Cambodia: Appeal No. 01.41.2001 Programme Update No. 1

Appeal Target: CHF 4,288,587 (Revised to CHF 3,045,882)
Period covered: 1 January - 30 June 2001

This Programme Update is intended for reporting on Annual Appeals.

Operational Developments:

The National Assembly continued working towards the approval of a law to try former leaders of the Khmer Rouge (KR). The law covers crimes allegedly committed by KR leaders between 17 April 1975 and 6 January 1979. A mixture of Khmer and foreign judges will sit in three tribunals - trial court, appeal court and supreme court. The National Assembly and Senate also approved the Commune Election Law paving the way for elections in February 2002.

The World Food Programme (WFP) listed Cambodia as a "Hunger Hot Spot" along with other Asian countries North Korea, Mongolia and Bangladesh, where up to 17 per cent of the population is malnourished, that is living on less than 1,800 calories per day. In January, WFP signed a memorandum of understanding (MoU) with the Ministry of Foreign Affairs to implement a three-year US$ 58 million aid project to provide income and temporary employment by building or rehabilitating essential structures. This is a shift in focus from food aid primarily through."Food for Work" and aims to enhance social support systems, support national emergency preparedness and response, advocate food security and build capacity for ownership of property.

The Asian Development Bank announced that the availability of water in Southeast Asia has dropped 55 per cent in the last 50 years and a World Health Organisation study reported that 9 per cent of rural and urban water supplies are contaminated with dangerous levels of arsenic. Currently, only 26 per cent of the rural population in Cambodia has access to safe drinking water, with the remainder reliant on surface water sources, leading to health risks such as cholera, dysentery and diarrhoea.

The Government requested US$ 524 million in aid from international donors at June’s Consultative Group meeting in Tokyo. Of the US$ 548 million pledged last year, only US$ 475 million was disbursed, accounting for approximately 75 per cent of the government’s total budget. Donors granted a total of US$ 615 million, of which US$ 560 million is for government programmes and US$ 55 million for non-governmental organisations. Japan was the largest single donor, pledging US$ 118 million.

Institutional and Resource Development

Objective 1: To implement the newly-adopted Cambodian Red Cross (CRC) Statutes with regard to the separation of governance and management at the branch level before the next scheduled General Assembly in April 2002

Activities & Achievements

Sixteen Provincial Assemblies took place during this period (bringing the total conducted to 17, with a further seven to take place before the General Assembly):

• Kep is a new branch with limited membership; only 5 members were elected to the Branch Committee

Each provincial assembly was preceded by visits from a Cambodian Red Cross headquarters official - generally the First Deputy Secretary General or First Vice President - to assist in preparations. Qualified Red Cross members were identified and approached regarding their interest in becoming Committee members, with consideration given to business and professional communities, ethnic minorities and women. Meetings took place with the Provincial Governor to obtain support and approval as well as to explain the importance of keeping governance and management separate. The branch was also required to prepare narrative and financial reports on the activities of the previous two years, as well as a plan of action for the next two years. All documents were sent to the electorate at least two weeks prior to each assembly.

The electorate consists of five members from each sub-branch (district level) plus the incumbent Branch Committee. Voting and scrutineering are conducted transparently, with external organisations and local government invited as observers. The Delegation was present at nine of the assemblies in this period.

Immediately following the Assembly, the newly-elected Committee of President, Vice President, Treasurer, Secretary and six ordinary members follow an Induction Course from the national headquarters. This covers a basic knowledge of the International Red Cross Red Crescent Movement and the Fundamental Principles, plus the roles and responsibilities of the governing body. The Committee also receives advice on the recruitment of the Branch Director, the setting up of sub-branches at the district level and groups at the commune level, and developing a plan for membership recruitment and fund raising.

Constraints

The impact of the provincial assemblies on daily activities was seriously underestimated. To conduct a Branch Assembly is a time-consuming process but, more importantly, the after-effects can have serious repercussions on the staff. Whenever an existing Branch Director is elected to the Committee, it leaves a vacancy. In some cases, it has taken several months to identify a suitable replacement candidate.

The separation of governance and management has not been entirely successful, again where existing Branch Directors are elected to the Committee. There has been a reluctance to give up day to day management of staff and activities. Newly-recruited Branch Directors require significant support from CRC headquarters to consolidate their position within the branch office.

Objective 2: To ensure Branches have suitable infrastructure, are appropriately staffed and have employees with the necessary skills for the implementation of projects and programmes.

Activities & Achievements

The following recruitment and appointment of core Branch staff has taken place (after the Provincial Assemblies):

Constraints

All staff should undergo an annual performance appraisal. The correct procedures for conducting an evaluation are laid out in the Conditions of Service manual. However, there is still a general lack of willingness to conduct evaluations, particularly when an employee is under-performing. CRC headquarters will include a module in all workshops and national level training on the Conditions of Service to promote this and other new management activities.

Objective 3: To disseminate CRC policy documents to headquarters and branch staff.

Activities & Achievements

The Conditions of Service (Staff Policy) document, approved by the CRC Central Committee in November 2000, was finalised and sent for printing. Procedures are already being followed, particularly with regard to the recruitment of staff.

A second draft of the CRC Logistics Manual was prepared jointly by the CRC Administration/Finance and Disaster Management Departments.

Terms of Reference were finalised for external assistance in developing a CRC Financial Procedures Manual and several business schools and accounting/audit companies were invited to submit quotations.

Constraints

Time constraints of senior management delayed the designing and printing of the Conditions of Service manual. Although the Terms of Reference for the development of a CRC Financial Procedures Manual were developed some time ago, only two quotations were submitted for the work and both were deemed to be too high. CRC has now entered into negotiations to refine the Terms of Reference and decrease the cost of the work. It is anticipated that the work will commence in early August 2001.

Objective 4: To improve financial and database management at headquarters and branches.

Activities & Achievements

PriceWaterhouseCoopers carried out external audits for the years ending 31 December 1999 and 31 December 2000 in the second quarter 2001. The final reports are awaited.

The staff in the Accounting Sub-Department continued their external training.

Volunteer and Youth databases were developed by the CRC Administration/Finance Department: 417 records (9 per cent) of the overall Red Cross Volunteer (RCV) data have been input to date.

Constraints

The Volunteer and Youth databases have been an ongoing activity for nearly one year with the databases themselves being developed in 2000. However, the collecting of the information from the RCV and Youth networks and the subsequent inputting has proved problematic, since the CRC Administration/Finance Department has insufficient human resources for this labour intensive activity The solution was to request assistance from the CRC’s Cambodian Mine Victim Information System (CMVIS) office, which has manpower available.

Objective 5: To strengthen the capacity of the four North-eastern branches of the Cambodian Red Cross through fund raising and membership and through activities which will improve the socio-economic and health status of the most vulnerable.

Activities & Achievements

The branch capacity building process, while primarily directed towards establishing a viable and sustainable Red Cross presence in remote branches, also contributes to developing knowledge and expertise in development processes at the national headquarters.

This process of branch development through programme implementation is being undertaken in a challenging environment. National level staff do not have experience in managing a programme with such a wide scope, while branch staff are new and have little experience in project management. Each step, therefore, is discussed and negotiated so as to ensure capacity is developed in a sustainable way.

A significant amount of time has been spent supporting the headquarters Development Sub-Department to produce a management strategy for the development programme in the North-eastern branches. Management at this level, along with responsibility for detailed budget management and donor reporting, are new responsibilities and all aspects are studied in detail as they are put into action.

Support to the branches also has its primary focus on planning, including annual planning and more detailed activity planning and budgeting, with growing emphasis on evidence-based decision making.

During the first six months, capacity building at the branch level focused on the development of a volunteer network. The Federation team assisted the branches in producing a yearly plan, with quarterly activity planning and budgeting. This has resulted in dissemination activities by the branches (supported by local authorities) to 112 villages, as well as the recruitment of 225 new RCVs. Of these, 175 have received community based first aid and vulnerability assessment training. This is on schedule to meet the target of 350 RCVs to be recruited and trained in 2001. In addition, 10 of the 16 staff have now undertaken external training in general management, planning, report writing, leadership and computer skills.

Resources have also been made available to the branches, providing computer access and bringing these remote areas into telephone contact.

To ensure co-ordination and co-operation in their respective provinces, the branches have been mapping the activities of other agencies. They will also attend provincial network meetings.

Project implementation by the branches in this period concentrated on major health issues - in particular malaria, HIV and safer water projects - were designed. In May, the branches came together for the first time to discuss key issues such as gender awareness. While women shoulder more than their fair share of physical work in the fields and in the home, their skills are sometimes overlooked when it comes to participation in other activities. Although CRC policy and guidelines encourage women’s participation, the benefits are not always understood by communities, or indeed branch staff. Gender awareness training has provided skills to branch staff to discuss these issues with the community and encourage it to ensure men and women are appropriately represented and engaged in activities and decision making.

The response by one province to an outbreak of dengue haemorrhagic fever is an indicator of the progress being made in capacity building. By 25 June, 139 cases and four deaths had been reported in the area. The branch, while requesting support from the Federation team, identified objectives, expected results and key activities. As a result, 45 RCVs received additional training in health education and practical prevention measures. Community education campaigns were conducted in 11 highest risk villages, identified in consultation with the Provincial Health Department. In addition, health education and clean up campaigns were conducted in three schools in the high risk areas.

In the first six months of this programme significant progress has been achieved in the development of the capacity of each branch. They have moved from an environment of virtual ‘non-existence’ to planning and implementing some complex tasks. Key management areas to focus on are time management, co-ordination with other agencies and an understanding of the importance of continual monitoring.

The first interim evaluation of the programme should take place as scheduled in July. The quarterly donor reporting undertaken by CRC serves as a mechanism to monitor progress against objectives and is a valuable learning tool for project management.

Constraints

One branch is facing significant constraints in meeting its objectives because it lacks a trainer. This has resulted in major delays in training of RCVs and in further recruitment, setting the province back by as much as six months. The NHQ is endeavouring to find a substitute trainer and the branch has mobilised other staff to assist with activities such as the dengue fever outbreak.

National Headquarters has faced difficulties in ensuring that branches have the budget and materials to conduct the programmes. This has led to a rescheduling of some activities. The society has appointed an additional officer and is establishing new financial management procedures.

Objective 6: To set up well-functioning and committed governance and management structures at municipal, district and commune levels.

Activities & Achievements

The recruitment of the Municipal Branch management team continued. In May, the former Vice-Governor of Mean Chey district of Phnom Penh Municipality was recruited as the new Branch Director. At the end of this reporting period, the recruitment committee had filled the three Development Officer positions (two as part of the core staff and one to implement the community based primary health care pilot project). No final decision was made on the Administration/Finance Officer. In addition, a Co-ordinator/Educator for the Australian Red Cross supported HIV/AIDS project has been employed.

The Municipal Branch, at the request of CRC NHQ, organised World Red Cross and Red Crescent Day celebrations, involving the seven district sub Branches and 72 commune groups. Red Cross Volunteers, Red Cross Youth Advisers and members co-operated with United Nations Volunteers.

During this period, the Municipal Branch recruited 2,008 new members - the result of sending out 18,000 letters and conducting a Red Cross pin campaign. The branch also raised approximately US$ 9,000 through fund raising.

Constraints

Long delays in completing the recruitment of staff for the Municipal Branch are holding up the resumption of normal activities. At issue is the recruitment of the Branch Administration/Finance Officer, where there is a difference of opinion between the Branch and headquarters.

Objective 7: To further develop fund raising activities, in line with the financial resource mobilisation strategy, to optimise recruitment, training and retention of members and to promote confidence among donors and partners.

Activities & Achievements

Membership

Red Cross members registered at the national headquarters received printed materials on the Movement and CRC activities. Red Cross pins were also produced and distributed.

The CRC Statutes on membership were incorporated in the Dissemination Handbook.

Fund raising

The first draft of the fund raising guidelines was shared with the newly elected branch committees. A working group will be established to review comments and develop the guidelines further.

The guidelines on small scale income generation projects have been translated and will soon be disseminated at a fund raising workshop.

Existing fund raising activities, such as charity boxes, were maintained. The largest CRC fund raising event - the Charity Bazaar & Gala Dinner - will be cancelled, primarily due to the involvement of senior officers in the provincial assemblies and the forthcoming Third General Assembly (early 2002). Other opportunities for fund raising are being examined, such as a repeat of the film premiere held in January.

Constraints

Fund raising and income generation are still major concerns for the society. The CRC shop, located opposite the national headquarters, does not yet generate sufficient income to support any programmes. Policies, guidelines and financial management procedures providing the foundation of a resource mobilisation strategy are not yet in place within the CRC.

Disaster Preparedness

Objective 1: To develop CRC capacity to effectively prepare for and respond to the natural disasters annually affecting Cambodia through community based disaster preparedness (CBDP).

Activities & Achievements

The joint CRC/Federation Management Committee (MC) - comprising the four CRC headquarters department directors, the DP Co-ordinator and DP delegate - was reactivated in January to implement the CBDP project. It continued to refine its role, responsibilities, lines of communication and oversight, as the scope of its coverage expanded from three to seven provinces. This centralised mechanism supports the greater involvement of provincial Red Cross bodies (PRCs) in decision-making and implementation. The day to day activities of the MC are handled through a working group made up of representatives from the four CRC headquarters departments.

The staff in the CBDP unit receive skills enhancement through formal training and informal opportunities as they implement the various aspects of the project. Training material was revised and several Training of Trainers (ToT) sessions were conducted for both new and old team members, to enhance their capacity to deliver training in Disaster Management and Community Organising.

RCVs and PRCs are actively engaged in networking with local resources and NGOs. Local authorities at commune and district level are represented among the RCVs and provide a link to resources beyond the community. At the national level, donor interest is high as the positive results from the Flood 2000 operation have demonstrated the effectiveness of grassroots preparedness. The Social Fund of Cambodia has expressed a desire to participate financially and that avenue is being pursued by CRC management.

Constraints

The working group has been a crucial tool for ensuring the day to day work and the information flow between headquarters departments and headquarters/provincial branches. Its roles and responsibilities, however, still need to be reinforced.

The four CRC headquarters departments represented on the Management Committee have co-operated and co-ordinated on some major elements of the programme, such as budget and implementation planning. However, members still do not fully appreciate the significance of a CRC centralised mechanism to oversee disaster preparedness through joint action planning.

Objective 2: To develop CRC capacity to successfully implement natural disaster prevention and mitigation strategies at the community level.

Activities & Achievements

Classroom training in CBDP began in January 2001. Throughout February the communities undertook hazard mapping and vulnerability assessments, as well as setting up Community Disaster Management Committees (CDMC). The process was carried out with the support of the RCVs and observed by the Federation and CRC HQ CBDP team. It will enable communities to engage in the participatory process of identification and prioritisation of prevention and mitigation strategies that will be of most benefit to the target communities.

Three-day Dissemination Training

Five-day Disaster Preparedness Training

Six-day CBFA Training

10-day Community Organising

Site Visit and Group Meeting

Community Disaster Preparedness Committees

Constraints

Implementation was severely delayed by the severe flooding in 2000.

During the training, it became clear that manuals need to be simplified and updated to fit community experiences and knowledge as well as the Cambodian disaster context. Review and revision will take place in the next few months. Provincial Red Cross management does not demonstrate interest in or understanding of capacity enhancement within their management structure and does not give support to, or make use of RCVs. CBDP initiatives for the next programme year will address these shortcomings in targeted provinces.

Objective 3: To contribute to the development of the National Committee for Disaster Management (NCDM) capacity to effectively prepare and respond to natural disasters annually affecting Cambodia.

Activities & Achievements

The joint assessment of NCDM capacity and capability took place after a preliminary assessment from 21 January to 22 February. A draft assessment report with a five-year institutional development strategy was shared by NCDM with all stakeholders. Besides the five-year strategy, an outline for a more detailed two-year work plan for NCDM development was also produced, with a budget of US$6 million. With support from the Federation and CRC, NCDM organised a two-day feedback workshop 3-4 April involving an assessment reference group comprising all member ministries of NCDM, Red Cross, UN, the World Bank, Asian Development Bank and NGO representatives. The participatory and consultative approach gave participants insights into the national policy and operational practicalities of the Royal Government of Cambodia (RGC) and pointers to formulate appropriate strategies and plans. The Deputy Prime Minister presided over the closing session in the presence of the Diplomatic Corps, UN and others.

The Prime Minister, as President of the NCDM, was continually updated on the progress of the assessment process. He contributed his perspective and suggestions on initiatives to be included in the strategic document.

The three documents -- assessment, strategy and two-year plan -- were then further developed and finalised, based on the workshop outcomes. All documents were translated into Khmer and printed in 500 copies in English and Khmer. They were widely disseminated among the donor community in Cambodia and outside.

The Royal Government of Cambodia drew on the documents for a statement on disaster management to the Cambodia Consultative Group (CG) Meeting in Tokyo, 11 to 13 June 2001. The first Vice-Prsident of NCDM made a presentation on NCDM disaster management strategy in the CG Meeting based on the capacity and capability assessment. (The Federation also participated in the CG Meeting in Tokyo, since disaster management was on the agenda.)

The major activities within this objective have been successfully accomplished and concluded. Follow-up through the CRC/NCDM partnership will be conducted for the remainder of the year.

Constraints

There were no constraints during this period.

Objective 4: To establish an information sharing and co-ordination network through the close co-operation and co-ordination of CRC and NCDM with organisations and agencies involved in disaster management in Cambodia.

Activities & Achievements

Emergency Response Group (ERG) meetings took place in the first two months of the year but ceased when Flood 2000 rehabilitation activities at provincial level took priority. [The mandate of the ERG Meeting concerns the emergency phase.] However, through the NCDM assessment process, intensive consultation on disaster management issues took place (see above). NCDM’s experience in co-chairing the ERG meetings with CRC during Flood 2000 and their active role in the capacity and capability assessment process should provide it with the necessary basis for chairing ERG Meetings when the next disaster occurs.

Post Flood 2000 dialogue and consultations with the NGO community were centred around the Flood 2000 lessons learned workshops conducted by the UN, CRC/Federation, CARE, NCDM and others.

As part of the NCDM capacity and capability assessment, the NCDM and CRC/Federation established the mechanism for regular substantive meetings. NCDM is aware of its role as lead agency for disaster management in Cambodia and is prepared to forward that process with the aid and support of the major NGOs involved in disaster activities in Cambodia.

Constraints

Implementation was severely delayed by the scope of the 2000 flooding in Cambodia; most active NGOs were heavily involved in recovery and rehabilitation.

Health and Care in the Community

Objective 1: Community Based First Aid:

• To improve human resource development and build CRC capacity at the grass roots, branch and HQ level, and to develop an understanding among the relevant government departments of the role and responsibility of the RCVs in improving community health.

Activities & Achievements

Health education tools were developed for diarrhoea prevention, eye care, nutrition, hygiene, dengue haemorrhagic fever (DHF) and malaria prevention, STD health seeking behaviour and HIV/AIDS prevention. The CRC NHQ, Branch development officers and French Red Cross developed posters on each of these topics.

Co-ordination between CRC headquarters departments was strengthened through the development of a Management Committee -- an initiative of the community based disaster preparedness project. This has been of particular benefit in sharing experiences of RCVs and CBFA.

Co-ordination was further strengthened with the start of a Red Cross Volunteer Development Process. Two working groups were established, one to develop guidelines for the RCV policy, the second to review current training packages and materials.

The role and responsibilities of RCVs is also being reviewed in an ongoing CBFA Impact Study conducted by the CRC, the French Red Cross and the Federation with the help of an external consultant in two provinces. It is assessing the impact of the RCVs in providing first aid and dissemination of health education to communities.

The monitoring system for first aid supplies was examined and a decision made to resupply every quarter instead of three times a year.

• To conduct public health education and other preventive activities, including epidemic control, water sanitation and hygiene, and cleaning up the environment.

The key to conducting preventive activities is the identification of vulnerable communities. A Situation Analysis conducted in both the Community Based Primary Health Care (CBPHC) Pilot Project areas (Chamcar Mon and Chong Kal), identified vulnerable communities in these areas. In the other areas where the CBFA programme is implemented, development officers reported monthly on the vulnerability status of communities. They were also involved in monthly planning to conduct health education sessions twice a month at the provincial and district levels. A total of 1,745 people received health education in 18 provinces.

Following Flood 2000, 44 "safe" areas were established this year in eight provinces, with the construction of 147 latrines and 50 wells. Health education sessions were held for the local communities on clean water, sanitation and the protection of the wells. In addition, CRC worked with Action Against Hunger (AAH) in Kampong Cham province to design a curriculum for a workshop to train development officers in safe area management. The training will take place at the end of July and will involve officers from other provinces affected by floods.

A total of 22 development officers were invited from 11 provinces to attend a dengue haemorrhagic fever planning meeting in co-operation with the MoH’s National Malaria Centre. It provided awareness of dengue-prevention measures through health education using RCVs. All development officers then liaised with the relevant authorities, NGOs and RCV leaders at the provincial and district levels. The result was a DHF campaign in 13 provinces in April and May 2001 comprising a clean up of mosquito breeding grounds, distribution of health education materials and the use of loud speakers to spread health messages. Many local TV and radio stations covered the event.

The CRC Head of the Health & Social Welfare Sub-Department presented 30-minute sessions on a local TV station on the topics of first aid, DHF, and water and sanitation during April, May and June.

• To mitigate the impact of disasters by activating the Red Cross Volunteers network in the community.

In April all relevant CRC departments participated in a Flood Lessons Learnt Workshop. Based on the results, a work plan for mobilising the RCV network in times of disaster was established. After Flood 2000, the RCVs have an increased awareness of their role and responsibilities during emergencies.

During this period the CRC worked in conjunction with the MoH to develop health education materials on diarrhoea, safe water and malaria for use in emergencies. It also liaised with the National Malaria Centre to develop appropriate DHF health education materials for use during the expected DHF epidemic.

Constraints

In the first quarter of the year, the staff of the CRC Health & Social Welfare Sub-Department were involved in Flood 2000 activities as well as in training courses in-country and overseas.

Objective 2: Community Based Primary Health Care:

Activities & Achievements

• To develop a volunteer-based outreach public health service delivery system, which can act as a model for replication

A. Rural Setting - Chong Kal district, Odtar Mean Chey province

In order to develop the volunteer based outreach service delivery system, it has been crucial to improve the support and monitoring process of the RCVs. This was done through revising the roles and responsibilities of the RCVs and RCV leaders. The process was also strengthened through field visits three times a week by the development officer and field officer.

Motivation of the 80 RCVs is high. Besides material incentives, They received educational incentives and status in their respective villages through their health knowledge.

Efforts were made to strengthen co-ordination and implementation mechanisms with partners. A contract was signed between CRC and Refugee Care Netherlands (ZOA) on water and sanitation. CRC and ZOA worked together to provide skills to RCVs on latrine construction and water jar building. CRC project staff met and discussed wherever appropriate with all relevant partners, such as district and local authorities, Provincial Health Department, Provincial Rural Department, Provincial Women's Affairs, UNDP-Seila, and others.

Volunteer output is documented and health-related data collected. Each RCV receives a log book in which to record activities and, in addition, submits a monthly report to project staff. Through a Situation Analysis, further health related data was obtained. Village profiles were developed for each of the 25 villages in Chong Kal district and a copy kept with the RCV in each village. Village maps were also developed, containing demographic data and, again, each of the 80 RCVs has a copy in their home.

B. Urban Setting - Chamcar Mon district, Phnom Penh Municipality

In order to develop a volunteer based delivery system, an RCV package was developed. It includes guidelines for their selection, the roles and responsibilities of RCVs and RCV leaders, and monitoring and motivation. The package will be used in July when a further 50 RCVs are recruited. Currently there are 25 RCVs in the Chamcar Mon district.

In May, a fire in the squatter area of Tonle Bassac destroyed 547 homes leaving over 1,700 individuals homeless. The Municipal Government established a relocation site and invited CRC to extend the CBPHC pilot project to this new urban community. The CRC and the Federation are currently examining their position.

In June, the CBPHC Project Adviser, together with two RCV leaders, spent one week visiting the CBPHC rural project in Chong Kal. This enabled all concerned to compare and contrast the two projects. In July, the RCV leaders will report on their trip to the current 25 RCVs in Chamcar Mon. Communication between the projects will continue and the project staff and RCV leaders in Chong Kal will visit Chamcar Mon later this year.

• To optimise the utilisation and accessibility of existing public health facilities.

A. Rural Setting - Chong Kal district, Odtar Mean Chey province

There is a strong referral system between the RCVs and the Chong Kal Health Centre, and in particular in relation to the TB referral programme, as the CRC Field Assistant is also a member of the health centre TB ward staff. He has been working on developing links between the RCVs and the centre staff on TB activities.

Existing water and sanitation interventions were strengthened over this period through the RCVs’ construction of 432 water jars, 80 latrines, 17 hand dug wells, and two water filtration stations under the supervision of ZOA and CRC. The water jars were distributed to vulnerable families in the area. However, since these facilities are new for the people in Chong Kal, careful monitoring and education on their use will further enhance the success of the project.

B. Urban Setting - Chamcar Mon district, Phnom Penh Municipality

In order to improve the utilisation of health facilities within the Chamcar Mon district, the CWG has been working with the Chamcar Mon Health Centre to strengthen relations between the RCVs and the Health Centre Staff, and in particular clarify the volunteers’ status. The RCVs are now assisting the centre with their outreach activities by mobilising the villages in which they live. In Chamcar Mon the RCVs, health centre, Municipal Government and MoH, together with CRC were involved in a DHF clean up campaign.

A survey was completed on Water and Sanitation within the Tonle Bassac squatter areas 1A and 1B. This provided information and recommendations on the hygiene and facilities available. Preparations were made to develop a vulnerability criteria to assess the needs of the inhabitants. However, because of fires in Tonle Bassac in May, the situation changed and is under review.

An external consultant was employed to complete a Situation Analysis on the district of Chamcar Mon. This provided relevant data concerning the availability and quality of health services within the district. A review of the recommendation from the analysis will take place in July.

• To ensure that local branches, municipal branches and CRC headquarters are able to replicate and implement PHC programmes in rural and urban settings, as appropriate.

A. Rural Setting - Chong Kal district, Odtar Mean Chey province

To ensure that the programme can be replicated, plans have been made for short and long term training of staff. The Project Health Officer attended a health management course at Mahidol University in Bangkok for one month. Since February, the project Development Officer and Field Officer received computer and English training six hours a week and both completed a study tour with the Cambodian War Amputees Rehabilitation Society (CWARS) to assess disability activities. The Development Officer also received land mine awareness training.

B. Urban Setting - Chamcar Mon district, Phnom Penh Municipality

After a review of the capacity of staff within the municipal branch, the position of CBPHC Development Officer was opened. Approval of the appointment recommended by the recruitment committee is pending from the Secretary General.

Constraints

Following the Provincial Assembly at the municipal branch, there has been a long delay in recruiting branch staff which has seriously affected the Chamcar Mon CBPHC Pilot Project. The Branch maintains that normal activities cannot resume until the whole staffing issue is resolved. A difference of opinion over the recruitment of the Branch Administration/ Finance Officer remains between the Branch and headquarters.

Objective 3: Blood Donor Recruitment

Activities & Achievements

No activities related to this objective were carried out during the reporting period.

Constraints

No donor has been identified for this project.

Objective 4: School Based Red Cross Youth.

Activities & Achievements

To further develop the existing Cambodian Red Cross Youth (RCY) policy and structure.

In January, the RCY Policy & Structure Working Group was established and began the review process. The group consisted of RCY advisers, RCY members, staff from the Ministry of Education Youth & Sports (MoEYS) and the RCY officer, who (with the support of the RCY Policy/Programme adviser) led it through a series of four meetings held at CRC headquarters in Phnom Penh. At these meetings, members identified and analysed the major issues relevant to the current RCY programme for the purpose of policy review.

Using the input gained from the meetings, the RCY officer and the RCY Policy/Programme adviser prepared a draft policy, which was submitted to colleagues in CRC headquarters and RCY target provinces.

Finally, a workshop to examine the proposed draft was held at CRC headquarters, 14-15 June, involving more than 60 participants including RCY advisers, development officers and PRC Branch Committee members from 15 of the 16 target provinces. They worked together with MoEYS representatives, CRC headquarters staff and Working Group members. Two RCY Members from the Working Group were also active participants. As a result, a revised RCY Policy and Structure is now ready for presentation to the governance of CRC for approval. Another significant result is that the ailing relationship of CRC with MoEYS has greatly improved, which will assist greatly with the implementation of the new policy and structure initiatives.

To improve the quality of health, hygiene and environment in target schools.

A plan for a pilot project providing HIV/AIDS prevention peer education was developed by the RCY officer and the CRC HIV/AIDS programme staff. This project is expected to commence in July 2001 in two schools in each of four target provinces (Phnom Penh, Banteay Mean Chey, Battambang, Siem Reap). In total, 400 RCY members will be trained as peer educators, able to spread information on the prevention of HIV/AIDS widely with fellow students and in their own communities. The pilot phase is planned to run 12 months.

On 16 June, development officers from 15 of the 16 target provinces met to discuss strategic planning for the RCY Programme for 2002 and beyond. At this meeting the priorities for action in each of the target provinces were identified and will form the basis of planning for 2002. Plans for the further development of the RCY Programme were also discussed. Two main areas for development over the next three years were the introduction of Life Skills training through peer education, and of school based mini projects. These ideas will be developed further, and CRC will seek the additional funding necessary to support these new initiatives.

The RCY Training Review Working Group was established in January 2001 and met three times before deciding to suspend the process until the RCY Policy and Structure review was finished. The review of current training and resource materials and development of new modules will recommence in July 2001 with the support of the new RCY Programme adviser.

The first information bulletin for RCY members was published in March, incorporating both Khmer and English text. This is an attractive 12 page colour magazine, with articles and photographs relevant to the RCY Programme. Its theme was "Protection of Health and Life".

Constraints

A continuing constraint has been the shortage of human resources in CRC at headquarters and provincial level. This programme, which involves 4,656 RCY members in 16 provinces, has only one full time officer in CRC headquarters. RCY is also considered a low priority by many of the busy development officers working at provincial level. As a result, in the past six months the only activity that the target schools have seen from CRC is the publishing of the bulletin. While the RCY programme can benefit from the continuing development of key areas such as policy and strategic planning, this should not be at the expense of maintaining the motivation and interest of children in target schools.

In response to this problem, CRC plans to recruit a second RCY Officer to work in headquarters, with financial support from the French Red Cross. However, the resources (human and financial) available to the RCY Programme and the expected outputs needs continued attention.

Promotion of Humanitarian Values

Objective 1: To strengthen the production of publications for general dissemination purposes and improve staff skills.

Activities & Achievements

The CRC produced brochures and bulletins for national and international distribution. Press Releases in Khmer and English were issued on specific events and activities, such as World Red Cross Red Crescent Day, the hand-over of artesunate for malaria prevention to the Ministry of Health and a dengue fever campaign.

A Khmer newsletter for distribution in communities resumed publication in May. The issue was expanded from four to eight pages in June, with 4,000 copies produced (up from 2,000 copies).

The CRC’s mailing list includes members of the Constitutional Council, Senate, National Assembly, Government Ministries, diplomatic missions, IOs, NGOs, libraries, research institutions, CRC members, RCVs, RCYs and the media.

Posters on the International Red Cross and Red Crescent’s Fundamental Principles and banners showing the Principles in Khmer and English were produced and distributed to branches. These were first used for the provincial assemblies.

The CRC highlighted ongoing activities in a weekly radio spot. Articles for the radio broadcasts (as well as the newsletter) were the responsibility of a full-time volunteer.

In April, the CRC commenced hosting an Australian "Youth Ambassador" to support the headquarters Communications Department. He has assisted in an evaluation of the staff capacity.

A CRC communications strategy incorporating an organisational structure and the role and responsibilities of staff, was drafted for submission to the Institutional Development Council.

Constraints

There were no serious constraints during this period.

Objective 2: To promote IHL through dissemination to targeted audiences.

Activities & Achievements

Induction courses were conducted for the newly elected Branch Committees following each provincial assembly.

Youth, military police and police are the main targets for dissemination activities. Two hundred children from four secondary schools attended a lecture on the Movement, and international humanitarian law, plus CRC activities, and later participated in a Red Cross contest, organised on World Red Cross Red Crescent Day. The contest was televised and aired on radio.

The Director of the CRC Communications Department conducted a dissemination session for 130 female police officers from all provinces and 30 military police provincial commanders. Particular interest was paid to the protective and indicative use of the Red Cross emblem, as well as misuse of the emblem.

Constraints

There were no serious constraints during this period.

Objective 3: To enhance knowledge about IHL among the society’s staff. Activities & Achievements

The NHQ disseminators assisted four branches in their dissemination activities: Koh Kong in February; Pailin in March; Pursat and Battambang in June.

Constraints

There were no serious constraints during this period.

Objective 4: To maintain documentation and effective communication for IHL promotion

Activities & Achievements

No particular activities related to this objective have been carried out during the reporting period.

Constraints

There were no serious constraints during this period.

Objective 5: To establish and train Red Cross Volunteers in Land Mine Awareness in selected provinces, and to strengthen the skills of already trained volunteers

Activities & Achievements

The three CRC headquarters departments involved in the implementation of this project (Programme, Communications, Administration/Finance) met in May to allocate their responsibilities.

Constraints

Implementation has been delayed due a vacancy in the Land Mine Awareness Co-ordinator position since January. A replacement was not recruited until June. Implementation of this year’s activities will begin in the next quarter.

Co-ordination and Management

Objective 1: To provide overall co-ordination and management for Federation supported programmes and operations in Cambodia.

Activities & Achievements

The Head of Delegation and Finance/Administration Development Delegate continued to provide overall co-ordination and management, supported by locally-recruited finance, administration and logistics officers. There were some changes in staffing (see Federation Delegation below). The delegation premises continue to be situated in the Cambodian Red Cross headquarters’ compound in Phnom Penh.

External English lessons were provided to five national staff members, and the Head of Delegation’s assistant took an advanced English writing course.

Constraints

Problems with funding was a constraint to activities.

Objective 2: To manage the Federation’s delegates, finances and administration in Cambodia.

Activities & Achievements

There were no significant issues related to this objective.

Constraints

Despite financial constraints, the delegation has successfully carried out its obligations in this sphere according to Federation standards.

Objective 3: To continue to supervise, monitor and provide technical support to the CRC institutional development process.

Activities & Achievements

A CRC/Federation joint evaluation of the CRC’s Three Year Development Plan (1998-2000) was conducted in January-February. The results were published as an annex in the CRC’s Five Year Development Plan (2001-2005).

The Finance/Administration Development Delegate was given overall responsibility for providing technical support to the CRC organisational development process. This had previously been shared with the Head of Delegation. The activities supported are detailed in the Institutional and Resource Development section of this report.

Constraints

Problems with funding was a constraint to activities.

Objective 4: To co-ordinate planning and reporting

Activities & Achievements

The Head of Delegation and Finance/Administration Development Delegate met with representatives of American, Australian, French and Swiss national societies and the ICRC to develop the first draft of the Country Assistance Strategy 2001-2002, which was then distributed at the Partnership Meeting in March.

In 2000, the delegation prepared 50 reports on Federation assisted programmes/projects in Cambodia. In 2001, it is hoped that this new Programme Update format, part of the minimum reporting standards, will reduce the requests for individual reports.

Constraints

Problems with funding was a constraint to activities.

Objective 5: To represent and advocate on behalf of the Federation and Red Cross/Red Crescent Movement in Cambodia

Activities & Achievements

The delegation was represented at official functions and took part in a number of major events, such as the SE Asia Partnership Meeting and World Red Cross Red Crescent Day. The Head of Delegation met with representatives of participating national societies in Cambodia on a monthly basis for co-ordination and information sharing. The Delegation represents the Red Cross Movement in Cambodia at the monthly UN security meetings. The weekly UN Security Bulletin is also shared with all partners.

Documents such as Strategy 2010, CAS and situation reports were widely distributed to embassies, IOs, NGOs and government ministries.

Constraints

Problems with funding was a constraint to activities.

Federation Delegation

Plus 30 support staff - drivers, guards, office cleaner

* The Australian Youth Ambassador for Development programme is an Australian government initiative, funded through the Australian Agency for International Development (AusAID) and gives young Australians, aged 18-30, the opportunity to use their skills to assist in development projects throughout the Asia Pacific region. Assignments are usually for six months to a maximum of 12 months.

Three delegates completed their mission during the reporting period: an Emergency Health delegate (in March), a Water and Sanitation delegate (in April) and the Health Co-ordinator (in April). Both the Emergency Health and Water and Sanitation delegate had been recruited for short term missions for the Federation’s Flood Emergency Appeal 22/2000 and were therefore not replaced. The Health Co-ordinator was replaced by a Health delegate.

Monitoring & Evaluation

During this reporting period, surveys were completed for the Community Based Primary Health Care pilot projects. The first of these was a water and sanitation survey in Chamcar Mon district, conducted within Tonle Bassac squatter areas 1A and 1B. (See also Health and Care in the Community section.)

External consultants were employed to conduct a Situation Analysis in both Chong Kal and Chamcar Mon CBPHC pilot project areas. The terms of reference included a comprehensive overview of the health, social, economic, civic, geographical and historical situation in the districts. The final report due in early April, was unavoidably delayed; the planned midterm review for both pilot projects will change to a general review and will be conducted in November 2001.

Lessons Learned

Flood 2000

The flooding that began in July 2000 was of such scope, magnitude and duration that it is considered the worst flood in 70 years. It affected 21 of 24 provinces and municipalities, left 361 dead; 750,618 families (3,448,629 individuals) directly affected; 387,000 people evacuated; 317,975 homes damaged and 7,068 destroyed. Post-flood rehabilitation is still underway.

This tragic event has led to numerous assessments and ‘lessons learned’ workshops by various organisations: UN, the Mekong River Commission, the CRC, the Federation and others. Although objectives and outcomes of these workshops have varied based on organisational needs, a common message emerges from the highest national levels to the "first responders" at the grassroots, community level: better preparedness.

The CRC/Federation participated in a number of ‘lessons learned’ workshops and assisted several organisations with the learning experience. The Federation conducted a one day ‘lessons learned’ workshop on 12 February and a joint CRC and Federation workshop was held 10 April.

The outputs from these reviews and workshops are being assimilated into the activities of the current CBDP programme and other CRC programmes.

Financial Update

Factors contributing to the shortfall in the Appeal response include:

• ongoing CRC activities were significantly expanded and new ones introduced, but with no subsequent donor interest;
• traditional donors, i.e. those supporting CRC programmes since 1998, did not increase their level of funding, contrary to expectations;
• some donors who expressed interest in supporting CRC this year have not yet made a hard pledge;
• donors pledged support directly to CRC instead of through the Federation.

Pledges received in response to the Appeal were not received until the second quarter of the year. This is an annual occurrence whereby during the first quarter it is necessary to utilise outstanding funds from the previous year in order to keep the programmes running.

The Cambodia Delegation (co-ordination and management budget line) has received very little funding. To date it has been necessary to keep expenses to a bare minimum and use funds generated by the floods emergency appeal in 2000.

Wider Context

The Southeast Asia Partnership Meeting took place in March hosted by the Cambodian Red Cross in Phnom Penh.

The meeting was structured to:

• provide a forum to frankly discuss the role and expectations of the Federation Secretariat in Southeast Asia
• Review the experiences to date of the CAS planning process in three countries
• apply the lessons learned from the three countries in establishing a clear plan of action for developing a CAS in three additional countries.

Health & Care in the Community

The capacity of the Cambodian Red Cross (CRC) and the co-ordination between the CRC departments continues to be strengthened through the initiation of the Red Cross Volunteer Development Process. Two groups have been established - the first to develop guidelines for the RCV Policy, the second to review current training packages and materials. The Australian Red Cross and French Red Cross are involved in this process.

The French Red Cross continued its involvement in the CRC CBFA programme through the Training of the Instructors workshops conducted in May, and in its initiation of the CBFA Impact Study. The study will assess the impact of RCVs in providing first aid and dissemination of health education to communities and is conducted in two provinces by CRC, French Red Cross and the Federation, with the assistance of an external consultant.

The Australian Red Cross continues to work with the CRC on the HIV/AIDS Prevention Programme. Over this period a number of activities have been carried out with universities. These have included: development of training curriculum and two six-day workshops on HIV/AIDS sensitisation, recruitment and training of Youth peer supporters. A number of ongoing projects were also encouraged, including the development of counselling on the campus.

Fears of a major outbreak of dengue fever in Cambodia prompted the Delegation to co-operate with WHO on an Abate distribution, whereby the larvicide was added to more than 3.5 million water storage pots in order to destroy Aedes albopictus and Aedes aegypty larvae. (So far this year more than 800 people have contracted dengue fever with 83 deaths recorded).

Red Cross Youth

The French Red Cross has been working on the provision of water/sanitation facilities and some school materials in 32 schools in Kampong Cham, which was almost concluded in June. It is now interested in implementing the RCY programme in that province, mainly to facilitate hygiene education. As this means an extension of the CRC programme, the French Red Cross and CRC, with Federation support, have had to negotiate the plan of action for RCY in Kampong Cham. The programme will proceed in six target schools after a new development officer has been recruited in the branch. The French Red Cross will also fund an additional RCY Officer position in CRC headquarters, to work on all aspects of the programme.

Outstanding needs

Although the majority of programmes/projects are ongoing, the scope of some is limited by the lack of funds (see Financial Update above). The post "Co-ordination & Management, the Delegation", which provides the financial, administrative and logistics support for the Federation’s activities in Cambodia, has an increasing deficit. Urgent action is required - either an increase in contributions to this sector or a drastic decrease in the service provided.

Conclusion

At the beginning of the year, the Cambodia Delegation and Cambodian Red Cross were still heavily involved in the Flood 2000 emergency operation. They were able to concentrate on the development programmes only from the second quarter onwards. The seven-month emergency operation took a heavy toll on human resources that have only recently recovered from the intense activity.

Plans for the next quarter

July: activities include

Observing provincial assemblies in Kratie and Svay Rieng provinces

Mekong Flood Study

Nationwide dissemination workshop

Launch in Cambodia of World Disasters Report

Regional Disaster Management team meeting in Bangkok

Commencement of Land Mine Awareness project:

• Recruitment of 50 RCVs in four provinces
• Basic CBFA training for 200 RCVs and refresher training for 50 RCVs
• Training in land mine awareness and data collection for 250 RCVs.

August: activities include

Start of development of Financial Procedures Manual

Annual Branch Directors’ planning meeting

Land Mine Awareness project - refresher training for RCY.

September: activities include

Fund raising and membership workshop

RCY annual art competition.

For further details please contact: Seija Tyrninoksa, Head of Delegation, Phone: +855 23 210162 Fax: +855 23 210163; email: ifrckh01@ifrc.org

All International Federation Operations seek to adhere to the Code of Conduct and are committed to the Humanitarian Charter and Minimum Standards in Disaster Response (SPHERE Project) in delivering assistance to the most vulnerable.

For further information concerning Federation operations in this or other countries, please access the Federation website at http://www.ifrc.org.

Hiroshi Higashiura
Head
Asia & Pacific Department

Peter Rees-Gildea
Head a.i.
Relationship Management Department

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