed this request considering that it had been included in the work plan. The plan is that it will be conducted in April 2015. However, the technical implementation will be discussed further with the staff.


164

No Activity Date of Implementation Budget

1. Board members plenary meeting 8 April 2015 IDR 100,000

2. Coordination meeting between Head of Office and staff

10 April 2015 IDR 100,000

3. Basic KSR training 23-27 April 2015 IDR 10,000,000

Developed/reported by:

DENDI MAHMUD, Head of Office

Acknowledged/approved by:

JOKO SAMBODO, Chairman

2.3. Challenges/ Issues Encountered To date, PMI Sukaria does not have human resource with sufficient capacity to facilitate basic KSR training.

2.4. Follow up requiredPMI Sukaria will send a letter to PMI Chapter to request for support of trainer to facilitate basic KSR training session to be carried out.

III. Information about Regular Activities (Office Operations)

9 The February 2015 Monthly Report has been submitted to the board members to be discussed in the board plenary meeting.9 The board members plenary meeting was conducted on 11 March 2015, with consumption cost amounted to IDR 85,000.9 Coordination Meeting between Head of Office and Staff was conducted on 13 March 2015 to follow up the results of board members plenary meeting, with consumption cost amounted to IDR 64,000.9 Electricity, water, phone, and gas bills had been paid with a total amount IDR 843,000.

IV. Activity Plan for the following Month


165

SAMPLE OF QUARTERLY REPORT

QUARTER I (Jan-Mar) 2015 REPORTPMI SUKARIA BRANCH

I. Summary of Key Achievements

Nine personnel of PMI Sukaria Branch received dissemination of PMI Statutes, which consists of 5 staff and 4 board members.

Three personnel of PMI Sukaria Branch participated in SP/OP dissemination workshop organized by PMI NHQ in Jakarta. The workshop was attended by the Secretary, Board Member for OD, and Head of Office.

The first volunteer development activity was initiated on 5 March 2015 in form of coordination meeting between volunteers and board members. This meeting was attended by 38 KSRs, the Secretary, and staff from Volunteer Division.


166

II. In

dica

tor

Trac

king

Tab

le

Wor

k pl

an In

dica

tors

Qua

rter

I (J

an-M

ar 2

015)

Qua

rter

II (

Apr

-Jun

20

15)

Qua

rter

III (

Jul-

Sep

2015

)Q

uart

er IV

(O

ct-D

es

2015

)Ye

ar 2

015

Targ

etAc

tual

%Ta

rget

Actu

al%

Targ

etAc

tual

%Ta

rget

Actu

al%

Targ

etAc

tual

%

STRA

TEG

IC O

BJEC

TIVE

1:

To b

uild

a w

ell-

func

tion

ing

PMI a

t al

l lev

els,

wit

h th

e ca

paci

ty t

o cr

eate

syn

ergy

bet

wee

n pr

ogra

m a

ctiv

itie

s w

ith

the

orga

niza

tion

al p

olic

ies,

pro

cedu

res,

and

sys

tem

.

Out

com

e 1.

2.

PMI’s

’ St

atut

es,

Org

aniz

atio

nal P

roce

dure

s (P

O),

and

Impl

emen

tati

on G

uide

lines

, as

wel

l as

the

lega

l pro

duct

s is

sued

are

inst

itut

iona

lized

at

all l

evel

s

4. P

MI

Bran

ch c

ondu

cted

Ann

ual

Mee

ting

in

acco

rdan

ce w

ith

the

assi

gned

sch

edul

e.N

AN

AN

AN

AN

AN

A1

NA

NA

Out

put

1.2.

1.PM

I Sta

tute

s, O

rgan

izat

iona

l Pro

cedu

res

(PO

), a

nd Im

plem

enta

tion

Gui

delin

es (

Jukl

ak),

as

wel

l as

lega

l pro

duct

s ar

e in

pla

ce a

nd im

plem

ente

d at

all

leve

ls

6. P

MI

Bran

ch r

ecei

ve d

isse

min

atio

n of

inf

or-

mat

ion

on s

tatu

tes.

109

90%

NA

NA

NA

109

90%

8.

Num

ber

of

PMI

empl

oyee

s w

ho

have

w

ritt

en e

mpl

oym

ent

cont

ract

s N

AN

AN

AN

AN

A5

5N

AN

A

9.

PMI

Bran

ch d

evel

ops

asse

t in

vent

ory

in

line

wit

h th

e te

chni

cal g

uide

lines

.N

AN

AN

AN

AN

A1

1N

AN

A

10.

PMI B

ranc

h ha

s H

R re

gula

tion

in p

lace

.1

00%

NA

NA

NA

10

0%

11.

PMI B

ranc

h h

as e

mpl

oyee

dat

abas

e th

at

is u

pdat

ed o

n an

nual

bas

is .

NA

NA

NA

NA

NA

11

NA

NA

Out

com

e 1.

3.PM

I’s P

lann

ing,

Mon

itor

ing,

Eva

luat

ion,

and

Rep

orti

ng (

PMER

) sy

stem

is

wel

l-fu

ncti

onin

g at

all

leve

ls.

13.

PMI

Bran

ch d

evel

ops

annu

al w

ork

plan

in

lin

e w

ith

the

Plan

ning

and

Rep

orti

ng

Gui

delin

es.

NA

NA

NA

NA

NA

11

NA

NA

14.

PMI B

ranc

h de

velo

ps a

nnua

l re

port

in l

ine

wit

h th

e Pl

anni

ng a

nd R

epor

ting

Gui

delin

es.

NA

NA

NA

NA

NA

11

NA

NA

Out

put

1.3.

1.

PMI b

oard

mem

bers

and

sta

ff a

t al

l lev

els

are

regu

larl

y co

ache

d on

the

impl

emen

tati

on o

f Pl

anni

ng,

Mon

itor

ing,

Eva

luat

ion,

and

Rep

orti

ng (

PMER

) sy

stem

by

com

pete

nt f

acili

ta-

tors

17.

PMI

Bran

ch r

ecei

ve i

nfor

mat

ion

rega

rdin

g th

e Pl

anni

ng a

nd R

epor

ting

Gui

delin

es .

33

100%

NA

NA

NA

33

100%

Etc.


167

Time Total Budget Total Actual % Actual/Budget

Month-1 IDR 2,200,000 IDR 1,639,000 74.5%

Month-2 IDR 15,930,000 IDR 14,723,000 92%

Month-3 IDR 1,950,000 IDR 1,219,000 62.5%

Total 3 months IDR 20,080,000 IDR 17,581,000 87.6%

III. Financial Information (Rupiah)

III. Analysis

a. Description of variance/gaps between target and actual. Indicator 10 could not be achieved as per target in March 2015 due to the lack

of references needed by OD staff in developing a human resource guidelines. Coordination has been conducted with PMI Chapter to request support for this activity, and this indicator is expected to be achieved in quarter II.

b. Description of relations between activity, indicator achievement, output and outcome.

The completion of internal workshop to disseminate the statutes has contributed to the achievement of indicator 6 by 90%, which contributed to output 1.2.1. However, the delay in the achievement of indicator 10 also reduced the contribution for the respective output. Meanwhile, the participation of PMI Sukaria in SP/OP dissemination workshop contributed to the achievement of indicator 17 by 100%, which further supported the achievement of output 1.3.1.

c. Issues/challenges as well as follow up solutions. Staff and board members still have some difficulties in understanding several

parts of SP/OP, and to operationalize those objectives into the 2016 work plan. OD staff also had challenges in seeking for references to develop the HR regulation.

Both of these challenges will be coordinated with PMI Chapter so that they can provide assistance. Aside from that, the ability of PMI Sukaria in understanding the strategic plan and operational plan as well as in developing objective-based work plan will be strengthened with the forthcoming PMER training facilitated by PMI NHQ.


168

No Activity Implementation Timeline Budget

1 Conduct basic KSR training April week-4 IDR 10,000,000

2 Send personnel to participate in ambulance training

May week-2 IDR 5,000,000

3 Develop HR regulation May week-2 - 4 IDR 1,000,000

4 Update employee database June week-1 IDR 0

5 Conduct coordination meeting between volunteers and board members

June week-1 IDR 250,000

Developed/reported by:

DENDI MAHMUD, Head of Office

Acknowledged/approved by:

JOKO SAMBODO, Chairman

To address those issues, PMI Sukaria will send a letter to PMI Chapter requesting for an assistance in preparing the work plan and organizational policies, and send a letter to PMI NHQ to request for PMER Training.

IV. Activity Plan for the Following Quarter

PMI’s Planning, Monitoring, Evaluation, and Reporting (PMER) System will be well-functioning if this Planning and Reporting Guidelines is used effectively.

A good PMER system will contribute to the achievement of Strategic Objective 1:“To build a well-functioning PMI at all levels, with the capacity to create synergy between program activities with the organizational policies, procedures, and system.”

Markas Pusat Palang Merah Indonesia

Jl. Jend. Gatot Subroto Kav. 96, Jakarta 12970, IndonesiaTelp. +62 21 7992335, Fax. +62 21 7995188

Email: [email protected]: www.pmi.or.id

PMER is Everybody’s BusinessPMER adalah Tanggung Jawab Bersama