Plan of Action 2012
Timor-Leste country office
PROGRAMME INFORMATION
Implementing Host National Society:
Cruz Vermelha de Timor-Leste (CVTL)
Number of people to be reached:
Budget total:
12,000 people
CHF 1,081,943
1.
Executive summary
Timor-Leste’s Human Development Index (HDI) value increased 17 per cent from 2005 (0.428) to 2010 (0.502), as a
result of the relatively high economic growth rates recorded in the country 1. However despite this, 41 per cent of the
population still lives in poverty, many of whom are among the 77 per cent who live in rural areas where there remain
significant human development problems. These encompass a wide range of issues including energy provision, food
security and nutrition, access to education and health services and high levels of unemployment, particularly among
young people.
As Cruz Vermelha de Timor-Leste (CVTL) approaches just 10 years in existence and five years since formal
recognition by the International Federation of Red Cross and Red Crescent Societies (IFRC) and the International
Committee of the Red Cross (ICRC), its work in water, sanitation and hygiene promotion, disaster risk reduction, first
aid and emergency response is well respected. Addressing priority needs of vulnerable communities, it contributes
directly towards improving the quality of life for thousands of people annually and helps others to protect their
communities from the damaging effects of natural disasters.
The country experience increased rainfall over a prolonged period during 2010-2011, thought to be caused by the La
Niña event in the western Pacific which was one of the strongest on record. Flash flooding and landslides occurred in
many districts including Dili, with significant damage to infrastructure, loss of property and livelihoods and some loss
of life. Recognized as an auxiliary to the government in emergency response, CVTL’s branch disaster response
teams carried out assessments and distributed relief items to affected families in six of the country’s 13 districts.
The National Society has been well-supported by Red Cross Red Crescent partners for a number of years and, with
confidence gained through developing a new Strategic Plan 2010-2014, is committed to improving the quality of its
programmes and strengthening its organization including building its branches through a staged decentralization
process. Taking the learning from two pilot community-based programmes, CVTL recognizes that individual
communities face complex sets of risks which are interconnected and best tackled together in a systematic,
integrated way. True to the ambition stated in the Strategic Plan, it will implement a new integrated risk reduction
programme (iCBRR) starting in 2012 that will enable improved outcomes for communities and provide a more
efficient and effective approach to its work.
The IFRC Timor-Leste country office plans to support the first iCBRR rollout to three districts and will assist CVTL in
establishing the new programme nationally. At the same time, IFRC will continue to help CVTL to systematically
strengthen and develop the capacity of branches, build the management skills of staff and improve volunteer
1
Timor-Leste Human Development Report 2011 UNDP
management and support services, including logistics, communications and human resource management. Targeted
technical and management support in health will assist CVTL in managing its HIV prevention interventions and to
develop emergency health surveillance capacity. Additional support to the commercial first aid programme aims to
assist CVTL in reaching the target of doubling its contribution to its fundraising. Acknowledging CVTL’s aim to
strengthen its position as auxiliary to the government in emergency response, IFRC funds will also support expanding
the scope of their capability and training, and equipping national and branch emergency response teams.
IFRC will continue to provide strong leadership to partners to ensure that the organization acts collectively and in a
coordinated manner to build CVTL’s capacity for the longer term. The National Society needs to confirm its sense of
ownership in the way IFRC offers its support, and builds its skills, systems and confidence in CVTL’s ability to sustain
its work as it heads towards becoming a more self-reliant National Society.
2.
The Programme
2.1 Business Line 2: “To grow Red Cross Red Crescent services for vulnerable people”
IFRC will provide technical support to CVTL to further develop its response preparedness in disaster management
and health, to develop contingency plans and surveillance skills. Funds will be used for training and equipping
emergency response teams at branch and national level. The self-reliance of communities will be enhanced through a
programme of support for equipment and training.
Objectives
Project
Code
Targets for 2012
Outcome 1: CVTL has the ability to predict and plan
for disasters and public health emergencies and is
well-prepared to respond in all 13 districts as an
auxiliary of the government.
Output 1.1: CVTL has an established (set of)
contingency plan(s) that covers all relevant disasters
and health emergencies and reflects its auxiliary role
to the government.
PTP 007

In 2012, CVTL has contingency plans
that guide it in all its emergency
responses and that link with
government and other country stakeholders
Output 1.2: CVTL has capable emergency response
staff and volunteers in all branches, at national
headquarters and with representatives at Southeast
Asia regional level, who are well trained, practised
and equipped to provide timely emergency response
PTP 007

In 2012, CVTL has trained and
equipped branch disaster response
teams (BRDTs) in all 13 districts and a
national disaster response team
(NDRT).
PTP 007

In 2012, in target districts, communities
most vulnerable to specific hazards
have been identified and support
initiated.
Outcome 2: Vulnerable communities can anticipate
future risks including climate change and are selfreliant and well-prepared to respond to disasters and
public health emergencies
Output 2.1: Vulnerable communities have early
warning systems and contingency plans and have
received training to protect the population in case of a
disaster or emergency.
2.2 Business Line 3: “To strengthen the specific Red Cross Red Crescent contribution to
development”
CVTL will be assisted in further developing its community-based approach and integrated programming with support
for the first rollout of its new iCBRR programme in which disaster risk reduction, water, sanitation, health promotion,
livelihoods and first aid activities can all be part of a package of assistance to assist vulnerable communities and
households tackle the multiple risks they face. Long-term funding will be sought from partners to assist CVTL in
establishing the programme nationally. Further development of CVTL’s first aid programme will see the National
Society establish a commercial first aid component that will contribute to its domestic fundraising.
Partners will be encouraged to support CVTL’s ongoing organizational development programme to systematically
strengthen branch capacity and essential support services such as logistics, finance, administration and human
resource management. IFRC will continue to support and coordinate partners in other institutional strengthening
components such as volunteer development, resource mobilization, communications and governance with a clear
focus on assisting CVTL to build a stronger and more sustainable structure.
Objectives
Project
Code
Targets for 2012
Outcome 1: Vulnerable people and communities in
Timor-Leste are safer and more resilient
Output 1.1: CVTL has an established integrated
community-based risk reduction programme with
multiple partners
iCBRR
PTP160

In 2012, CVTL has established iCBRR
as a national programme that
strengthens the safety and resilience of
the most vulnerable communities and
households in Timor-Leste.
Output 1.2: CVTL has implemented start up iCBRR
activities in target communities
iCBRR
PTP160

In 2012, CVTL’s iCBRR programme is
initiated in at least three target districts
Output 2.1: CBHFA pilot project activity plans
undertaken in three remaining communities
Health
PTP401

In 2012, CBHFA pilot project completed
in four communities in two districts
Outcome 2.2: Project evaluation completed and
lessons learned incorporated into new integrated
community-based risk reduction programme
Health
PTP401

In 2012, CBHFA pilot project has been
evaluated and lessons learned
incorporated into iCBRR programme.
Output 3.1: CVTL has an improved, standardized first
aid training programme for government, nongovernment, communities and CVTL volunteers
Health
PTP401

In 2012, training resources field tested
and finalized.
Output 3.2: CVTL's first aid training and curricula are
approved by government and CVTL is recognized as
the preferred provider of first aid training and services
Health
PTP401

In 2012, CVTL is recognized by
government as their preferred provider
of first aid training services
Output 3.3: CVTL has a commercial first aid
programme with an appropriate business plan and
structure which contributes to its domestic fundraising
Health
PTP401

In 2012, CVTL has a commercial first
aid programme that contributes an
income stream to its fundraising
Health
PTP401

In 2012, CVTL has evaluated impact of
changes made to the HIV YPE pilot
project on potential effectiveness
Outcome 2: Vulnerable communities in Manufahi &
Manatuto districts have strengthened ability to prevent
and manage injuries and common health problems
Outcome 3: Increased number of people trained,
registered and able to provide first aid in an
emergency and CVTL’s first aid programme
contributes to domestic fundraising
Outcome 4: At-risk populations and communities are
well-informed and able to protect themselves from
HIV and sexually-transmitted infections (STIs)
Output 4.1: CVTL has a targeted intervention aimed
at preventing HIV among at-risk youth in Timor-Leste
and reducing the stigma around HIV/AIDS
Objectives
Project
Code
Targets for 2012
Outcome 5: CVTL is a strong National Society with
effective leadership; capability to maintain its core
services; a well-functioning branch structure; and a
national network of well-managed volunteers meeting
the needs of vulnerable people and communities.
Output 5.1: CVTL’s annual plans and budgets are
based on its Strategic Plan, are achievable and
realistic, and address the priority needs of vulnerable
communities
OD
PTP001

In 2012, all branches are actively
engaged in the annual planning process
and CVTL’s plans clearly reflect branch
activities.
Output 5.2: CVTL’s decentralized branch structure is
resourced to enable fully-functioning branches,
including staff, procedures and training of personnel
including boards.
OD
PTP001

In 2012, all branches are checking
email at least weekly.
In 2012, all branches are using CVTL
bank accounts.
In 2012, 80 per cent of branches are
producing plans and reports on
computers.
In 2012, solutions have been found to
permanently house Baucau, Dili and
Viqueque branches



Output 5.3: CVTL has a diversified and sustainable
national resource mobilization plan to fund its work,
with clear roles for national and branch staff.
OD
PTP001

In 2012, a national resource
mobilization plan has been written.
Output 5.4: CVTL has volunteer management
policies and procedures in place and has been
supported to establish a national network of
volunteers who conduct programmes and activities
that contribute to CVTL's mission and goals.
OD
PTP001

In 2012, CVTL’s volunteer policies and
procedures are being implemented,
including establishment of the
volunteer/member database.
Output 5.5: CVTL's national and branch boards are
provided with training and support to carry out their
roles effectively and sustainably.
OD
PTP001

In 2012, each branch board has
developed a membership development
plan.
In 2012, position descriptions have
been written for branch board members.

Output 5.6: CVTL's programme support services
(human resources, finance, logistics, IT and
communications) are strengthened and able to
support CVTL's programmes sustainably.
OD
PTP001
Output 5.7: CVTL leadership and management have
resources and capacity to be self-sustaining and able
to adapt to changes in its environment, through wellmanaged capacity enhancement and organizational
development.
OD
PTP001



In 2012, CVTL has secured effective
ongoing IT advice.
In 2012 CVTL’s human resource (HR)
management is significantly improved.
In 2012, CVTL’s organizational
structure has been reviewed and
aligned to enable iCBRR
2.3 Business Line 4: “To heighten Red Cross Red Crescent influence and support for our work”
IFRC will support CVTL staff in developing their advocacy skills and confidence at national and branch level to further
support communities where their priority needs are outside the scope of CVTL’s direct assistance.
Objectives
Project
Code
Targets for 2012
Outcome 1: CVTL is active in humanitarian
diplomacy individually in Timor-Leste and collectively
at a regional level
Output 1.1: CVTL acts to influence and support
decision-makers to always act in the interests of
vulnerable people and communities and with respect
for the Fundamental Principles
OD
PTP001

In 2012, CVTL promotes its work to
government, civil society actors and
others.
2.4 Business Line 5: “To deepen our tradition of togetherness through joint working and
accountability”
CVTL’s Strategic Plan 2010-2014 and Partnership Meeting held following its launch were important milestones which
provided CVTL with an exciting new platform from which to plan and work with partners and to establish a reliable,
stable future environment in which to carry out its work. IFRC will provide leadership in Movement coordination and
cooperation to ensure CVTL gains maximum benefit from these partnerships and builds sustainable capacity to
deliver programmes into the future.
Objectives
Project
Code
Targets for 2012
Outcome 1: Partner support to CVTL is wellcoordinated, founded on CVTL’s priority needs,
Strategic Plan and multi-year operational plans and
carried out in the spirit of good partnership
Output 1.1: Movement cooperation mechanisms are
in place and effective in coordinating all partners with
reference to the Code of Good Partnership and
CVTL’s partnership principles.
C&C
PTP101

In 2012 Movement cooperation
mechanisms are in place and facilitating
effective communications between all
partners.
Output 1.2: Partner support to CVTL is well-aligned
with its strategic and operational plans and priority
needs and includes a commitment to organizational
development.
C&C
PTP101

In 2012, CVTL’s annual planning
process and plans are well-supported
by partners.
3.
Programme support strategy
The Timor-Leste country office has three international delegates – a country representative and specialists in
organizational development and health – who will take responsibility for planning, implementation, monitoring and
evaluation of the support programme in line with Red Cross Red Crescent principles and values and global, regional
and other policies and frameworks as appropriate. Three experienced national finance and administration staff
support the office functions including providing services to integrated and other in-country partner national societies.
The country office is located within the office compound of Cruz Vermelha de Timor-Leste, with whom the IFRC
country office has a close and constructive relationship.
Generous in-kind support from Australian, Finnish and New Zealand Red Cross provides delegate funding. Valued
partnerships with Finnish, Japanese, New Zealand and Norwegian Red Cross and the UK’s department for
international development (DfID) provide programme funds and support for IFRC’s field management costs. The
Southeast Asia regional office in Bangkok will provide technical and programme assistance where needed and is
currently supporting CVTL with finance development assistance. The Asia Pacific zone office and regional logistics
unit in Kuala Lumpur also provide technical support in water, sanitation and hygiene promotion (WASH) and have
ongoing planning, monitoring, evaluation and reporting (PMER) mentoring and logistics strengthening projects with
CVTL. Regular training opportunities are provided to CVTL in disaster management including emergency response,
community-based health and first aid, and livelihoods; programme staff have been supported to attend international
youth, HIV/AIDS, communications and organizational development forums. A number of CVTL staff have received
emergency WASH training and are trained members of IFRC regional disaster response teams.
4.
Monitoring and evaluation
Detailed monitoring and evaluation plans will be developed for the 2012 support programme in due course.
5.
Budget summary
Project
code
BL 1. Humanitarian Standards
2012
2013
2014-2015
Total
0
0
0
0
0
BL 2. Grow services for vulnerable people
46,845
35,000
20,000
Outcome 1:
CVTL has the ability to predict and plan for
disasters and public health emergencies
and is well-prepared to respond in all 13
districts as an auxiliary of the government.
PTP 007
41,646
30,000
20,000
Outcome 2:
Vulnerable communities can anticipate
future risks including climate change and
are self-reliant and well prepared to
respond to disasters and public health
emergencies
PTP 007
5,198
5,000
0
839,567
820,000
1,030,000
209,638
550,000
900,000
BL 3. Contribution to development
Outcome 1:
Vulnerable people and communities in
Timor-Leste are safer and more resilient
PTP 160
Outcome 2:
Vulnerable communities in Manufahi and
Manatuto districts have strengthened
ability to prevent and manage injuries and
common health problems.
PTP 401
Outcome 3:
Increased number of people trained,
registered and able to provide first aid in an
emergency and CVTL’s first aid
programme contributes to domestic fundraising
PTP 401
Outcome 4:
At-risk populations and communities are
well-informed and able to protect
themselves from HIV and sexuallytransmitted infections (STIs)
PTP 401
Outcome 5:
CVTL is a strong National Society with
effective leadership; capability to maintain
its core services; a well-functioning branch
structure; and a national network of wellmanaged volunteers meeting the needs of
vulnerable people and communities
PTP 001
BL 4. Heighten influence and support
315,696
0
20,000
0
314,233
250,000
130,000
5,450
5,000
0
10,450
700,081
CVTL is active in humanitarian diplomacy
individually in Timor-Leste and collectively
at a regional level
PTP 001
5,450
2,000
Outcome 2:
The Government of Timor-Leste has
international disaster response laws.
PTP 001
0
3,000
190,081
170,000
340,000
170,000
340,000
1,030,000
1,390,000
Outcome 1:
Partner support to CVTL is wellcoordinated, founded on CVTL’s priority
needs, Strategic Plan and multi-year
operational plans and carried out in the
spirit of good partnership
2,689,567
0
Outcome 1:
BL 5. Joint working and accountability
101,845
PTP 101
Shared Office & Services Costs (PNS)
Total Budget
1,081,943
3,501,943
6.
Annexes
Available upon request
1.
2.
3.
4.
5.
6.
Logframes
Resource mobilization plan
Workshops and training plan
Personnel plan
Vehicle plan
Detailed budget