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CAMBODIAN MINE ACTION CENTRE

Saving Lives and Supporting Development for Cambodia INTEGRATED WORK PLAN 2007 Table of Contents

TABLE OF CONTENTS

FOREWORD i

1. EXECUTIVE SUMMARY ii

2. CORPORATE MANAGEMENT 1

3. 2006 - 2007: OVERVIEW AND PERSPECTIVE 4

4. INTEGRATED WORK PLAN: GOAL AND OBJECTIVES 19

4.1. CORE ACTIVITIES 21

4.1.1 Landmine and UXO Clearance

4.1.2 Survey, Marking and Area Reduction

4.1.3 Mine/UXO Risk Education and Reduction

4.1.4 Training, Research and Development

4.2. WORK PLAN BY PROJECT 55

5. RISK AND CONTINGENCY MANAGEMENT 84

6. ANNEXES

______ISO 9001:2000 INTEGRATED WORK PLAN 2007 Foreword

FOREWORD

On behalf of the Cambodian Mine Action Centre, we have a great pleasure to present to you CMAC’s Integrated Work Plan 2007 and to extend once again our warmest greeting to all. We would also like to express our sincerest appreciation and gratitude to the Royal Government of Cambodia, all donors, partners and friends for the valuable assistance and continued support to CMAC.

In 2006, with further reforms in operational teams and operating procedures (SOP’s) as well as full use of mechanical clearance machines, CMAC made a remarkable increase in operational productivity from over 22 km² in 2005 to over 26 km². On the other hand, the number of landmine and UXO victim has sharply decreased from 800 cases in the last five years to 440 cases in 2006. This remarkable achievement is deeply indebted to a sound corporate and field management, increased and effective utilization of mechanical brush cutters and mine detection dogs, and effective integration of toolboxes and field management. These factors, in concert with committed and experienced field staff, have made a big difference in CMAC in the past year. CMAC also collected and destroyed a total of 35,745 AP, 1000 AT, 61 Improvised Mines, and 113,296 UXO. In addition to these tangible achievements, CMAC also produced significant outputs in other operational activities such as mine risk education, survey and marking, training, and research and development. We are proud to mention that CMAC had a busy year in 2006 implementing research and development projects to test and evaluate different types of mine clearance related equipment.

The document in your hand presents key strategies, objectives and activities which ensure that this IWP is practical and achievable and generates utmost socio-economic outputs. In 2007, CMAC plans to clear a total of 25,308,000 m² of high priority areas identified through the PMAC/MAPU process as well as to support risk reduction. In addition, we seek to collect and destroy up to 117,900 UXO. The socio-economic impacts of these activities will directly contribute to the macro- economic development of the country. It is also in correspondence with the Royal Government’s Rectangular Strategies and The UN Millennium Development Goals related to mine action and development. In addition to the clearance objectives, we have also set out to produce significant outputs in other operational areas such as mine risk education, survey and marking, area reduction, training and research and development in mine action. We are also committed to further improving several important corporate management areas including organizational management, financial management and support and human resources. These areas are vital contributors to the operational successes and achievements, and are key to meeting the new competitive environment in mine action.

In order to support the above goals and objectives, CMAC requires financial contribution with a total amount of US$ 11,208,257, excluding depreciation costs and in-kind contributions in both technical assistance and equipment. Based on the information available at the moment of writing this IWP on expected funding from donors, CMAC still faces a shortfall of USD 1,592,623, which CMAC needs to work closely with our donors and partners to raise in order to address the gap.

Taking this opportunity, we would like to express our special thanks to all donors and partners for their past, current and future support to CMAC in all possible ways including financial contributions, in-kind contributions and technical assistance. We also extend our appreciation to the Royal Government of Cambodia for the moral and financial support to CMAC. We sincerely believe that this IWP 2007 is comprehensive and informative enough to give you a well-rounded knowledge of what we set to accomplish in throughout the year.

Ieng Mouly Khem Sophoan Chairman of Governing Council Director General Cambodian Mine Action Centre Cambodian Mine Action Centre

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1. EXECUTIVE SUMMARY

1.1 CAMBODIA’S PROBLEM OF LANDMINES AND UXO

As a lethal legacy of various conflicts over a period of three decades or so lasting until late 1997, both within and outside its borders, the Kingdom of Cambodia became one of the most heavily landmine/UXO-contaminated countries in the world. Even today, despite enormous efforts made by all demining operators and significant drops in the number of casualties in the past ten years, landmines and UXO continue to kill and maim close to one thousand people every year (according to the CMVIS reports). Importantly, the mine/UXO 1154 problem poses a major threat and barrier to all 1200 rehabilitation and development activities in 1000 859 827 848 891 865 Cambodia. Rural civilian access to essential 800 745 facilities such as water sources, roads, bridges, 600 schools and agricultural land is still seriously 440 restricted and hazardous in many parts of the Casualty 400 country. 200 0 1999 2000 2001 2002 2003 2004 2005 2006 Despite significant reductions in casualties in the past years from 2,157 casualties in 1998 to Mine & UXO Mine UXO Unknown 862 in 2005, the number of casualties caused by landmines and UXO in Cambodia still Jan 2004-Dec 2005 remains extremely high if compared with the other mine/UXO affected countries in the world and in particular in this region. The significant drop (by around 50%) in the number of casualties in 2006 is a positive sign of impact delivered by mine action efforts and should be highly praised. However, due to the magnitude of the problem and the nature of contextual economic and demographic dynamics of Cambodia, it is probably premature to definitely make a firm conclusion from this drop, and more efforts need to be made to ensure the drop continues until Cambodia reaches the zero-victim state by the year 2012 as intended by the Royal Government of Cambodia.

Although there are new claims that the real mine and UXO problem in Cambodia is less severe than these figures (CMAA announces that only about 10% of the total problem is high priority), there is no concrete and conclusive evidence and technical assessment to prove this theory, and today mines and UXO continue to kill and maim Cambodian civilians nearly on a daily basis. It is vital to note that nearly 80% of the landmine incidents and nearly 60% of the UXO incidents occur in the villages and on the farms as a result of livelihood activities. Farming and traveling cause 66% of the landmine incidents while handling cause up to 50% of the UXO incidents. This indicates a concentration of threats to the villagers is inside the villages themselves since people are already living in the minefields due to the lack of safe land.

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The magnitude of the landmine and UXO problem in Cambodia requires full commitment and collaborative efforts by the Royal Government, donors, partners and all demining operators to combat this problem. It is necessary to ensure that continued demining operations are conducted in a productive and sustainable manner and that planning is one of the prerequisites for an effective mine action effort.

1.2 INTEGRATED WORK PLAN 2007

1.2.1 Goal and Objectives

The overall goal of the Integrated Work Plan (IWP) 2007 is to deliver an effective, quality and safe mine action service to clear up to 25,308,000 m² of land and collect and destroy up to 117,900 UXO in response to the community requirements and task prioritization by the MAPU and PMAC for risk reduction and development purposes. It is also CMAC's commitment to continuing to strengthen the community involvement and CMAC's front line and middle management capacity to achieve the goal and objectives set in this IWP.

In 2007, CMAC aims to achieve the following main objectives:

To mobilize optimum resources and apply the most appropriate technology and methodology to clear up to 25,308,000 m² of land and hand it over to the communities for rehabilitation and development. It should be noted that the total clearance target in 2007 is set lower than the total clearance productivity in 2006 because 4 mobile platoons will be demobilized early in the year and there is a two-month gap of the Grassroots project in DU2. To clear at least 1,746,000 m² of UXO fields. To collect and destroy up to 117,900 UXO and save at least over half a million people in vulnerable groups.

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To strengthen the contractual service unit in order to deliver quality and efficient mine action services to the private and development sector. To deliver mine action service to benefit approximately 114,457 people in 168 villages throughout the country. To survey and clear up to 672,000 m² of high impact areas in approximately 144 villages. In addition, to mark at least 2,080,000 m. To achieve at least 72,000,000 m² of area reduction through the technical survey process as compared to the Impact Survey. To provide MRE to at least 69,120 people in vulnerable groups. To launch the "UXO Risk Reduction through Scrap Metal Dealers (URSMD)" pilot project. To strengthen the skills and capacity of the MRE teams, CBMRR and CBURR to increase their effectiveness in response to the community requirements and risk reduction tasks. To prepare the Training Centre to become the Centre for Excellence in mine action training. To upgrade the training resources including the trainers, training facilities, training manuals and curricula. To be ready to offer regional and international training to officers and operators from other mine affected countries. To continue to find innovative methods and technology through research and development to improve the demining quality, safety and efficiency.

1.2.2 Socio-Economic Analysis

Looking from the socio-economic perspective, minefields selected for the IWP 2007 are based on the

Administrative Health Center Office 0.22% Others (1) 0.00% 5.93%

Pagoda Resettlement 1.12% 10.03% Schools 0.52%

Pond 0.03%

Well 0.00%

Bridges Agriculture 0.00% 42.45%

Roads 17.45%

Canal/Irrigation 2.81%

Resettlement & Agriculture 19.63%

Resettlement Agriculture Resettlement & Agriculture Canal/Irrigation Roads Bridges Well Pond Schools Pagoda Health Center Administrative Office Others (1)

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PMAC/MAPU process, except the emergency risk reduction tasks. Based on the socio-economic plan, CMAC targets to clear a total of 251 sites to support development. These include 26 sites for resettlement, 102 for agriculture, 30 for resettlement and agriculture, 61 sites for rural roads, and the remaining for water canals/irrigation, schools, water ponds, pagodas and others. This clearance output is expected to benefit 168 villages which are located in the high casualty areas. In other terms, this clearance effort will benefit 2,740 families directly, 16,828 families indirectly, and a total of 1,132 school children. Approximately 114,457 people are expected to benefit from CMAC demining operations in 2007. In addition to these, CMAC will help release landmine/UXO threats through its risk reduction tasks carried out by small quick response teams. At the same time, CMAC will collect and destroy approximately 117,900 UXO. If the demolition of one UXO can save an average 5 lives, the total lives potentially saved from UXO accidents in 2007 and subsequent years would be approximately 589,500.

1.2.3 Task Prioritization

CMAC bases its Work Plan on the priorities of the people in mine-affected communities, thus CMAC strictly follows the Mine Action Planning Unit (MAPU) and the Provincial Mine Action Committee (PMAC) to ensure that clearance tasks are selected by the local communities and meet their priorities. On the other hand, CMAC’s deployment is based on thorough socio-economic analysis to ensure that land cleared will benefit the grassroots people who actually need the land.

Priority minefields are selected by the communities through the MAPU process and approved by the Provincial Mine Action Committee (PMAC) before they are incorporated into CMAC’s Integrated Work Plan (IWP). The proposed clearance plan in the IWP includes minefields for clearance in both dry and wet season. Demining and UXO operations remain under the responsibility of CMAC until cleared minefields or sites are handed over to appropriate local communities or Cambodian Mine and Victim Assistance Authority (CMAA) for further action according to an agreed plan.

Today, around 70% of CMAC's demining resources are deployed in provinces along the Thai-Cambodian border in Pailin, Battambang and Banteay Meanchey due to the heavy contamination, high casualty rate and active economic and development activities in the areas. As mentioned already, nearly 80% of the landmine incidents and nearly 60% of the UXO incidents occur in the villages and on the farms as a result of livelihood activities. Farming and traveling cause 66% of the landmine incidents while handling cause up to 50% of the UXO incidents. This indicates that a concentration of threats to the villagers is inside the villages themselves since people are already living in the minefields due to the lack of safe land.

1.2.4 Deployment Plan

As of December 2007 CMAC plans to deploy the following operational capacity in response to needs of the communities in the high priority areas and the actual fund availability to support operations:

Deployment 2006 2007 Remarks Normal Platoon 3 3 Mobile Platoon 38 34 Demobilize 4 Mobile Platoons Large Technical Survey Team 4 4 Small Technical Survey Team 19 19 Community Mine Clearance Team 13 13

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Short Leash MDD Team 10 10 Long Leash MDD/EDD Team 4 6 Create 2 EDD teams EOD Team 21 27 Create 6 teams if fund available Mine/UXO Risk Education and Reduction 6 6 (MRE) Team Community-Based Demining Platoon 5 7 Create 2 Platoons if fund available CBMRR 23 23 CBURR 16 26 Establish another 10 if fund available Brush Cutters 27 25 In total, there will be 2,312 staff, approximately 97% of whom are field staff.

1.2.5 Resources Requirements

In order to achieve the targets set in the IWP 2007, CMAC requires material, technical and financial support from the Royal Government, its donors and partners. For financial support CMAC requests the donor community to provide funding through the UNDP “Clearing for Results” Project and/or bilateral channel. The following table illustrates the financial resources required to implement the IWP 2007.

1.2.6 Financial Requirements

Funding Sources Confirmed Budget Plan Shortfall Bilateral and Ear-Marked Donors 6,577,831 7,708,257 1,130,426 UNDP (Clearing for Results) 2,700,000 3,400,000 700,000 Royal Government 200,000 200,000 00 9,477,831 11,308,257 1,830,426

As indicated in the table, the total expected budget for the year 2007 is USD 11,208,257. However, based on discussions and consultations with donors and partners, the total budget which can be confirmed is approximately USD 9,615,635. Part of the uncertainty rests with the new projects, which CMAC has submitted to the donors for approval. If these new projects are not approved, there will be a bigger shortfall.

In 2007, CMAC requires at least USD 3,300,000 to support the UNDP's Project "Clearing for Results". At this stage, UNDP has indicated an initial commitment of around USD 2,700,000. The NPA has also indicated that they have received approximately USD 488,199 from the Netherlands Government to support CMAC, while CMAC needs approximately USD 748,916 for CMAC - NPA Project in Banteay Meanchey. It is therefore necessary for CMAC and its partners to jointly appeal to certain donors to close the gap.

1.2.7 Cost Efficiency

In 2007, if the total costs for all activities, both clearance and non-clearance activities, are used to calculate the cost per square meter, the cost-productivity ratio would be less than US$0.50. It is very important to note that this cost-productivity ratio may vary depending on several factors such as minefield terrains and weather conditions.

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1.2.8 Equipment and Technical Assistance

Apart from the above financial support, CMAC also expects to receive some equipment and technical assistance from donors and partners such as NPA, Japan, USA, and UNDP.

1.2.9 Corporate Management

CMAC will establish a long term strategic plan, which provide the framework for CMAC to walk the path ahead and to support the national vision as well as to address the changing nature of mine action resources worldwide and in Cambodia.

As part of this strategy, CMAC will also place an important focus on speeding up mine clearance activities through research and development of new demining technologies and methodologies. In March 2007, CMAC and the US Government will co-organize a Regional Technology Requirement Workshop, which will bring key stakeholders and donor representatives to witness demining operations and technologies in Cambodia. This will also provide a good opportunity for mine action operators, partners and donors to share knowledge, experience, concerns and expectations in order to find ways to speed up demining efforts.

1.3 CONCLUSION

This Integrated Work Plan is developed through a wide range of discussions and consultations with all donors, development partners and key players in mine action sector in Cambodia. This plan is also designed to ensure that resources and deployment targets will be realized. There are a number of lessons leant and experiences in the past years which can serve as the source for continual improvements of CMAC. For instance, numerous external and internal audits, evaluations as well as quality assurance exercises were conducted and recommendations were provided to CMAC management, which become useful tools and opportunities for CMAC to make further improvements in its performance. The path ahead for CMAC is tough and challenging; therefore CMAC management is seriously committed to continue delivering a quality, efficient and reliable demining service to serve the best interests of the people of Cambodia as well as to satisfy the donors and partners. As part of culture and commitment, CMAC will continue to introduce new initiatives and innovative ways to increase the safety, quality, productivity and efficiency of its demining operations.

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2. CORPORATE MANAGEMENT

2.1 2007 CORPORATE MANAGEMENT WORK PLAN ANALYSIS

In 2007, the path ahead is to define appropriated goals, objectives and strategies to “fit” the overall CMAC 2007 vision by focusing on quality enhancement, safety, increased productivity and cost reduction. The key achievement of this vision does not only derive from the formal reinforcement of operations, reorganization and reforming its teams, but it also powerfully derives from within the workforce in terms of training, expertise and commitment of all staff in the organization, the adaptability of all staff members who permits the organization strategic flexibility, and the commitment of those staff to the CMAC’s business plans and goals.

Planning is an essential element of managerial and operational control. Thus, this 2007 path ahead will present a clear plan of action which is a driven force to ensure that resources and deployment targets will be realized. It is vital to note that this plan is tough and challenging for both achieving outputs and mobilizing resources (fund raising); therefore CMAC management is seriously committed to continue delivering a quality, efficient and reliable demining services to serve the best interests of the people of Cambodia as well as to satisfy the donors and partners. CMAC must adapt its available resources and objectives to reaching the real beneficiaries as wanted by the people and the donors.

2007 CMAC human resources development encompasses new changes and challenges which are intended to have a long term impact on organizational and staff learning. As the national institution, CMAC has to develop a sufficient skill base to earn their confidence and well being, have a sense of belongingness, pride and strong commitment through participation in determining their own destiny and organization. The promotion of the well being of all levels of managers and staff provide a sound human resource capacity and agenda for its organization, country as well as donors and partners’ expectation. As learning and human resource development lies at the heart of innovation of CMAC, the skilful provision and organization of learning experiences in the workplace so that performance can be improved and long term goals can be achieved and that through enhancing the skills, knowledge, learning ability and enthusiasm at every level, there can be continuous CMAC and its staff growth. All CMAC staff development must, therefore, be part of an overall strategy which aligned with CMAC corporate goals and vision.

CMAC Human resources development and management remains key issue and driven force to ensure that this resource is flexible, innovative, quality conscious, customer-oriented and constantly improve its performance. To achieve this commitment CMAC strongly requires capable, dependable and reliable supervisors at all fields, those supervisors have to maintain their key roles of planning, monitoring, leading, staffing and organizing. In addition, these supervisors also have an important role to make changes within their team to be more proactive and responsive manners. They have to ensure that their team is professionally independent, flexible and prepared to change and undertake new tasks.

Safety, quality and productivity: these three core values are the most important philosophy for all CMAC staff. This philosophy has to be communicated and educated to all levels of CMAC to reassure that they fully understand and adapt with what they have been doing. To achieve this philosophy CMAC management has to develop strategies and policies by devoting its efforts and investment on seeking appropriated technologies,

______1 ____ ISO 9001:2000 INTEGRATED WORK PLAN 2007 Corporate Management methodologies and providing trainings to all field managers to ensure that those new technologies and methodologies are well disseminated to all operational lines.

Health Improvement for CMAC staff: is an important element to motivate field staff and deminers who have been working on the ground with peaceful mind and provide a hope for the future. The Deminer Study report (this report studied by NPA) has indicated that a number of deminers are really concerned with health and future while they have been working in the remote and isolated areas throughout Cambodia for more than 10 years. Their health is deteriorating and some of them have no chance to improve their skills or knowledge outside demining boxes. Their concerns are, therefore, mainly related to their healthy and safety issues for instance when they are wounded or completely disable can they be enrolled as a national disability whereby they can get pension as a government employee. Their job stability is also a key question. This report becomes a strategic tool for CMAC management to develop an achievable and practical vision to address their concerns. The considerable strategic options for long term strategies that including an exited strategy from donor funded organization to fully adopt and integrate within the Royal Government, let say five or ten years down the line. This long term strategy will so much depend on economic growth and donors commitment for humanitarian mine action in Cambodia. As per magnitude of the problems and the current resources and technologies, Cambodia requires more time than period stated in international ban of landmine convention. In response to these concerns, CMAC management has been improving its safety and healthy systems by providing an increased compensation package, regular medical checks as well as improving safety procedures through providing refreshment training and improving safety standards.

Training, research and development: this is a continued effort and commitment of CMAC to strengthen capacities in order to speed up landmine and UXO clearance activities as well as to share its know how, knowledge and skills with other landmine affected countries. In particular, CMAC has a strong willingness and commitment to promote their skills and know how with other mine/UXO affected countries within the region as well as for south- south cooperation. CMAC has been coordinated with a few key donors who supported this initiative to bring key members of demining organizations from African countries to visit CMAC and Cambodia. At the same time, there is a number of research & development projects are in pipeline and these projects have been produced remarkable results in a hope to speed up demining activities in Cambodia and in the world.

Of cause, we are not living in a perfected world, therefore we have learned from our families, our work, our friends and we have also learned from problems resolved and tasks achieved, but also from mistakes confronted and illusions unmarked. Intentionally or not, we have learned from the dilemmas our lives hand us daily (Daloz 1986). CMAC management understands that criticism can partially help to strengthen management practices and directions as well as offering a number of challenges and opportunities for managers. CMAC receives a number of reports from internal and external auditors, field monitoring teams as well as quality assurance, evaluation and studied teams. Those teams have identified significant recommendations and findings from both the field operations as well as managerial practices. It is also very important to note that some findings and criticisms were not relevant and so extreme cases which it cannot be realized. In this connection, CMAC has been implementing its efforts to strengthen the culture of accountability and responsibility of all CMAC staff to demonstrate its professional national demining institution.

2.2 CORPORATE MANAGEMENT’S GOALS AND OBJECTIVES

2.2.1 To continue to closely coordinate with donors and partners to ensure that CMAC’s strategic plans will be achieved.

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2.2.2 To develop medium and long term rolling strategic plans for landmine clearance and ERW

2.2.3 To enhance CMAC human resources management policies to address long term human resource requirements for ERW clearance efforts.

2.2.4 To strengthen training centre towards Centre of Excellence

2.2.5 To strengthen the culture of accountability at all managerial levels by ensuring that all activities will be conducted in a safe, transparent and cost effective manner.

2.2.6 To strengthen key functional management in operations, finance and support/human resources in order to maintain a sound capacity to manage resources and mine action process to obtain maximum outputs.

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3. 2006 - 2007: OVERVIEW AND PERSPECTIVE

3.1 THE RATIONALE

As a lethal legacy of various conflicts over a period of three decades or so lasting until late 1997, both within and outside its borders, the Kingdom of Cambodia became one of the most heavily landmine/UXO- contaminated countries in the world. Even today, despite enormous efforts made by all demining operators and significant drops in the number of casualties in the past ten years, landmines and UXO continue to kill and maim close to one thousand people every year (according to the CMVIS reports). Importantly, the mine/UXO problem poses a major threat and barrier to all rehabilitation and development activities in Cambodia. Rural civilian access to essential facilities such as water sources, roads, bridges, schools and agricultural land is still seriously 1200 1154 restricted and hazardous in many parts of the 1000 country. 859 827 848 891 865 800 745 Despite significant reductions in casualties in 600 440 the past years from 2,157 casualties in 1998 400 to 862 in 2005, the number of casualties Casualty 200 caused by landmines and UXO in Cambodia still remains extremely high if compared with 0 1999 2000 2001 2002 2003 2004 2005 2006 the other mine/UXO affected countries in the world and in particular in this region. The Mine & UXO Mine UXO Unknown significant drop (by around 50%) in the number of casualties in 2006 (to 440 cases) is a positive sign of impact delivered by mine action efforts and should be sincerely applauded. However, due to the magnitude of the problem and the nature of contextual economic and demographic dynamics of Cambodia, it is probably premature to definitely make a firm conclusion from this drop, and more efforts need to be made to ensure the drop continues until Cambodia reaches the zero- victim state by the year 2012 as intended by the Royal Government of Cambodia.

In its Article 7 report submitted to the United Nations on 15 April 2004, Cambodia reported that a Landmine Impact Survey was completed in April 2002. The Project surveyed the totality of the 13,908 Cambodian villages representing an estimated population of 11,460,661 persons (0.2 million households). The survey results show that there are 3,075 areas suspected of being contaminated by mines, unexploded ordnance (UXO) and cluster bombs. Those areas represent a surface of 4,466 km². A total of 46.2% of all Cambodian villages (6,421 villages) are suspected of being contaminated, with 23.7% of these villages being impacted very severely, 24.2% impacted severely and 52.1% less severely.

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The impact of landmines on villages can be categorized as follows:

• 22% do not have enough agricultural land, • 19% have high numbers of human casualties, • 18% are affected in their gathering activities, • 15% do not have enough housing land, • 14% have experienced a loss of livestock, and • 12% have a difficult water access.

A total of 7,487 villages (53.8% of all villages) did not report any contamination. The project estimates that 5.18 million Cambodians are at risk due to the presence of mines and UXO.

Although there are new claims that the real mine and UXO problem in Cambodia is less severe than these figures (CMAA announces that only around 10% of the total problem can be considered high priority), there is no concrete and conclusive evidence and technical assessment to prove this theory, and today mines and UXO continue to kill and maim Cambodian civilians nearly on a daily basis. It is vital to note that nearly 80% of the landmine incidents and nearly 60% of the UXO incidents occur in the villages and on the farms as a result of livelihood activities. Farming and traveling cause 66% of the landmine incidents while handling cause up to 50% of the UXO incidents. This indicates a concentration of threats to the villagers is inside the villages themselves since people are already living in the minefields due to the lack of safe land.

There is also a new theory about the threats posed by the different types of minefields. Some suggest that residual minefields, i.e. those minefields already cultivated by the people to reclaim land for farming and settlement purposes, pose no threats or very little threats to the villagers after 2 to 3 years of use. From CMAC's experience, mines and UXO continued to be found in these residual minefields and more civilians are injured or killed in these minefields as already indicated by the statistics above. CMAC strongly supports the Royal ______5 ____ ISO 9001:2000 INTEGRATED WORK PLAN 2007 2006 - 2007: Overview and Perspective

Government's Area Reduction Policy to release the suspected area so that scarce resources can be used for higher impact areas. According to the Policy, there is no reason to maintain the current status of mine suspected lands which have been turned to productive use. This is certainly a correct way of addressing the issue; however, it is important to determine the appropriate methodology, technique and practice to achieve this objective, and such technique and practice should be standardized, systematic and reliable. In this respect, CMAC has developed substantial experience with its technical survey, which in also mentioned in the Area Reduction Policy, which aims to identify and categorize different types and levels of landmine and UXO threats. Through this practice, sizeable area of land formerly suspected of being contaminated can be released in a systematic and reliable way.

Recognizing that landmine and UXO problem is a serious challenge for the Royal Government of Cambodia, both in terms of physical and economic contexts, the Royal Government is committed to addressing this high priority issue by setting an ambitious vision to achieve a zero-victim state by 2012 and zero impact by landmines and UXO by the year 2020. However, in practical term, based on over ten years of experience, with the current resources, technology and methodology, the set vision is truly a serious challenge for the mine action operators. It is very important that Cambodia, as well as the international community who are obliged by the International Convention on Landmines, to work very hard, consistently and collectively to find innovative ways and provide sufficient resources to achieve the vision.

Today, mine action environment is changing as the deadlines of the Ottawa Convention are nearing for many countries and after many years of funding flowing into mine action worldwide. In Cambodia, particularly for CMAC, several emerging factors are having an impact, be they negative or positive, on CMAC planning and the way of conducting business. Factors such as new funding arrangements (such as that through UNDP), the concept of result rather than process, changing policies and priorities of several key donors, latest developments of mine action in the region and around the world, advancement in technology, and the Royal Government’s pressure to quickly reduce the landmines and UXO problem are concretely having an impact on CMAC decision on the way forward and future of the organization. Be it internal or external pressure, CMAC management realize that CMAC has to maintain its competitive advantages if it were to maintain donor confidence and sustainable level of funding.

Due to the changing environment in mine action, CMAC has to take bold steps and tough decisions to make reforms of its organizational structure, the operational team structure and missions, to redefine mine/UXO clearance techniques and methods, and introduce new initiatives in operations as opportunities emerge and the circumstances favor. While some measures are drastic and immediate and others modest and gradual, they all

______6 ____ ISO 9001:2000 INTEGRATED WORK PLAN 2007 2006 - 2007: Overview and Perspective aim to improve the overall management, quality, efficiency and productivity of the organization without the compromise with safety.

3.2 2006 - 2007: OVERVIEW AND PERSPECTIVE

3.2.1 Operational Progress Up-to-Date

As a leading demining organization in Cambodia, CMAC continues to make every effort to increase its demining productivity to release as much land as possible back to productive use by the communities. From 1992 to December 2006 CMAC achieved the following operation outputs:

• Cleared 172,048,889 m² of contaminated land. • Found and destroyed 346,796 anti-personnel mines. • Found and destroyed 6,573 anti-tank mines. • Found and destroyed 1,141,172 UXO’s, • Found 31,536 kg of small calibers, and • Unearthed 358,161,994 fragments.

In respect to the clearance progress in 2006 CMAC achieved as follows:

• Cleared 26,772,625 m² of contaminated land. • Found and destroyed 35,806 anti-personnel mines. • Found and destroyed 1,000 anti-tank mines. • Found and destroyed 113,296 UXOs, • Found 5,236 kg of small calibers, and • Unearthed 26,109,554 fragments.

It is important to note that in addition to the above progress CMAC also made remarkable accomplishments and generated significant tangible and intangible outputs in other areas such as mine risk education, minefield information/survey and training in mine action.

It is also worthwhile to note that in 2005 the productivity reached just over 22 km² for twelve months. In 2006, the total productivity for a twelve-month period reached nearly 27 km². This productivity increase is a significant achievement to be remarked after a series of reforms and restructuring in CMAC’s operations and management. It is also a good lesson learned for many other mine action organizations worldwide. The explanation for the significant increase in productivity lies in the sound operations and corporate management, effective use and integration of toolboxes, effective minefield management and increased use of mechanical system such as brush cutters.

3.2.2 Operational Targets: 2007 Perspective

With significant increase in productivity in 2005 and 2006, CMAC has reviewed and revised its operational targets to meet the current speed of operations. As a result, the operational targets of some toolboxes have increased. The following table shows the different targets set in 2006 and 2007.

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No. Teams Target Per Month in m² 2006 2007 1 Platoon 17,500 19,000 2 CMC 8,000 10,000 3 MRE 1,000 1,500 4 Short Leash MDD 23,000 25,000 5 Brush Cutter 17,500 30,000

Please also note that the significant increase in operational target for the Brush Cutters from 17,500 m² per month in 2006 to 30,000 m² per month in 2007 is due to the proposed reform in the team structure from 4 deminers to 6 deminers attached to each brush cutter. This change in the team structure will enable each brush cutter unit to work more independently as a clearance unit to produce more clearance outputs and respond more effectively to the clearance plan.

However, with respect to the increase in the clearance targets, it is very important to note that the actual achievements of the targets on the grounds depend on a variety of factors. The weather conditions, terrain, and other disruptions may be the affecting factors in this respect.

3.3 FINANCIAL CHALLENGES: 2007 AND BEYOND

The funding level from the Japanese Government has remained and is expected to remain consistent in 2007, covering two demining units. In addition to the Kusanone projects, it is also expected that Japan will support CMAC through the Japan-ASEAN Integrated Fund. It should be noted that starting from 2007 Japan channels its long term funding support to mine action in South-East Asia through the ASEAN secretariat. Furthermore, the Japanese Government's support to JMAS, which utilizes CMAC's demining and EOD resources, is also very significant to CMAC. Another donor with consistent funding level is Germany, providing financial support to DU 6. Germany has slightly increased their funding level in the last two years and it is expected that Germany will continue their support to CMAC's DU 6. Canada resumed their funding for mine action in 2006 through UNDP. This resumed support helps fill in the financial shortfall as a few donors have pulled out of UNPD Trust Fund. Australia also announced their continued support to mine action in Cambodia through UNDP. However, though UNDP still gets funding from Australia, Canada and Adopt-A-Minefield, UNDP's overall budget has shrunk due to the withdrawal by some regular donors. The Three-Year Agreement with the Government of Netherlands funding CMAC's DU 1 through NPA will come to the conclusion at the end of 2007, seeing a gradual drop from the fist year of the Agreement. However, NPA has indicated that there might be a few potential donors and they will work on this issue to attract additional support to support CMAC to address the shortfall. AustCare's support to DU 1, which helps supplement the reduced funding by Netherlands, is a three-year project, concluding in 2008. Handicap International is expected to support some teams from 2007, with a budget of around 300,000 USD per year. Responding to the magnitude of the Cambodia's mine and UXO problem, the US Government is increasing their funding to CMAC. The US Government has recently issued a Task Order announcing a Three-Year support to CMAC from 2006 with the total budget of approximately 8 million US dollars for three years with the expanded budget from the first option year (2007). This funding increase will help address some of the shortfall.

Among the important donors as mentioned above, Australia, Canada, Japan and the United States have made long term commitment to support demining activities in Cambodia, particularly to CMAC. This long term funding arrangement symbolizes their recognition of the magnitude of the landmine/UXO problem in Cambodia and their strong commitment to addressing this problem in order to respond to the urgent requirement of the poor and affected communities. This long term support will not only address the personal security but also contribute to poverty reduction, social reintegration and national and community socio-economic development. ______8 ____ ISO 9001:2000 INTEGRATED WORK PLAN 2007 2006 - 2007: Overview and Perspective

In addition to the traditional donors and partners in humanitarian demining, CMAC has also delivered contractual services to support development projects. The Royal Decree establishing CMAC clearly states that CMAC shall have the capacity to enter into contracts or other types of arrangements to carry out its activities. This legal framework allows CMAC to seek funding sources from private and development organizations though contracts to clear development sites. In addition, to ensure long term sustainability of CMAC's demining operations, donors and partners have also encouraged CMAC to expand its mandate to deliver contractual services to diversify its income sources.

During the late 1990's, CMAC established a Demining and Development Unit (DDU), with the assistance from the Government of Sweden, to deliver contractual demining services. Later on, CMAC entered into several contracts with private organizations/companies to deliver demining services to support their development projects. Some of these demining contracts include the demining to support the rehabilitation of the National Road 4, demining to support the construction of hydroelectricity plant in Kampong Speu, demining to support the prison construction in Kandal Province, demining to support airport extension in Phnom Penh and Siem Reap, and demining to support mining exploration projects in the eastern provinces, etc. These contractual services have helped CMAC to generate certain incomes to support its humanitarian operations. In addition, the engagement in these contractual services also plays a very important role in the national economic development.

CMAC recognizes that it is very important to expand its capability, readiness, competitiveness and flexibility to seek and engage in more contractual services to support development activities. As the country's economy starts to revive and accelerate (taking the recent mining contracts as example), demining for development is seen as a must for a large number of projects implemented in mine/UXO contamination areas. CMAC can use this economic and development opportunities to offer its expertise and services to facilitate this growth. CMAC should therefore become more alert to the market needs and prepare itself to expand these contractual services from 2007 and beyond.

3.4 THE PATH AHEAD

3.4.1 EOD and UXO Risk Reduction

The explosives remnants of wars scattered virtually everywhere in the country after the three-decade long conflicts and heavy US bombing continue to pose fatal treats to millions of civilian population. The evidence of the magnitude of the ERW problem lies with the high casualty rate that Cambodia suffers from. The attractive shape and scrap metal trade for scarce cash makes these ERW one of the most dangerous killers in post-war Cambodia. Furthermore, with the expanded economic and commercial activities as a result of road links and mining contracts in the eastern provinces, it is expected that the response to the ERW problem needs to be increased.

Due this emerging demand, CMAC plans to expand its EOD capacity to the eastern provinces to respond to the growing economic and development activities in the areas. EOD skill is yet another challenge since this is a very highly technical field compared to landmine clearance and disposal. With this challenge in mind, CMAC has made every effort to strengthen its EOD capacity through training, on-the-job training, exchange of experience and publication of EOD Handbook.

______9 ____ ISO 9001:2000 INTEGRATED WORK PLAN 2007 2006 - 2007: Overview and Perspective become the basis for the National EOD Strategic Plan, which recognizes CMAC as a long term key player in EOD operations. The Plan also calls for the establishment of the Centre of Excellence for EOD, and the existing CMAC's Training Centre is expected to be utilized for this purpose.

With the continued demand for increased EOD capacity, the established EOD Response framework within the National EOD Strategic Plan and the Royal Government's commitment to combat the UXO problem, CMAC is required to continue to make significant contributions as a key player in the short, medium and long term to the national EOD response capacity. In this respect, CMAC needs to increase EOD capacity as well as skills to meet the expectations from different players.

With the donor support, which CMAC expects to receive primarily from the US Government and other potential donors, CMAC plans to implement the following agenda in the EOD area to respond to the need for expanded EOD capacity:

Expansion of EOD capacity: CMAC will continue to make efforts and work closely with the donors to expand the number of its EOD teams to timely respond to all EOD needs in all parts of Cambodia, especially the Eastern part of the country. There is an indication by the US Government that they will support EOD expansion program. Expansion of EOD skills: there is a need to provide training in new skills, such chemical weapons, under- water EOD operations, etc., to the EOD personnel to tackle different types of UXO found in different terrain. Skills continue to be upgraded through the current EHP project through personnel exchange. Formal training of new skills needs to be provided, and the new project with the US Government also gives room for such training. Strengthening the EOD Training Centre: there is a plan to turn the Training Centre into the Centre of Excellence, which provides quality training locally and to the region. Facilities of the Centre and skills of the instructors will be upgraded to meet this requirement. CMAC will work closely with the donors to realize this vision in the short future. UXO network (CBURR): the there is a great need to strengthen information flow and UXO risk education. Therefore, CMAC stresses a great importance on the UXO network and their capacity to perform their duties. CMAC intends to make more use of the local police as the network. UXO clearance: this operation concept will see an expansion in the near future as more development projects are carried out in UXO contamination areas, requiring deep search and clearance. CMAC will equip smaller teams such as EOD, MRE and CMC teams for this purpose. Improving EOD Handbook: an EOD Handbook has been produced and distributed for use by EOD operators. However, improvements need to be made to this Handbook and CMAC will review it and re- publish it.

Today, as CMAC strives very hard to take every effective measure to respond to the UXO problem, EOD tasks no longer solely belong to the EOD teams. Even though the EOD teams still play the main role in the EOD response, other teams such as CMC and MRE teams also play a very important role in this field of operations. Following a series of reforms and improvements, the CMC and MRE teams have been equipped with skills and EOD gears to perform UXO search and demolition activities. Their multi-skills and tasks have significantly strengthened CMAC's capability and flexibility to respond to different EOD task nature, requirements and size. In 2007, CMAC will trial two EDD Teams to search and detect UXO in the UXO fields. It is highly expected that the trials will be successful and these EDD dogs will become another important tool joining the effort to combat the UXO problem. In addition to these teams, the local UXO network, known as Community-Based UXO Risk Reduction or CBURR, also plays a very important role as the local network to facilitate information flow and UXO risk education.

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In the field of landmine and UXO risk reduction, CMAC continues to reform its operations to meet the needs of community requirements and the nature of the problems. CMAC has always encouraged and provided capacity building to the communities to be more active in addressing their community issues related to the landmines and UXO so that this exercise will eventually be taken over by the communities themselves. This proactive effort requires expanded community roles, commitment and experience, and this can be achieved through strengthening their capacity in both technical knowledge and means of communication with mine action operators and development partners. Through such an exercise, a sustainable residual mine and UXO risk reduction capacity can be established, which becomes the backbone resource to realize the Royal Government's vision of zero victims and zero impact.

In respect to these requirements, CMAC's CBURR networks have played a very important role in ensuring that the communities have a strong residual capacity to collect and pass on mine/UXO information, provide UXO risk education, and support UXO risk reduction and community development planning. Strengthening the local police to be the UXO focal point is also an effective strategy to involve the local communities and authorities to tackle the UXO problem. In this respect, CMAC has provided training to hundreds of police officers from high impact and high casualty districts identified through the CMVIS casualty reports. Furthermore, CMAC has also converted its mine awareness teams to mine/UXO risk education and reduction team (MRE). The MRE team is a multi-skill team which carries out risk education as well as risk reduction by disposing of UXO as they collect from the communities they visit. CMAC's partners, including UNICEF, HIB, Austcare and NPA, have contributed a great support to this effort.

These measures and efforts have generated a remarkable impact in the area of mine and UXO risk education and reduction and have contributed to the substantial drop of casualties this year.

3.4.2 Technical Survey: The New Concept

The primary aim of CMAC's technical survey is to collect and verify landmine and UXO contamination information to quickly and reliably identify and classify the contaminated areas, level of risks and to enable the clearance requirements to be more clearly defined. CMAC has been implementing technical survey since 2002, and the concept of CMAC's technical survey has evolved ever since. Through experience and practice in the field, and to respond to the national strategy of accelerated area reduction, CMAC has sought different measures to improve its technical survey capability and efficiency in order to identify the real threats and release non threat and low threat areas.

In order to speed up technical survey information collection, CMAC redefined its technical survey concept and process in late 2006. In this new concept, technical survey utilizes the community-based mine risk reduction network members as the moderator of information by using all existing sources of information within their community and by coordinating with key informants as well as the local authorities to ensure that the obtained information is verifiable and reliable. While the new concept of technical survey involves a lot of inputs from the local authorities and the CBMRR, its outputs (mine/UXO contamination maps) are distributed more widely to the village authorities, PMAC/MAPU and CMAA for planning and prioritization purposes. Land released through this process can also be removed from the contamination map in the national database.

______11 ____ ISO 9001:2000 INTEGRATED WORK PLAN 2007 2006 - 2007: Overview and Perspective planning and prioritization purpose. This effort can naturally strengthen the communication and cooperation between the affected community (CBMRR) and local authority (PMAC) for both prioritization and planning processes. Secondly, the technical survey defines a new road map for the affected community by identifying the

Old Technical Survey Process

Data Storage Area at CMAC HQ Reduction Officer

Unclear information

Area TS Provides Reduction information

Marking LLD team BC team CMC team

Clear information

Minefield Minefield boundary QA/QC identified Termination Certificate real threat of landmines and UXO and classifying the level of threats New Technical Survey Process and technical requirements for subsequent clearance operations. Thirdly, this effort frequently reduces a significant size of suspected landmine and UXO areas previously identified by the Impact Survey. The released areas, through the process called area reduction, can be recorded and mapped in a systematic and professional manner.

2007 will see a full speed of technical survey operations according to the new concept and process. This is expected to produce a substantial land area surveyed, over one hundred communities /villages covered, tens of thousands of square metres cleared and marked.

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3.4.3 EDD: The Explosive Detection Dogs

CMAC has a clear vision to expand and strengthen its capacity in the field of UXO in the coming years. As part of this commitment, CMAC has recently initiated to develop the new concept of Unexploded Ordinance Detection Dog (EDD), which will become another essential tool for UXO clearance operations. The current CMAC's EOD capacity has been focusing on collecting UXO on the ground mostly reported by the police and the communities. However, today there is a greater demand for underground UXO clearance for subsequent use of these UXO affected areas for economic and rehabilitation activities. CMAC's EDD has been developed and trained with the dedicated support by the Norwegian People's Aid (NPA) and its MDD Training Centre in Bosnia (the GTC).

The training of the EDD dogs has been conducted at the Training Centre since 2006, and by January 2007, the first EDD team consisting of 2 dogs will be ready for trial in the real minefields. By June, the second EDD team is expected to be ready for the real minefields. In total, CMAC will trial two EDD teams in 2007.

Once the EDD teams are fully operational, it is expected that they will contribute significantly to speed up the effort to clear UXO, which still lie in millions scattered underground across Cambodia and pose formidable threats to Cambodians. They will make joint efforts with the EOD, MRE and CMC teams to clear UXO fields.

3.4.4 Research and Development

New initiatives will be launched in 2007 in relations to the research and development activities. In 2006, CMAC started a Project for Research and Development of Mine Clearance Related Equipment funded by the Government of Japan and implemented by CMAC in cooperation with Japan International Cooperation System (JICS). The Exchange of Notes for the project were signed on 17 March 2006 and implementation of the project started after this.

Three demining machines, three mine detectors (all using ground penetration radar system) and one buggy were selected for test and evaluation in Cambodia. These items were selected based CMAC's standard operations requirements as well as promising technology for demining operations.

Hitachi Flail Push Type Hitachi Flail Swing Type

The tests and evaluation of the equipment are conducted in three separate locations: mine detectors are tested in the CMAC's Regional Centre in Siem Reap (Center for Training and Research & Development in Mine Action and

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Explosive Remnants of War). Performance and survivability tests of the demining machines are conducted in the Light Bush Area (a rural area about 50 km from Siem Reap town) and acceptance tests are conducted in two real minefields in Bavel District of Battambang Province.

Mine detectors are tested under dry and wet conditions to evaluate the capability of the detectors to detect and distinguish mines against clutters (metal fragments or other objects which may cause false alarms). These detectors are tested on carefully constructed lanes Komatsu Tiller Type resembling the soil conditions in various areas of Cambodia. Soils are brought in from various places

ALIS Mine Detector Mitsui Mine Detector

LAMDAR-III GPR System Gryphon Buggy such as Kampong Thom, Siem Reap and Banteay Meanchey to represent the different types of soils (sandy, laterite and clay) found in Cambodia. Different types of mines and clutters commonly found in Cambodia are buried at different depths to ensure that detectors are tested to their maximum capability.

Similarly, demining machines are tested to evaluate the performance of the machines under different conditions. For the performance tests, demining machines are tested in three types of lanes: dry, wet and light bush. These

______14 ____ ISO 9001:2000 INTEGRATED WORK PLAN 2007 2006 - 2007: Overview and Perspective lanes are constructed to resemble the real minefields. The performance tests are conducted with live mines without booster. Survivability tests are conducted against anti-tank mines to measure the extent of damage to the machine and impact on the operator inside the cabin. Acceptance tests are conducted in the real minefields to assess the performance and efficiency of the machines in real operations.

These mine detectors and demining machines are operated by CMAC operators, with reasonable training from the manufacturers.

Test Facilities

It should be noted the test sites constructed under this project will be the permanent test facilities for research and development activities in the future. After this project completes in the middle of January 2007, CMAC intends to request a research and development project of a similar type to the Government of Japan to continue to evaluate the equipment, especially in the real minefields.

Apart from the Project to test and evaluate the Japanese equipment (mine detectors and demining machines), CMAC also conducted test and evaluation of sifting buckets (attached to the current fleet of brush cutters), in conjunction with the US NVESD team and magnet test in cooperation with ITEP TNO.

Mine Detector Test Site in Siem Reap

Demining Machine Test Site in Siem Reap Live Minefield Test Site in Battambang

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The Explosive Harvesting Program (EHP), a major research and development project currently implemented in cooperation between CMAC and Golden West in Kampong Chhnang Training Centre, is the only project of its kind in Cambodia and is generating significant outputs. Charges produced are currently supporting demining operations of CMAC, MAG and Halo Trust in Cambodia. These high quality charges are replacing the conventional explosives purchased from overseas and are significantly saving scarce dollars for the three organizations which would otherwise be spent on the procurement and import of explosives. In 2007, CMAC will continue with this project and intends to expand the size of operations and capability of the local staff to eventually take care of the program.

CMAC looks ahead to 2007 as another busy year for research and development activities. The challenges in mine action in Cambodia and worldwide require CMAC to maintain competitive advantages through improved

______16 ____ ISO 9001:2000 INTEGRATED WORK PLAN 2007 2006 - 2007: Overview and Perspective technology and methodology. In the year ahead, CMAC intends to carry out more research and development projects and engage further research and development activities with the support and cooperation from donors and partners.

As proof of this commitment, CMAC has established very large and high quality test facilities in Siem Reap in addition to the current facilities in Kampong Chhnang, which will also be upgraded next year with the US support. These test facilities will be able to house and accommodate any types of tests. In addition to the facilities, CMAC also upgraded the skills and experience of its staff to plan, manage, and carry out quality test and evaluation of mine clearance related equipment.

3.4.5 Center for Training and Research & Development in Mine Action and Explosive Remnants of War

This newly constructed centre lies on the twelve-hectare plot of land about 20 km from Siem Reap town on the National Road 6. This centre houses the regional demining unit headquarters, training, research and development facilities, and a landmine and ERW showroom, which will eventually become the landmine and ERW museum in the future.

Once all facilities are completed and the centre is operational, which is expected to happen in 2007, this centre will become the hub of mine action in Cambodia: headquarters for demining operations, training and R&D centre, and landmine and ERW showroom to promote landmine and ERW awareness and risk education. It is also expected that by opening this showroom to the public, especially foreign tourists, the centre will promote their awareness of the landmines and ERW problem in Cambodia, thus making contributions to the efforts of addressing this problem.

As for the R&D facilities, CMAC will use this centre to promote the research and development of all landmine/UXO clearance related equipment. This will be realized through the conduct of test and evaluation of the equipment. As proof of this commitment, CMAC has constructed very professional test lanes for mine detectors, both handheld and vehicular, which have already been used to test mine detectors developed and manufactured by Japanese companies and research institutions. CMAC will open this test facility to other research and development organizations which want to test and evaluate their equipment.

With respect to training, through many years of experience CMAC has developed a strong residual training capacity which can be shared to other mine affected countries. CMAC is working with partners and donors to promote regional and international training utilizing CMAC's skills and experience. This will make tangible contributions to the mine action community worldwide in the collect effort to combat the landmines and UXO problem. CMAC reserves this centre for such training and experience sharing activities which will eventually come in the future.

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3.4.6 The Central Repair and Maintenance Workshop

In addition to the strong demining, training and research and development capability and facilities, CMAC also has a very large and professional maintenance and repair workshop located in Battambang Province. This workshop has been constructed under the grant aid assistance from the Government of Japan and can house both light and heavy repairs and maintenance. This workshop is capable to accommodate the maintenance and repairs of mine detectors, communication equipment, vehicles and excavator-based brush cutters (heavy machinery). Equipped with high quality and professional equipment, facilities and human resources, the workshop is purely run and managed by CMAC staff.

Centrally located in the region where around 70% of CMAC demining resources are deployed, the workshop plays a crucial role in providing quality and timely maintenance and repair services to CMAC's vehicle fleet in the region. With over 1,000 mine detectors, over 300 vehicles and nearly 30 heavy brush cutters in operations, the maintenance and repair job cannot be taken for granted. It is essential that the vehicle and detector fleet are maintained to the maximum operational capabilities.

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4. INTEGRATED WORK PLAN: GOAL AND OBJECTIVES

The overall goal of the Integrated Work Plan (IWP) 2007 is to deliver an effective, quality and safe mine action service to clear up to 25,308,000 m² of land and collect and destroy up to 117,900 UXO in response to the community requirements and task prioritization by the MAPU and PMAC for risk reduction and development purposes. In addition, CMAC is also committed to continuing to strengthen the community involvement and CMAC's front line and middle management capacity to achieve the goal and objectives set in this IWP.

In 2007, CMAC aims to achieve the following main objectives:

Landmine and UXO Clearance: To mobilize optimum resources and apply the most appropriate technology and methodology to clear up to 25,308,000 m² of land and hand it over to the communities for rehabilitation and development. It should be noted that the total clearance target in 2007 is set lower than the total clearance productivity in 2006 because 4 mobile platoons will be demobilized early in the year and there is a two-month gap of the Grassroots project in DU2. To clear at least 1,746,000 m² of UXO fields. To collect and destroy up to 117,900 UXO and save at least over half a million people in vulnerable groups. To strengthen the contractual service unit in order to deliver quality and efficient mine action services to the private and development sector. To deliver mine action service to benefit approximately 114,457 people in 168 villages throughout the country. Survey, Marking and Area Reduction: To survey and clear up to 672,000 m² of high impact areas in approximately 144 villages. In addition, to mark at least 2,080,000 m. To achieve at least 72,000,000 m² of area reduction through the technical survey process as compared to the Impact Survey. Mine/UXO Risk Education and Reduction: To provide MRE to at least 69,120 people in vulnerable groups. To launch the "UXO Risk Reduction through Scrap Metal Dealers (URSMD)" pilot project. To strengthen the skills and capacity of the MRE teams, CBMRR and CBURR to increase their effectiveness in response to the community requirements and risk reduction tasks. Training, Research and Development in Mine Action: To prepare the Training Centre to become the Centre for Excellence in mine action training. To upgrade the training resources including the trainers, training facilities, training manuals and curricula. To be ready to offer regional and international training to officers and operators from other mine affected countries. To continue to find innovative methods and technology through research and development to improve the demining quality, safety and efficiency.

The Royal Decree which established CMAC stipulates four core activities which CMAC is responsible to carry out in its mine action mandate. These four core activities include:

1. Landmine and UXO clearance

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2. Landmine/UXO survey and marking 3. Landmine/UXO risk education and reduction, and 4. Training in mine action.

The Royal Decree also clearly states that CMAC shall have the capacity to enter into contracts or other types of arrangements to carry out its activities.

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4.1 CORE ACTIVITIES

4.1.1 LANDMINE AND UXO CLEARANCE

An effective humanitarian landmine and unexploded ordnance clearance program is one that achieves maximum productivity while maintaining strict safety and technical standards. CMAC deploys a number of demining toolboxes to carry out clearance tasks. The clearance tasks are identified, prioritized and selected by the local communities through their provincial authorities (PMAC/MAPU) and prepared and marked for clearance by technical survey (TST) teams.

CMAC demining toolboxes constitute demining platoons (normal and mobile), community-based demining platoons (CBD), mine detection dog (MDD) teams, mechanical clearance machines (brush cutters), explosive ordnance disposal (EOD) teams and community mine clearance (CMC) teams. CMAC’s clearance teams are mainly deployed to support development priorities as determined by the local and provincial authorities (PMAC and MAPU) as well as to respond to risk reduction requests by the highly

affected communities.

2007 will see a slight change in the number of clearance teams and platoons due the funding situation and nature of deployment requirements. The number of mobile platoons will be reduced from 38 to 34 while the number of EOD teams will increase from 21 to 26 and the CBD

platoons from 5 to 7 with the expectation that new donors will support this expansion. At the same time, as already mentioned in the Overview Section, the clearance targets of some clearance toolboxes will also increase in 2007.

4.1.2.1 Mine/UXO Clearance Goal

By the end of 2007, CMAC:

1. Will clear 248 minefields, or 251 development sites, totaling an area of 25,308,000 m² in the highest priority areas. This will benefit 2,740 families directly and 16,820 families indirectly in 168 highly mine/UXO contaminated villages. In 2006 the total target for the year was 22,347,500 m².

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2. Plans to destroy at least 117,900 pieces of UXO of all types. Approximately 589,500 people in vulnerable groups, including children, will be released from the threat.

4.1.2.2 Mine/UXO Clearance Objectives

1. To clear 25,308,000 m² of highly contaminated areas in high impact communities based on tasks prioritized and selected by the local communities and provincial authorities (PMAC and MAPU) to support development activities and projects, in conjunction with concerned development partners. Among this, over 3 million m² of high casualty areas will be cleared to respond to risk reduction requests. In addition, to destroy at least 117,900 pieces of UXO of all types releasing

approximately 589,500 people in vulnerable groups, including children, from the threat.

2. To increase the monthly clearance targets of the demining platoons, CMC teams, short leash MDD teams, MRE teams and brush cutter teams to reflect increased efficiency and productivity of these teams.

3. To produce a measurable and significant socio-economic impact on affected communities by fully integrating mine clearance with community development plans established by the local and provincial authorities in conjunction with development partners and NGO’s.

4. To timely and effectively respond, through cooperation with the local and national police and armed forces, to the community requests for UXO collection and destruction as well as conduct search for UXO in order to reduce and eliminate risks posed by the UXO on the vulnerable groups.

5. To increase the number of the EOD teams to 26, CBD platoons to 7, and trial two Explosive Detection Dogs (EDD) teams.

6. To expand and strengthen the contractual services to deliver quality demining services to private and development organizations based on cost recovery principle.

7. To continue to innovate, reform and strengthen the operational teams to ensure that CMAC will be able to deal with landmine/UXO threats on a timely, effective and efficient manner. Specifically, to reform the Long Leash MDD teams and Brush Cutter Teams to increase their efficiency and productivity.

8. To continue to provide middle and front line management training and refresher training to consistently maintain and upgrade the operational and management capacity of the field staff to carry out their duties effectively and efficiently.

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9. To actively promote the principle of safety, quality and productivity at all levels of staff to ensure that they deliver a safe, quality and productive performance throughout the year.

4.1.2.3 Mine/UXO Clearance Activities

CMAC will undertake the following activities, through the mobilization of different toolboxes, to achieve the mine/UXO clearance targets and objectives stipulated in this IWP.

4.1.2.3.1 Manual Demining Platoons

The manual demining platoons will remain the workhorse of CMAC’s demining operations. These manual demining platoons carry out large- scale clearance of minefields requested by the affected communities, prioritized and selected for clearance by the local and provincial authorities (PMAC and MAPU) to support development activities and projects established in conjunction with development partners.

In 2007, CMAC will deploy 3 normal platoons and 34 mobile platoons, a reduction by 4 mobile platoons compared to 2006. Each normal platoon consists of 29 people and each mobile platoon consists of 30 people.

Activities:

1. To demobilize 4 mobile platoons to meet the actual financial situation. However, to ensure that remaining staff from the mobilization process will be retained for suitable jobs in CMAC.

2. To deploy 3 normal platoons and 34 mobile demining platoons to carry out demining activities to support clearance tasks identified, prioritized and selected by the local communities and provincial authorities (PMAC and MAPU). All demining platoons will be working to support development activities and plans.

3. To increase the clearance target of the platoon from 17,500 m² per month to 19,000 m² per month to reflect the increased efficiency of the manual demining operations.

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4. With all the demining platoon capacity deployed, to clear a total of 8,284,000 m² of area prioritized and selected by the PMAC and MAPU. The target for 2006 with 3 normal platoons and 38 mobile platoons was 8,610,000 m².

5. To review and update clearance SOPs which include innovative methods and technologies to enhance landmine clearance safety, quality and productivity.

6. To continue to improve and maximize the integration of the manual demining platoons with other toolboxes to ensure that this tool is effectively and productively utilized in the minefield.

7. To develop and deliver formal training in middle and front line management for field staff to continually improve and upgrade their operational and management knowledge and experience to meet the field operational requirements.

8. To provide on-the-job management training to the front line managers to strengthen their capacity to manage the field operations.

9. To deploy an effective quality assurance and control system to ensure a safe, quality and productive performance in the field of operations.

10. To promote safety, quality and productivity among all demining platoons in order to significantly reduce the number of deminer accidents and incidents.

Indicators:

An average rate of clearance by a platoon between 15,000-22,000 m2 per month is achieved. A total of 8,284,000 m² of high priority area is cleared by CMAC demining platoons by the end of 2007. All cleared minefields are handed over to the communities and used by the pre-determined beneficiaries for social, economic, and developmental activities. Low/zero rate of deminer incidents and accidents. A significant reduction in the number of landmines/UXO incidents and accidents to the villagers.

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4.1.2.3.2 Community-Based Demining Platoons (CBD)

To respond to the magnitude of the mine/UXO problem in some high casualty and highly contaminated communities, where the young people lack the means to generate income and are prone to risk from their livelihoods, where the landmine/UXO threat is constant and dreadful, and where economy and resettlement are severely impeded by the presence of vast minefields surrounding the communities, CMAC continues to involve the affected communities to conduct landmine/UXO clearance in their own communities for the purpose of their community rehabilitation and development. In this respect, the Community-Based Demining (CBD) has been established at the commune level with community deminers recruited and trained from the affected villages within the communes. The principle aim of the community-based demining is to reduce the risks to the community and provide safe land for the community rehabilitation and development.

All members of the CBD platoons are recruited from the community based on the following criteria:

• Priority 1: Mine victims from poor families. • Priority 2: Widows or widowers from poor families. • Priority 3: Members from landless poor families.

Female villagers are especially encouraged to participate in this process. Members of the CBD platoons are provided with the same training, equipment and gear as the regular platoons. Currently 5 CBD platoons are operational in Battambang, Banteay Meanchey and Preah Vihear, and CMAC plans to establish another 2 CBD platoons in 2007 with donor support.

Activities

1. To increase the number of CBD platoons from 5 to 7 platoons by the end of 2007 with the expected donor support.

2. To clear a total of 1,365,000 m² of area in the CBD communities to provide land for agriculture, safe settlement, economic and development activities as identified by the local communities.

3. To identify the appropriate target communities where CBD platoons will be established and the target groups for involvement in the CBD program.

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4. To continue to encourage female participation within the CBD program and leadership in order to promote female roles in the communities.

5. To enhance the capacity, knowledge and experience of the CBD deminers and platoon leadership, through technical assistance, on-the-job training and refresher training, in order to improve their effectiveness and performance.

6. To improve the local planning and task selection process to optimize the socio-economic benefits from clearance through empowering the village development committees to effectively identify priorities and link these priorities with the village and commune development plans.

7. To coordinate with the local authorities where the CBD platoons operate to optimize communication and understanding and encourage their active involvement in the planning, implementation and post-clearance process.

8. To enhance the process of socio-economic assessment and records of land cleared by the CBD platoons.

Indicators:

2 new CBD platoons will be operational by the end of 2007, if funding comes. A CBD platoon will clear an average of 13,000 – 20,000 m² of land per month, with the total clearance target reaching 1,365,000 m² in 2007. CBD performance is optimized and safety record is good (no incidents). Community rehabilitation and development will take place on the former minefields in the community.

4.1.2.3.3 Mine/Explosive Detection Dog (MDD/EDD)

Mine Detection Dog has become one of the most important and effective demining tools in the recent years, and many demining organizations are becoming more and more confident in utilizing dogs to support demining activities. CMAC has established and sustained an effective operational MDD program, and has extended this service to MAG to support MAG’s demining operations in Cambodia. In 2005, CMAC established the long-leash dogs in addition to the existing short leash dogs in order to diversify the search patterns to respond to different types of terrain and minefield conditions. In 2006, CMAC trained 4 explosive detection dogs for UXO clearance to even further speed up the UXO clearance operations. CMAC plans to trial and put these dogs into operations in 2007 to evaluate their performance in the UXO fields.

Activities

1. To deploy a total of 10 short leash MDD teams, (4 dogs in each team), 4 long leash MDD teams (2 dogs per team) and trial 2 Explosive Detection Dog (EDD)

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teams (2 dogs per team). One EDD team will start from January and another team is expected to start from the middle of the year.

2. To continue to cooperate with MAG by contracting 3 of the 10 short leash MDD teams to support MAG’s demining activities, 2 teams in Battambang and 1 team in Preah Vihear.

3. To increase the clearance target of the short leash MDD team from 23,000 m² to 25,000 m² per month to reflect the increased efficiency of the MDD operations.

4. To clear a total of 4,625,000 m² of land to support national and PMAC/MAPU's priorities and risk reduction activities.

5. To put 2 EDD teams in operations to evaluate their performance in the UXO fields.

6. To deploy MDD/EDD teams to support area reduction activities based on information provided by the technical survey.

7. To strengthen and evaluate the integration of MDD/EDD teams with other mine/UXO clearance toolboxes to maximize safety, productivity and efficiency.

8. To continue to reform the MDD structure, methods and technologies in order to find innovative ways of employing dogs in the field. Specifically, to reform the long leash MDD teams to meet the field requirement.

9. To continue to cooperate with NPA’s Global Training Centre (GTC) in Bosnia in dog training and technical aspects.

10. To strengthen the cooperation with MAG to seek further opportunities for cooperation, both in Cambodia and in the region.

11. To seek opportunities to export MDD/EDD service and experience abroad.

12. To continue to strengthen the MDD/EDD training, test and licensing capacity as well as field training and testing through improved training materials, plans and practices to ensure high quality and fitness of MDD and maximize their performance.

13. To encourage more female participation in the MDD/EDD program to promote gender in mine action and strengthen, through workshops, training, on-the-job training and effective appraisal mechanisms, the capacity of the MDD/EDD staff, both operational and management, to ensure greater professionalism, responsibility and performance. Also to ensure an effective personnel management mechanism, such as recruitment, training and vacancy management, to optimize performance and minimize downtime.

14. To continue to review and improve MDD and EDD clearance SOP’s which include innovative methods and technologies to enhance landmine and UXO clearance safety, quality and productivity.

Indicators:

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2 EDD teams will be established and will carry out UXO clearance activities in the UXO fields. An average rate of clearance by an MDD/EDD team between 20,000-28,000 m2 per month is achieved. 4,625,000 m² is cleared by MDD and the cleared minefields are handed over to the local authorities. There is no mine incident involving MDD members. Cooperation with MAG continues and expands. MDD/EDD teams are integrated with other demining toolboxes.

4.1.2.3.4 Mechanical Clearance Machine (Brush Cutters)

Brush cutters were originally designed to cut and remove vegetation (non-ground engaging) in the mine fields to support other demining components such as manual demining teams, platoons, and MDD teams. Since introduction into operations the brush cutters have enormously helped speed up the demining process and have changed the way demining is conducted in Cambodia. With the use of these machines, coupled with better field management and training, CMAC was able to double its productivity in 2005 and continues to deliver very high productivity in 2006.

In 2005, CMAC took a bold initiative to trial this system to function as a stand-alone landmine clearance (ground engaging) system in addition to the sole vegetation clearing function. The trial was successful and the system proves a very effective and useful landmine clearance system. As a result of the trial, CMAC reviewed the SOP and started to use the brush cutters for both vegetation cutting and ground engaging activities. To make them even more effective and efficient, 4 deminers are attached to each brush cutter.

In 2006, a brush cutter detonated an anti-tank mine in Samlot area during operations. The accident caused only minor damages to the attachment and the machine was back to operations only after a few hours of repair. The operator in the cabin was completely safe, physically and mentally.

With the evidence of such a capability and the continued high productivity outputs, CMAC will further reform the structure of the brush cutter teams to make them more operationally independent. CMAC will attach two more deminers to each brush cutter team, making a total of 8 members per brush cutter team (6 deminers and 2 operators). The monthly clearance target will also be significantly increased from currently 17,500 m² to 30,000 m² 2007 (a 41.7% increase). This increase in clearance target will contribute to the overall increase in productivity in this planning year.

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Activities:

1. To deploy 25 brush cutters to support and carry out demining activities in all demining units.

2. To clear a total area of 8,760,000 m² in addition to a total cutting target of 10,220,000 m² to support manual and MDD demining teams (It should be noted that the total clearance target for 2006 was 5,880,000 m²).

3. To deploy brush cutters to support area reduction tasks based on the information provided by the technical survey.

4. To improve the integration of the brush cutters with appropriate demining toolboxes to maximize the productivity.

5. To diversify the applications of the brush cutters in the field operations through further training and research and development of brush cutter based attachments.

6. To continue trialing the brush cutters with sifting buckets provided by the US Night Vision Team.

7. To employ the brush cutters to support development activities such as digging ponds, canals and building roads, etc.

8. To review the brush cutter SOP’s to find innovative methods and technologies to add to the brush cutter operations to maximize their performance and effectiveness.

9. To conduct efficiency analysis (productivity, fuel consumption, downtime, maintenance and repairs) to seek the most suitable methods, SOP's and terrain to deploy the brush cutters.

10. To continue to enhance the operational experience and skills of the operators in both safety and technical aspects to ensure that the machines are well used and maintained.

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11. To continue to train brush cutter Team Leaders and Senior Members in field management in order to respond to the field needs for a more independent and effective management of the teams and their operations.

12. To strengthen the capacity of the DU's management and operations staff to manage and plan for the deployment and operations of brush cutters to respond to the changing nature of brush cutter operations, tasks and targets.

Indicators:

An average rate of clearance by a brush cutter team reaches between 25,000 – 35,000 m2 per month. Brush cutters reach their clearance targets in overall terms. There is no mine incident involving brush cutters, their operators and deminers. Brush cutters SOP’s are reviewed and updated to meet the operations requirements. Field management of brush cutter operations and operations integration is effective and efficient. Cleared land is handed over to the local communities.

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4.1.2.3.5 Unexploded Ordnance Disposal (EOD)

In 2006, CMAC deployed a total of 21 EOD teams. These teams were deployed in both eastern and western provinces to respond to the EOD needs. However, the number of teams deployed has not yet matched with the demand. The CMC and MRE teams also play a significant role in EOD response through UXO search, collection and demolition as well as providing UXO risk education.

Today, as CMAC strives very hard to take every effective measure to respond to the UXO problem, EOD tasks no longer solely belong to the EOD teams. Even though the EOD teams still play the main role in the EOD response, other teams such as CMC and MRE teams also play a very important role in this field of operations. Following a series of reforms and improvements, the CMC and MRE teams have been equipped with skills and EOD gears to perform UXO search and demolition activities. Their multi-skills and tasks have significantly improved CMAC's capability and flexibility to respond to different EOD task nature, requirements and size. In 2007, CMAC will trial two EDD Teams to search and detect UXO in the UXO fields. It is highly expected that the trials will be successful and these EDD dogs will become another important tool joining the effort to combat the UXO problem. In addition to these teams, the local UXO network, known as Community-Based UXO Risk Reduction or CBURR, also plays a very important role as the local network to facilitate information flow and UXO risk education. ______31 ____ ISO 9001:2000 INTEGRATED WORK PLAN 2007 Core Activities

EOD skill is yet another challenge since EOD is a very highly technical field compared to landmine clearance and disposal. With this challenge in mind, CMAC has made every effort to strengthen its EOD capacity through training, on-the-job training, exchange of experience and publication of EOD Handbook.

The recent ERW Study conducted by CMAA and NPA with the financial support by the US State Department stresses the importance of the increased EOD response and the important role of CMAC in the long term EOD operations, coupled with other key players such as the National Police and the Armed Forces. This study has become the basis for the National EOD Strategic Plan, which recognizes CMAC as a long term key player in EOD operations. The Plan also calls for the establishment of the Centre of Excellence for EOD, and the existing CMAC's Training Centre is expected to be utilized for this purpose.

different players.

Concretely, CMAC needs to lay out some specific activities aimed to maintain CMAC as a leading EOD- operations organization and expand this capacity and skills to meet partners and other players' expectations.

Activities:

1. To increase the number of EOD teams from 21 to 27 teams by the end of 2007, thereby CMAC will expand EOD capacity to cover eastern Cambodia.

2. To strengthen the CBURR Districts Focal Points in order to assist the affected communities to address the UXO problem by identifying risks and priorities, coordinating EOD activities and providing risk education to the

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local people.

3. To continue to utilize and strengthen the capability of the CMC and MRE teams in the EOD response tasks and EOD skills to help make greater impact on the communities requiring EOD response.

4. To trial the EDD dogs in the UXO fields and seek ways to improve the EDD capability through further training, reviewing SOP's and other measures of improvements to make the EDD fully operational.

This UXO was recently found in Kampong Chhnang Province. It was originated from .Japan used in Cambodia during World War II.

5. With all EOD tools (including EOD and MRE teams), to collect and destroy at least 117,900 pieces of UXO of all types so that at least 589,500 people in vulnerable groups, including children, will be released from the UXO threat. Among this, the EOD teams alone will collect and destroy 107,100 UXO.

6. To strengthen the EOD Eastern Region Office in Kampong Cham to manage and control EOD activities in the eastern provinces along Cambodia-Vietnam border.

7. To recruit and provide skill training of EOD operators to support the expansion of EOD teams.

8. To conduct UXO search and clearance using UXO Search SOP in order to maximize hazard elimination through removing buried UXO from the UXO fields.

9. To coordinate and cooperate with the National Police and Armed Forces in order to expand the UXO network, conduct law reinforcement on UXO handling, provide UXO awareness and risk education, report on UXO presence, and promote information sharing and dissemination in order to tackle the UXO risks in affected communities. Also, to provide UXO identification and handling skills to the National Police and Armed Forces to strengthen their skills and experience.

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10. To enhance EOD skills and capacity of the CMAC staff to deal with all types of UXO found in Cambodia in all terrain.

11. To review and update the EOD Handbook to improve its contents, language and format for easy understanding and practical application in the field.

12. To make every effort to support and implement the National EOD Strategic Plan by continually strengthening CMAC's EOD skills and capacity through training, on-the-job training and experience exchange.

13. To cooperate with the US WRA team, as stated in the Statement of Objectives outlined in the Task Order of the Project Agreement for DU 3, to provide EOD training to CMAC's operators.

14. To continue to cooperate with Golden West to strengthen the EOD operators' capacity, skills and experience.

15. To prepare CMAC's EOD operations to the next higher level as the long term national EOD response capacity through the creation of the Centre of Excellence based on the current CMAC's Training Centre.

16. To support national and international development partners’ efforts to carry out development activities in the target areas in collaboration with the local and provincial authorities.

Indicators:

300-350 pieces of UXO is collected and demolished by an EOD team and 150 pieces by MRE team per month. At least 117,900 pieces of UXO are destroyed by EOD and MRE Teams in 2007 and contaminated land is cleared of the UXO threat. Number of EOD teams increases to 27. Requests/calls for UXO disposals are responded on time. Declining casualty rate caused by UXO. CMAC's EOD's capacity and skills greatly enhanced.

4.1.2.3.6 Community Mine Clearance (CMC)

In an effort to increase the efficiency and effectiveness to provide quick response to the requests for risk reduction and small scale development by the affected communities, in 2005 CMAC took a bold initiative to reform its operational teams by conducting trial of a new team structure called Community Mine Clearance (CMC) Team. The purpose was to design an appropriate and reasonable team structure to replace the Community Mine Marking Teams (CMT) and Mine Risk Reduction Teams (MRT), taking into account past experience, nature of problems and tasks, mobility, appropriateness of team structure, and other factors. The trial proved that the new concept was appropriate, more efficient and more responsive, and therefore recommended the establishment of the CMC teams to replace the CMT and MRT teams.

A CMC Team consists of 9 people: 1 Team Leader, 1 Senior Member and 7 Members. The task of the CMC team is to conduct small scale clearance of land up to one hectare (10,000 m²) to provide risk reduction and support

______34 ____ ISO 9001:2000 INTEGRATED WORK PLAN 2007 Core Activities development. These Teams clear minefields identified, prioritized and selected by PMAC/MAPU, put up long term marking, as well as respond to the risk reduction tasks requested by the communities on an emergency basis.

Through one year of opeartions on the ground, CMAC realizes that the CMC concept is very effective and efficient in terms of deployment and flexibility response. The CMC teams are also trained in UXO search and demoliton and are equipped with UXO detectors. So, in addtion to clearing minefieds, these teams are also capable of clearning UXO fields. In additon to the multi-skills, the CMC team structure allows great flexbitlity and efficiency in small scale and rapid deployment, therefore they are very much appreciated by donors and partners for their quick response.

Activities:

1. To clear a total of 1,560,000 m² of land to support risk reduction and community development tasks and priorities.

2. To put up long term marking in operation areas for hazard prevention and risk education.

3. To continue to provide appropriate training to the CMC teams to enable them to perform their duties effectively and productively both in landmine and UXO clearance.

4. To continue to strengthen the CMC teams in EOD response capacity and continue to deploy them in the UXO field.

5. To optimize and consistently record the socio-economic impact generated by the work of the CMC teams.

6. To build up the teams’ technical capacity through conducting refresher training courses and/or induction training to fix the technical gaps and weaknesses identified from field operations.

7. To continue to improve CMC SOP’s which include innovative methods and technologies to enhance landmine and UXO clearance productivity.

Indicators:

8000-12,000 m² of land in highly-contaminated areas is cleared by a CMC team per month. At least 15,000 poor people in high risk and development areas will receive safe land for resettlement, agriculture and other infrastructure development in their areas. No incidents or accidents involving CMC members. The cleared land is handed over to the local authorities. Flexibility and efficiency are maintained and optimized.

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4.1.2 SURVEY, MARKING AND AREA REDUCTION

Over the past 14 years, approaches to mine clearance have evolved and changed. In the early phases of mine action, focus was placed on clearance large scale of area for emergency and risk reduction purposes. As mine action methodology and technology improve, resources become scarce, and priorities change, mine action today is conducted in a slightly different way from the first day of demining operations. Today, information, obtained through technical survey, plays a crucial role in determining where to clear, how to clear and when to clear. This is particularly essential in the Cambodian context where landmines were laid by all warring parties and factions mostly in the northwest provinces along the Thai-Cambodian border.

Worse than that, there are no records of where the mines were laid, and information on their locations had to be gathered by interviewing villagers and former soldiers and by gathering data on casualties. Very often it is more appropriate to conduct a technical survey when there is no immediate need to clear all the land. The objective in such circumstance is to accurately identify, record, mark and fence the outer edge of the hazardous area, and by doing so release some land for productive use. The process through which the initial area indicated as contaminated (during the general mine action assessment) is reduced to a smaller area is known as area reduction.

CMAC alike has developed an effective technical survey capacity and has been implementing it since 2002. The primary aim of CMAC's technical survey is to collect and verify landmine and UXO contamination information to quickly and reliably identify and classify the contaminated areas, level of risks and to enable the clearance requirements to be more clearly defined. In order to speed up technical survey information collection, CMAC redefined its technical survey concept and process in late 2006. In this new concept, technical survey utilizes the community-based mine risk reduction network members as the moderator of information by using all existing sources of information within their community and by coordinating with key informants as well as the local authorities to ensure that the obtained information is verifiable and reliable. While the new concept of technical survey involves a lot of inputs

______36 ____ ISO 9001:2000 INTEGRATED WORK PLAN 2007 Core Activities from the local authorities and the CBMRR, its outputs (mine/UXO contamination maps) are distributed more widely to the village authorities, PMAC/MAPU and CMAA for planning and prioritization purposes. Land released through this process can also be removed from the contamination map in the national database.

CMAC technical survey is designed to produce three main outputs. Firstly, it aims to provide a sustainable mine action information tool at the community level by providing appropriate training to the Community-Based Mine Risk Reduction (CBMRR) members and their volunteers on how to regularly and systematically update the landmine and UXO problem within their community on a provided map. A similar training is also provided to the Provincial Mine Action Committee (PMAC) members for the same purpose - updating and using the map for the planning and prioritization purpose. This effort can naturally strengthen the communication and cooperation between the affected community (CBMRR) and local authority (PMAC) for both prioritization and planning processes. Secondly, the technical survey defines a new road map for the affected community by identifying the real threat of landmines and UXO and classifying the level of threats and technical requirements for subsequent clearance operations. Thirdly, this effort frequently reduces a significant size of suspected landmine and UXO areas previously identified by the Impact Survey. The released areas, through the process called area reduction, can be recorded and mapped in a systematic and professional manner. In response to the Royal Government's policy of accelerated area reduction, technical survey plays even a more crucial role in determining which area can be released to productive use based on a systematic and professional technical assessment.

In 2007, CMAC will deploy 4 large technical survey teams and 19 small technical survey teams. The primary aim of the technical survey teams will be to fully implement the new concept to accelerate information collection and verification, produce village landmine/UXO contamination maps, involve and train key players in the process and achieve sizeable area reduction through the technical survey process.

4.1.2.1 Survey, Marking and Area Reduction Goal

The goal of the Technical Survey is to reduce the number of mine/UXO accidents and enhance the effectiveness of CMAC operations and mine/UXO risk education through the collection and analysis of accurate mine information and disseminate the information to the affected communities in the form of marking and village mapping of contamination areas.

In 2007, CMAC's technical survey aims to implement the new technical survey concept and survey approximately 144 villages in high impact and high casualty communities. This is expected to reduce risks to tens of thousands of people living in the mine affected areas.

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4.1.2.2 Survey, Marking and Area Reduction Objectives

1. To survey and clear up to 672,000 m² of high impact areas in approximately 144 villages. In addition, to mark at least 2,080,000 m.

2. To achieve at least 72,000,000 m² of area reduction through the technical survey process as compared to the Impact Survey.

3. To fully implement the new concept of the technical survey by involving and training the local authorities, CBMRR and PMAC/MAPU and to ensure that the technical survey outputs (village technical survey map, area reduction data) are effectively disseminated, updated and recorded in the databases (CMAC and CMAA).

4. To reduce mine/UXO risks in high casualty villages by: collecting and verifying minefield information; disseminating information to the affected communities; conducting marking, including long term marking; providing mine/UXO risk education to the villagers.

5. To ensure that the technical survey process correctly target the high impact and high casualty communities to produce immediate impact on those communities.

4.1.2.3 Activities of Small Technical Survey Teams

1. To deploy 19 small Technical Survey Teams to conduct minefield surveys, survey clearance and mark minefields to for subsequent clearance.

2. To survey and clear 672,000 m² of land and mark a total of 1,120,000 m to prepare minefields for subsequent clearance by clearance platoons/teams.

3. To enhance the effectiveness of survey and marking operations through better coordination with the local communities, villagers and CBMRR, where appropriate.

4. In partnership with CBMRR, to identify risk reduction and awareness tasks in high casualty villages.

5. To carry out emergency risk reduction and intervention tasks as requested by the communities.

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6. To deliver mine awareness messages to affected communities, where the problem is identified as lack of knowledge – particularly true of children, displaced people or returnees – to prevent casualties and teach safe behaviours.

Indicators:

1,120,000 m is marked and 672,000 m² is cleared by technical survey teams by the end of 2007. Minefields selected through the PMAC/MAPU process are effectively prepared for clearance by clearance teams and platoons. The number of accidents in target areas is reduced.

4.1.2.4 Activities of Large Technical Survey Teams

1. To deploy 4 large Technical Survey teams to carry out technical survey, marking and area reduction activities.

2. To mark approximately 960,000 m and achieve up to 72,000,000 m² in area reduction in high casualty areas to reduce risks and communicate awareness message to the community through minefield boundary identification and marking.

3. To produce accurate village technical survey maps and disseminate the maps to all key players, including the CMBRR, village authorities and PMAC/MAPU for the purpose of updating, planning and prioritization.

4. To actively involve CBMRR, local authorities and the provincial authorities in the process of technical survey.

5. To provide appropriate training to the CBMRR, village authorities and PMAC/MAPU to update the village map and use the information therein.

6. To regularly report to the CMAA on the area reduction data in order to update these data in the national landmine contamination database.

7. To streamline the information management system and flow in relation to the technical survey.

8. To coordinate within the Demining Unit, in partnership with CBMRR and the local authorities, to identify emergency risk reduction tasks in response to the communities in need.

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9. To continue to evaluate and review, if possible with the assistance from external organization such as GICHD, the technical survey and area reduction techniques and practices in order to improve the technical survey SOP’s to meet the field requirements and international standard.

10. To enhance participation in the local planning structures, e.g. Provincial Rural Development Committees, Village Development Committees, to improve mine information outreach and data collection and then conducting physical verification and permanent marking.

11. To continue to strengthen the capacity of technical survey staff to respond to the field requirements as well as national and international standards in technical survey.

12. To implement an effective QA and QC system for the technical survey process to ensure that the information obtained is valid, accurate and reliable.

13. To deliver mine awareness messages to affected communities, where the problem is identified as lack of knowledge – particularly true of children, displaced people or returnees – to prevent casualties and teach safe behaviours.

Indicators:

672,000 m is marked in addition to 72,000,000 m² of area reduction achieved in 2007. Collective efforts and active participation by CBMRR, the local authorities, provincial authorities in technical survey process. Village technical survey maps produced, distributed, updated and used. Area reduction data recorded in the national database. The number of accidents in target villages is reduced.

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4.1.3 MINE/UXO RISK EDUCATION AND REDUCTION

CMAC’s risk education and reduction strategy realizes that an effective MRE is based upon careful and ongoing assessment of the needs of the affected communities with involvement of existing community structures and local authorities in prioritising tasks for mine action programs. The planning of MRE should be linked to demining, victim assistance and community development program planning. Based on this vision, CMAC long-term strategy for mine/UXO risk education is to gradually transfer skills and knowledge to the local communities. The CBMRR and CBURR programs are proof of translating this concept into practice, whereby the affected communities are empowered to recognize, manage and address the mine/UXO problem on their own terms, through task identification and prioritization, with the support from the demining operators and development partners through the

PMAC/MAPU process.

In this sense, CMAC has always encouraged and provided capacity building to the communities to be more active in addressing their community issues related to the landmines and UXO so that this exercise will eventually be taken over by the communities themselves. This proactive effort requires expanded community roles, commitment and experience, and this can be achieved through strengthening their capacity in both technical knowledge and means of communication with mine action operators and development partners. Through such an exercise, a sustainable residual mine and UXO risk reduction capacity can be established, which becomes the backbone resource to realize the Royal Government's vision of zero victims and zero impact.

The significant drop (by around 50%) in the number of casualties in 2006 is a positive sign of impact delivered by mine action efforts and should be highly praised. There are several factors which can explain this phenomenon. In a larger context, law enforcement by the authorities, for instance on scrap metal business, is the legal action which is worth mentioning. Good coordination and effective control mechanism at the provincial and grassroots levels also help. Mine/UXO action response and clearance capacity delivered by all operators can be another contributing factor. In general, collective efforts and combined factors have contributed to the sharp drop in casualties. On CMAC's part in a narrower context, a multi-tool approach to mine/UXO risk education and reduction has been applied. It is undeniable that the MRE teams (once mine awareness teams), CMBRR and CBURR are making a positive impact on the communities in terms of risk reduction, risk education, community integrated planning, and internal capacity of the communities to address landmines and UXO threats. However, from the multi-tool perspective, CMAC no longer sees the above MRE tools as the only applicable risk education and reduction tools. Though the MRE teams, CBMRR and CBURR, still remain the principal players in mine/UXO risk education and reduction, CMAC also utilizes other tools such as

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EOD and CMC as very important tools which contribute to the risk reduction. These teams have been trained, equipped and tasked to perform risk reduction duties including quick response, intervention, and delivery of awareness education to the affected communities. In addition, the local authorities, such as village chiefs and the police, also play an indispensable role in this area.

In respect to the UXO issue, CMAC's CBURR networks have played a very important role in ensuring that the communities have a strong residual capacity to collect and pass on mine/UXO information, provide UXO risk education, and support UXO risk reduction and community development planning. Strengthening the local police to be the UXO focal point is also an effective strategy to involve the local communities and authorities to tackle the UXO problem. In this respect, CMAC has provided training to hundreds of police officers from high impact and high casualty districts identified through the CMVIS casualty reports.

The scrap metal trade is quite a profitable business and is widespread in Cambodia. Attractive scrap metal prices attract many poor Cambodians to put themselves into a dangerous, sometimes fatal business venture. Many scrap metal dealers do not know about or pay much attention to the danger caused by the UXO they buy and sell. Abundant UXO scattered across the country and their sensitive conditions worsen the situation and make the people extremely vulnerable to risks. As a result, the UXO that people collect for a small income as they sell the metal have taken many lives already. Yet, it is not easy to stop this activity. Recognizing this deadly phenomenon, CMAC with the expected support from UNICEF, plans to launch a pilot project called "UXO Risk Reduction through Scrap Metal Dealers (URSMD)" which aims to educate the villagers and scrap metal dealers about the dangers of the metal they collect and how they can cooperate with CMAC or other operators and authorities to avoid fatal accidents caused by this business.

Another aspect worth mentioning is the conversion of the former mine awareness teams, which delivered pure mine awareness education, to be mine/UXO risk education and reduction (MRE) teams. The MRE team is a multi- skill team which carries out risk education as well as risk reduction by disposing of UXO as they collect from the communities they visit. CMAC's partners, including UNICEF, HIB, Austcare and NPA, have contributed a great support to this effort. The key principles behind establishing these MRE teams are flexibility, responsiveness and reliability. This means that these teams do not only talk (provide awareness education), but they also do the action (collect and destroy UXO).

4.1.3.1 Overall Goal and Objectives of Mine/UXO Risk Education and Reduction

The goal of the Mine/UXO Risk Education and Reduction is to design and deliver an effective and appropriate mine/UXO risk education and risk reduction regime through public awareness campaigns and demolition of mines and UXO collected in order to reduce the risks posed by landmines and UXO to individuals and communities in highly contaminated areas. In addition, the program aims to develop the community internal capacity to fully participate in addressing the landmine and UXO problem on the basis

______42 ____ ISO 9001:2000 INTEGRATED WORK PLAN 2007 Core Activities of identifying threats, priorities and mine action requirements as well as updating and managing information related to mines and UXO within their own communities.

The key objectives in 2007 include:

1. Collecting and destroying approximately 10,800 UXO, potentially saving around 54,000 people at risk.

2. Providing MRE to at least 69,120 people in vulnerable groups.

3. Launching the "UXO Risk Reduction through Scrap Metal Dealers (URSMD)" pilot project.

4. Expanding the CBURR from 16 to 26 district focal points.

5. Strengthening the skills and capacity of the MRE teams, CBMRR and CBURR to increase their effectiveness in response to the community requirements and risk reduction tasks.

4.1.3.2 Community-Based Mine/UXO Risk Reduction Programs (CBMRR and CBURR)

Activities of CBMRR

1. To deploy 5 Provincial Coordinators and 18 District Focal Point Officers (DFP) in high casualty districts.

2. To make 31,000 household visits and reach at least 31,000 families to provide them with mine risk education and assess their needs for appropriate mine action response.

3. To launch the "UXO Risk Reduction through Scrap Metal Dealers (URSMD)" pilot project, whose aim is to provide mine/UXO awareness education to villagers through the scrap metal dealers as well as to obtain timely reports on UXO from the scrap metal dealers.

4. To conduct an evaluation on the URSMD pilot project after six months of implementation.

5. To evaluate and phase out lower priority target villages and re-target higher priority target villages for CBMRR activities.

6. To cooperate and coordinate with the technical survey teams the local authorities to obtain quality and reliable information related to the landmines/UXO in the community.

7. To update the CBMRR village map and the village technical survey maps regularly to maintain accurate and reliable information.

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8. To integrate CBMRR village action plan into the Commune Council for Development Plan to seek rehabilitation and development support from donors and partners.

9. To actively and closely work with mine action, victim assistance and community development agencies to acquire necessary support to risk reduction and development plans.

10. To work closely with the PMAC/MAPU in identifying priorities for the communities and selecting the highest priority tasks for clearance, based on the local, provincial and national development plans to obtain maximum socio-economic impacts.

11. To work closely with other CMAC’s demining components such as technical survey teams, risk reduction teams and EOD teams to provide appropriate and sufficient information regarding the mine/UXO risks and recommend the best solutions to address the risks.

12. To strengthen the capacity of communities to interact with mine action components such as community mine clearance teams, technical survey teams, EOD teams, the local authorities and MAPU in determining priorities for large scale demining and EOD action.

13. To share experience with other organizations who adopt or wish to adopt the community-based approach.

14. To interact with community development projects to assist with alternative income generations for groups at risk and victim assistance projects to facilitate the reintegration of individuals injured by mines and UXO.

15. To identify and train the communities on how to provide mine/UXO risk education to new settlers and groups at risk (adult males, out-of-school children) within their communities.

16. To continue to implement the use of participatory approaches with the community including community mapping to identify the community perception of the mine/UXO risk and the groups most at risk. This will contribute to an increased community ownership over the identification of problem and responses to their mine/UXO problem.

17. To providing training to community resources at village, commune and district level such as village leaders, village development committees, teachers and other influential members to develop their knowledge of mine action responses and their capacity to interact with other mine action components, community development initiatives in their areas and victim assistance activities.

18. To continue to observe and assess the behavioral change among vulnerable groups in the affected communities, their needs and problems and seek the best solutions to the problems.

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Activities of CBURR

1. To expand the CBURR district focal points from 16 to 26 to cover high casualty districts in the target provinces. Consequently, to increase the number of CBURR networks in the target districts.

2. To conduct 2,400 UXO awareness briefings attended by an estimated 93,000 people and make 1,560 household visits and reach at least 1,560 families to provide them with UXO risk education and assess their needs for appropriate UXO response.

3. To improve the capacity of the CBURR networks at district, commune and village level in order to facilitate access of mine/UXO affected communities to appropriate mine/UXO action, victim assistance and community development responses.

4. To expand the composition of the networks, including the local Police and Armed Forces, in order to ensure a sustainable local capacity to identify the risks, educate the people at risk, enforce the laws and eliminate the risks to the communities in all possible ways, including turning to appropriate mine action operators for timely and effective response.

5. To maintain and improve a public information campaign to raise UXO awareness and support behavioral change among UXO affected communities.

6. To interact with community development projects to assist with alternative income generations for groups at risk and victim assistance projects to facilitate the reintegration of individuals injured by mines and UXO.

7. To identify and train the communities on how to provide mine/UXO risk education to new settlers and groups at risk (adult males, out-of-school children) within their communities.

8. To continue to observe and assess the behavioral change among vulnerable groups in the affected communities, their needs and problems and identify the best solutions to the problems.

Indicators

CBMRR District Focal Points are deployed in 18 high casualty districts. 9 5 new target districts will complete PRA/PLA and village profiles. 9 17 existing lower priority villages will be phased-out and re-targeted; 9 434 networks will participate in refresher courses thrice a year; 9 143 existing target village maps will be updated; 9 18 targeted districts with 143 village action plans will be integrated into the Commune Council Investment Plan for 2006; 9 95,000 high risk villagers will be reached; 9 1,100 mine/UXO reports will be facilitated and call to destroy; 9 130 requests for mine/UXO clearance will be facilitated and call to respond; 9 120 requests of victim assistances will be facilitated and sent to rehabilitation centers; 9 80 requests for community developments will be facilitated and call to respond from NGO partners and post clearance development of CMAC. Up to 26 CBURR District Focal Points are deployed in high casualty districts. At least 1,100 requests are forwarded to EOD teams for further action.

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Level of community participation in prioritization, planning and decision making in finding appropriate solutions to respond to their needs is increased. Reduced number of mine/UXO incidents in the covered districts. Community is trained to identify problems and solutions to reduce mine/XUO risk in their community.

4.1.3.3 Mine/UXO Risk Education and Reduction Team (MRE)

1. To deploy 6 MRE teams in high casualty provinces to collect and destroy UXO as well as to provide mine and UXO risk education to villagers at risk.

2. To collect and destroy approximately 10,800 UXO, saving around 54,000 people with potential risks.

3. To provide at least 864 mine/UXO risk education presentations and make 8,500 household visits. This is expected to reach at least 13,000 people in the high risk communities.

4. To clear 108,000 m² of land in high casualty areas. In addition, to clear approximately 216,000 m² of UXO fields (UXO spots) to reduce potential risks to rehabilitation and development efforts.

5. To finalize the MRE Standards Operations Procedures to meet the field requirements for an effective mine/UXO response as well as mine and UXO education.

6. To work closely with the local communities and CBMRR/CBURR where they exist to identify the risks posed to the communities, determine the priorities and address the risks and priorities in a timely manner to ensure maximum risk reduction and prevention.

7. To cooperate with the local authorities and CBMRR/CBURR to ensure an effective reporting process whereby the communities are encouraged and empowered to make reports and requests to appropriate mine action operators for mine/UXO actions in their communities to prevent risks and accidents to the villagers and their children.

8. To coordinate and cooperate with the local Police and local Armed Forces in order to ensure effective and timely information flow as well as request handling.

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9. To contribute to the prevention of mine/UXO casualties through the wide dissemination of mine/UXO accident prevention message.

10. To promote advocacy for mine/UXO victims and mine affected communities and to encourage support for mine/ UXO activities.

11. To deliver awareness campaign locally, provincially and nationally, and to follow up with message retention, behavioral changes, and effectiveness or impact of delivery mechanisms. To refine message and adjust delivery accordingly.

12. To implement an awareness campaign among staff of NGOs and other agencies working in high- risk areas.

13. To support ongoing international efforts to ban Landmines and assist CMAA to coordinate annual Mine Awareness Day.

Indicators:

Approx. 864 MRE sessions are delivered reaching an audience of approx. 13,000 people. 10,800 UXO is collected and destroyed. 108,000 m² of landmine spots is cleared in addition to 216,000 m² of UXO spots. Presentations are delivered to villagers with a wide range of educational techniques and messages to ensure that the delivered information is captured and understood by local population. Basic assessment of the needs of the population living in the contaminated areas, enabling the preparation of future operational strategy, is carried out. Further reduction in civilian UXO/land mine related incidents by the end of 2007 compared to year 2005 is achieved. Impact of mine/UXO risk education and reduction is assessed.

4.1.3.4 Mass Media Campaign

With the help of the mass media, CMAC can promote mine risk education to a wider audience through TV/radio spots and education materials, posters and billboards. These messages constantly remind villagers of the dangers they face in their daily activities. CMAC in 2007 will continue to implement a comprehensive mass media campaign to reach millions of people in the mine/UXO affected communities to provide them risk education and prevention as well as to create a culture of safe behaviours among the groups at risks.

Main Activities:

1. To work with partners to develop and produce TV and radio spots as well as other education materials such as video discs, video and audio tapes.

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2. To broadcast the TV and radio spots to reach a wider audience to provide them with risk education and prevention.

3. To renovate the existing mine awareness billboards.

4. To produce mine/UXO risk education reading materials targeted for children and UXO collectors.

5. To coordinate with CMAC’s partners to improve, expand and promote the mass media campaign to reach a wider audience.

Indicators:

10 mine awareness billboards are produced through the cooperation with the Ministry of Interior. 1 mine awareness TV and Radio spot is produced. 360 aired times of spots on TV and 500 aired times of spots on radio are broadcast. 70 video compact discs and 30 audio tapes are produced. 10 mine awareness billboards are renovated. Printed material samples will be designed and sent to printing-house; Case by case of field surveying on messages of printed materials, TV and Radio spots and billboards will be surveyed, tested and monitored

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4.1.4 TRAINING, RESEARCH AND DEVELOPMENT IN MINE ACTION

The past successes and achievements in CMAC's mine action activities cannot overlook the training, research and development efforts, which have been one of the core activities and a principal focus by CMAC. In other words, training, research and development are closely associated and interlinked with CMAC's operations and to a large extent determine how successful CMAC can be.

As a matter of fact, the mine action environment is changing from year to year, as the deadlines of the Ottawa Convention are nearing for many countries and after many years of funding flowing into mine action around the world. In Cambodia, especially for CMAC, several emerging factors are having an impact, be they negative or positive, on CMAC planning and the way of conducting business. Factors such as new funding arrangements (such as that through UNDP), the concept of result rather than process, changing policies and priorities of several key donors, growing opportunities for demining for development, latest developments of mine action in the region and around the world, advancement in technology, and the Royal Government’s policy on accelerate area reduction are certainly having an impact on CMAC decision on the way forward and future of the organization. Be it internal or external pressure, CMAC management realize that CMAC has to maintain its competitive advantages if it were to maintain donor confidence and sustainable level of funding. These affecting factors, together with CMAC's commitment to continual improvements of its services, require CMAC to make changes and reforms toward better safety, quality and efficiency.

One thing which always comes with any change is the training. Without proper training, change can be chaotic and a failure. CMAC believes that part of its success so far is indebted to the training which has enabled all levels of the staff to understand what change is all about and how they are supposed to professionally behave in the new environment. At the same time, as mine action environment and practice change, there needs to be a strong base of knowledge and experience to deal with change. In this respect, research and development have a vital role to ensure that new ideas, initiatives and innovations can translate into action. Research and development also have a key role in keeping CMAC competitive in terms of technology employed in demining as this is a key element for all mine action organizations in the world.

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In the year ahead, CMAC will place even a greater attention on the elements of training, research and development as these are seen to be the determining factors and prerequisites for successes and competitive status. In this respect, CMAC looks ahead to 2007 as another very busy year with changes, improvements and advancement in technology. The outlook of CMAC in the subsequent years will be the centre of excellence, regional and international training and a very strong base in research and development facilities, skills and experience.

4.1.4.1 Training, Research and Development Goal and Objectives

CMAC's goal is to remain a leading mine action organization with a high standard of operational safety, quality and efficiency and become a centre of excellence in terms of training, research and development to maintain high expertise, appropriate technology and competitive advantages in mine action. In other words, CMAC aims to be a centre which the international mine action community can learn and draw experience from.

Training, research and development objectives include:

1. To prepare the Training Centre to become the Centre for Excellence in mine action training.

2. To upgrade the training resources including the trainers, training facilities, training materials and curricula.

3. To be ready to offer regional and international training to officers and operators from other mine affected countries.

4. To continue to find innovative methods and technology through research and development to improve the demining quality, safety and efficiency.

4.1.4.2 Training Activities

The Training Centre:

1. To conduct an assessment, design an action plan and carefully execute the plan to turn the Training Centre to be the Centre of Excellence in mine action, especially with specific EOD focus.

2. As part of the plan to develop the Centre of Excellence, improve the training resources including the physical facilities, trainers, training manuals and curricula to meet an internationally accepted standard.

3. To upgrade the premise of the Training Centre to meet the requirements for international training and to house multi-purpose research and development facilities.

4. To strengthen the management skills of the Training Centre management, both in terms of day-today and strategic management, to ensure the Centre serves the best interests of the mine action community.

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5. To enhance the skills and quality of the trainers, both in technical, language and pedagogical skills, to meet the accepted standard for international training.

6. To improve and document quality training curricula and manuals to ensure that they meet quality and skill requirements for both domestic and international training.

7. To incorporate the research and development component into the Training Centre, or Centre of Excellence.

8. To create a resource centre in mine action within the Training Centre, or Centre of Excellence.

9. To conduct domestic training (training deminers and operators from other demining organizations inside the country) as well regional and international training.

10. To conduct training needs assessments outside the country in cooperation with donors and/or partners to prepare for potential international training.

11. To use the Training Centre as the monitoring, evaluation and improvement mechanism for demining and EOD operations in Cambodia.

12. To market the Training Centre through the website to attract international interests.

13. To assist the Royal Government to implement and achieve the National ERW plan.

Training:

1. To prepare and deliver refresher and skill training courses attended by approximately 700 trainees throughout the year in order to strengthen the technical skills and the front line and middle management.

2. To continue to conduct training needs assessment to ensure that training programs and curricula are designed and tailored to meet specific field requirements.

3. To strengthen the operational and field management capacity of the front line and middle managers through formal and on-the-job training and exchange program in order to improve operational safety, quality and efficiency. Areas of concern for front line and middle managers include:

minefield management and planning; toolbox management; day-to-day operational management; productivity management; cost analysis and operational efficiency; problem-solving and crisis management; human resources management; maintenance and care management; and safety, health and environmental management (SHE).

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4. To design and conduct specialized EOD training courses to meet the EOD-specific skill requirements and fill in the skill gaps.

5. To produce and execute a multi-skill training plan to timely prepare CMAC's qualified staff for expected future expansion in specific skills (such as MDD/EDD, EOD, etc).

6. To strengthen the culture and attitude of accountability and professionalism of all managerial and operational staff through appropriate behavior/management training, identification of needs and motivation/discipline reinforcement measures.

7. To strengthen the field management training through more exchange programs and exposures to better practices.

8. To build up the national staff capacity in both operational and managerial skills to ensure that they are suitable and qualified for performance of their job, especially targeting the international level.

9. To strengthen the role and performance of mine action management to gain competitive advantages in the new emerging competitive environment in mine action through basic market and economic training and exposure.

10. To send staff to external or specialized training as appropriate and when opportunities come.

11. To cooperate with partners and donors to run specific training courses to meet specific needs mutually identified by the partners, donors and CMAC.

12. To seek opportunities to deliver domestic, regional and international training services in order to share skills and experience within the mine action community.

13. To be ready to send trainers to other countries to offer training services as opportunities come.

14. To continue to intake new graduates and other qualified people into internship to groom them for their future employment within CMAC.

15. To continue to train the national police and armed forces in mine/UXO identification, mine/UXO information management and risk education and reduction strategies so they can work actively to contribute to risk reduction efforts.

16. To conduct an evaluation on the training impact on staff’s performance, attitude and professionalism and identify measures to address the gaps.

4.1.4.3 Research and Development Objectives and Activities

1. To design and conduct research and development plans and activities, in conjunction with donors and partners, to improve the demining quality, safety and efficiency.

2. To continue with the existing research and development projects and activities, such as Explosive Harvesting Program, to ensure their smooth running and productive outputs.

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3. To design and seek opportunities to submit appropriate proposals for new research and development projects to donors and partners.

4. To improve, expand and tailor the test and evaluation facilities to meet the specific requirements of research and development projects.

5. To offer the research and development facilities and skills to international users and partners to conduct test and evaluation of demining related equipment.

6. To enhance the skills and experience of the research and development staff in designing, managing and evaluating research and development projects as well as producing test and evaluation progress and final reports.

7. To continue to review and design standards operating requirements (SOR) for demining equipment and seek opportunities and donor/partner support to test and evaluate them in Cambodia.

8. To work with the Government of Japan and Japan International Cooperation System (JICS) to design a continued project for research and development of mine clearance related equipment to conduct integration trial of the equipment in the real minefields as well as to offer international training to mine affected countries.

9. To work with the US Department of Defense Humanitarian Demining R&D Program to conduct test and evaluation of mine detectors and mechanical demining equipment.

10. To maintain close links with international research and development organizations as well as test and evaluation agencies.

11. To enhance CMAC's research and development guidelines and test and evaluation manuals, which are practical and easily understandable operators and international partners.

12. To link research and development activities to the applications of CMAC's toolboxes for potential future integration as well as to find better ways, based on knowledge gained from test and evaluation, to use these toolboxes in the operational field.

13. To continue to monitor and evaluate the performance of brush cutters used under different conditions to identify their defects and strengths and seek appropriate solutions and actions.

14. To conduct cost analysis of key demining tools such as brush cutters and MDD.

15. To record all types of landmines/UXO found in Cambodia under different conditions and locations in order to establish a reference book for research and development purposes.

16. To document all research and development process and outputs for future reference.

17. To incorporate Research and Development component into the Training Centre.

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4.2 WORK PLAN BY PROJECT

4.2.1. PROJECT AND BUDGET SUMMARY

There are two main types of funding to CMAC (apart from equipment or technical assistance grants): direct bilateral funding and multi-lateral funding through the UNDP.

Summary of Projects implemented in 2006 and planned for 2007:

No. 2006 2007 Remarks Project Name Locations Project Name Locations 1 UNDP "Clearing for DU1, DU2, DU6 UNDP "Clearing for DU1, DU2, DU6 Confirmed at $ 2.5 million Results Results" 2 NPA (Netherlands) DU1 NPA (Netherlands) DU1 Confirmed with shortfall 3 AustCARE DU1 AustCARE DU1 Three-year project (Mar 06 - Jun 08) 4 HIB DU1 Expected 5 Japan-Grassroots DU2 Japan-Grassroots DU2 Two-month gap in 2007 (Jan-Feb) 6 Japan-JMAS DU2 Japan-JMAS DU2 Continued (CBD) 7 US-DU3 DU3 US-DU3 DU3 Three-year commitment 15 Aug 06 - 14 Aug 09 (Approx. $ 8 million); 2007: Expansion to 3 districts in Battambang 8 Japan-Grassroots DU4 Japan-Grassroots DU4 Two-month gap in 2006 (Nov-Dec) 9 Peaceboat DU4 Peaceboat DU4 Expected 10 Germany-DU6 DU6 Germany-DU6 DU6 Confirmed 11 Japan-JMAS ERO, HQ Japan-JMAS ERO, HQ Continued (EOD, CBURR) 12 Japan-JAIF ERO Confirmed (EOD) 13 LMI CSU LMI CSU Expected to continue in 2007 14 BHP Billiton CSU Expected 15 UNICEF All DU's UNICEF All DU's Confirmed (MRE, CBMRR) 16 Project for R&D of Siem Reap, R&D Project for R& D Expected (Grant Aid) Mine Clearance Battambang Phase II Related Equipment 17 EHP HQ, TC EHP HQ,TC Continued 18 MAG (MDD) DU2, DU3, DU4 MAG (MDD) DU2, DU3, DU4 Continued 19 GTC (MDD) HQ, TC GTC (MDD) HQ, TC Provision of MDD and TA 20 NPA HQ Graduate Exchange Program Total Projects: 17 Total Projects: 19

The involvement of UNDP with mine action and with CMAC in particular occurred since the UNTAC era after the emergency phase in 1992-3 when the United Nations Secretary General requested UNDP to assist the Royal Government in the administration of the demining program in Cambodia as set out in its agreements. Today, UNDP is still committed to continue to work towards fulfilling the mandate set by the Government of Cambodia to achieve the ninth goal of the Millennium Development Goals. UNDP was CMAC’s primary source of funding,

______54 ____ ISO 9001:2000 INTEGRATED WORK PLAN 2007 Work Plan by Project approximately 5 to 6 million dollars through the Trust Fund, for several years until the mine action funding environment changed toward a more bilateral mode in the recent years. As a result, financial contributions channeled to CMAC through the UNDP Trust Fund decreased considerably.

Until 31 December 2005, the UNDP managed a multilateral funding mechanism in the form of a Trust Fund, which gave CMAC greater flexibility in supporting different elements of its operations in addition to clearance. As the Trust Fund came to conclusion on 31 December 2005, in a new approach to mine action UNDP has signed with the Royal Government a new Two-Phased Project Document whereby the first phase allows UNDP to directly give mobilized fund, attached with specific input/output conditions under the project called “Clearing for Results”, to CMAC to support its demining activities. The second phase, when practical, would call for open bidding by all qualified operators for mine action fund that UNDP mobilizes from donors. In 2006, UNDP supported CMAC with a total amount of 3.45 million USD, the fund coming from major donors such as Australia, Canada and UNA- USA's Adopt-A-Minefield. For 2007, CMAC requires a total budget of 3.3 million USD from UNDP; however, initial commitment is fixed at around 2.5 million USD.

Bilateral funding, in the form of bilateral projects, continues to play a vital role in supporting CMAC’s demining program and has contributed a significant portion to the total funding to CMAC. Bilateral projects are implemented and managed by CMAC directly with the donors. External audits are conducted at the end of each project, which usually last for 12 months. However, the timeframe of each project may vary from each other depending on the donor’s fiscal year. In 2007, CMAC will and expects to manage 18 different Bilateral Projects in addition to the UNDP’s “Clearing for Results”. Each project is supported by a project proposal, which forms the basis for the work plan of the respective project. In general, the tangible outputs in each project proposal are measured and stated for the whole project’s period. However, as the project’s period may not correspond to the timeframe of this work plan (January – December), the outputs stated in this work plan are calculated up to the end of December. Any outputs that occur after 31 December for projects which last beyond the period of this work plan will be included in the next year’s targets.

As a matter of fact, to date it has been very favorable and generous by donors and partners to provide continued funding through different arrangements, whether bilateral or multilateral, to support CMAC's operations. These generous contributions have been deeply appreciated. However, CMAC's heavy reliance on external donor support poses a great challenge and risk for CMAC's operations. As donors change their priorities and policies toward mine action, the funding situation and scenario will also change. As evidence, some donors have pulled out of the loop. This will also change the way CMAC manages its operations and budget. It should be reminded here that demining operations is a continued process, which requires sustainable and continued funding. Funding interruptions pose great challenges and difficulties for demining operators to manage their operations on the ground. Nonetheless, budget shortfall is a scenario that CMAC management has faced and has to struggle with in order to make sure that full operations continue, no deminers will lose their jobs (some have already due to inescapable circumstances), and the vulnerable and landless poor are saved and given safe access to land which they critically need. The other side of the story is to produce a practical and reliable work plan which will meet both the community requirements and donors' ability to support. From experience, these are two ends which do not always meet. CMAC as Cambodia's leading demining organization working closely with the national and provincial land management mechanism (PMAC and MAPU) is expected to deliver what is necessary for the humanitarian and reconstruction efforts in this country. As the magnitude of the landmine and UXO problem is so huge, it is very important that CMAC can respond to the national and community needs. Without sufficient funding, it is very difficult for CMAC to make ends meet.

Table showing expected and confirmed incomes in comparison to the budget plan:

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Funding Sources Confirmed Budget Plan Shortfall Bilateral and Ear-Marked Donors 6,715,635 7,708,257 UNDP (Clearing for Results) 2,700,000 3,300,000 Royal Government 200,000 200,000 9,615,635 11,208,257 1,592,623

The major uncertainties rest with the UNDP and NPA projects. In 2007, CMAC requires at least USD 3,300,000 to support the UNDP's Project "Clearing for Results". However, UNDP has indicated an initial commitment of around USD 2,700,000. The NPA has indicated that they have approximately USD 488,199 available for CMAC, while CMAC needs a total of USD 748,916 for CMAC - NPA Project in Banteay Meanchey. Based on these figures, the total shortfall at this stage is USD 1,592,623, which CMAC needs to work hard and closely with its donors and partners to raise. Otherwise, CMAC will face a serious challenge.

4.2.2. UNDP’S “CLEARING FOR RESULTS”

2007 will be the second year that CMAC implements the "Clearing for Results" project in partnership with UNDP as the new mechanism of managing donor funds through UNDP. The successful execution of this project in 2006 symbolizes CMAC's commitment and efficiency in using donor funds, and this makes it sensible for UNDP to continue to partner with CMAC under the same arrangement.

The donors to UNDP are Australia, Canada, UNA-USA's Adopt-A-Minefield and Spain. In 2007, CMAC requires at least USD 3,300,000 to support the UNDP's Project "Clearing for Results". However, UNDP has indicated an initial commitment of around USD 2,700,000. Although there is a shortfall of 600,000 USD (difference between CMAC's requirement and UNDP initial commitment), it is expected that this shortfall will be sorted out during the course of this fiscal year. It is expected that other donors will contribute to the UNDP mechanism to address this shortfall. However, more work needs to be done on this issue to secure the funding to support CMAC's operations for the whole year.

4.2.2.1 Goal and Objectives

The main goal of this project is to clear landmine and UXO affected land to support risk reduction and rehabilitation of the affected communities based on the priorities determined through the national and provincial land management mechanism (PMAC and MAPU) so that the vulnerable and landless poor can enjoy fair socio- economic benefits and return to normal livelihoods to reconstruct their lives and communities.

The "Clearing for Results" has the following objectives:

1. To clear a set amount of land determined through the national and provincial land management mechanism (PMAC and MAPU) to provide safe land to support humanitarian and development purposes.

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2. To carry out risk reduction, risk education, technical survey and area reduction activities to support the Royal Government's vision of zero victims by year 2012 and the policy of accelerated area reduction to return land to productive use.

3. To deliver tangible and quantifiable socio-economic outputs to the affected communities through clearing the affected areas.

4.2.2.2 Activities and Outputs

Activities

1. To deploy a number of mobile platoons, MDD teams (both long and short Leash), EOD teams, technical survey teams, community mine clearance (CMC) teams, mine risk education and reduction (MRE) teams and brush cutters to provide an effective clearance and area reduction capacity to respond to PMAC/MAPU’s priorities as well as risk reduction tasks identified by the communities. The deployment of clearance teams will mainly be concentrated in Battambang and Pursat and Banteay Meanchey.

2. To clear a total of 82 minefields with a total area of 5,868,969 m² and achieve at least 5,336,000 m² in survey and area reduction in high casualty areas. Around 15% of this clearance target will be accomplished by small quick response teams for risk reduction. The remaining 85% of the land cleared is targeted towards development.

3. To deliver socio-economic benefits to the total population of 44,468 people and 1,024 students in 55 villages, equivalent to 1,372 families as direct beneficiaries and 2,704 families as indirect beneficiaries.

4. To intensify the technical survey activities according to the new technical survey concept to speed up information collection and area reduction in accordance to the Royal Government's policy of accelerated area reduction. The technical survey will involve active inputs from the CBMRR and local authorities and the outputs will be widely disseminated to the village (CBMRR), PMAC/MAPU and the CMAA for appropriate actions (such as follow up and updates of technical survey maps, prioritization of tasks, updates of area reduction in the national database, etc).

5. To deploy CBMRR district focal points and networks to deliver mine/UXO risk education, collect landmine and UXO information to produce and update village contamination maps (village profile), act as community liaison for mine action and victim assistance, convey the community's requests for mine/UXO action response and victim assistance to appropriate operators and agencies, and participate in community planning and prioritization process.

6. To establish and trial two Explosive Detection Dog teams (EDD - UXO Detection Dogs) in real minefield operations to evaluate their performance and effectiveness in the real minefields.

Outputs

1. 82 minefields with a total area of 5,868,969 m² will be cleared and at least 5,336,000 m² in survey and area reduction in high casualty areas will be achieved.

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2. Among the land to be cleared, 37.07% will target agriculture land to address the food security issue. The second largest portion (22.02%) of the land to be cleared is to provide land for safe resettlement and agriculture.

3. A total population of 44,468 people in 55 villages and 1,024 students will benefit from this project.

4. Other outputs include:

CBMRR:

• 05 new targeting districts will complete PLA/PRA and village profiles; • 17 current target villages with lower priority will be phased out and re-targeted; • 434 voluntary networks will participate in refresher courses three times per year; • 143 village maps will be completed and updated; • 143 Village Action Plans will be integrated in the Commune Investment Plan (CIP) 2007; • Approx. 95,000 high risk villagers will receive mine risk education; • Approx. 1,100 Mine/UXO requests form the communities will be responded to through the district focal point channel; • 120 requests for victim assistance will be responded by the rehabilitation center through the CBMRR-district focal point channel; • 80 requests for community development will be oriented the target community to reach the NGO partners.

Mine/UXO Risk Education and Reduction

• 250 Villages will be targeted • 290 Sessions will be presented • 4,500 Household/Field will be visited • 50,000 population and target groups will be reached. • 4,600 Mine/UXO posters will be posted up in public areas • 48,000 m² will be cleared (1000 m²/month/team) • 7,200 UXO items will be removed (150 items/month/ team)

EOD:

• 350 pieces of UXO per team per month. • Approx. a total of 14,700 pieces of UXO will be collected and destroyed. • Approx. a total number of 85,750 people in the vulnerable groups will be saved from the UXO threats.

4.2.2.3 Project’s Funding

The total budget requirement for 2007 "Clearing for Results" Project is USD 3.3 million. However, UNDP has initially committed USD 2.5 million, a shortfall of USD 800,000. CMAC believes that with joint efforts, UNDP and CMAC will be able to conduct fund raising to secure this Project.

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4.2.3. BILATERAL PROJECTS

In addition to the UNDP’s Project “Clearing for Results”, CMAC manages a number of bilateral projects directly supported by a donor or partner. As mentioned earlier, in 2007 bilateral projects will account for over half of the total expected funding for CMAC. Some of these projects solely support mine action, some are integrated mine action and development projects, while others support capacity building, research and development.

4.2.3.1 CMAC DU1 – NPA: Integrated Demining and Development Program in Banteay Meanchey (Funded by the Government of Netherlands)

CMAC-NPA Project at Demining Unit 1 (DU 1) is an on-going project which is funded by the Government of the Netherlands. The current Project is part of a four-year project supported by the Netherlands Government to CMAC through NPA starting from January 2004 to December 2007 with a total amount of approximately 600,000 Euros per year. However, 2007 will be the concluding year of the project, with a remaining budget of nearly 400,000 euros, equivalent to around 489,000 USD. As the total requirement for a one-year project is around 749,000 USD, CMAC still faces a shortage of around 260,700 USD to secure the project for the whole year. CMAC expects to work with NPA and the donor to sort out this shortage of funding.

The major objective of the project is to reduce incidents caused by mines and UXO in the province of Banteay Meanchey and to provide the targeted communities with safe access to resources to facilitate their socio- economic development.

The four-year financial commitment by the Government of the Netherlands has significantly assisted CMAC to achieve its objective in partnership with NPA through the effective and efficient planning and use of the most appropriate mine action and management tools. This approach greatly contributes to the upgrade of personal security and socio-economic opportunities for the rural communities living in mines/UXO affected areas.

4.2.3.1.1 Project’s Goal and Objectives

The Integrated Mine Action project in collaboration with NPA will focus on both mine action for risk reduction and to support community development priorities. In particular, the mine action component of the Project will focus on mine/UXO clearance and mine/UXO risk reduction to support NPA and other development partners in their effort to rehabilitate the affected communities toward economic opportunities and improvements.

1. The goal of this project is to bring about personal security to the people living in mine/UXO affected communities and reduce hazardous areas in Banteay Meanchey so family livelihood, social, economic and development activities can take place in a safe manner.

2. The objectives of the project are:

o To reduce mine/UXO accidents among children, families and communities in the target areas through mine/UXO clearance.

o To provide the target communities with safe access to resources to facilitate their socio- economic and infrastructure development. In this context, local communities will set the priorities in line with their local development requirements.

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o To support NPA and development partners in their effort to carry out development activities in the target areas following land clearance.

o To ensure sound financial, logistics, human resources and operational management in order to maintain effectiveness and efficiency as well as donor confidence at all times.

4.2.3.1.2 Project’s Activities

1. To deploy 4 Mobile Platoons, 2 EOD teams, 2 small technical survey teams and 2 Brush Cutters to provide an effective mine and UXO clearance capacity to support PMAC/MAPU’s priorities as well as risk reduction tasks identified by the communities.

2. To strengthen mine/UXO risk education and community-based mine risk reduction as well as quick response teams directed to a maximum reduction in casualty rates in the target areas by:

o Deploying 1 Mine/UXO Risk Education and Reduction (MRE) team and 4 CBMRR in the highest casualty areas. o Strengthening the local communities and authorities, including the police and military forces, in reporting and utilizing CMAC DU-1’s services to reduce their mines/UXO risks.

3. By the end of 2007, to clear a total of 1,698,000 m² of mine/UXO contaminated land. This will directly and indirectly benefit a total of approximately 11,500 people. In addition, an estimated 10,200 UXO will be collected and destroyed, benefiting some 51,000 people.

4. To utilize the right tool for the right task and integrate appropriate demining toolboxes through a sound minefield planning and management in order to obtain maximum safety and productivity.

5. To provide timely clearance response to support partner's development program so that the community development activities can be carried out effectively in the former mine affected areas.

6. Based on actual field performance and experience, to continue to review SOP’s in order to meet field challenges as well as to find innovative ways, technologies and techniques to improve safety, quality and productivity of demining operations.

7. To employ a strong internal field monitoring system and external quality assurance to ensure a sound field operation management, productive performance and high quality of the demining service.

8. To strengthen the front line and middle management capacity in minefield management, toolbox management, and other day-to-day management skills.

9. To be alert to the community needs in terms of rehabilitation and development in their communities in post-clearance phase.

10. To promote safety, quality and productivity at all levels of management and operations.

11. To generate and maintain proper records of clearance tasks and minefields.

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12. To liaise with donors and partners to furnish them with sufficient and timely information and consult donors and partners for appropriate solutions when issues are identified.

13. To produce and submit quality reports (quarterly and completion reports) to donors.

14. To continue to work closely with NPA and donor to conduct fund raising to address the budget shortage and continue the project in the future.

Outputs:

Clearance target of 1,698,000 m² is achieved by the end of 2007. An estimate of 10,200 UXO items will be collected and destroyed and approximately 51,000 people will directly benefit from this activity. A sound and effective integration of different demining toolboxes to support demining operations is achieved. Mine clearance is conducted timely to support partner's development program. Number of accidents and casualties decrease. A sound monitoring system is in place.

4.2.3.1.3 Project’s Inputs

The Project covers 4 Mobile Platoons, 2 EOD teams, 1 Small Technical Survey team, 1 Community Mine Clearance (CMC) team, 2 Brush Cutter teams, 1 Mine/UXO Risk Education and Reduction (MRE) team, 5 CMBRR and the DU 1 headquarters. The project will employ a total of 181 staff.

The Project requires a total budget of USD 748,916 for a period of 12 months.

4.2.3.2 CMAC DU1 – AUSTCARE PROJECT: Integrated Mine Action and Development Program in Banteay Meanchey

Starting from March 2006, AustCare, with the financial support from the Australian Government through AusAID, selected CMAC to be a partner in a three-year demining and development program to provide integrated mine action and development support to villagers at risk in Tmar Pouk and Svay Chek districts of Banteay Meanchey to give them personal security and enhance their economic and development opportunities aimed for maximum poverty reduction. On the basis of this partnership agreement, CMAC has implemented this mine action program since March 2006 as the first year of the project.

CMAC DU1 – AustCare Project in 2007 is the on-going project which will continue to target mine action deployment in Tmar Pouk and Svay Check to support community rehabilitation and development initiatives by AustCare. This three-year program will conclude in 2008, but is expected to continue beyond this.

4.2.3.2.1 Project’s Goal and Objectives

The Integrated Demining and Development Project in collaboration with AustCare will focus on both mine action and community development and strengthening. In particular, the mine action component of the Project will focus mainly on mine/UXO clearance and mine/UXO risk reduction to support AustCare in their effort to rehabilitate the affected communities toward better economic opportunities and improvements.

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1. The goal of this project is, through mine action activities, to bring about personal security to the people living in mine/UXO affected communities and to support partner's community rehabilitation and development program designed to reactivate family livelihood, social, economic and development activities in a safe manner.

2. The objectives of the project are:

o To reduce mine/UXO accidents among children, families and communities in the target areas through mine/UXO clearance.

o To support AustCare in their effort to carry out development activities in the target areas following land clearance.

o To ensure sound financial, logistics, human resources and operational management in order to maintain effectiveness and efficiency as well as donor confidence at all times.

4.2.3.2.2 Project’s Activities

1. To deploy 1 Mobile Platoon, 1 small technical survey team, 1 CMC team, and 1 CBD platoon to provide an effective clearance capacity to support PMAC/MAPU’s priorities, partner's development program as well as risk reduction tasks identified by the communities.

2. By the end of 2007, to clear a total 558,000 m² of mine/UXO contaminated land. This will benefit thousands of people living in the mine affected areas.

3. To utilize the right tool for the right task and integrate appropriate demining toolboxes through a sound minefield planning and management in order to obtain maximum safety and productivity.

4. To provide timely clearance response to support partner's development program so that the community development activities can be carried out effectively in the former mine affected areas.

5. Based on actual field performance and experience, to continue to review SOP’s in order to meet field challenges as well as to find innovative ways, technologies and techniques to improve safety, quality and productivity of demining operations.

6. To employ a strong internal field monitoring system and external quality assurance to ensure a sound field operation management, productive performance and high quality of the demining service.

7. To strengthen the front line and middle management capacity in minefield management, toolbox management, and other day-to-day management skills.

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8. To be alert to the community needs in terms of rehabilitation and development in their communities in post-clearance phase.

9. To promote safety, quality and productivity at all levels of management and operations.

10. To generate and maintain proper records of clearance tasks and minefields.

11. To liaise with donors and partners to furnish them with sufficient and timely information and consult donors and partners for appropriate solutions when issues are identified.

12. To produce and submit quality reports (quarterly and completion reports) to donors.

Outputs:

Clearance target of 558,000 m² is achieved by the end of 2007. A sound and effective integration of different demining toolboxes to support demining operations is achieved. Mine clearance is conducted timely to support partner's development program. Number of accidents and casualties decrease. A sound monitoring system is in place.

4.2.3.2.3 Project’s Inputs

The Project covers 1 Mobile Platoon, 1 Small Technical Survey Team, 1 Community Mine Clearance Team, and 1 Community-Based Demining Platoon. A total 76 staff will work under this Project.

The Project requires a total budget of USD 198,379 for a period of 12 months from the start of the Project.

4.2.3.3 CMAC DU1 – HIB PROJECT: Project for Supporting Community Mine Clearance in Battambang and Banteay Meanchey

Due to the funding situation, HIB support to CMAC's Mine Risk Reduction Teams (MRT) ceased in early 2005. Following this cessation, HIB made several efforts to appeal to donors for continued support to CMAC's risk reduction efforts in order to prevent landmines and UXO from injuring and killing civilian people. After its discontinued support during 2005 and 2006, HIB is expected to return to mine action with the Belgian Cooperation's commitment to support CMAC's community clearance efforts.

CMAC's initiatives of Community Mine Clearance Teams and the Community-Based Demining Platoons, which are designed to provide risk reduction response to high casualty and high risk communities, are very appealing to donors because they concretely contribute to the risk reduction efforts designed to immediately benefit the grassroots level. The comeback of HIB into the mine action sector means that landmines and UXO still pose severe risks to the civilian population, as shown by the casualty statistics published in the CRC's CMVIS reports supported by HIB.

CMAC DU1 – HIB Project in 2007 is a new twelve-month project expected to start in March and funded by the Belgian Cooperation. This project will support community clearance teams and community-based demining platoons in two districts of Battambang and Banteay Meanchey. With the new project, it is expected that thousands of civilian people will be released from dangers of landmines and UXO surrounding their communities.

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4.2.3.3.1 Project’s Goal and Objectives

The Project for Support Community Mine Clearance in Battambang and Banteay Meanchey in collaboration with HIB will focus on providing risk reduction response to the target communities in order to prevent landmines and UXO from injuring and killing civilian people and also to support development activities for the communities.

1. The goal of this project is to bring about personal safety and security for the local communities living in mine affected areas and to improve the livelihood of the poor people in the rural areas nearing Cambodian-Thai borders.

2. The objectives of the project are:

o To reduce mine/UXO accidents among children, families and communities in the target areas through mine/UXO clearance.

o To support development agencies in their effort to carry out development activities in the target areas following land clearance.

o To ensure sound financial, logistics, human resources and operational management in order to maintain effectiveness and efficiency as well as donor confidence at all times.

4.2.3.3.2 Project’s Activities

1. To deploy 2 CMC teams and establish 2 new CBD platoons to provide an effective clearance capacity for risk reduction identified by the communities.

2. By the end of 2007, to clear a total 459,000 m² of mine/UXO contaminated land. This will directly benefit approximately 3,500 people in the high casualty communities.

3. To provide timely clearance response to risk reduction tasks identified by the communities to prevent landmines and UXO from inflicting injuries and deaths to the civilian population.

4. Based on actual field performance and experience, to continue to review SOP’s in order to meet field challenges as well as to find innovative ways, technologies and techniques to improve safety, quality and productivity of demining operations.

5. To employ a strong internal field monitoring system and external quality assurance to ensure a sound field operation management, productive performance and high quality of the demining service.

6. To strengthen the front line and middle management capacity, especially of the CBD platoon, in minefield management, toolbox management, and other day-to-day management skills.

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7. To be alert to the community needs in terms of rehabilitation and development in their communities in post-clearance phase.

8. To promote safety, quality and productivity at all levels of management and operations.

9. To generate and maintain proper records of clearance tasks and minefields.

10. To liaise with donors and partners to furnish them with sufficient and timely information and consult donors and partners for appropriate solutions when issues are identified.

11. To produce and submit quality reports (quarterly and completion reports) to donors.

Outputs:

Clearance target of 459,000 m² is achieved by the end of 2007. Mine clearance is conducted timely to support partner's development program. Number of accidents and casualties decrease. A sound monitoring system is in place.

4.2.3.3.3 Project’s Inputs

The Project covers 2 Community Mine Clearance Teams and 2 Community-Based Demining Platoons. A total 82 staff will work under this Project.

The Project requires a total budget of USD 296,977 for a period of 12 months from the start of the Project.

4.2.3.4 CMAC DU2 – KUSANONE (JAPAN) HUMANITARIAN DEMINING PROJECT

This Project is the continued phase of the Japanese Government’s support to CMAC’s demining activities in Demining Unit 2, Battambang, through the Kunsanone fund managed by the Embassy of Japan in Cambodia. This Project has been vital in supporting CMAC activities aimed to provide safety to the people and enable community development in the affected communities in the province of Battambang, which is the most heavily contaminated and has the highest number of casualties in Cambodia.

The Government of Japan has been supporting CMAC's Demining Unit 2 under the Kusanone scheme since 2001, and this financial support has made significant and valuable contributions to the Royal Government's efforts to combat the landmine and UXO problem and to realize the Government's vision of zero-victims by the year 2012. As statistics indicate in the CMVIS reports, Battambang remains the highest casualty province in Cambodia as vast land is heavily contaminated with landmines and UXO and a lot of economic and agriculture activities are taking place in the province. After many years of operations, tens of thousands of hectares of land have been cleared, but a lot of work still needs to be done. Therefore, continued CMAC's operations are vital to the people and economic development in the province.

However, as the nature of Kusanone projects, this Project will see a two-month gap in January and February 2007 before the Project is expected to kick off in March.

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4.2.3.4.1 Project’s Goal and Objectives

The humanitarian mine action project funded by the Government of Japan through the Kusanone fund will focus on mine action activities aimed to provide personal security and to support rehabilitation and development of the affected communities toward economic opportunities and improvements.

2. The objectives of the project are:

o To reduce mine/UXO accidents among children, families and communities in the target areas through mine/UXO clearance.

o To support national and international development efforts to carry out development activities in the target areas.

o To ensure sound financial, logistics, human resources and operational management in order to maintain effectiveness and efficiency as well as donor confidence at all times.

4.2.3.4.2 Project’s Activities

1. To deploy 3 mobile platoons, 2 EOD teams, 2 small technical survey teams, 1 short leash MDD team and 5 brush cutters to provide an effective clearance capacity to support PMAC/MAPU’s priorities as well as risk reduction tasks identified by the communities.

2. By the end of 2007, to clear 2,360,000 m² of high priority areas selected by the local communities. This will benefit some 16,000 people directly and indirectly. In addition at least 7,000 pieces of UXO will be destroyed and this will benefit up to 35,000 people.

3. To utilize the right tool for the right task and integrate appropriate demining toolboxes through a sound minefield planning and management in order to obtain maximum safety and productivity.

4. To provide timely clearance response to risk reduction tasks identified by the communities to prevent landmines and UXO from inflicting injuries and deaths to the civilian population.

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6. To employ a strong internal field monitoring system and external quality assurance to ensure a sound field operation management, productive performance and high quality of the demining service.

7. To strengthen the front line and middle management capacity in minefield management, toolbox management, and other day-to-day management skills.

8. To be alert to the community needs in terms of rehabilitation and development in their communities in post-clearance phase.

9. To promote safety, quality and productivity at all levels of management and operations.

10. To generate and maintain proper records of clearance tasks and minefields.

11. To liaise with donors and partners to furnish them with sufficient and timely information and consult donors and partners for appropriate solutions when issues are identified.

12. To produce and submit quality reports (quarterly and completion reports) to donors.

Outputs:

A clearance target of 2,360,000 m² is achieved by the end of 2007. Approx. 16,000 people will benefit from this project. An estimated 7,000 UXO will be destroyed by the end of the project and approximately 35,000 people will directly benefit from this activity. Number of accidents and casualties decrease. A sound monitoring system is in place.

4.2.3.4.3 Project’s Inputs

The project covers 3 Mobile Platoons, 2 EOD teams, 5 Brush Cutters teams, 1 short Leash MDD team, 2 small technical survey teams and DU2 Headquarters. A total of 179 staff will be working under this project.

The Project requires a total budget of USD 900,878 for a period of 12 months from the start of the Project.

4.2.3.5 CMAC DU3 – THE HUMANITARIAN DEMINING PROGRAM SUPPORTED BY THE UNITED STATES GOVERNMENT

The Government of the United States has been supporting humanitarian demining activities in Pailin since 1999, and the support extended to Samlot in 2005. From August 2006, a new project management arrangement has been adopted by the US Government to support CMAC. This new arrangement will be implemented though a Contractor to work closely with CMAC and provide capacity building to CMAC's DU 3 through a dispatch of a full time Technical Advisor. DynCorps has been selected as a Contractor to manage mine action program in Cambodia, specifically support to CMAC.

Under the new contract arrangement, the US Government has issued a Task Order specifying a three-year funding to CMAC with the total amount not exceeding USD 8 million. This support will cover CMAC's DU3 as well as capacity building and EOD training. According to the Statement of Objectives issued by the State Department,

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CMAC DU3 - US Project is the continued US support under the new arrangement. It is expected that upon successful implementation of the project during the base year (August 2006 - August 2007) the project coverage will expand to there other districts in Kamrieng, Phnom Prek and Sampao Loun in Battambang, resulting in the increase in the number of teams deployed.

4.2.3.5.1 Project’s Goal and Objectives

The humanitarian demining program funded by the Government of the United States will cover the city and districts of Pailin and Samlot and will be eventually expanded to Kamrieng, Phnom Prek and Sampao Loun and aims to provide personal security and to support rehabilitation and development of the affected communities toward economic opportunities and improvements.

1. The goal of this project is, through a diversity of mine action activities, to bring about personal security (risk reduction) to communities living in UXO affected communities in the target areas, expand their social and economic opportunities (poverty reduction) and support community development in the areas.

2. The objectives of the project are:

o To reduce mine/UXO accidents among children, families and communities in the target areas through mine/UXO clearance.

o To support national and international development efforts to carry out development activities in the target areas.

o To ensure sound financial, logistics, human resources and operational management in order to maintain effectiveness and efficiency as well as donor confidence at all times.

4.2.3.5.2 Project’s Activities

1. To carry out mine/UXO risk education and reduction through an effective mine risk education and reduction program as well as quick response teams directed to a maximum reduction in casualty rates in the target areas.

To deploy 4 community-based mine/UXO risk reduction (CBMRR) focal point officers and strengthen their volunteer membership in the highest risk areas.

To deploy a mine/UXO risk education and reduction (MRE) team to deliver mine/UXO risk education message as well as perform risk reduction tasks through the UXO disposal activities

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requested by the affected communities. The MRE team is expected to collect and destroy at least 1,800 UXO.

To deploy 2 EOD teams to search, collect, and destroy at least 9,800 UXO, potentially saving up to 49,000 people at risk.

To strengthen the CBMRR's role in the technical survey process whereby they: a) closely cooperate with the technical survey teams in information collection and coordination with the community; b) coordinate with the local authorities and key informants to facilitate information collection; and 3) update the village technical survey map once it is handed over to the village.

To strengthen the CBMRR in the local planning and prioritization process.

To work with development partners and NGO’s to coordinate and facilitate victim assistance and promote community development projects by working closely with the local development committees, local authorities and the development NGO’s.

To strengthen the local authorities and community to participate in reporting to and utilizing CMAC-DU3 services to reduce their mines/UXO risks.

To work closely with and encourage the local, commune, district and provincial authorities to conduct mine/UXO risk education and law enforcement campaigns to encourage people to avoid dangerous behaviors involving mines and UXO.

To put up educational posters, banners and billboards in the heavily affected areas to bring and enhance people’s awareness of the threats and suffering caused by mines and UXO.

2. To strengthen and expand the technical survey, marking and area reduction capacity in order to accelerate the survey and area reduction in high priority areas to meet the Royal Government's policy of accelerated area reduction.

To deploy 4 small technical survey teams (consisting of 5 members per team) to conduct survey and marking to support landmine clearance toolboxes.

To deploy 1 large technical survey team (consisting of 10 members per team) to carry out technical survey and area reduction in high casualty and high impact villages. In this respect, to achieve up to 18,000,000 m² in area reduction.

To strengthen the community's understanding, capacity and participation in the technical survey process to obtain accurate and reliable information and achieve maximum area reduction.

To disseminate outputs from the technical survey to all stakeholders, such as village (CBMRR), PMAC/MAPU and CMAA for planning and database management.

To review and enhance the technical survey SOP’s to meet the practical needs and challenges in the minefields and to increase area reduction practice.

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3. To deploy mine clearance resources to clear 5,770,000 m², providing the target communities with safe access to resources to bring about their personal security and facilitate their socio-economic development and social integration.

To deploy 9 mobile platoons, 3 short Leash MDD teams and 2 community mine clearance teams to provide the capacity to accomplish the target.

To deploy 4 mechanical brush cutters to conduct mine clearance and to assist manual demining and mine detection dogs in clearance of high density vegetation minefields to significantly increase the demining productivity.

To effectively integrate different toolboxes to support demining activities.

4. To utilize the right tool for the right task and integrate appropriate demining toolboxes through a sound minefield planning and management in order to obtain maximum safety and productivity.

5. To provide timely clearance response to risk reduction tasks identified by the communities to prevent landmines and UXO from inflicting injuries and deaths to the civilian population.

6. To continue to strengthen collaboration with the local authorities and NGOs in order to integrate DU-3 Work plan with other development partners.

7. Based on actual field performance and experience, to continue to review SOP’s in order to meet field challenges as well as to find innovative ways, technologies and techniques to improve safety, quality and productivity of demining operations.

8. To employ a strong internal field monitoring system and external quality assurance to ensure a sound field operation management, productive performance and high quality of the demining service.

9. To strengthen the front line and middle management capacity in minefield management, toolbox management, and other day-to-day management skills.

10. To be alert to the community needs in terms of rehabilitation and development in their communities in post-clearance phase.

11. To promote safety, quality and productivity at all levels of management and operations.

12. To generate and maintain proper records of clearance tasks and minefields.

13. To liaise with donors, partners and the Contractor to furnish them with sufficient and timely information and consult donors, partners and the Contractor for appropriate solutions when issues are identified.

14. To produce and submit quality reports (quarterly and completion reports) to donors.

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15. In conjunction with the Contractor, to continue to strengthen the financial, logistical and organizational management capacity through training, on-the-job training, reviews and evaluations and internal control to ensure sound financial, logistics, maintenance, human resources and operational management in order to maintain effectiveness and efficiency.

It should be noted that when the Project expands to the 3 new districts of Kamrieng, Phnom Prek and Sampav Loun in September 2007 (if funding allows) the number of teams deployed will increase or decrease as follows:

3 large technical survey teams 13 mobile platoons 1 long leash MDD team 4 small technical survey teams 1 CMC team 1 MRE team 7 CBMRR 4 short leash MDD teams, AND 9 brush cutter teams.

Outputs

Clearance target of 5,770,000 m² is achieved, potentially benefiting thousands of families directly and indirectly. An estimated 11,600 UXO will be collected and destroyed during the project’s period, potentially saving up to 58,000 people. The local communities gain more experiences and skills related to mine action and development as they are involved more actively in the mine action process. MDD teams, manual and mechanical clearance teams are effectively integrated to obtain maximum productivity (multiple demining toolboxes are deployed). Number of accidents and casualties decrease. Low rate of deminer accidents.

4.2.3.5.3 Project’s Inputs

During the project’s period of fiscal year 2006-2007, the Project will cover 9 Mobile Platoons, 3 short Leash MDD teams, 4 small Technical Survey teams, 1 large Technical Survey team, 2 Community Mine Clearance teams, 2 EOD teams, 4 Brush Cutter teams, 1 Mine/UXO Risk Education and Reduction (MRE) team, 4 CBMRR District Focal Points officers and DU 3 Headquarters. The Project will employ a total of 603 staff.

The Project requires a total budget of USD 2,032,808 for a period of 12 months from the start of the Project. With the expansion, the Project for the period of January to December 2007 will cost USD 2,289,627.

4.2.3.6 CMAC DU4 – KUSANONE (JAPAN) PROJECT: THE PROJECT FOR SUPPORTING HUMANITARIAN DEMINING ACTIVITIES IN KAMPONG THOM, ODDAR MEANCHEY AND PREAH VIHEAR

The first phase of this project under the Kusanone Funding Scheme started from October 2005 and concluded in October 2006. Due to the nature of the project, there was a two-month gap in November and December. During this period, a contingency plan was executed, which resulted in the cessation of operations and staff being

______71 ____ ISO 9001:2000 INTEGRATED WORK PLAN 2007 Work Plan by Project released from the project. They were sent to the Training Centre for refresher training with minimal stipends for food and subsistence.

Thanks to the strong commitment by the Government of Japan to continue their support, the second phase of this project will resume in January 2007 and the project will last for the period of January to December 2007. This is an essential demining project to clear archeological sites in Preah Vihear and Kampong Thom as well as to support CMAC’s activities aimed towards zero landmine and UXO victims and enable community developments in the affected communities. It should be remarked that the Provinces of Kampong Thom and Preah Vihear have great potentials for tourism with their riches in archeological sites and ancient temples.

4.2.3.6.1 Project’s Goal and Objectives

The humanitarian mine action project funded by the Government of Japan through the Kusanone fund will focus on mine action activities aimed toward zero victims in the target provinces, to restore access to archeological sites and ancient temples to promote tourism, and to support rehabilitation and development of the affected communities toward better economic opportunities and improvements.

1. The goal of this project is to move towards zero victims caused by landmines and UXO in the target provinces so family livelihood, social, economic and development activities as well as promotion of tourism can take place in a safe manner.

2. The objectives of the project are:

o To focus on archeological sites and ancient temple areas for clearance to enable road construction, safe passage and open the sites for tourism, which will eventually generate income and economic opportunities for the people in the areas.

o To support national and international development efforts to carry out development activities in the target areas in collaboration with CMAC.

o To ensure sound financial, logistics, human resources and operational management in order to maintain effectiveness and efficiency as well as donor confidence at all times.

4.2.3.6.2 Project’s Activities

1. To deploy 4 mobile platoons, 2 EOD teams, 2 small technical survey teams, 1 community mine clearance team, 1 short leash MDD team, 1 MRE team, 1 CBD platoon and 3 brush cutters teams to provide an effective clearance capacity to support PMAC/MAPU’s priorities as well as risk reduction tasks identified by the communities.

2. By the end of 2007, to clear 2,688,000 m² of high priority areas selected by the local communities. This will benefit over 500 families. In addition at least 10,200 UXO will be destroyed, potentially saving up to 51,000 people.

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3. To select, through appropriate prioritization and selection mechanism, clearance tasks, such as high casualty areas and archeological sites, to obtain maximum socio-economic benefits for the people.