Timor-Leste Appeal No. MAATP001 This report covers the period of 01/01/06 to 31/12/06 of a two-year planning and appeal process. In a world of global challenges, continued poverty, inequity, and increasing vulnerability to disasters and disease, the International Federation with its global network, works to accomplish its Global Agenda, partnering with local community and civil society to prevent and alleviate human suffering from disasters, diseases and public health emergencies. Water, water but not everywhere. For many rural communities the Red Cross provided a lifeline. International Federation. In brief Programme summary: Cruz Vermelha de Timor-Leste (CVTL) was under great pressure during 2006. Major storms hit the country from December 2005 to February 2006, while civil unrest beginning in February resulted in up to 150,000 persons moving to camps that house internally displaced people (IDP). As a result of both disasters, achievements around the original appeal programme were less than anticipated. Even without this added pressure on CVTL, the 2006-2007 appeal represents an ambitious undertaking because of the national society s ongoing work in these disasters. In addition, CVTL has reflected on its vulnerability and capacity assessment as well as the findings of a major independent review of national society programmes in Timor-Leste and throughout Southeast Asia. Needs: Total 2006-2007 budget CHF 2.65 million (USD 2.10 million or EUR 1.65 million), out of which 58.5% is covered. Click here to go directly to the attached financial report. Click here for details on the secretariat s support strategy in Timor-Leste No. of people we help: 44,000 Our Partners: Multilateral partners who have supported CVTL through the appeal include: Capacity Building Fund (CBF), United Kingdom s Department for International Development (DFID), Norwegian government/red Cross, Red Cross societies from Australia, Austria, Finland, New Zealand and the Republic of Korea. Bilateral partners working with CVTL include Japanese and Austrian Red Cross.
Current context The situation in Timor-Leste is dominated by prevailing poverty, with one fifth of the population living on less than USD 1 per day. Per capita income was just USD 389 in 2003, ranking 142nd among the 177 countries included in the 2006 United Nations Development Programme (UNDP) Human Development Report, below Sudan and the Republic of Congo. Life expectancy for men is at 57 and for women 59 years of age. 44 percent of the population do not have access to safe water and 81 percent have no access to sanitation. The infant morality rate 1 is 98, the under-five mortality rate 2 is 129, and 45 percent of children under five are underweight. 27 percent of the population between the age of 15 and 24 are illiterate. Only 15 percent of the population aged 18 years or older hold a high school diploma, 2 percent have a university degree and half of all adults (over the age of 15) are illiterate. Since the signing of the Timor Sea Oil Treaty, petroleum has become Timor-Leste s dominant source of revenue. According to the International Monetary Fund (IMF), oil and gas wealth offers the potential of a significantly more prosperous future. The IMF forecasts that of an estimated USD 172 million (CHF 208 million) of revenue contained in the central government budget for 2006, a full 94 percent (USD 161 million or CHF 195 million) can be accounted for by gas and oil revenues. In spite of this, significant improvements in the socio-economic situation during the next 12 months are not expected. The IMF estimates that annual economic growth rates of seven percent or more will be needed to reduce poverty significantly. The IMF highlights the need for growth and job creation in the nonoil private sector and encourages the creation of a business-friendly environment, including the necessary legal structure and a reduction in red-tape. The crisis has disrupted the private sector, causing a significant rise in inflation (from one percent to six percent). The government is currently working with other partners to promote a compact between Timor-Leste and the international community for coordinating the government, United Nations and other multilateral and bilateral contributors in priority programmes. 2006 was a difficult year for Timor-Leste and Timor-Leste Red Cross (Cruz Vermelha de Timor-Leste or CVTL). The CVTL programming was disrupted by major storms from December 2005 to February 2006. This resulted in several regions experiencing strong winds that blew away a large number of roofs from houses. The CVTL worked with communities through a very difficult year. International Federation. Some regions experienced widespread floods with the resulting loss of essential crops, vital to a mainly subsistence based population. Many CVTL staff and volunteers were diverted from normal duties to assess, then programme around the repair of houses, the rejuvenation of water wells and the building of new ones above flood lines, food distribution and food security initiatives. 1 Deaths under one year of age by 1,000 births 2 Deaths under five years of age by 1,000 people
The other major development during this period was the civil unrest, which started in February. Approximately 300 members of the armed forces demonstrated outside the office of the president demanding a response to their petition, which alleged discrimination in promotion and other policies including the ill treatment of soldiers, in particular against those from the western areas. As a result, 594 soldiers were dismissed from the army, about 40 per cent of the total military personnel in mid-march 2006. Looking to the future with some trepidation: the children of Timor-Leste are among the poorest in Asia. International Federation. During May and June, demonstrations against the government mounted as the soldiers wanted their grievances heard. The government agreed to set up a commission to discuss these problems at a later date. On 9 May, there was further confrontation with the secretary of state for the region in Ermera, resulting in one police officer killed and another seriously wounded. This unrest subsided, but many residents in Dili started to move to protected areas such as church compounds, where many remained as a sense of insecurity grew. It was hoped that following the FRETLIN (ruling party) conference in Dili from 17-19 May and the Independence Day celebrations on 20 May the situation would calm, but after 28 May shooting deaths, injuries and destruction of property spiralled. To date, it is estimated that 2,500 homes have been destroyed in Dili, more than 40 people have been killed and an unknown number injured. One other disturbing trend was the communal fighting between people from the east and the west of Timor-Leste; this rift which has no apparent historical base may take years to heal. From 26 May, 2,700 soldiers from the Australian, New Zealand, Malaysian and Portuguese army arrived following a request from the government to help restore law and order. About 500 international police
backed these soldiers during late June. They took over many policing duties from the army, allowing the military to secure the rest of the country. The mandate for the United Nations Office for Timor-Leste (UNOTIL) expired in August 2006. The United Nations (UN) Security Council set up a new mission: resolution 1704 for East Timor United Nations Integrated Mission in Timor-Leste (UNMIT) called for the deployment of 1,608 international police. By December 2006, there were approximately 1,080 UN police from 23 nations in place in Timor-Leste and the process of taking over from the armed forced is occurring in most parts of Dili and other regions. The retraining of the Timor-Leste police forces is also continuing. The problem of unrest and internally-displaced populations (IDP) persists; making the elections set for 9 April 2007 difficult and a test for the authorities. While security has in part returned to Dili, demonstrations against the government continue, along with looting, house burnings, shootings and a general level lawlessness. Although this is considered to be politically motivated, some acts that are gang related or pay back for past disagreement between feuding families are being committed under the umbrella of the unrest. The number of IDPs in Dili has been as high 70,000, with a further 85,000 in the regions. This number varies depending on the current security situation, with people moving between the safety of the camps and their homes. During the height of the unrest, up to one-sixth of the population was living in compounds, camps or in larger family groups for security. Almost all programmes health, disaster management and response, and organizational development have been delayed because of the two emergencies, particularly the civil disturbance. One operational problem has been the difficultly in carrying out these programmes while many of the staff and volunteers fear for their safety, especially when working in provinces that they did not come from (east or west of the country). In September 2006, the International Committee of the Red Cross (ICRC) reduced its presence in Timor- Leste. Now however, the CVTL is again more prominent in the implementation of development programmes, with Federation support. Following the major storms, an emergency appeal was issued in February 2006, which was covered 126 percent. This has enabled CVTL to repair damaged houses, repair existing wells and build new ones. An additional 103 houses were repaired and six new deep wells sunk compared to original plans. Following discussions with CVTL, the appeal 2006-2007 is proceeding with no major changes to the proposed programmes for 2007 or to funding requests (other than the appeal for funds to cover the avian influenza programme). Some activities in the linked logframes have been refined, i.e. rolled over from 2006 to 2007 or adapted to take account of changed circumstances. The highlight for 2006 was the CVTL s response to the storms emergency and major unrest, working first with the Federation and later with the ICRC as lead agency. However, because of these two major incidents, much of the original plans for programme implementation had to be put on hold, resulting in funds and activities carried forward to 2007. Progress towards objectives Health and Care Overall Goal: The quality of life and health conditions in Timor-Leste has improved. Programme Objective: The CVTL provides health services and education that meet the needs of the most vulnerable communities in Timor-Leste.
The CVTL s focus in previous years, including 2006, has been on building capacity in health service delivery by training the volunteers in different fields and levels. However the challenge in the future remains on branch volunteer management, crucial in realizing training outcomes and in the implementation of systematic activities that benefit communities. Hence, the focus of health activities in 2007 will be on community-implemented activities in cooperation with the organizational development plan in order to achieve the programme objective. Water and sanitation: Availability of safe water and adequate sanitation facilities in remote areas is improved. The CVTL has a long expertise in water and sanitation construction in Timor-Leste and the programme is supported by the Federation as well as bilateral donors. In 2006, the Federation supported water projects in two districts, Viqueque and Oecusse, under the health programme. Other water initiatives fell under the disaster management programme. Also the latrine construction in Ermera district, postponed from 2005 to 2006 due to severe weather, was finalized. Altogether 116 family latrines were constructed and are in use. In Oecusse district, a new water system is serving 94 families (total population some 500) directly through easier access to clean and safe water. The community participated actively in the process from planning (community action plan), construction to future maintenance. As part of the future maintenance of the water system, the community has established a water management group. Each family in the target village also makes a small financial contribution for system maintenance. Community-based first aid village education was also included in the project and ran alongside the construction work. In Viqueque, two existing water systems were rehabilitated, providing easier access to clean and safe water direct to 188 families (total population some 1,000). The community actively took part in the process from the beginning of the project. There were some delays in completing this project in a planned timeframe due to unrest in the country. Concerns over the safety of technical team travelling to the project site arose, and some deliveries of construction material were delayed. Community-based first aid village education was not implemented as planned in Viqueque mainly due to organizational problems at the branch level. Plans to implement these activities in 2007 are in place. The expected result was mostly achieved. The unrest period as well as extreme weather conditions caused some delays. As the target sites are normally in remote villages, access with materials and transport was sometimes difficult. The systematic monitoring of water and sanitation work in the field is also challenging and will be given more attention in the future. Community-based first aid: Maternal and child conditions as well as basic knowledge of communitybased first aid and hygiene are improved. The project in Timor-Leste is about teaching basic health education to people in rural areas. Communitybased first aid is preventive in nature and health promotion and education activities are the most important part of it. The first community-based first aid training-of-trainers (TOT) was organzed in February 2006, funded by Japanese Red Cross Society (JRCS). The other TOT was supposed to take place in December, but was postponed till January 2007 because of organizational reasons. CVTL now has six trainers and six assistant trainers, and numbers will increase after the January 2007 TOT. The aim is to have trainers in all 13 districts. In addition to TOTs, the Federation secretariat supported an eight-day community-based first aid community facilitator volunteer training in Ainaro district. Altogether CVTL has now 182 facilitators throughout the country.
Community village volunteers are the people taking care of the most important part of the communitybased first aid project. They educate people in their houses, go from door-to-door or conduct focus group discussions about relevant health and hygiene issues in the villages. In 2006, the Federation supported village volunteer training in four districts: Oecusse, Bobonaro, Liquica and Aileu. To date, CVTL has trained 365 village volunteers covering ten of the thirteen districts. The village volunteers implemented activities that benefit communities in Oecusse, Aileu, Bobonaro, Ainaro, Ermera and Manufahi districts. Additionally, trained volunteers conducted activities in IDP camps. In 2006, some 8,000 people received community-based first aid education through village activities and schools visits. Although CVTL has community-based first aid volunteers available in all districts, there were challenges in implementing activities at the village level. The achieved results in different districts varied greatly, subject to the capabilities and motivation of staff, local board involvement in the activities and volunteer efforts. Furthermore, almost all activities were stopped during the period of unrest. The biggest challenge however was in volunteer management and in branch level supervision, critical for the effective implementation of community-based first aid in communities. It also should be noted that at the moment, CVTL does not have a separate mother and child health programme because of the national society lacks appropriate funding and trained available staff. However, the community-based first aid project does cover some areas related to the health of mothers and children. Provision of safe water also works towards better conditions for this vulnerable group. The project will continue to increase the CVTL s capacity by training volunteers. The focus in 2007 will be to support village volunteers in the implementation of community-based first aid education and reach to the most vulnerable in the community. First aid: Increased empowerment of target communities in treatment and prevention of common diseases and injuries. The CVTL has a functioning first aid programme. Over the past years, first aid trainings have been carried out in all districts. After a TOT in February 2006 (funded by JRCS with support from the Federation secretariat) the number of qualified first aid trainers reached 20, in addition to eight assistant first aid trainers. The second TOT was supposed to take place in December 2006, but had to be postponed till January 2007 because of organizational-related reasons. The trainers developed through the TOT helped strengthen first aid training held throughout the country, which is divided in four regions. The Federation supported a regional first aid training that lasted two weeks in Ainaro and Oecusse regions, while Maliana and Baucau regional trainings were supported by JRCS. By the end of 2006, more than 300 people have been trained as first aiders through the regional trainings and almost 900 people have participated in a three-day basic first aid training course. During 2006, CVTL also provided first aid training to two external organizations. The CVTL first aid volunteers gave basic first aid information in 11 schools in nine districts, reaching some 1,300 students. Dissemination also took place in communities in nine districts, reaching more than 700 community members. The CVTL volunteers also provided first aid services at a number of public events. Noteworthy is that CVTL first aiders were active and received recognition of their activities during the period of unrest in the country, earining CVTL some positive visibility. Work on identifying accident-prone areas started in 2006 and will continue. As with the community-based first aid programme, first aid faced challenges in volunteer management, which will be the focus for 2007. To build first aid programme capacity further, CVTL is also looking to have the most qualified trainers developed as master trainers. HIV/AIDS: There is increased awareness and knowledge on sexually transmitted infections (STI) and HIV/AIDS among CVTL volunteers and targeted high-risk groups as well as the public.
The CVTL is one of the most active organizations in implementing HIV/AIDS projects in Timor-Leste, supported by the Federation secretariat and other partners. National peer education and life skill training, which invited trainers from Indonesian Red Cross (PMI) and participants from all 13 districts, was conducted in February 2006. In addition, the Federation supported a three-day youth peer education training in 11 districts for 275 participants. The additional two districts were to be covered at the beginning of 2007. The CVTL HIV/AIDS volunteers disseminated HIV/AIDS information to 1,700 students in eight districts and to some 500 community members in six districts. The CVTL also actively took part in celebrating World AIDS Day, involving schools and communities in the activities. Impact In general, all health programme activities in 2006 contributed to achieving the overall goal of improving the quality of life and health conditions in Timor-Leste. The programme objective was only partially achieved because of the challenges of volunteer management and implementation CVTL volunteers distribute information about HIV/AIDS to increase awareness and knowledge about the illness. International Federation. of activities at the community level. These issues will be addressed in the future. The issue of mother and child health needs to be re-evaluated, keeping in mind the realistic capacity of CVTL to implement new programmes. There will be funds carried forward to 2007. This is due to several reasons: some of the 2006 funding available was carried forward from 2005; several activities were over budgeted; and while most of the planned health activities were accomplished, some activities did not take place as planned or were delayed to 2007 mainly due to the situation affecting the country in 2006. A number of large accounts which should have been paid in 2006 have been carried forward to 2007 for payment giving a false impression of the available funding for 2007. Disaster management Goal: The impact of natural and manmade disaster on the most vulnerable people in Timor-Leste reduced. Objective: Strengthen the disaster management capacity of CVTL to respond effectively to the natural and man made disasters and enhance the capacities of high-risk communities to mitigate the impact of these disasters on their life and property. Overall, the national society and delegation faced significant challenges in achieving the programme objective and overall goal of the programme. The national disaster coordinator was taken ill for over four months, constraining the development of a full-fledged programme. An emergency appeal in response to strong winds and floods was also launched and the country was gripped by civil unrest for part of the year. These unexpected factors combined overrode the CVTL capacity to implement its longer-term disaster management programme.
Activities on environment protection and reforestation were new to CVTL and to some extent, the Federation as well. With CVTL s new focus on emergency response, there was a lack of capacity within the disaster management department to implement activities on environment protection, Community preparedness for disaster response is a participatory and longer-term effort and therefore hard to achieve because of the lack of an appropriate and functioning branch network as well as skilled human resources at national headquarters. Taking into account the ongoing conflict in the country between the east and west, it was critical for the national society to follow Red Cross principles while delivering services. Indeed, people both from the east and west sides received emergency support without discrimination. However, there were some unforeseen opportunities: the Federation recruited a staff-on-loan through regional delegation to manage a strong wind and flood operation. The staff was later replaced by a disaster management regional officer in September 2006. In the meantime, CVTL mobilized additional volunteers to cope with the situation. Some of the lasting achievements of the 2006 programme were as follows: emergency response to storms and wind benefited families through shelter construction and well rehabilitation increased access of community people to safe water and sanitary latrines an ongoing negotiation for funding for a five-year disaster risk reduction programme Timor-Leste is a fledgling country with CVTL a budding national society. Thus, disaster management activities were new to the national society. Nevertheless, CVTL still managed to provide livelihood options to people and increased access to safe water and sanitary facilities on a small but significant scale. The major lessons learnt include: The disaster management programme being designed as a longer term development programme so that people s exposure to different hazards (natural or technological) could be reduced in a planned way. A twin-pronged approach preparedness for emergency response at national level and risk mitigation at community level should go hand in hand. Branches are the main service delivery platforms. It is vital that their programme management capacity is increased in a planned manner. Disaster response capacity: CVTL national headquarters and branches have adequate operational capacity to respond to disasters and save human life and property. The building of CVTL emergency response capacity did not progress according to the original plan, partly because the national society was overtaken by an operation in response to major storms that hit the country in 2006. Branches especially still lack the capacity to respond to emergencies. There were however several achievements through the emergency appeal, of which a synopsis is as follows: reconstruction of 386 houses (about 8,400 people) in different six districts, construction of 12 tube wells and treatment and cleaning of 100 wells in Oecusi district distribution of 2,000 mosquito nets and 500 jerry cans to flood affected people training provided to a team of 32 people on emergencies preparation of draft standard operating procedure for response participation of the national society in the national disaster management coordination committee meeting (as a board member)
Community preparedness: People in vulnerable communities know and practice measure to mitigate the impact of disaster. Limited capacity of the national society to deliver the community-based preparedness project, a shift of focus from community preparedness to emergency response and social unrest in the country restricted the project s ability to achieve substantial results. Limited human resource capacity of CVTL and prevailing emergencies also constrained project implementation. With special support available form Australian Red Cross, however, the following activities were completed: 48 families in Manufahi, 25 families in Funar, 53 families in Aubion/Uma-Boco and 28 families in Teras accessed safe water through four gravity-flow water supply schemes four private latrines in Manufahi sub-village, two public latrines in Funar sub-village and one public latrine in Aubion/Uma Boco sub-village were constructed three community maintenance groups were trained in Funar and Manufahi sub-villages on repair and maintenance of water supply systems. a community-based first aid training was organized for a group of 25 people in the community Environment protection: People in ten communities are aware of the risks posed by environmental degradation and have initiated community reforestation projects. Environmental protection is a long term priority, and the prevailing capacity of the national society was not enough to plan and manage such activities. Land ownership issues and lack of national policy on community forestry were the other major concerns. Impact The desired result of the programme was increased community resilience, but constraints in organizational capacity and the national context described above limited progress. The budget expenditure was lower than planned because: National society resources were drawn by ICRC for emergency work, therefore many activities were suspended for about four months, The CVTL disaster management coordinator was not been replaced, Security concerns resulting from civil unrest in the country restricted movement of staff and volunteers. ] The following issues are important to take note of in 2007: CVTL is in a process to recruit new a disaster management coordinator and officers. For new officers, it will take time develop their programme management capacity. The five-year programme for disaster risk reduction would begin implementation in early 2007. Some lessons have been learnt from the livelihood promotion pilot project. It is important to refine it and expand gradually in 2007. In 2006, CVTL trained an emergency response team at the national level. To ensure that the team functions well, it is important to: develop periodic exercises, improve communication and develop basic logistics management capacity of the national society. Taking the current organizational context into consideration, it will take a lot of effort and resources, As Federation involvement in responding to the needs of IDP is likely to increase in the coming months, it will increase the workload of the CVTL and delegation. Organizational development Goal: The CVTL has become an effective and efficient volunteer-based grassroots organization, delivering targeted services to the country s vulnerable communities. Objective: The CVTL has developed organizational capacity to fulfil its mission objectives and is able to provide relevant services through its national structure.
During 2006, meaningful progress against the logframes was quite limited because of a number of factors mentioned in the Current Context section. This having been said, the lofty goals set in the 2006 were very ambitious regardless of the socio-political, economic or natural events affecting the country Simply stated, CVTL is a young national society that is striving but finding it difficult to meet the expectations placed upon it by others, including the Federation and partners, and perhaps even by itself. Some of these unrealistic expectations have led to the development of complicated and technically difficult community-based programmes, while the most urgent need is to develop base structures and platforms including a functioning branch network across the country. Branches and volunteers are the delivery mechanism for Red Cross activities. However, with a few notable exceptions, CVTL has little community activities implemented at branch level. Some branches are also quite vulnerable. Branch governance is generally seen as limited, and community activities are more often undertaken directly by CVTL headquarters. The CVTL has clear capabilities in water and sanitation, health training and monitoring, but face significant challenges in having the capacity to implement the national society strategic plan objectives. The Federation delegation has worked to support the CVTL in establishing a more realistic awareness of the situation, and is supporting communication of this to all parties to provide a better snapshot of current realities and capacities. In particular, an ongoing organizational development programme has been developed, focusing on evolving and reinforcing the most basic of national society structures. In October of 2006, a process began whereby the organizational development programme would realign its activities in line with discussions between CVTL and the Federation head of delegation. Subsequently, a draft paper was circulated within CVTL, partners and the delegation itself. The new plan has received favourable support from all parties, particularly CVTL and the major contributors to the organizational development programme. A budget revision will be undertaken in first half of 2007. In particular the emphasis has changed to a practical approach for development. It needs to be pointed out that within the secretariat s philosophy of engagement within South East Asia (see link on first page), it will be some time before a step back is appropriate within Timor-Leste. The adoption of a branch development plan targeted at the implementation of branch volunteer activities in the community is particular important. The challenges facing this young national society will be met through sustained initiatives that begin at the basic level, allowing partners to stand together in consistent support of CVTL a more appropriate and effective means of support in comparison with occasional workshops, week-long visits by consultants etc. The consensus is that the new plan is better constructed and more realistic and is expected to make a substantial difference to the functional output of CVTL community activities within the first half of 2007. At the same time, it will ensure a more stable platform to develop more technically difficult and complicated programmes in future. The greatest lesson learnt is that there are no short cuts to the organic development of a national society and at this stage, the priority should be on making sure basic structures and platforms are developed well. As a result of the reasons outlined within this document, funding for 2006 will be carried over into 2007. Management development: The CVTL is limited by the relative lack of experienced management staff. Senior management positions are generally held by former ICRC staff, who come from a background of direct implementation and have little experience in branch development. Currently the CVTL health, DM and organizational development programme manager positions are vacant. The high demand for UN staff for the April 07 election is compounding this problem. The organizational development position is, at the time of writing, being re-advertised for the fourth time in as many months.
Volunteer management: It is difficult to increase/expand CVTL s volunteer base when there has been little direct support to develop branches. Branch volunteers are disheartened through lack of funding, activities and attention. Branch development: A series of workshops with branch staff has created an expectation of future activities, which have often not materialized. This has led to disappointment within some branches. Many branches, at this stage of the national society s development, need significant support. Resource mobilization: The people of Timor-Leste are very poor. Nevertheless community fundraising is vital. However, without strong branches to undertake activities in the villages it will be difficult for communities and private sector donors to judge the value that CVTL contributes to the community. There is renewed optimism for 2007 that CVTL will strengthen its governance and management with more effective partner support. The aforementioned branch development plan, if implemented successfully, will address some of the current challenges as well. For those interested in receiving a copy of the organizational development plan please contact: paul.davenport@ifrc.org Working in partnership 2006 has been a difficult year for CVTL, with a new secretary general taking over in February. The secretary general came in at a very difficult time, with the storms and floods emergency and the major unrest that saw up to 150,000 people leave their homes for IDP camps. This was compounded by the very difficult working and security conditions, both in Dili and in the regions, which have prevailed through to the end of 2006. This dynamic is set to continue into 2007 with the April elections. It was intended to hold a partnership meeting in May-June 2006, but this was put on hold to 2007 because of the situation. Several partners visited during the year, including Australian Red Cross, the Norwegian disaster management design team, regional finance staff from KL, a Geneva IT delegate who provided recommendations to set up a CVTL radio network, and the regional disaster management coordinator from Bangkok. During the unrest, CVTL and the Federation secretariat were major players in the joint committees set up by the government of Timor-Leste, gathering information from all regions. The CVTL was the only organization with branches and staff capable of obtaining this critical information, on which relief and food distribution in the early stages was based. The CVTL worked with both the ICRC and Federation secretariat first the Federation secretariat and then ICRC as lead agency to assist IDPs during the unrest. During 2006 meetings were held twice a week between Movement partners. There were also regular weekly meetings with non-governmental organizations (NGOS), international non-governmental organizations (INGOS), government departments and UN agencies associated with the unrest. The cooperation agreement strategy (CAS) process did not begin in 2006 because of the unrest, but it is hoped to be developed during 2007. A cooperation agreement however has been signed between CVTL and the Federation secretariat for future programme implementation. In the meantime, a status agreement with the government of Timor-Leste was signed off on the 28 February 2007 by minister of first aid and the acting minister of planning and finance. Service agreements have also been signed with the Austrian Red Cross and Japanese Red Cross covering security, accommodation and administration.
Contributing to longer-term impact Timor-Leste is a young country and CVTL is a fledgling national society. Despite the challenges indicated, the national society can take pride in its contribution to emerging efforts within the country to foster a cooperative, broad approach to address the millennium development goals (MDG), which are very appropriate in such a poor country. The Federation s Global Agenda feeds into the MDGs and the appeal s programme thus far has seen specific progress in health (more effective delivery of community first aid) and disaster management (stronger community preparedness). It is important to note that the organizational development programme for 2007 aims to equip the national society so that it becomes a humanitarian leader within Timor-Leste. Looking Ahead The CVTL and the Federation team has entered 2007 with enthusiasm and a clearer picture of the important work that needs to be done. This will enable the national society to continue to develop and build on its initial success, as well as to better address the challenges that are now apparent. For further information please contact: Cruz Vermelha de Timor-Leste (Timor-Leste Red Cross): Isabel Amaral Guterres (secretary general); email: secgen@cvtl.tp; Phone: +670.724.8963; Fax: +670.332.1688 Federation delegation in Timor-Leste: Warwick Inder (head of delegation); email:warwick.inder@ifrc.org; Phone: +670.723.1434; Fax: +670.332.2010 Federation Southeast Asia regional delegation in Thailand: Bekele Geleta (head of regional elegation); email: bekele.geleta@ifrc.org; phone: +66.2.661.8201; fax: +66.2.661.9322 Federation Secretariat in Geneva (Asia Pacific department): Sabine Feuglet (regional assistant); email: sabine.feuglet@ifrc.org; Phone: +41.22.730. 4349; Fax: +41.22.733.0395. To support or find out more about the Federation s programmes or operations, click on www.ifrc.org
International Federation of Red Cross and Red Crescent Societies MAATP001 EAST TIMOR ANNUAL REPORT 2006 I. Consolidated Response to Appeal Selected Parameters Reporting Timeframe 2006/1 2006/12 Budget Timeframe 2006/1 2007/12 Appeal MAATP001 Budget APPEAL All figures are in Swiss Francs (CHF) Health & Care Disaster Management Humanitarian Values Organisational Development Coordination & Implementation TOTAL A. Budget 1,138,082 650,000 812,538 50,299 2,650,919 B. Opening Balance 306,071 181,453 202,632 55,325 745,480 Income Cash contributions 0.00 Australian Red Cross 28,758 0 28,758 Austrian Red Cross 5,901 5,901 British Red Cross 0 0 0 0 Capacity Building Fund 55,000 55,000 DFID Partnership 45,401 34,924 80,325 Finnish Red Cross 3,251 3,251 ICRC 0 0 Korea Republic National Red Cross 100,000 100,000 New Zealand Red Cross 15,489 34,764 69,770 120,023 Norwegian Red Cross 62,387 27,328 89,125 14,324 193,165 0.00 C1. Cash contributions 255,287 27,328 213,812 89,995 586,422 Outstanding pledges (Revalued) 1.00 Finnish Red Cross 35,000 35,000 Korea Republic National Red Cross 100,000 100,000 New Zealand Red Cross 48,451 36,381 84,832 1.00 C2. Outstanding pledges (Revalued) 16,549 36,381 19,832 Inkind Personnel Finnish Red Cross 49,867 49,867 New Zealand Red Cross 31,207 73,383 104,590 Norwegian Red Cross 8,946 34,000 42,946 C5. Inkind Personnel 49,867 8,946 31,207 107,383 197,403 Other Income Miscellaneous Income 966 966 C6. Other Income 966 966 C. Total Income = SUM(C1..C6) 288,604 36,274 281,401 198,343 804,623 D. Total Funding = B +C 594,676 217,727 484,032 253,668 1,550,103 II. Balance of Funds Health & Care Disaster Management Humanitarian Values Organisational Development Coordination & Implementation TOTAL B. Opening Balance 306,071 181,453 202,632 55,325 745,480 C. Income 288,604 36,274 281,401 198,343 804,623 E. Expenditure 276,691 148,846 167,148 145,137 737,823 F. Closing Balance = (B + C + E) 317,984 68,881 316,885 108,531 812,280 Prepared on 29/Mar/2007 Appeal report.rep Page 1 of 2
International Federation of Red Cross and Red Crescent Societies MAATP001 EAST TIMOR ANNUAL REPORT 2006 Selected Parameters Reporting Timeframe 2006/1 2006/12 Budget Timeframe 2006/1 2007/12 Appeal MAATP001 Budget APPEAL All figures are in Swiss Francs (CHF) III. Budget Analysis / Breakdown of Expenditure Account Groups Budget Health & Care Disaster Management Humanitarian Values Expenditure Organisational Development Coordination & Implementation TOTAL Variance A B A B BUDGET (C) 1,138,082 650,000 812,538 50,299 2,650,919 Supplies Construction Materials 193,777 10,837 10,837 182,940 Food 938 938 938 Seeds,Plants 60,928 264 264 60,664 Water & Sanitation 33,498 4,274 25,699 29,972 3,526 Medical & First Aid 34 34 34 Teaching Materials 35,898 35,898 Utensils & Tools 27,304 27,304 Other Supplies & Services 25 1 27 27 Total Supplies 351,405 15,136 26,902 34 42,072 309,333 Land, vehicles & equipment Computers & Telecom 1,264 4,667 5,683 147 3,488 13,985 12,721 Others Machinery & Equipment 12,641 12,641 Total Land, vehicles & equipment 13,905 4,667 5,683 147 3,488 13,985 80 Transport & Storage Storage 614 614 614 Distribution & Monitoring 1,517 2,199 2,199 682 Transport & Vehicle Costs 39,722 14,933 10,237 3,091 15,650 43,911 4,189 Total Transport & Storage 41,239 14,933 10,237 3,091 18,463 46,724 5,485 Personnel Expenditures Delegates Payroll 525,409 361 698 37,326 4,183 42,568 482,841 Delegate Benefits 308,607 85,629 27,243 68,197 151,463 332,532 23,925 Regionally Deployed Staff 8,680 8,680 8,680 National Staff 57,475 304 10,001 133 24,434 34,872 22,603 National Society Staff 193,467 36,921 26,639 12,573 278 76,411 117,056 Consultants 12,009 11,027 2,393 13,420 1,411 Total Personnel Expenditures 1,096,967 134,243 73,261 120,622 180,358 508,484 588,483 Workshops & Training Workshops & Training 628,412 44,568 6,408 9,906 2,239 43,309 585,103 Total Workshops & Training 628,412 44,568 6,408 9,906 2,239 43,309 585,103 General Expenditure Travel 10,020 16,453 4,198 27,264 13,489 61,405 51,385 Information & Public Relation 106,148 223 58 3,288 1,158 4,727 101,421 Office Costs 171,105 16,355 2,445 2,162 18,258 39,219 131,886 Communications 38,892 3,473 5,867 4,266 35,386 48,992 10,100 Professional Fees 7,517 7,517 7,517 Financial Charges 437 42 8 263 17,615 17,927 17,490 Other General Expenses 20,079 10,677 5,572 3,402 357 20,008 71 Total General Expenditure 346,681 47,223 18,147 48,163 86,263 199,795 146,886 Program Support Program Support 172,310 17,774 9,637 10,733 8,980 47,124 125,185 Total Program Support 172,310 17,774 9,637 10,733 8,980 47,124 125,185 Operational Provisions Operational Provisions 1,853 1,427 5,703 154,688 163,670 163,670 Total Operational Provisions 1,853 1,427 5,703 154,688 163,670 163,670 TOTAL EXPENDITURE (D) 2,650,919 276,691 148,846 167,148 145,137 737,823 1,913,096 VARIANCE (C D) 861,391 501,154 645,390 94,838 1,913,096 Prepared on 29/Mar/2007 Appeal report.rep Page 2 of 2