Download - End-Year 2008 Report

END-YEAR REPORT FISCAL YEAR 2008

“The lasting benefits that we create don’t come because we do good deeds, but because we do good work – work that is focused on our mission to create value.”


Writing and Compiling: Program/Project/Field staff Editing and Modifying: Uon Vichetr, Pech Vireak,

Chhouk Chantha and Josephine Barbour

Layout designed: Uon Vichetr/Pong Pagna Vattey

Photos: CWS Staff

Copies of this report are available at Church World Service – Cambodia

Office: 69z, Street 450, Toul Tumpong II, Phnom Penh, Cambodia

Phone: (855) 23 217 786, Fax: (855) 23 216 014 E-mail: [email protected], Website: www.cwscambodia.org

© Copyright 2008, Church World Service Cambodia (CWSC) All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, without prior permission from CWS-C. Any person who does any unauthorized act in relation to this publication may be liable to criminal prosecution and civil claims of damages. Second published, 2008 Published by Church World Service Cambodia This book is not for sale through commercial channels.

Recognition of ServiceRecognition of Service

CWS extend appreciation to Royal Government for their effort to recognize our work

The Royal Government of the Kingdom of Cambodia recognized the quality of work and level of serviceand issued sub-Degrees for “Bestowing the Medal of National Rehabilitation” to honor our work. The Gold Medal of CBDRM Initiatives was organized during the 5th Disaster Management Practitioners’Workshop for South East Asia on April 2 – 4, 2008, under the presentation of H.E Dr. Nhim Vanda, Senior Minister and First Vice-President NationalCommittee Disaster Management. The gold medal and letter of

commendation re lects recognition of our “outstanding achievement in implementing the community based disaster risk reduction program” for addressing and promoting disaster preparedness and mitigation in rural communities and for our efforts in dealing withdrought mitigation through awareness raising, institution building, preparedness planning andmitigation projects. Mr. Chhouk Chantha, CWS’s Director for Programming had the high honor to meet and received this Gold Medal on behalf of Church World Service. We were proud to have his represent the 75 staff whose dedicated work made possible. It is part of his legacy to the CWS staff continuing to work for the reconstructionof Cambodia.

As semester report accurately details, there have been successfully timely food relief to Cambodian at risk families with absolutely no food in their houses and huts to feed themselves or their children. Those who one would imagine would be most harshly hit when loods destroy paddy land. CWS Emergency Response unit continues to achieve ground breaking work on the critical but less headlined news of community based mitigation and prevention. CWS was able to work with both the National Centre for DisasterManagement and the Provincial of ice for Disaster Management in Svay Rieng province. Since 1979, many vulnerable and poor community people have been served through programmingimplemented by our energetic, honest and committed staff.

Church World Service Cambodia 2008 Second Semester Report

Executive summary The second 6 months of fiscal year 2008 closed another eventful year for CWS Cambodia marking the 4th year implementation of our 7 year Strategic Directions (2005-2011). Despite the effect of global inflation which increases the price of food and other basic commodities to the point that the government has suppressed any standard reports on inflation at this time, our dedicated staff members, with the support of our partners, strive to meet the targets as outlined in our project documents. CWS-Cambodia’s staff members work hard to combat poverty, fight corruption, respond to disaster issues and strengthen relationship with and build capacity of local partners, village leaders, village development committee and commune councils wherever we are working. The peace programming has matured further in its 9th year, and CWS continues to foster its reputation as an organization committed to promoting concepts of Restorative Justice as a mechanism for promoting reconciliation, as we have been working on since 2004. Major accomplishments for the second six months of the fiscal year fall into two thematic areas: remote rural community development and enrichment in programming impact. There is overlap between these two areas as they are inherently entwined. As you read this second 6 months of fiscal year 2008 report, the CWS activities in these broad categories, can facilitate understanding of our organization and its culture of learning. Growth and Health of the Organization Future Direction and Aims: CWS continues to focus on its seven year strategic direction, of which the current four Year Program Plan of 2008-2011 was approved by the Program Oversight Group (POG), and presented in the Square Table meeting in November 2006. The future is intended to refine the new programming and stay abreast of the needs imposed by rising inflation and nationalism - particularly food security for all rural poor and personal security for those citizens along the Thai Cambodian border in the northwest. Recruitment of Key Staff: Although there are always some vacant positions at CWS, several new staff members have joined our organization. They are adding value to our work, and have reduced workload on existing staff members. In Kompong Thom Community Development project, (a part of the Direct services Program), 3 Community Development Workers and a Project Coordinator are on board. Human Resource Manager, a Personnel Assistant were recruited to work in CWS Phnom Penh Central Office, and an Emergency Response and Preparedness Program Assistant and a Data Management Officer are hired to support the field. Demining - As the report indicates mine affected communities are physically constrained from working themselves out of poverty with minefields as real barriers to socio-economic development. Agricultural land is blocked, resettlement of vulnerable households restricted and development and infrastructure projects halted due to the physical threat of “Remnants of Conflict”. CWS Cambodia has consistently made funding available to MAG Cambodia to clear landmines, first in the war affected districts of Kompong Thom and most recently, in the ex-battleground of Malai district bordering Thailand. In Malia, 95,090 square meters of land were cleared, 207 anti-personnel mines, 15 UXOs, 2 anti-tank mines and 34,264 pieces of metal fragmentation were successfully removed. Two clearance areas will be returned to communities for agricultural and social purposes, producing a basis for sustainable economic and social growth- empowering affected populations.

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Partnership – the core of CWS programs as stated in the 7 year strategic direction - is achieving greater substance in the CWS Cambodia program. CWS has found that the richness of its partnership program comes from participating fully in the learning cycle that allows for mutual growth. Our philosophy is based on building relationships of mutual respect and assistance to local NGOs working within a framework of community development, children and peace. For example, in addition to the existing local NGO partners that we are supporting: ADOVIR, CFEDA, KNTO in Battambang and Banteay Meanchey Provinces and KORCD in Kompong Thom province, the Partnership program has selected KCDA as a new holistic partner to provide financial support and capacity building. There has been extensive work for non funding partners this semester including, assisting and facilitating, the General Assembly for the selection of new leaders in the KCC. The Partnership Program Manager has been elected as a board member of CFS and provided support in the area of organizational development to ICSO. A Partnership Reflection Workshop was conducted to build collaboration through understanding with holistic, small grant and non funding partners, as well as to strengthen good use of CWS Partnership Program Operating Guidelines. Peace – For nine years CWS has accumulated a depth of experience and understating about the way she should and can go about her work that has lead to improved opportunity for gender equality, weapon reduction, protection of forests and fisheries, successful dhammietras, restorative approaches to justice, transparency, anti-corruption policies and practices, and a do no harm philosophy that provokes us to constantly review our work for unintentional divisions or other harmful spill offs. This semester the Workshops on “Building Peace in Our Life” to general staff and Local Capacity for Peace to staff in PVH built on the training provided the commune counselors in various areas has been timely in its awareness raising to citizens affected buy the escalation of cross border disputes. . We will hold a workshop on restorative justice and reconciliation as part of the trauma seminars for our senior staff members in September. Also the Peace officer continues to provide support for the Timor Leste Team as they strengthen their practice in peace building. Emergency Response – CWS-C is very proud to have received her 7th gold medal, this time for our work on “Community Based Disaster Risk Management” from the Royal Government of Cambodia and the National Center for Disaster Management in its 5th regional workshop. The gold medal and letter of commendation reflects recognition of our “outstanding achievement in implementing the community–based disaster risk reduction program” for addressing and promoting disaster preparedness and mitigation in rural communities and for our efforts in dealing with drought mitigation through awareness raising, institution building, preparedness planning and mitigation projects. Water for the poorest – The United Nation General Assembly has named 2008 the International Year of Sanitation to draw attention to the plight of millions of people who do not have access to basic sanitation. In this regard, the Water and Sanitation Cooperation Project staff in Svay Rieng province is successfully bringing water to the poor, working in partnership with the Provincial Department of Rural Development. Through this semester 468 water filters, 100 hand pump wells and 69 household latrines have been accomplished by a dedicated joint team. CWS continues to examine the approaches needed in this next and final year of NCCA funding to expand the target for the bio-sand water filters which are very successful. Community Development in Remote Rural areas – During this reporting period, the Direct Services Program has successfully reviewed and revised SHG Guidelines which was approved by Program Oversight Group (POG) in April 2008 for continuing implementation. CWSC has this guidelines in hand aiming at rebuilding solidarity, self-confidence and increasing women’s participation in development activities. We are also satisfied with the confidence building phase that has encouraged community people to bring and discuss their common issues related to health, environment, agriculture, animal husbandry, domestic violence and human rights. For the first year of our Village Based Community Development project in Preah Vihear province following our CD model, CWS Cambodia has focused on building relationship, identifying key people; especially among vulnerable groups through

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home visits, overnight stays in order to listen and understand their concerns, village assets and needs. In addition however CWS has significant achievements in other related community development activities such as providing access to clean water for poorest households. Since July 2007 CWS staff members dared to begin living and working in very remote areas in the northernmost of the country, Choam Khsant district, Preah Vihear province, where other organizations do not work. Our emphasis was placed on strengthening community structures and introducing village participation along with capacity building. This will enable the villagers to organize themselves, assess their livelihood needs, learn about their rights and responsibilities, and to lead and manage, plan and implement projects that were relevant to their lives. Monitoring & Evaluation - The establishment of our M & E System as reported in the first semester is a system of thinking at CWS as Learning Organization as well as a guide for staff to consistently review CWS work as it does or does not measure up to meeting its goals related to changing the lives of the rural poor in an honest and transparent way. CWS staff at all levels are working to incorporate the suggestions made in the first full program monitoring. These are all notable achievements for the villagers, ourselves and our dependable funding partners, in a nationalized learning organization, just one decade out of the civil war (1998 – 2008). We would like to express our special thanks to all of our program and funding partners, communities, local authorities, donors, host government ministries, and partner NGOs, who have continued to work with CWS Cambodia in mutuality and collaboration toward fulfilling a common vision. We thank all of our partners for their monitoring visits, analysis, guidance and supportive feedback to the CWS Cambodia program. It is my intention that this report will give you the opportunity to understand the scope and depth of CWS’s work here in Cambodia. We welcome questions and observations about the overall quality of our programming, with which we are very pleased.

Josephine Barbour Country Representative

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FY08_End-Year_Narratives iv

ABBREVIATIONS Acronym Full names ADOVIR Association for Development and Our Villager’s Rights AFSC American Friends Service Committee AIDS Acquired Immune Deficiency Syndrome AOC Asian Outreach Cambodia APA Angkar Punleu Akphiwat AusAID Australian Agency for International Development AZEECON Asian Zone Emergency and Environment Co-operation Network BFDK Buddhism for Development in Kompong Thom BTB Battambang Province BTM Banteay Meanchey Province CAWST Center for Affordable Water and Sanitation Technology CAT Capacity Assessment Tool CBDRM Community Based Disaster Risk Management CBOs Community Based Organization(s) CC Commune Council CCC Cooperation Committee for Cambodia CD Community Development CDA Church Development Association CDF Community Development Facilitators CDHS Cambodia Demographic and Health Survey CDW Community Development Worker CEDAC Centre D’etude et de Development Agricole Cambodgien (Cambodian

Center for Agricultural Study and Development) CFEDA Cambodian Family Economic Development Association CFI Community Forestry International CIDC Cooperation for Indigenous People and Development in Cambodia CSF Children Support Foundation CGA Cambodia Global Action CHART Creative, Holistic, Action Research for Relationship Transformation CMVIS Cambodian Mine/UXO Victim Information System CNGO Cambodian Non-governmental Organization Com Dev Community Development COWS Cambodia Organization for Women’s Support CRC Cambodian Red Cross CSCM Cambodian Student Christian Mission CSO Concerns and Suggestions for the Government CWS Church World Service CWSC Church World Service Cambodia DAHP Department of Animal Health and Production DIPECHO Disaster Preparedness of European Commission Humanitarian Aid Office DSP Direct Services Program DYBTM Dhammayietra Banteay Meanchey DYMB Dhammayietra Mongkol Borei (Name of local NGO partner in Banteay

Meanchey province). EED Evangelischer Entwicklungsdienst ER Emergency Response ERP Emergency Response and Preparedness FMER Funding, Monitoring, Evaluation and Reporting FY Fiscal Year GPP Good Principle Project HAGAR Hagar International HC Health Center HIV Human Immunodeficiency Virus

FY08_End-Year_Narratives v

HMA Humanitarian Mine Action ICA Initiatives for Change Association ICD Integrated Community Development ICDP Integrated Community Development Programme ICSO Indigenous Community Support Organization IEC Information, Education, Communication IFM ? INGO International Non-profit Organization KCDA Khmer Community Development Association KCC Kampuchea Christian Council Kg Kilogram KNTO Kumnit Thmey Organization KORCD Khmer Organization for Rural Community Development KPT Kompong Thom province LCP Local Capacity for Peace LWF Lutheran World Federation LSCW Legal Support for Children and Women MAC Mine Action Coordinator MAG Mines Advisory Group MAO Mine Action Officer MAPU Mine Action Planning Unit MAT Mine Action Team MCC Mennonite Central Committee MCH Mother and Child Health M&E Monitoring and Evaluation MEDICAM Medical Cambodia (Umbrella organization for public health NGOs in

Cambodia)MoH Ministry of Health MoEY Ministry of Education Youth and Sports MoU Memorandum of Understanding MRD Ministry of Rural Development NCCA National Council of Churches in Australia NCCC The NGOs Code Compliance Committee NGO Non Government Organization NSDP National Strategic Development Plan OD Operational District/Organization Development OPA Old People Association PDA Provincial Department of Agriculture PADV Partnership Against Domestic Violence PDoE Provincial Department of Education PDoH Provincial Department of Health PDRD Provincial Department of Rural Development PHN Phnom Penh City PRA Participatory Rural Appraisal PM Project Manager PO Program Officer POG Program Oversight Group PP Partnership Program/Project PPS Phare Ponleu Selpak PRA Participatory Rural Appraisal PRC Provincial Red Cross PVH Preah Vihear Province RCV Red Cross Volunteer ROC Remnants of Conflict SHG Self Help Group SMT Senior Management Team

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SOP Standard Operating Procedure SRI Integrated System of Rice Intensification STD Sexually Transmitted Diseases SvR Svay Rieng province SWOT Strengths, Weaknesses, Opportunity and Threat TBA Traditional Birth Attendant TNA Training Need Assessment UNICEF United Nations Children’s Fund UNFPA United Nations Population Fund UCC United Church of Christ US$ United States Dollar UXO Unexploded Ordnance VBCD Village-Based Community Development VBNK Vityeasthan Bondosbandal Neakkrupkrong (an institute for managers

of organizations working for the development of Cambodia) VC Village Chief VCPM Village Committee for Program Management VDC Village Development Committee VHV Village Health Volunteer VL Village Leader VLA Village Livestock Agent VP Vulnerable People WATSAN Water and Sanitation WFP World Food Programme WG Working Group WMC Women Media Center WSUG Water and Sanitation User Group WVC World Vision Cambodia

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Table of Contents

Page

Executive Summary………………………………………………………………………………………..…i Abbreviation or Acronym……………………………………………………………………………………iv Table of Contents……………………………………………………………………………………………vii Direct Services Program

1.1 Direct Services Office…………………………………………………………..……………..1

1.2 KPT Village Based Community Development Project……………………………………10

1.3 PvH Village Based Community Development Project……………………………………17

1.4 SvR Water and Sanitation Cooperation Project…………………………………………..27

Partnership Program 2.1 Partnership Office………………………………………………………………….…………34

2.2 BTB/BTM Partnership Project…………………………………………………….…….…..42

2.3 KPT Partnership Project………………………………………………………….……….…52

2.4 Ecumenical Partnership Project……………………………………………………….…...59

Integrated Humanitarian Mine Action 3 Malai District Demining Project…………………………………………………..…………64

Integrated Humanitarian Mine Action Cases Story……………………………………………………………………..……………68

Phnom Penh Central Office

4 FMER, Finance, Administration, and Human Resource Management………….…….74

Appendices Appendix I : Summary of Finances…………………………………………….……………….91

Appendix II : Annual Outputs/Log-frame………………………………………………………114

Appendix III : CWS Cambodia Personnel List…………………………………………………240

Annexes Annex A : Organizational Chart……………………………………………………243

Annex B : Geographical Implementation Areas………………………………… 244

Annex B : Target Villages ………………………………………………………… 245

DIRECT SERVICES PROGRAM

KOMPONG THOM VILLAGE BASED COMMUNITY DEVELOPMENT PROJECT PREAH VIHEAR VILLAGE BASED COMMUNITY DEVELOPMENT PROJECT SVAY RIENG WATSAN COOPERATION PROJECT EMERGENCY RESPONSE PEACE

CHURCH WORLD SERVICE - CAMBODIA

FY08_2nd End-Year_Narratives

1Direct Services Program

1.1. DIRECT SERVICES PROGRAM

1.1.1 Introduction

The Direct Services Program (DSP) Office, based at CWS Cambodia Central Phnom Penh Office, was established in 2006 as a result of a merge between former Community Development Program and Strategic Support Unit in order to provide the technical and managerial support and address the coordination/communication problems they encountered. The DSP staff provides technical support and guidance to all the field level and/or implementing areas in the Village Based Community Development (VBCD) work in Kompong Thom and Preah Vihear Provinces, Water and Sanitation (WatSan) Cooperation work in Svay Rieng Province, and Disaster Mitigation and Emergency Response Unit and Peace Building programming as integrated in all areas of our target villages in the provinces.

Within this reporting period, DSP Office has nine staff members (three women) consists of a program manager, three program officers, three program coordinators and two program assistants, who are working in the areas of community based organization, income generation, food security, health, emergency response and disaster risk management and peace building. DSP Office staff focused their energy and time to support critical relationship building, problem solving, as well as capacity building with communities for implementing the village based community development outlined in new CWS Cambodia Community Development (Com Dev) Model. The significant milestone for the DSP Office is developing and reviewing the Self Help Groups (SHGs) guidelines, building capacity and technical supports to the Projects through trainings in Com Dev Model, 6D/PPCM, workshops and collegial feedback via field monitoring visits.

Within the reporting period, the DSP Office has achieved the following accomplishments:

1.1.2 Major Accomplishments and Changes

Overall Objective: To improve the communities' capacity on peace building, emergencies response, and disaster risk management and develop their ability to define their development direction in a participatory and democratic manner.

1. Capacity Building for Development Planning Objective 1: Develop community capacity to engage with Government Institutions and CBOs to define their development direction and manage their affairs in a participatory and democratic manner.

♦ Establishment of Water and Sanitation User Groups (WSUGs)

The DSP Office staff guided the WatSan Project level staff and the cooperating partner, PDRD, on the establishment of and strengthening Water and Sanitation User Groups (WSUGs). This was accomplished through providing them with technical support and trainings. The WSUG is a core committee responsible for planning and implementing activities related to the access of the

FY08_2nd End-Year_Narratives 2Direct Services Program

community members to clean water and sanitation and hygiene practices. It is a new mechanism introduced in the Province and is in compliance with Ministry of Rural Development’s direction. A successful 31 WSUGs were established with 155 members (78 women) in 31 target villages. Five training courses on role and responsibilities were delivered to 158 participants including 116 WSUGs’ members (63 women), five commune councilors (one woman), 30 Village Leaders and seven Commune Development Facilitators (CDFs). With this effort in providing training to WSUGs from the beginning, the Program led and modeled a good role for the Project implementing staff. With a good foundation, the Project staff were able to encourage the WSUG members to understand their role and enabled them to support their community toward positive change.

Household Water Quality Testing Training

A three day Household Water Quality Testing workshop presided by Center for Affordable Water and Sanitation Technology (CAWST) from Canada and hosted by Church World Service-Cambodia from 28-30 May addressed crucial issues. Water quality issues and the connection to public health; drinking water quality guidelines and minimum standards; types of contaminants and their indicators; water quality testing: physical, chemical and biological; selection of appropriate testing methodology and equipment; developing a water quality testing plan; record keeping, interpreting results, and reporting; and household water treatment options for developing countries especially Cambodia are important to deepen understanding of staff and implementers as a

strategy towards durable programming. With this regard, there were 14 participants from CWS Cambodia, Provincial Department of Rural Development of Svay Rieng and Preah Vihear, World Vision Cambodia (WVC), Asian Outreach Cambodia (AOC), Cambodia Global Action (CGA) and HAGAR International. The workshop’s objective is to help participants be familiar with different water testing methodologies including physical, chemical and biological testing techniques and select an appropriate testing methodology for their project work.

Other topics were also addressed such as physical, chemical and biological properties of water, water quality guidelines, testing protocol, analysis of data and preparation of water quality assessment plan. The workshop introduced household water treatment options as a potential solution to contaminated water. In addition, the ME Officer was also trained and a high-tech water testing tool, which will be kept in ME office for future testing of water quality during monitoring visits, will be purchased. This will improve the effectiveness of ME Officer’s work in regard to water and sanitation.

A meeting to establish WSUGs in Thma Village, Daung Commune, Svay Rieng Province.

Dr Betman presented to the trainees in practicing of water testing



2. Meeting Basic Need and Building Self-Reliance, Sustainable Livelihoods

Objective 2: Improve access to basic social services and amenities and improve overall food security of vulnerable people.

♦ Development of SHG Guidelines

Self Help Group Guidelines, which was developed and documented by Income Generation and Credit Program Coordinator under supervision of DSP Program Manager, was approved by the Program Oversight Group (POG) in May 2008. CWS Cambodia is one of the excellent INGOs in the country applying SHG model in the rural and remote communities. Before May 2008 we didn’t have complete SHG guidelines for best implementation practices. The Guidelines provide institutional framework for direction and guidance to CWS staff to effectively and efficiently implement the cash credit activities of the SHG projects, particularly, from the group formation and functioning to cash operation and group ownership. This is a good output that can have impact on the amount of daily supervision time needed to remind implementing staff of how we should operate SHG.

3. Strengthening Civil Society

Objective 3: Strengthen target community understanding and practice of peace building and restorative justice.

♦ Building Peace in Our Life Training

Building a peaceful and justice society is one of the core values of CWS and an important part of our vision and mission in contributing to a peaceful country of Cambodia. A training need assessment conducted in April 2007 by CWS Peace Program Coordinator, found that 55 CWS staff, including senior and support staff of projects and offices are ready for additional training on peaceful and interfaith relationships. In response to the TNA, a three-day workshop on Building Peace in Our Life

was conducted in Sihanouk Ville from 24-27 March by CWS in cooperation with CDRI for 26 CWS staff (10 women) from all Projects and Offices. All participants were introduced the idea of reducing prejudice and stereotype, which is a common cause of conflict and widely understood by Cambodians in their difficult relationships with the Thais and the Vietnamese. There are long dark histories that feed prejudice and discrimination (Ex: to date CWS does not have any staff who is an ethnic Vietnamese-Cambodian).The workshop retreat also introduced some tools for analysing or even thinking about conflict. The attendees highlighted the course is helpful for their personal and professional life. A similar peace building concept course will be provided to senior and middle managers in FY 09.

SHG Book Covers

Group discussion of LCP Workshop


♦ Local Capacity for Peace Concept Training

To motivate the Community Development Practitioners to take into consideration the advantages and disadvantages of development activities and to change their attitude toward assisting the community, a three-day introduction workshop on Local Capacity for Peace (LCP) Concept, from 29-31, January at CWS Preah Vihear Office was conducted for 22 Project staff and Phnom Penh Office staff and a CNGO Partner (CSCM). The training post-test result showed that 19 participants had well understanding about the advantage of LCP for themselves and community due to their previous work background in peace building.

The attendees noted that if CWS Cambodia used the LCP framework, they can reflect on intervention in the past and plan for the future that best lead to support community in a peaceful way. Mr Navuth, CDW of the SVR Cooperation Project, Miss Amara, CDW of KPT and Mr. Vankea, CDW of the PVH Project gave the same remark, “LCP concept helps us to pay more attention on the negative and positive impact before giving assistance to communities; moreover, we are able to identify the connecting and dividing factors of our intervention in the respective target communities”.

In January 2009 CWS Program plans to organize training module two on LCP Assessment, which will introduce to staff the LCP assessment tools and analytical skill in terms of peace mainstreaming in the project implementation.

4. Emergency Response and Preparedness

Objective 4: Improve disaster preparedness and response capabilities among target communities.

♦ Funding Appeal to ERP Program of CWS NY The abject poverty in Cambodia is difficult to imagine, especially when we only see Phnom Penh and the major towns. Flood and drought are chronic disasters to many CWS and CWS partner target areas. When disaster happened in 2007 it affected crop harvest of ADOVIR villages in early 2008. Vulnerable families were more than hungry. Therefore, in the first week of April 2008, through ADOVIR and in cooperation with Village Chief and funeral association committees, CWS via our ERP Program distributed food, blanket materials and kitchen materials (see below table) to 45 vulnerable families (240 people; 122 women, and

102 children), who faced food shortage as well as house fires (nine families)1.

1 in four villages (Sthapor Pi, Buo Run, Ta Khiev and Doung), Ampil Pram Daeum Commune, Bavel District, Battambang Province

Group discussion of LCP Workshop organized in CWS Preah Vihear Office

Family affected by house fire in Sthapor Pi Village



No. Assisted with supplement # No. Assisted with supplement #

1 White rice 3,600 kg 8 Cooking pots 18

2 Soy sauce 270 bottles 9 Plates 45

3 Iodine salt 180 pkgs 10 Soup bowls 18

4 Vegetable oil 45 bottles 11 Spoons 108

5 Mats 9 12 Scoops 9

6 Mosquito nets 18 13 Kettles 9

7 Blankets 27 14 Water filters 9

Each family received six bottles of soy sauce, four packages of iodine salt, one bottle of vegetables oil and 15 kgs of white rice, one mat, two mosquito nets, three blankets, two cooking pots, five plates, two soup bowls, 12 spoons, one scoop, one kettle, and one water filter (for nine families whose houses were on fire). The on-time response saved them from starvation; reduce their stresses and difficulties for one month, which allowed them to find other work elsewhere to earn money. Those victim families expressed their thanks to ADOVIR and CWS for their timely support.

ERP Program was able to help them receive an approval from the CWS-NY ERP Program to an appeal submitted by ERP Program. The CWS- NY ERP Program granted USD1, 860.00.

♦ CBDRR Gold Medal Award from the RGC and NCDM

CWS Cambodia received a gold medal for reconstruction of the country for “Community Based Disaster Risk Management (CBDRM)” from the Royal Government of Cambodia (RGC) and National Committee for Disaster Management (NCDM) on April 02, 2008 in the Regional Workshop on 5th Disaster Management Practitioners for South East Asia, with 300 participants from Cambodia, Thailand, Vietnam, Indonesia, Pakistan, Philippines, India, Bangladesh and representatives of funding agencies such as Disaster Preparedness Program of European

Food and kitchen utensil distribution to food shortage and house fire families in Sthapor Pi Village

CWS-C Director for Programming received a gold medal award from RGC’s Vice-Director of NCDM,

HE Nhem Vannda


Commission Humanitarian Aid Office (DIPECHO) South East Asia and South Asia, UNDP Regional Office, UNESCAP Regional Office, AusAID Regional Office and Government Ministries. The gold medal awarded is for the outstanding practices of the organization in the field of CBDRM and social development. This is a tribute to the steady work and deep commitment of the ER Program staff and their supervisor.

♦ CWS Cambodia Joins the Evaluation CRC’s CBDP Project

Cambodian Red Cross (CRC) and Danish Red Cross (DRC) invited CWS Cambodia’s ERP Program Coordinator to join an evaluation team as the National Consultant for conducting evaluation of the CRC’s Community Based Disaster Preparedness (CBDP) Project from February 18 to March 3, 2008. The Evaluation was led by a Filipino consultant, Mr Jerome Casals, and conducted in two target provinces of Svay Rieng and Kratie, out of the Project’s four target provinces. Besides providing inputs to CRC and DRC, CWS Cambodia through ERP Program Coordinator learned good practices of CRC’s Project as well, particularly using the Red Cross Volunteers to intervene the CBDP Project. Through learning the action reflection cycle philosophy, CWS Cambodia will use their good practices to apply in its project implementation.

♦ CBDRM Project Proposal Submitted to DIPECHO SEA

CWS-C’s ERP Program submitted a CBDRM Project Proposal requesting US$ 220,810.00 or EURO 147,207.00 from DIEPCHO SEA through Dan Church Aid (DCA) in Cambodia to implement the CBDRM Project. The Project will implement through three holistic partners working with CWS Partnership Program in 40 target villages; 13 villages of KCDA, 15 villages of KNTO, and 12 villages of CEFEDA. Those target villages are selected based on their vulnerability and as target provinces of Dan Church Aid.

A disaster risk and need assessment in 2008 by the ERP Program found that the target communities are facing with various disasters especially drought that hurt the communities from year to year. The scope of the risk is beyond the capacity of the community to cope with whilst local disaster management structure – Commune Committee for Disaster Management – is not yet strong enough. CWS also found that communities must have access to information and knowledge on how to prepare for and respond to disaster situations.

5. Program Development, Management and Supervision

Objective 5: Effective and efficient program management and functioning; enhance community development planning and practice.

♦ Annual Budget and Project Planning

Three three-day workshops on Annual Budget and Project Planning were conducted separately from 06-19 March in Preah Vihear, Kompong Thom and Svay Rieng, with 25 staff (seven women) participated. The Program has led the process and brought about a consensus agreement on budget and consolidated activity plan for FY09. More importantly, the Project staff was introduced step-by-step how to develop a detailed budget and activities plan using logical framework approach. The activity has also improved the linkages between Program Office and Project levels in term of relationship, mutual understanding and the distinction between roles and responsibilities of Program and Project levels for the overall effective work implementation.



♦ Reviewing of CWS-C’s Community Development Model

The CWS Cambodia’s Community Development model was developed in May 2006 and has been implemented since July 2007. In order to share the achievement of the first year implementation, and explore the root causes of challenges and successes and revisit each phase of CWS Cambodia’s Com Dev Model with recommendation for change, a Reflection Workshop was conducted from 23-25 June for 27 staff (nine women) from Program Office, PVH and KPT Projects. Key recommendations were addressed including setting indicators on an annual basis, looking at unanticipated activities,

but not included in the Model, to develop food security and income generation indicators. The Workshop is documented as a source to review Community Development Model and all the necessary guidelines in phase two and three. The DS Program Manager, Program Officer, Project Manager, and other key staff will work together as a committee to review the existing Community Development Model in August 2008.

1.1.3 Major Challenges

a. Challenge 1:

In the first year of commencement in new target areas of VBCD Project, the Project staff focused energy and time on building relationships and understanding community development with communities. Little time was focused on health related issues which are also a primary concern in this area. Most CWS staff has no health background. There was a delay in recruiting a suitable Health Officer to manage CWS health activities and to build capacity for the Project staff. In order to fill this gap and to raise awareness, considerable time was spent to recruit a Health Officer. Until now, he has conducted a Training Needs Assessment (TNA) and assessed the current needs of the programming. POG has been fully briefed on his work. The training curriculum will be designed and provided to field staff and target group within the first semester of FY09.

b. Challenge 2: Before the VBCD project starts, the DS Program Office conducted a PRA in Preah Vihear Province. The Kompong Thom Project staff were also invited to join to learn the process and tools. The Kompong Thom Project staff then conducted the PRA independently with limited support from the Program Office. The PRA results such as data and information collected, and compiled by the Kompong Thom Project staff are considered inadequate to measure the impact of the Project implementation in the 12 target villages. In this regard, the Program Office will lead the Kompong Thom Project staff to conduct a baseline surrey in the next few months of FY 09.

CWS staff share their expectation and issues in the Action Reflection Workshop


c. Challenge 3:

Unavailability of emergency contingency fund under the ERP Program has limited the capacity of ERP Program to respond to the emergency needs of victims everywhere. For example, in 2007 Svay Rieng Province, which did not have fund allocated for emergency response, could not assist hundreds of families who were facing food shortage identified by CWS ERP Program. However, the ERP Program could assist food shortage and house fire victims in Battambang Province who proposed emergency assistances in late February 2007 through an appeal in March 2008 to ERP Program of CWS-NY.

d. Challenge 4: Another indication was that there was a lack of technical expertise in the PVH-VBCD Project, especially in bio-sand filter, well constructions as well as some of other structural constructions. We were not able to precede with some construction activities. Responding to that, the Direct Services Program hired the CDF of the SVR WatSan Cooperation Project to assist the bio-sand filter construction activities in Preah Vihear Province. 1.1.4 Lessons Learned

a. Lesson learned 1: As mentioned in challenge number one above, in order to implement health project’s related activities, we need to firstly build capacity of our project staff on health education to ensure they have basic knowledge on health related topics. b. Lesson learned 2: It is not possible to rely on the Project staff alone to conduct PRA and baseline survey independently without the involvement of the Program staff to provide them with technical assistance and guidance, even after we gave them training on how to do it. The Program Office should set clear direction and undertake a leading role on the activities for the Project staff. 1.1.5 Issues Not addressed

With our budget available and we do not have funds allocated to cover meal allowance for field staff who stay overnight in the target villages, the Direct Services Program could not respond to the request from the WatSan Project’s field staff experiencing with soaring inflation of commodity prices. In response to the inflation and other requests from CWS staff, CWS Cambodia organized a workshop on “Inflation issues” in June 2008 with participation from all CWS staff. There is no concrete solution yet to this issue as inflation is occurring worldwide, not only in Cambodia. CWS’ Senior Management Team is paying close attention to this issue and hope there will be a response to staff once the solution is found in August 2008.



1.1.6 Future Plans

Fiscal year 2009 (FY09) marks the second phase of CWS’s Com Dev Model in implementing Village Based Community Development (VBCD) Project in two Provinces of Kompong Thom and Preah Vihear. FY09 is the year that the Direct Services Program will be phasing out the Water and Sanitation Cooperation (WatSan) Project from target villages in Svay Rieng Province. To ensure the Program and Project staff implement and manage those heavy tasks effectively, the Direct Services Program Office will be focusing on reviewing Com Dev Model, building staff capacity, project guidelines, exit strategies, conducting field monitoring visits, and building capacity for communities based on their needs as follows:

Divide the Village Based Community Development Project into two different Projects called; Kompong Thom Village Based Community Development (KPT VBCD) Project and Preah Vihear Village Based Community Development (PVH VBCD) Project. Doing this, each Project will have individual Framework and Plan. The Direct Services Program will be assigning the Program Officers to supervise and to ensure the Projects maintain the same approach of CWS-Cambodia’s Com Dev Model even though they are split up.

Develop and implement exit strategies inside of the SVR WatSan Cooperation Project Develop and review guidelines for project implementation on health, food security, WCA, WatSan, ERP, CBDRM.

Develop and finalize MoUs with relevant Ministries. Provide training on Primary Health Care and other diseases prevention to the Project staff Provide training on Leading and Managing Rural Organization to staff Provide training on Anti-Corruption to staff and Commune Councils Provide training on Trauma Peace and Restorative Justice to CWS Cambodia’s staff and peace practitioners.

Provide training on disaster management to staff and community Provide training on SHG guideline and bookkeeping to staff and communities Provide refresher course on MCH to VHVs Provide refresher course on Primary Health Care and other diseases to VHVs Provide training on home gardening to the Project staff Provide training on animal raising to community people Provide training on role and responsibilities of CPV to CPVs Provide training on peace building to CPV and key community people Provide training on peace building to senior and middle managers of CWS Provide coaching to field staff to implement the Project activities Attend external meetings/workshops and other related/associated events and ceremonies/anniversaries and so on per request and invitation.

Lead the baseline survey in Kompong Thom target area Conduct 2nd VBCD Model Reflection Workshop Implement the CBDRM Project in BTB, BMC and OMC through partnership with CNGO partners for a period of 15 months, starting from August 2008 with funding support from DIPECHO.

FY08_2nd End-Year_Narratives 10KPT Village Based Community Development Project

1.2. KOMPONG THOM VILLAGE BASED COMMUNITY DEVELOPMENT PROJECT

1.2.1 Introduction

The Village Based Community Development (VBCD) Project in Kompong Thom province has been implemented since 1993 after the Paris Peace Agreement in 1991. Initially, it was started as a humanitarian relief work for intervention and implementation in assisting the re-integration and mobilization of repatriated refugees from the Cambodian-Thai border. Later on, it had shifted from the relief work activity into the Community Development in order to effectively respond to the real situation for those newly resettling families and the local people who suffered from many years of civil conflict, especially for the needs of community.

Presently, the Kompong Thom VBCD Project is working only in five of its 13 target villages in Prasat Sambour and Santuk districts. The reason is that from December 2007 to April 2008 four staff members immediately resigned and there be a delay in finding new replacements because there were no qualified candidates. The main purpose of the Kompong Thom VBCD Project is to build capacity of Community Based Organizations and Commune Councils in Kompong Thom province so that they are able to lead and manage their own resources and project activities. The Kompong Thom VBCD Project team has 13 staff members, four of them are supporting staff who spend 50 per cent of their time working for Preah Vihear Village Based Community Development as well.

Within this reporting period, the Kompong Thom VBCD Project has implemented its major community development activities such as identifying problems that communities encountered and encouraging them to resolve those problems by themselves using all available resources within their communities with little support from CWS. The Kompong Thom VBCD project staffs have also built strong good relationship with local authorities and governmental institutions as key development actors who are actively involved in our development work. As a result, the Kompong Thom VBCD Project has assisted communities to form four Self Help Groups (SHGs) benefiting 83 families, establish five rice banks benefiting 117 members (63 women) and two water pump committees benefiting 47 families, select 24 Traditional Birth Attendants, 25 Village Health Volunteers, 24 Cambodian Red Cross Volunteers and 25 Peace Volunteers in 12 villages. Moreover, the Kompong Thom VBCD Project has identified and assisted 30 vulnerable families who urgently need assistance to develop their household planning, of which 16 families were additionally provided with water filters and another two families with financial support to run small businesses.

Within this reporting period, the Kompong Thom VBCD Project has achieved the following accomplishments and changes:


Overall Objective: To improve the communities’ capacity on peace building, emergencies response, and disaster risk management and develop their ability to define their development direction in a participatory and democratic manner.


11KPT Village Based Community Development Project

1. Capacity Building for Development Planning Objective 1: Develop community capacity to engage with Government institutions and CBOs to define their development direction and manage their affairs in a participatory and democratic manner.

1.1. Support of Community Initiated Development Plan

Through the use of a PRA, we found that the lack of community structures, very low social capital and limited trust or expectations among villagers, social services are far from satisfactory. Illiteracy is high and overall the general education is low. The decentralization calls for certain systems and structures, which in fact do not exist in this area. To break through some of these issues, CWS in cooperation with PDRD formed village development committees via election processes and helped to establish some basic CBOs that can help pave the way for raising participation and ownership of community efforts to improve their situation as well as introduce good governance principles and practices. To build their capacity and improve their roles and responsibility CWS and PDRD conducted several trainings to introduce basic tools widely accepted in the decentralization process: Including proposal writing, village planning, role and responsibility, communication and problem analysis. To put their new knowledge and tools into practice, they developed 16 community development initiative plans (two community meeting halls, two village roads, one village culvert road, two small grant for VPs, five open wells, and four water filters for VPs ) for submission to CWS for both financial support and technical advice. The planning process and resources inspired leaders, authorities and elected VDCs mobilized resources to add to the CWS funds to improve their communities. Within this reporting period, five of 16 Development Plans are in progress, and another 11 will be carried out at the end of the rainy season. Below are significant achievements accomplished together community people, VDCs and the Kompong Thom Project after CWS built their capacity and knowledge.

1.1.1 Construction of two community meeting halls:

One of the key tenets of the CWS approach is that good governance may emerge through more inclusive processes and reparation of trust issues which will come over time if there is a more level playing field. In two of the villages Beng and Sraeung, the communities expressed a need for salas that is community meeting halls that would accommodate a wider constituency as well as depoliticize town meetings and community ceremonies. Through consultative meetings, communities prioritized the construction of a public place that can be accessed by any villager despite their political affiliation or

Annual Community Planning Workshop at Tumnob Pagoda

A community meeting hall in Beng Village constructed with support from CWSC


relationship with the village leader. Planning and implementing of the construction projects in it was a community activity that well may be a first step at neutralizing the client patron relationships to some extent. Two villages now have concrete symbols of inclusion and participation. Both of these outputs are clearly “connectors” in the LCP model of community development.

While Beng Village, the project office/ community ratio of construction cost was divided 40/60 percent while a hundred percent of labor was provided by the community and materials used in construction, Sraeung community members contributed about 64 percent of the cost of construction materials and labor to the Project’s 36 percent. To date these community salas have been used for disseminating information, vaccinations campaigns, and village meetings. One insignificant impact of this lengthy process has been the shift in community participation and the sense of ownership in their communities through the process from the selection of village representatives through elections, capacity building trainings, planning practicum’s, task delegation and actual implementation including, cutting and transporting timbers, collecting gravel, soil and sand to build the floors, and also joining the construction, villagers have shared the responsibility of a successful contribution to their community In Beng Village, to secure enough timber, the new commune councilors, village leaders, just elected VDCs and villagers formed a committee to seek permission from the Commune Forestry Office for cutting timbers, an actual experience in a democratic process to legally achieve a community goal. CWS field staff believe they have contributed to the development of community solidarity.

1.1.2 The Community Roads Repair:

Lack of infrastructure is listed as one of the major obstacles to development. Roads are a primary factor to isolation lack of contact with the larger world, access to services such as schools, health centers and markets. Within this reporting period, there was a significant change in community life through the roads repair work. Two separate community roads, ranging from 50 to 100 meters, were constructed in Tnaot Chuor and Boeng Khvaek villages in Sraeung Commune. CWS was able to use a Food for Work scheme to mobilize marginalized families and complete road repair in June, before the arrival of rainy season. These roads enabled people to transport their products to markets more easily, and get to the Health Center when they need to. The roads also help CWS staff get to villages more easily for their work.

1.2. Vulnerable People Development Plan and Support

The Kompong Thom VBCD Project staff is working hard to ensure that vulnerable people participate in community development activities. These vulnerable people are extremely poor due to lack of income, education and land ownership for rice cultivation. To address these issues, the Kompong Thom VBCD Project has provided vulnerable families with financial support, mentoring, coaching, education and management for them to have small business at homes for income generation. Moreover, the Kompong Thom VBCD Project has successfully identified 60 families that are considered most vulnerable in 12 target villages and selected 30 families in five target villages to support for developing their household planning. 14 households

Road repair work in Boeng Kha’ek Village



received technical advice, mentoring and education on SRI, chickens and pigs raising. 14 households received water filters and another two households received financial support to run their small business of selling cupcakes and porridge. The total money required to run these two businesses was USD200.00, in which CWS partially contributed a total of 320,000 Riel (USD80). So, each business received USD40.00 to purchase dishes, spoons, pots and ingredients to start with. Ms Heurn Hoam with her two children living in Choam Boeng village and Ms Tuon Thim with her three children living in Thmei village start their small businesses selling cupcakes and porridge. They use profits earned to buy food for their families, support their children to attend school.

2. Meeting Basic Need and Building Self-Reliance


2.1. Maternal and Child Health Project (MCH)

Pregnant women, lactating mothers and children under two years of age suffered from lack of food and dietary diversification, aggravated by factors such as low level of education (particularly women and girls), poor awareness of good health and nutrition practices, inadequate support for childcare and inappropriate weaning practices, which can lead to malnutrition. Malnourishment manifests itself in slower body growth among children: smaller height-to-age ratio (stunted), lesser weight-to-height ratio (wasted) and/or lower weight-to-age ratio (underweight). Malnutrition is more prevalent in rural than urban areas, although

a gender-specific bias does not seem to exist. Data suggest that the worst-performing provinces on these measures are Pursat and Siem Reap, followed by the provinces Oddar Meanchey and Kompong Thom1. The Kompong Thom VBCD Project staff in cooperation with VHVs and local

1 Source: UNDP Cambodia’s CHDR2007: Expanding Choices For Rural People, pg.30

Vulnerable household beneficiaries: water filer (L), home garden (M) and small business (R)

MCH monthly commodity distribution in Choam Boeng Village


authorities identified 83 pregnant women, 170 lactating mothers (up to six months old), and 242 infants (from seven to 24 months old) in twelve target villages of Sraeung and Tipou communes.

During the reporting period, in partnership with WFP, the Kompong Thom VBCD Project implemented MCH Program by distributing five MCH monthly commodity to 318 infants (149 girls), 102 lactating mothers, 54 pregnant women and 318 infant mothers in 12 villages in Sraeung and Tipou communes with a total amount of 14,346 kgs of corn sugar blend, 11,550 kgs of white rice, 1,422 kgs of sugar and 757.5 kgs of vegetable oil.

Table below illustrates the food ratio breakdown for each group of beneficiaries.

Ratio per month (kg) Beneficiary Description

CSB Sugar Oil Rice

Pregnant women (6 months to delivery) 6 0.75 0.3 4

Infants (7 to 24 months old) 6 0.75 0.3 -

Mother of infant (7 to 24 months old) - - - 4

Lactating mothers (from delivery to six months) 6 0.75 0.3 4

Whenever there is food distribution, VHVs in each village with support from Project staff, educate people mostly mothers about the benefits of eating corn sugar blend, how to cook and maintain quality of corn sugar blend. Moreover, VHVs explained them about the importance of breast feeding for their infants and taught them how to prepare supplementary food when it is available in the villages. The monthly meeting also gives an opportunity for women to share their experience in cooking corn sugar blend and their health improvement. As a result, women who were reluctant to eat or were still doubtful about the benefits of eating corn sugar blend changed their attitude and beliefs and started eating corn sugar blend. Every three months, we weigh infants to check their health progress and provide necessary feedback to relevant mothers.

For significant changes on both lactating mothers and pregnant women, the project staff and VHVs who monitor and work closely with them reveal that there are many changes and improvements in their health condition. Before eating corn sugar blend most of them were tired, looked pale and insufficient breast milk. Now these signs gradually disappear and they become healthier, active, gain weight and have sufficient breast milk. For example, a young mother in Thmey Village, whose health condition is similar to the majority of women in our working area, said that “after eating corn sugar blend and receiving health education from VHVs, I am now healthier and have sufficient milk for my baby.” VHVs and the Project staff also reported about gradual weight gains for most infants, which indicated their health improvement by the MCH program.

Based on the study made in 12 target villages during last semester on infant nutrition status, it showed that 5 percent of infants were in “severe category”, 20 percent were “moderate category” and 75 percent were “normal category “. However, after giving food commodities and educating mothers about how to feed their infants properly, the project staff found that the previous 5 percent of infants who had severe condition moved to moderate category. The rest are in normal condition.



3. Major Challenges

Challenge 1:

Within this reporting period, four staff members of Kompong Thom VBCD Project resigned from CWS including a Project Manager who had many years working with CWS. Their resignations prevented the Kompong Thom VBCD Project from implementing its work fully in all 13 target villages. We could only implement our work in five villages. This did not mean that we abandoned the remaining eight villages. We still maintain our close relationship with literacy teachers, VDCs and VHVs in those villages and engaged them in attending our workshops or trainings.

In response to this challenge, the Kompong Thom VBCD Project with support from Program Manager of Direct Services and Human Resource Department worked together to quickly recruit new staff members to replace them. Fortunately, one Project Manager, two Project Coordinators and six CDWs were successfully selected to start their work in June 2008. We therefore hope that the Kompong Thom VBCD Project will be able to cover its work in all 13 villages from the next semester.

Challenge 2:

The Government has integrated System of Rice Intensification (SRI) promotion into its NSDP, given the benefits from SRI demonstrated for the agricultural sector: yield intensification, diversification (facilitated by gains in land productivity), use of compost to improve soil fertility (SRI uses farmyard manure), and fish culture (SRI makes it possible to free up land area for fish ponds). The Ministers of Agriculture and Environment are personally promoting SRI2. The Kompong Thom VBCD Project conducted SRI training for 20 participants, of which 18 of them are women, as their husbands were busy collecting resins and woods in the forest. During the training CWS encouraged the participants to experiment new techniques that require farmers to improve their traditional rice growing techniques they have been using. Short response we received from women participants was that applying SRI techniques required decision from their husbands who are mainly the household heads.

4. Lessons Learned

Lesson learned 1:

From this challenge, we learned that community development does not necessarily mean that provision of concrete resources and inputs to them can cover all aspects of human relationship, interaction, capacity building, encouragement and motivation. Combining CWS-C’s perspective on development and resources with their own development efforts on their own pace, the people’s hidden potential and creativity for development can be transformed into real development work.

2 Source: UNDP’s CHDR 2007: Expanding Choices For Rural People, pg69


Lesson learned 2:

We realized that the decision making power whether to start implementing SRI techniques or anything else rest largely with men. Therefore, for future trainings that are involved with decision making and women’s rights, it is necessary to include men in balance proportion as well so that they can learn from the training and subsequently change their attitude in relation to how they see and treat their wives, daughters and other women. Providing gender training to men in the community is probably one of the approaches to change people’s attitude both men and women.

5. Issues not addressed:

People from six villages (Boeng Khvek, Anlong Sleng, Beng, Thnort Chuor, Tamnob and Chamboeng) leave their homes to work in cassava and rubber plantation in Sandan district. Each of them can earn approximately 12,000Riel (US$3) per day. So far there has been no measure taken by the local authority to prevent these people movement because it is their main source of daily income. Their frequent absences from the community impede our project development activities that require their full participation and involvements. Those productive people wish to receive their income to meet their urgent need rather than to wait for harvest season. Recently in the community we could only meet elderly people, children, pregnant women and lactating mothers. The Kompong Thom VBCD Project has not taken any action to address this issue. Perhaps we will raise it in the next POG meeting.

6. Future Plan

Review FY 2008 baseline data from 12 target communities Conduct semester meeting with VDCs and CCs Support tree seedling to VP household and community nurseries Continue to prepare VP household assessment and household planning Continue the coordination with PDoH and OD to provide training to VHVs and TBAs Cooperate with HCs to provide primary health care awareness to communities Support VHVs to provide water sanitation and hygiene training to communities Support open well, water filters, household and latrine construction Continue supporting income generation activities to vulnerable families Provide training on home garden, SRI, IFM and animal raising to farmer Form SHGs and small income generation groups Provide training on understanding of conflict, peace building to CC and CBOs Support RCVs and VDC to provide awareness on CBDRM to community people Support RCVs, CBOs and CCs to develop and implement mitigation plan


17PHV Village Based Community Development Project

1.3. PREAH VIHEAR VILLAGE BASED COMMUNITY DEVELOPMENT PROJECT

1.3.1 Introduction

It is one year since CWS Cambodia expanded its Village Based Community Development Project to the very remote district area of Choam Khsant in the northernmost of the country, which is one of the seven districts1 of Preah Vihear Province bordering Laos, Thailand and Cambodia. CWS works in this remote area with its committed and skilled staff to build confidence, trust and good relationships with grass roots people, local authorities and other governmental institutions through home visits, overnight stays, discussions, meetings to try to listen and understand their concerns and problems.

Meanwhile, during this reporting period the Preah Vihear VBCD Project staff have been working hard with community people, VDCs, VLs, Commune Councils to solve the problems of health, water, hygiene and sanitation, food security, education and poor infrastructure, which are the major obstacles faced mostly by the community people. Our Project staff also assist to establish and strengthen local structures for development planning in order to meet their basic needs towards self-reliance for positive changes.

It is also critical in CWS long term goals that we are building their capacity so that they can lead and manage, plan and implement their development activities with full knowledge, confidence and participations in every step of development process that CWS is carrying out. This will ensure their future strong ownership of all achievements CWS has made and left over for them to continue after we phase out.

Within this reporting period, the Preah Vihear Project covers 18 target Villages of four Communes (Choam Khsant, Rumdaoh Sre, Tuek Kraham and Yeang), benefiting 1800 direct beneficiaries and 4,000 indirect beneficiaries through the following accomplishments and changes:


Overall Objective: To improve the communities' capacity on peace building, emergencies response, and disaster risk management and develop their ability to define their development direction in a participatory and democratic manner.

1. Capacity Building for Development Planning

Objective 1: Develop community capacity to engage with Government institutions and CBOs to define their development direction and manage their affairs in a participatory and democratic manner.

1.1. First VDC Annual Workshop In order to help village development committees (VDCs), village leaders and local authorities know about their roles and responsibilities, and for them to understand their delegated tasks that

1 Chey Saen, Chheb, Choam Khsant, Kuleaen, Rovieng, Tbeng Meanchey and Sangkom Thmei

FY08_2nd End-Year_Narratives 18PHV Village Based Community Development Project

would enable them to work together closely and smoothly to solve problems in their community, CWS organized one-day VDC annual workshop on 28 January 2008 in Choam Khsant District with 47 participants (15 women), of which 21 are VDC members, 18 are village leaders, four are commune councilors, one district governor, three representatives of district office of education, one health centre staff and another PDRD staff. 10 CWS staff (three women) who also attended played different roles in registering participants and providing administrative and logistics support for the workshop. On the other hand, the purpose of this workshop was to

witness and document the successes and achievements of VDCs working in each village as well as to listen to their problems and challenges to be considered for future development plans. This workshop gave an opportunity for participants, particularly VDCs to build relationship with governmental authorities, especially district authorities by talking directly to them. All problems and concerns related to community development were shared and expressed openly with relevant government officials. This measure was quite new and constructive as local authorities and villagers previously did not understand or have proper communication channels. For example, there was an appeal to the Health Center to immunize children and provide tetanus vaccination to pregnant women, the Choam Khsant Health Center’s staff actually promised to work with TBAs on this issue.

After the annual workshop, some major outcomes were produced by VDCs in collaboration with the Preah Vihear VBCD Project such as 10 open wells were dug, 16 hand pump wells were constructed, two wooden bridges were constructed and another one was repaired, 29 village development plans and proposals were successfully developed and submitted to the Project office; whereas 60 vulnerable children were identified and selected for support for them to maintain their study at public school.

1.2. Support Local Initiative and Development Plan

With support from the Preah Vihear VBCD Project staff, VDCs of Veal Pou, Teuk Krohom, Choam Antil, Reaksmey and Chaom Sre Villages worked together with community people to address their needs and prepared three separate concrete action plans and proposals to request assistance from CWS. CWS responded to the request with two wooden bridges constructed and one bridge repaired.

1.2.1 Construction of New Wooden Bridge:

Lack of infrastructure is listed as one of the major obstacles to development. Bridge, which is part of the road, is also a primary factor to isolation, lack of contact with the larger world, access to goods and services such as schools, health centers and markets. Within this reporting period, there was a significant change in community life through bridge construction work. Following

Annual VDC Workshop in Choam Khsant District organized by CWS Preah Vihear on January 28.



A new wooden bridge in Veal Po Village, constructed with support from the Preah Vihear VBCD Project

consultative meetings and discussions between VDCs and community people in Veal Pouu and Tuek Kraham villages, the construction of two wooden bridges, one in Veal Pou Village, size 30 meters length, three meters width and five meters height directly benefiting 134 families and another one in Teuk Kraham village, size 16 meters length, three meters width and five meters height direct benefiting 146 families were successfully completed. While in Veal Po village, the project office/community ratio of construction cost was divided 20/80 percent while a hundred percent of labor was provided by the community and materials used in construction. Community members in Teuk Kraham village contributed about 17 percent of the cost of construction materials and labor to the Project’s 29 percent. As a result, these two wooden bridges are used for reconnection between community people living in Veal Pou and Tuek Kraham villages and other villages as well as to enable people to transport their products to markets more easily, and to get to the health center when they need to. The bridges also help CWS staff get to villages more easily for their work. The Project staff believes that our support for the construction of these bridges can positively contribute to building up the community solidarity. This is one of our initiatives to bring people from different communities together to work on a specific “bridge construction project” by creating a chance for them to interact and discuss with each other for mutual benefits. Our Project staff were also happy to monitor their proactive roles and participation in these bridges construction. Some went to the forest to cut timbers, others helped transport them to the construction sites.

A new wooden bridge in Tuek Kraham Village, constructed with support from the Preah Vihear VBCD Project


1.2.2 The Community Bridge Repair:

There was also a significant change in community life through bridge repair work. A community bridge named “Stung Memay”; about 40 meters in length, three meters in width and eight meters in height, was completely repaired for villagers living in Choam Antil, Reasmei and Choam Srae villages to use. Stung Memay is the longest bridge that our Project has supported for repair. It is truly an essential means of communication used by community people in Yeang commune to visit their relatives or do business contacts with other villagers living in Choam Antil, Reaksmey and Choam Srae villages. It was for a year that those villagers used to wade through water underneath the road when they traveled from one village to another. The project office/community ratio of repair cost was divided 64/36 percent while a hundred percent of labor was provided by the community and materials used in repair work. Stung Memay Bridge enables people to transport their products to markets more easily, and to get to the health center when they need to. The bridges also help CWS staff get to villages more easily for their work. During this reporting period, the Project staff met with 40 people (25 women) who use Stung Memay Bridge everyday including representatives of school children, micro-business agents, farmers, local leaders and VDCs of Veal Pou and O’Aban villages and other villagers. All of them were satisfied with the bridge which, they said, made their travels faster without needing to wade through deep water stream. A school boy from Veal Pou village recalled difficulty he had while there was no bridge “Every time my friends and I took off our uniforms and school materials from our bags to wade across the stream to and from school. But now with a bridge, we no longer did that. Instead, we can ride and walk easily on the bridge.” All community people including VDCs and commune councilors expressed their appreciation to CWS Cambodia who made this important infrastructure development for their community. Another remarkable outcome is that Village Leader of Teuk Kraham village and Bridge Construction Committee have demonstrated their high commitments to construct another bigger bridge next year using valuable experience they learned from bridge construction this time. They were optimistic about the achievement made and happily said, “We believe with our capacity, participation and cooperation we can construct another bridge in our village”.

2. Meeting Basic Need and Building Self-Reliance, Sustainable Livelihoods


1.1. Maternal and Child Health Project

The under-five mortality rates for 2007-2008 (143 per 1,000 live births) in Cambodia are unacceptable. Pregnant women, lactating mothers and children under two years of age suffered from lack of food and dietary diversification, aggravated by factors such as low level of education (particularly women and girls), poor awareness of good health and nutrition practices, inadequate support for childcare and inappropriate weaning practices, which can lead to malnutrition. Malnourishment manifests itself in slower body growth among children: smaller height-to-age ratio (stunted), lesser weight-to-height (wasted) and/or lower weight-to-age ratio (underweight). Malnutrition is more prevalent in rural than urban areas, although a gender-specific bias does not seem to exist2. The VBCD Project staff in Preah Vihear province in cooperation with VHVs and local authorities, before the project starts, identified 129 pregnant

2 Source: UNDP Cambodia CHDR2007: Expanding Choices For Rural People, pg 30



MCH beneficiaries received advice and informed by VHV about their next appointments

women, 164 lactating mothers (up to six months old), and 379 infants (from seven to 24 months old) in 18 target villages. During the reporting period, in partnership with WFP, the VBCD Project in Preah Vihear implemented MCH Program by distributing five MCH monthly commodity to 565 infants, 234 lactating mothers, 175 pregnant women and 565 infant mothers in 18 villages with a total amount of 26,080 kgs of corn sugar blend and pea wheat blend, 20,850 kgs of white rice, 2,058 kgs of sugar and 4,881 kgs of vegetable oil.

Table below illustrates the food ratio breakdown for each group of beneficiaries.

Ratio per Month (kg) Beneficiary Description

CSB Sugar Oil Rice

Pregnant women (6 months to delivery) 6 0.75 0.3 4

Infants (7 to 24 months old) 6 0.75 0.3 -

Mother of infant (7 to 24 months old) - - - 4

Lactating mother (from delivery to six months) 6 0.75 0.3 4

During our monthly meeting, the Project staff in cooperation with VHVs conducted awareness raising on the benefits of nutrition to the long term health of a child if he/she received it during the first two years of their birth. Mothers learned from the training with VHVs on how to properly prepare different foods with corn sugar blend and usefulness of breastfeeding to their newly born babies. As a result, it was reported that those pregnant women, lactating mothers started to gain

appetite, sufficient milk and hair growth. Signs of dizziness and tiredness disappeared. However, there were also

some women who did not eat corn sugar blend regularly because they experienced with side effects such as having diarrhea and insufficient breast milk. Although these temporary imminent side effects were already mentioned by WFP, they were still worried about longer impact to their health and babies. Subsequently they decided to stop eating corn sugar blend.

At the end of every three months, the Preah Vihear Project staff and VHVs monitored the weights gained by malnourished children and provided feedback to their relevant mothers. Change in appearance of those lactating mothers and pregnant women were also monitored, in which they looked healthier compared to when our project has not started. For example, one of lactating mothers in Veal Pou village said, “After I eat corn sugar blend and receive health education from the Project staff and VHVs, I am now healthy and able to breast feed my baby.”


Comparison between a study CWS conducted prior to starting the MCH project and statistics we collected from three different villages (Srae, Teuk Kraham, and Trapeang Thum) during this report writing showed that no child was under “severe” category. All children who were in moderate category now moved closer to “normal” category, while other children are in normal category.

5. Program Development

Objective 5: Effective and efficient program management and functioning; enhance community development planning and practice.

5.1. Relationship and Trust Building

CWS Cambodia is very proud when community people in Choam Khsant district said CWS does not do the same work as other agencies that only provide micro-credit services to the poor. CWS, a learning organization, wants to put into practice the community development model that requires their personal transformation into learning how to work and support community people. CWS staff are working hard to serve vulnerable households in the most remote area of Preah Vihear using their best knowledge, skills and experience. In this regard, CDW staff completed six modules on CHART training with VBNK. CHART is an approach that supports the implementation of the CWS Community Development model. This first year of VBCD Project in Preah Vihear was mainly spent on building good relationships and trust with villagers, VLs, VDCs and commune councils through home visits, and overnight stays in the villages to get to know community, village assets and needs and identify key people; especially among vulnerable groups. As part of relationship building, the Project staffs also accept all invitations to attend social events, parties and ceremonies hosted by the villagers. When villagers have trust with our Project staff they start sharing their personal stories, family background, issues and problems they have regarding their community development. Previously, some isolated villagers always left the meetings early because they were nervous and did not have full confidence with the purpose of our meeting. Now they changed their attitude by attending meetings regularly whenever they are invited with more self-confidence. The Project staff were happy to see villagers openly expressed their ideas and opinions in the meeting.

Ms Mak Sreyny, a CDW working for the Preah Vihear VBCD Project said, “I learned from the local people on how to look for underground water source before we can drill land. They use their traditional method by placing one coconut shell with face down on the ground overnight. In the morning if they could see the coconut shell is wet, it means that underground water in that place does exist.”

Mr Young Hourt, Choam Khsant Commune Chief, answered to a question CWS staff asked - how do you think about the relationship between CWS staff and your local people and authorities here? He replied, “I’ve never heard any complaints from anyone about your colleagues since they are based and working here. Instead, I would like to say “thank you” to CWS Cambodia for coming to help develop my commune. Through this presence, CWS shares most parts of our burden regarding development work - a critical challenge we struggled with. As you may know we don’t have enough resources such as money, skills, knowledge and experience to do our work. I very much appreciate CWS assistance in my position as Commune Chief.



Tractors with trailers transported MCH food to beneficiaries

Mrs Thim Khan, a VDC member, who allowed CWS staff to stay overnight at his house while they were working in his village said, “CWS staff who stayed in my house are considerate and thoughtful. Unlike other visitors, they always help my family collect firewood, fetch water and cook food. They are very friendly not only with my family members, but also with other villagers without discrimination between the rich and the poor. We like and love them.”

Mr Thong Thy, a villager who lives next door to where CWS staff stayed in Kouk Sralau village said, “I know many organizations working in Choam Khsant district, but mostly I have not seen or met anyone like CWS staff who are active in helping to develop our community. They spend most of their valuable time visiting, advising and providing us with tree seeds to grow. My family received a lot of benefits.”

Mr Las Ya and his wife are Cambodian Muslim living in Teuk Kraham village. Both gave their impression that “even my family is not a direct CWS beneficiary but we want to give them an excellence for their work and efforts in helping to develop our community. My family benefited from using O’Aban Bridge, supported by CWS. We are happy and welcome every CWS staff.”

Mr Kao Long, a district governor of Choam Khsant expressed his opinion when he met the CWS Cambodia Country Representative that, “I have never seen other organizations like CWS that employs and allows Cambodian staff to live with community people in the villages. With assistance from your staff, our commune councils are now able to address conflicts using conflict analysis tools they learned from a “Peace Building Training” in 2006. I am delighted when the commune councilors understand the root causes of the conflict, the differences each conflicting parties has and influential people behind the conflict. I suggest CWS provide the same training to village leaders as well to support them in doing their work effectively.”


a. Challenge 1:

Rainy season in Cambodia starts from early May every year. Unfortunately, the Preah Vihear VBCD Project is having difficulties delivering food to MCH beneficiaries who are living in six remote villages of Yeang commune due to bad road conditions which are almost impassable. The roads become muddy and slippery when there is heavy rain. Therefore WFP trucks can transport its MCH food to only twelve [12] target villages. For the remaining 6 target

villages, our project staff decided to hire another four to five tractors with trailers to transport instead. The hiring cost per tractor trailer is from US$12-15 which was paid by WFP.


b. Challenge 2:

An imminent side effect occurs from eating corn sugar blend in the beginning is diarrhea. WFP staff already informed them in advance about it. Unfortunately, neither WFP nor CWS had thought of what to do with lactating mothers who were frightened by the side effects (as in the early years of vaccinations). On the other hand, their parents and grandparents advised them not to eat corn sugar blend as they don’t know clearly about its ingredients. To deal with this rumor, VHVs and the Project staff, in their monthly meeting and during home visits, continued explaining them about multiple nutrition benefits corn sugar blend has or they can look at other women who are now healthier after eating sugar corn blend. As their beliefs are caused by old tradition, CWS staff chooses another approach by asking experienced mothers to show them in real eating practice. By doing so, we learned that it is a good means to prove them rather than to leave our Project staff and VHVs (who do not eat the supplements) to persuade them alone.

1.3.4 Lessons Learned

a. Lesson learned 1:

CWS staff learned from the VDC Annual Workshop that getting people to work together, helping them to present their achievements, challenges and plan can strengthen their self confidence including interpersonal and relationship building skill. The workshop gives them a chance to meet, talk and establish network with VDCs from other villages and government institutions.

b. Lesson learned 2:

In order to succeed in our project activities in a timely manner and as planned, sometimes we have to be flexible in our solutions to the problems although we need to spend more money. This will enable us to successfully continue providing our services to the poor.

c. Lesson learned 3:

From challenge number two above, the Project staff learned that CWS should consider experience and wisdom that local people have and allow them to share them among themselves, even it is not related to corn sugar blend, but in every aspect of their lives as well. By offering them a chance to show and use their experience can also improve their self-esteem and confidence and make them accept experience of other people.

We also learned that trying to make people accept new idea is time consuming. We need clear and concrete evidence to prove them. We learned this lesson during our awareness raising on malaria and dengue fever. Instead of telling them how malaria can spread to other people, the Project staff invited people who used to be infected with malaria to explain to the group members about suffering impact they might have on themselves and their families. They should not uselessly spend their money on medical treatment, while they can do something to prevent themselves from being infected with malaria and dengue fever.



1.3.5 Issues Not addressed

a. Within this reporting period, there have been an increased number of microfinance institutions operating in Preah Vihear province, especially in CWS target areas. They offer loan to poor villagers with extendable reimbursement period whenever they can repay. Loan with reimbursement mechanism distinguishes from Self Help Group concepts designed by the CWS. Community members are persuaded to receive loan while CWS Self Help Group concepts inspire them [community members] to learn how to invest, save and earn within their group members rather than repayment with the interest as required by the microfinance institutions. This credit institution receives benefits from the poor and is becoming richer and richer, while community members are moving far from satisfaction and survival. Through formation of Self Help Group, its members will not earn much at the beginning. SHG members need to work hard together to invest their capital with regular saving and can offer small loan only to the members. In this regard, community members turn their attention to receiving loan from those microfinance institutions to fulfill their daily requirements. They forget to think about negative impact that would strip them of their little valuable property whenever they are not able to repay their loan on time. At the moment, CWS is not able to convince them not to borrow money from microfinance institution. What we could do is to explain them about future negative impact they would have.

b. Most families living in our target villages are decided to buy tractor-trailers, one in each family, as they think that tractor-trailers can help them clear forest land, expand their land for growing rice because their current land provided by the government is not big enough for their family members. Some other families buy tractor-trailers not for clearing forest land, but for earning profits from transporting neighbor’s products to sell at the market like other people do. Most people bought their tractor-trailers with the exchange of their land, cows, oxen or buffaloes or money borrowed from private money lenders/microfinance institutions. The Project staff found that community members are facing another challenge because they need money for repair and maintenance of their tractor-trailers and repayment to the microfinance institutions. While their current living standard is already low, they will inevitably have to sell their valuable assets such as land, which create double burden for them to shoulder. To respond to this issue, the Project staff will work with them to explain them about the impact.

1.3.6 Future Plans

Starting from July 2008 (and up to June 2010), the Preah Vihear VBCD Project will implement the second phase of the community development model, which focuses on strengthening livelihood of the target communities. Therefore, the following major activities will be carried out:

Continue to strengthen relationships with local people, authority and government

institutions

Assist village leaders and VDCs in 18 target villages to develop their respective comprehensive Village Development Plans

Increase CWS’s structural inputs such as wells, small scale irrigation system to respond to the prioritized needs of the community


Provide school materials to support 120 school children (60% girls)

Organize 18 orientation meetings on CD concept for 300 venerable people

Provide training courses on family assessment and household planning to 54 new vulnerable families

Support and encourage the 36 vulnerable families to implement household plans

Strengthen capacity of VCD, VL, CC regarding leadership and management

Facilitate the establishment of and strengthen the capacity of local structure for disaster response and preparedness and peace.

Start 8 literacy classes in 4 communes

Work with District Office of Education to organize International Day of Literary

Cooperate with Health Center to provide refresher courses to 43 VHVs on HIV/AIDS and STD, dengue fever, and malaria

Support VHVs to provide awareness raising on HIV/AIDS, STD, dengue fewer, and malaria to 810 people

Facilitate the formation and strengthen the capacity of 34 SHGs

Encourage and support home gardening activities

Encourage and support integrated farming system among farmers

Organize two VDC’ semester meetings

Organize second annual VDC Workshop


27SVR WatSan Cooperation Project

1.4. SVAY RIENG WATER AND SANITATION COOPERATION PROJECT

1.4.1 Introduction

Church World Service Cambodia has started its work to serve the poor and vulnerable people in Svay Rieng province since 1992 through Integrated Community Development. This project was successfully handed over to respective CBOs, communities and relevant provincial authorities in May 2005. In FY06, in partnership with PDRD, CWS started new initiative of “Water and Sanitation Cooperation Project” focusing on the quantity and quality of drinking water, environmental sanitation, health and hygiene development, wastewater use, emerging issues in water and infectious diseases and household water filters and safe storage. For three years (2006-2008) the project focused its attention on building up community awareness and developing the technical capacity of local partners on water use, hygiene and sanitation environment through providing trainings, workshops and construction or upgrading of infrastructures in 19 villages of five communes in Romeas Haek and Rumduol districts located on the Cambodia-Vietnam border.

During the reporting period, the WatSan Project has seven1 permanent staff working in cooperation with three PDRD staff and seven CDFs. The Project provides bio-sand water filter facilities rather than household latrines and well constructions responding to; the communities need in term of water and sanitation. Soaring inflation2 in the country, which increases by 24.2 percent for food, 18.7 percent on inflation average (CSO Statement on Inflation and Poverty in Cambodia) which thrive everything in this country jumps into double prices. Dealing with this price increase is especially difficult for the poorest 20 percent of Cambodians who spend on average 83 percent of their total expenditure on food and beverages.

Even though CWS-C mostly provides water filter facilities to the poorest and vulnerable people in the community, the WatSan project has reached up 8,121 beneficiaries (3,775 women) who benefited from the construction of; 469 bio-sand water filters, 100 hand pump wells and 69 household latrines. Additionally, 1,433 (579 women) of the total beneficiaries received training on water use and sanitation practices.

1 Seven staff include a project coordinator, an office assistant and five CDW-two CDWs were recruited in March to add to the existing three CDW. 2 Inflation has resulted high prices of the construction materials, especially for hand pump well and latrine which already cost higher than the bio-sand water filter.

FY08_2nd End-Year_Narratives 28SVR WatSan Cooperation Project


Overall Objective: To expand the coverage of improved water supplies and sanitation facilities to underserved population of Romeas Haek and Romduol Districts, Svay Rieng Province, and to improve health and hygiene practices related to water borne disease and sanitation.

a. Bio-Sand Water Filter Construction

Within this reporting period, 377 water filters were constructed for 377 families benefiting 1,909 people (1,192 women) including 451 children in 19 villages (see village names in annex). 74 water filters were constructed for 12 schools (nine primary schools and three secondary schools) benefiting a total of 4,634 schoolchildren (2,078 schoolgirls). 14 water filters were constructed in eight pagodas benefiting 121 people including six laywomen and four children. Four water filters were constructed for four commune halls benefiting 30 commune councilors (four women). Water from these water filters is used by villagers during their meeting with commune councilors, village chiefs, NGO and

government staff. The project staff encourage target beneficiaries to participate in construction process of water filters so that they can learn and have ownership on them. Project staff, PDRD staff and CDFs also organized a short training session on water filter construction for them. After the training, target beneficiaries learned how to mix cement, sand and gravel and how to dry the filter before removing them from the moulds. After the training session, they participated in constructing their own water filters by using ten moulds that were built since 2006. They then took turns helping one another to construct and deliver the finished water filters to their respective homes.

To ensure the sustainable and effective use of the water filters, the Project staff, PDRD staff and CDFs conducted a half-day training for target beneficiaries, school teachers, priests and commune councilors on water filter maintenance, how to use clean water, understanding about different types of bacteria in unclean water and understanding the importance of maintaining good sanitation and hygiene. Project staff observed that all beneficiaries were interested in the course because they listen attentively to the explanations by CWS staff. Project staff in cooperation with health center staff organized ten

Bio-sand Water filters construction activities in Voat Village and quality control administered by MS Millie Adam, CAWST.

Training on proper bio-sand water filter use and maintenance in Thmei Village

Water and Sanitation Awareness raising to school children at Kokir Primary School



awareness raising training for 393 villagers (243 women), 43 teachers (six women) and 1,384 students (585 girls) on primary health care, basic sanitation and water filter maintenance. In addition, 26 refresher training sessions on bio-sand filter use, clean water and sanitation practices were conducted between January and March 2008 to strengthen knowledge and capacity of 1,168 beneficiaries (463 women) including 501 villagers (261 women), 33 school teachers (4 women), 473 school children (166 schoolgirls), four commune councillors and 157 priests (32 laywomen) attended. Of the total, 501 participants were selected to conduct post-test result which showed 86 percent of the participants have good understanding.

During this reporting period, Project staff conducted monitoring visits of 156 households who have received bio-sand water filters. The outcome of this monitoring revealed that number of villagers who have diarrhea and typhoid has reduced after drinking filtered water and that 90.50 percent of visited households maintain their water filters in appropriate locations, clean and safe as we advised them. 100 percent of water filters provided to commune halls are kept in appropriate locations within the clerk rooms, which are accessible by everyone. A clerk says: Now, our commune stop buying pure drinking water from the market. When we organize every meeting or other events - we can use filtered water. So, we can save some money for other purposes.”

Most beneficiaries told us that they spread the word to other villagers about the potential negative impacts of drinking unclean and un-boiled water and unhygienic practices. They were aware of this problem and some of them decided to get filtered water from our beneficiaries for drinking. With this regard, we found that solidarity among villagers in the village or to another is improving and even they have medium living standard they also want to have water filters as well. “why do you provide water filters only to the poor? How about us? - even we are not poor but we also have abdominal disturbance!”, villagers asked. Importantly, we found that school children have asked for filtered water from our water filters beneficiaries on their way to and from schools when they understand about the importance of drinking clean water.

b. Hand Pump Wells Construction

The types of water and sanitation facilities are very important determinants of the health status of household members and particularly children. Proper hygienic and sanitation practices can reduce exposure to and the seriousness of major childhood diseases such as diarrhea, CDHS 2000. Among these households, members and particularly children are exposed to poor hygiene

Ms Millie Adam visited and checked water quality in Kokir Village

A little girl in Tasuos Village, her family received a water filter from CWS showed us her teeth become whiter after using filtered

water


and sanitation conditions which will increase risk of infections including diarrhea, child mortality and level of malnourished children.

Compared to the national level, the percentage of households not having access to safe drinking water in Svay Rieng province was very much lower than the national average. Much more needs to be done to promote sanitation in this province to reduce the risk of child mortality, and to reduce existing levels of children morbidity and malnutrition.

Responding to the need, 100 hand pump wells were constructed benefiting 637 household members including 412 women and 192 children in 15 villages3 with other 800 people indirectly benefited. In addition to the construction of hand pump wells, five training courses on proper use and maintenance of hand pump well, different types of bacteria in unclean water and importance of maintaining good sanitation and hygiene were conducted for 173 household beneficiary members including 63 women. Additionally, another five refresher training courses on same modules were conducted for 122 household beneficiaries (69 women) to strengthen their capacity and knowledge for future ownership after we phase out. Importantly, 100 hand pump wells in six villages were already tested for arsenic substance during this reporting period. The testing results showed that 22 hand pump wells contain up to 10 ppb4 of arsenic. “This arsenic level does not affect the users”, said PDRD staff. On the other hand, people often boil well water before drinking as advised by the Project staff and PDRD staff.

Project staff conducted monitoring visits to 132 households who received hand pump wells. We saw they grew vegetables around their wells, and that they cleaned the surrounding area of their wells, and boiled well water for drinking. As it was in rainy season, we were not sure whether people were using water from their wells to grow their vegetables. Rainwater alone could have made the vegetables grow well either. During dry season we realized how industrious the beneficiaries are at growing the vegetables, mostly for household consumption. 24 families were able to sell their vegetables to neighboring villagers, as they had produced a surplus.

A housewife, Ms Chan Heng, 39 years old, has seven children living in Chea Theach village. She said since her family received a hand pump well from CWS, her husband almost stopped using domestic violence on her. Before she was very busy doing housework, taking care of children

3 Thlok Pring, Trapeang Rumpeak, , Kra Nhoung, Chea Theach, Kompong Than, Thmei, Trapeang Svay, Trapeang Pha Ao, Bos

Toch, Sra Mor, Trapeang Skun, Wat, Trapeang Banteay, Mreak Teap and Por Pel Village 4 The Government Drinking Water Quality Standard (January 2004) has warned not to use ground water which contains more than 50 ppb (part per billion).

Well drilling activity in Bos Touch Village

Direct Services Program Manager monitored WatSan Project in Tras

Commune



and collecting water from other village far from home and she never arrived home on time to prepare food for her family. Her husband always abused her when he returned home from Vietnam after finishing his labor work. Ms Heng said, “Now there was no more domestic violence in my family”. My family benefited from hand pump well installed, she added. We can grow vegetables for family consumption and sell some to the neighboring villagers. c. Latrine Construction

The types of water and sanitation facilities are very important determinants of the health status of household members and particularly children. Properly Hygienic and sanitation practices can reduce exposure to and the seriousness of major childhood diseases such as diarrhea, CDHS 2000.

Sanitation and Safe Drinking Water Access Indictors

% of households This Province

% of households National

Households not having a sanitary toilet 91% 81%

Table B Access to sanitary toilets in Svay Rieng 2004 (Source: CDB, 2004)

Table B shows the percentages of households not having access to sanitary toilets in the year 2004. Among these households, members and particularly children are exposed to poor hygiene and sanitation conditions which will increase risks of infections including diarrhea, and which will in turn increase risks of children death, and levels of children malnutrition.

CWS conducted another study in its target communities where we work with since 2005 found that 99 percent of households within these communities didn’t have latrine and have disposed of their human waste in the forest, in rice paddies, and backyard gardens for so long that it has became habitual. In communities where people can go to defecate and urinate in the forest far from their homes they do not see a need for latrine and the harmful affects that this may have, which are often not immediate. However, as communities become crowded and water sources become increasingly scarce, this practice will affect people indiscriminately. Maintaining good health is very important, but it is even more important for the poor, so that they will not need to spend what few assets they own on medical treatment of their preventable sickness. During this reporting period, 69 latrines were constructed benefiting 69 poor families (359 people) including 93 children (218 women). To ensure the effective use of the latrines, Project staff conducted training for target beneficiaries on proper latrine use and maintenance, understanding different types of bacteria in unclean water and understanding the importance of maintaining good sanitation and hygiene (see more information about trainings on a. Bio-Sand Water Filter Construction as all conducted trainings were done as invitation all aspect beneficiaries attended).

A latrine constructed at Trapaing Banteay Village, Tras Commune with financial support through CWS


Because latrines were recently constructed, it is hard to measure the outcome of latrine use. However, during the reporting period, project staffs have monitored 42 of 69 latrines in 10 villages to see their outcome. When asked how useful the latrines are for them, all people answered using the latrines helped them and their family members in many ways. Firstly, the latrines are very helpful for women and girls who are normally uncomfortable to defecate during the daytimes, when other people can see them. Secondly, they no longer defecate indiscriminately as they did before, which has reduced the chance of contamination from germs, particularly for children who usually play barefoot, Thirdly, during rainy season when there is a lot of water around their houses and in the fields where they formerly defecated, using latrines did not contaminate the water sources that they drink; this has contributed to the reduction of diarrhea incidence, worms, typhoid and other common diseases. Fourthly, using the latrines improved the cleanliness and pleasantness of their surrounding environment. Finally, using the latrines at night time reduce people’s fear and worry of being bitten by snakes. During the field visits, staff discovered that people were taking good care of their latrines and clean their yards after understanding the connection between good sanitation and health. A household head, Kao Tot, 47, living in Trapeang Svay village told us that, “His wife and daughters now feel comfortable and safe using latrine provided. They use it in multi-purposes; defecating, urinating and bathing. Latrine is a safe place for women, he said. They can use it to clean their whole bodies for better hygiene and become healthy. Other neighbors are welcome to use my latrine, he added.”


Construction materials increase their prices due to soaring inflation, which affects the Project implementation as it could not achieve an output as we expected. CWS suppliers defaulted on their contracts to provide construction materials because they could get a higher price elsewhere. The Project didn’t proceed unless project staff received new quotes and re-submitted them to the Country Representative for her approval. To respond to this soaring price, CWS decided to reduce the number of wells and latrines construction towards increasing number of bio-sand water filters, which cost cheaper and to meet the urgent needs of target communities.

1.4.4 Lessons Learned

There is no lesson learned during the reporting period.

1.4.5 Issues Not addressed

There is no issue not addressed.

1.4.6 Future Plans

Conduct Rapid Rural Appraisal in 20 villages in five communes of Romeas Haek and Rumduol Districts

Appraise the performance of the seven Commune Development Facilitators

Continue to strengthen and collaborate with local authorities



Form 20 WSUGs in 20 villages of five communes of Romeas Haek and Rumduol

Districts

Provide capacity building to 20 WSUGs

Select beneficiaries for hand pump well (120 families), upgrade hand pump wells (50 families), latrines (60 families) and bio-sand water filters (800 families).

Provide the following training courses to beneficiaries:

Proper hand pump well use and maintenance, clean water use and sanitation practices

Proper latrine use and maintenance, clean water use and sanitation practices

Proper bio-sand water filters use and maintenance, clean water use and sanitation practices

Provide training to 160 families on home gardening

Provide training to CCs, VLs, WSUGs, VDCs, CDFs and other key people on LCP and

Peace Building

Provide training to CCs and VLs on leading and managing rural organization and CD concept

Upgrade 50 hand pump wells in 20 villages Construct new 40 hand pump wells in 20 villages

Construct 60 household latrines in 20 villages Install 800 bio-sand water filters in 20 villages

PARTNERSHIP PROGRAM

BATTAMBANG/ BANTEAY MEANCHEY PARTNERSHIP PROJECT

KOMPONG THOM PARTNERSHIP PROJECT

ECUMENICAL PARTNERSHIP PROJECT


This photograph was taken in-front of BTB/BTM Office in Battambang Province, CWS Cambodia team and Mr.Skip Dangers, CWS Asia/Pacific Representative

FY08_2nd End-Year_Narratives 34Partnership Program

2.1. PARTNERSHIP PROGRAM

2.1.1 INTRODUCTION

After decades of conflict, social dislocation and destruction of both economic and social capital, INGOs and CNGOs are working cooperatively to address the issue of poverty. CWS is one amongst many NGOs in Cambodia that begins working directly with CNGOs and network in Kompong Thom province in 1996 to contribute to the poverty reduction. However, without strong efforts and capacity building on institutional development, CNGOs cannot effectively implement their development program and handle organizational management to reduce oppression, injustice and inequities in Cambodia.

During this reporting period, the Partnership program continues to provide institutional funding and technical support to holistic CNGO partners. Technical support focuses on building overall organizational and programming capacity of partners as well as developing specific skills in integrated community development fields. Support for organizational development typically includes working with staff on concepts of organizational vision, values and culture; establishing structures and systems of governance; developing financial, administrative and personnel systems; building capacity in program planning, monitoring, evaluation and reporting; developing skills in networking, advocacy and representation. The Partnership program also provides leadership and management skills to the BTB/BTM Partnership project who is working with four holistic partners: KCDA and ADOVIR in Battambang province and CFEDA and KNTO in Banteay Meanchey province; while the KPT Partnership project is currently working with one holistic partner, KORCD. The KPT Partnership project and BTB&BMC Partnership project are also working with a number of small project grants and non-funding partners across the country, while the Partnership Program provides technical support and capacity building to non-funding support, small grant, secular, ecumenical and local church partners in Phnom Penh, Svay Rieng, Takeo, Kompong Thom, Battambang, Banteay Meanchey and Kompong Cham Provinces.

Following the launch of CWS Partnership Program Operating Guidelines, the Partnership Program Office coordinated and encouraged the Partnership Project staff to develop its exit strategies from partner organizations and partner organization to develop its phase out strategies from communities. Within this reporting period, the Program staff supported Battambang Partnership Project to screen and select KCDA as a new holistic partner based in Samlout District, Battambang Province. The BTB/BTM Partnership project and KPT Partnership project have continued to build strong relationship and capacity building on organizational management system for the existing partners while the Partnership Program staff extended and broadened its consultancy services related to the organizational development for non-funding support to ICSO, PPS, CSF, CFED and CFC.

2.1.2 MAJOR ACCOMPLISHMENTS AND CHANGES

Objective 1: To strengthen the capacity of holistic CNGO partners and small project fund recipients to facilitate program that will effectively and sustainable improve the living conditions of the most vulnerable.


Partnership Program 35

1. The Partnership provided consultancy work to non-funding partner in Ratanakiri

Not only provided training and funding to CNGO partners, but the Program staff also provided technical support on organizational management to CNGO partners in Cambodia. The Indigenous Community Support Organization (ICSO) is one of the CWS’s non-funding partners and works with nine different ethnicities in the Northeast Province, Ratanakiri. ICSO was localized from Community Forestry International (CFI) and managed by dominantly Khmer ethnic group. During this major transition, ICSO has encountered issues related to culture gaps and management system practices.

ICSO is working to develop a management system that bridges western donor requirements and indigenous community preferences. ICSO higher level management would like to discover the viable options for improving systems and practice to accommodate all ethnic groups.

ICSO’s Board of Directors approached CWS for intervention as they know CWS has almost a decade of experience working with grass roots organizations in these areas. Thus, CWS makes every commitment to put together a team of experienced field practitioners to work in peace and local institution development, with 18 staff in Ratanakiri in November 2007 and with 30 staff in March 2008. CWS undertook this piece of work as they value the ICSO senior management proactive approach and believes ICSO is in a position to honor the various perspectives in the organization.

CWS research team including Mr. Mot Sana (Partnership Program Manager), Mr. Kong Sedth (OD Program Officer), Ms Touch Nornearth (Peace Building Program Coordinator), and Mrs Prak Vimeany (Partnership Project Coordinator) compile all findings and present the results to identify and prioritize issues. The team has seen the research on indicators for ICSO organizational growth did not only give opportunity to ICSO but the team also learned more about indigenous communities and organization settings1 and the experiences gained from doing this research add values to CWS Partnership work. ICSO Board of Directors and senior management members expressed their satisfaction with partnership work and the research results. More importantly, ICSO Board of Directors also presented the findings and recommendations from the above research2 to their staff and donors. The Executive and Deputy Director of ICSO said that “followed the research recommendations, ICSO has taken many key actions.

2. Being a member of CSF Board Director Needs not only more time but also gain good experiences

Partnership Program does not only provide best service to the holistic and small grant partners, but also acts as a member of board director for Children Support Foundation (CSF), non-funding partner organization who basically works to maintain the best interest of vulnerable children in Ratanakiri Province. CSF has so far implemented advocacy activities and build children network in the rural areas according to the project-funding availability. CSF has received small grant from

1 organizational settings including management systems, people, policies, guidelines, structure and leadership 2 refer to Report on Staff Interview for ICSO organizational Growth, March 2008

Report of the Staff Interview


Working Group Meetings on compliance system

CWS since 2004, but they have never received technical support for organizational development; especially for Board of Directors, which is one of the weak areas in CSF3.

During this reporting period, with support from CWS, CSF was recently able to write four proposals and submitted to UNICEF, UNFPA and Lotus Outreach Cambodia. They are waiting for appraisal from the donors. CSF has used new fundraising strategies by receiving 30 charity boxes from Malaysia Telecom International which are being produced and will be placed in hotels and restaurants in Phnom Penh. CSF has sent requests to 150 NGOs to collect used papers for sale, eight

NGOs (Forum Syd, VBNK, WMC, SILAKA, ECPAT, LSCW, PADV and CSD already confirmed the acceptance of request. To manage the resources, proceeds and charity boxes, CSF with technical support from the Partnership Program manager also developed a “Charity Contribution Management Guideline”, which will be distributed to all donors and charity boxes keepers. In addition, CSF reviewed their structure and delegation authorities for budget approval. Mr. Sereyvuth, CSF Executive Director said, “if I had technical support from other board members like CWS does, my organization would have been already strong”. I really appreciate CWS for providing

CSF with technical support and capacity building.

3. CWS Partnership is a key partner in the NGO Good Practice Project (NGO GPP)

CWS is a member of Cooperation Committee for Cambodia (CCC). The NGO Good Practice Project (NGO GPP) is one of CCC’s projects funded by AusAID, CWS, Forum Syd and Oxfam GB. The project aims to build on the initiative of the NGO GPP to promote and strengthen NGO good governance, accountability, transparency and good organizational practices through the development of the Code of Ethical Principles and Minimum Standards for NGOs in Cambodia. The project was implemented through participatory approaches under the facilitation of NGO GPP members with support from CCC, and Working Group and Code Compliance Committee members (NGO GPP Phase 2 Project End Report March 2006-February 2008).

3Therefore, CSF requested CWS to assist them building and strengthening their board. CWS assigned the partnership program manager to be a board member for one year covering from March 2008 to February 2009. The partnership program has provided regular technical support and building capacity for the management team through several meetings, training and coaching, especially for donor liaison, proposal development and fundraising as well as financial management



With partial funding support and CWS engagement in capacity building process of GPP members including development of Code of Ethical Principles and Minimum Standards for NGO Practice, NGO GPP was able to form 49 NGO representatives from 81 interested NGO applicants into two Focus Groups, in which an average of 85% of all members fully participated in the meeting and workshop that focused on improving the organizational capacity building and good practices. At the same time, NGO Working Group (WG) comprised of 12 representatives was also formed with a clear Terms of Reference (ToR), to review the NGO Code and NGO voluntary certification system, and to conduct desk reviews to verify the quality of documents of 11 applicant NGOs. The NGO Code Compliance Committee (NCCC) with 8 highly qualified members was formed and carried out the final review and approval of the applicant NGOs that complied with the minimum standards.

Resulting from the review of code compliance, four successful NGOs were awarded Certificates of Compliance with 3 year validity. They are Mith Samlanh, Salvation Centre for Cambodia, Krousar Yoeung and VBNK. 17 resource documents on NGO good practices are now available in 19 target provinces at selected NGO offices and the information dissemination on NGO Code and Voluntary Certification System were provided to approximately 2,892 stakeholders4.

Knowing the importance of NGO Code Compliance for CWS to build capacity on organizational management of its partners, the Partnership Program Manager invited the NGO GPP Program Coordinator to present the “Code of Ethical Principles and Minimum Standards” to CWS’s partners during the Partnership Reflection Workshop on 11-13 June 2008 in Sihanouk Ville. The presentation drew high attention from many participants who asked questions on how they can become members of NGO GPP. The partnership program and project staff also

discussed approaches that CWS partnership could use to assist partners to obtain a code and standards for the certification. The partnership program will discuss this in more details in its next meeting in FY09.

4. CWS’s Partners are able to use the new proposal format launched by the partnership

To build capacity on technical expertise, a number of workshops on Institutional Management, TOT and Proposal Writing were organized and facilitated by the Partnership Program Manager and OD Program Officer. In the past, partners used different proposal formats that are difficult for funding committee to appraise. Therefore, this year the Partnership Program has developed a proposal format and appraisal tools for proposal assessment. To introduce the proposal format, a training workshop on “Launching of Proposal Format and Writing” was organized from 7-8 February 2008 for 23 holistic and small project grant partners comprised of 16 CNGO staff5 (2 women) and 7 CWS project staff (2 women). The participants were asked to go through the proposal format and conducted actual writing exercise on each part of the proposal using new 4 1830 NGO representatives in 23 provinces/cities in Cambodia and 20 countries in the world, 25 donors, 17 government departments, and to 1000+ students, community members and other audiences. 5 CFEDA:2, KNTO:2, ADOVIR:2, KORCD:2, CSCM:2, ICA:2, KCC:2, KCDA: 2


Partners practice the partnership’s philosophy

proposal format including goals, objectives, outputs and activities. After the training workshop, most participants said they had never received this kind of training before. Now they understood and felt more confident of using new format for proposal writing.

According to feedback from the funding committee on new proposals submitted in FY09, KORCD, ADOVIR, KCDA and CSCM have already used the new proposal format. They could write almost 80% of the information required by the new format. In addition, the partners are able to define better objectives, outputs and indicators applying SMART6 approach. As a result, four proposals of both holistic and small grant from KCDA, ADOVIR, KORCD and CSCM were already approved by the funding committee in late FY08.

Picture: Skill practice of proposal writing activities

Objective 2: To provide overall management, supervision and capacity building to partnership program field staff; develop and strengthen mechanism, practice, guideline and tools that will improve the partnership program and lead to enhanced outcome

5. Partnership Reflection Workshop sharpens CWS’s Philosophy

At the Program level, the Partnership Program organized its 1st Partnership Reflection workshop with all partners. Since 2003 (FY04) the Partnership Program has not been able to conduct a partnership reflection workshop due to the change of the partnership program leadership. The Partnership Program plays a partner role to build capacity and provide funding support to CNGOs in Cambodia and has had many challenges in working with grass roots organizations. Facing with difficulty in partnership management, the Partnership Program, with support from POG under the leadership of the Country Representative in 2006-2007, developed a “Partnership Operating Guidelines”, which was officially approved for implementation from FY08. After conducting first field monitoring to our partner staff, some of them have not fully understood this Partnership Operating Guidelines. Some confusion over partnership philosophy, funding sphere, communication gap and networking with other agencies still exist. These created barriers and challenges in implementing partnership work. To solve this problem, the partnership program, therefore, conducted its 2nd

6 SMART: Specific, Measurable, Achievable, Realistic, Timely



partnership reflection workshop on 11-13 June 2008 at Seaside Hotel in Sihanouk Ville, with 35 participants7 (4 women) including Partnership Project and Program staff.

The objective of the workshop is to build relationship, increase understanding of partnership nature history and guidelines, SWOT analysis, impact of grant on partners and communities, including key improvement areas and NGO Code of Ethical Principles and Minimum Standards for NGOs in Cambodia. Different learning techniques and methods were used to give participants an opportunity to learn about partnership work from each other.

Using different facilitation skills, participants actively participated in discussing issues, sharing experience and analyzing partnership work that they have been involved. When we interviewed with one of our participants, Mr Heap Sereyvuth, Executive Director of the Children Support Foundation (CSF) who is our small grant partner, said, “I learned a lot from the workshop, which did not only provide me with an opportunity to learn, but it also enabled me to meet with other CNGO staff and build networking with them.” Mr Sereyvuth added, “This workshop was important for me and all partners to meet together and discuss our partnership work, identify problems and find solutions together by strictly following CWS Partnership Program Operating Guidelines.” The result after the workshop showed that 11% of them (35 participants) have learned and understood 40-60% of the contents. 89% of them understood 70 -90 % of the whole contents. Before the workshop, 16% of the participants understood 10-30% of the contents, 74% understood 40 – 60% and 10% understood 70 – 80%.

2.1.3 MAJOR CHALLENGES

Although the Partnership Program staff, with the support from the Country Representative, achieved the two significant results of “Staff Interviews on Indicators for Organizational Growth” for ICSO in Ratanakiri and facilitated the “Strategic Planning Workshop” for Phare Ponleu Selpak (PPS) in Battambang, however, through these two pieces of work, there appeared that the Partnership Program team did not have enough for a good preparation and lack of skill in writing report. In addition, to make this consultancy service more efficiently the program needs a person with organizational development and report writing skills so that he/she can help the Partnership Program meet all the demands of CNGO non-funding partners in Cambodia.

2.1.4 LESSONS LEARNED

a. With strong support from the Country Representative, the partnership program staff maximized its extensive organizational development services to support more non-funding partners on “Staff Interviews on Indicators for Organizational Growth” for ICSO and “Strategic Planning Workshop” for PPS. However, these two pieces of work could be successfully achieved with collaborative resource persons of Peace Building Program Coordinator and KPT Partnership Project Coordinator. This joint team made very significant and outstanding partnership work of CWS among the CNGOs communities and their donors.

7 2 KNTO, 2 ADOVIR, 2 CFEDA, 1 CFED, 2 KCDA, 2 KORCD, 1 CIDC, 1 Adsu Church, 1 CC, 2CDA, 1CSF, 1CFC, 2KCC, 2 ICA, 2CSCM, 1CCC and 9CWS staff


Most recommendations and inputs made by CWS have been used by ICSO and PPS and putting in their current work.

CWS apparently received positive feedback from ICSO’s Boards on the useful findings and recommendations and also an appreciation letter from PPS on the values of strategic workshop. This work does not just help CNGOs partners but the CWS team also had an opportunity to learn about the indigenous organization working in the complexity of multi-cultural communities and sharpen organizational development skills. More importantly, this work added values and reputation for CWS. At the same time, the CWS team found that the Partnership Program needs deeper analytical and report writing skills so that CWS Partnership Program can provide more professional and intensive services to partners.

b. CSF works to uphold the common interest of children in Cambodia, especially for indigenous

children and communities in the North. CSF organizational development and management are still poor, particularly governance. CSF has clear structure and concrete policies and system but the board of director is not active and staff have limited knowledge and skills on organization management. CSF leader approached CWS for strengthening their organization management and board of governance. Having seen a request from CSF, CWS Senior Management Team assigned the Partnership Program Manager to be a member of Board of Directors. Being a board member of CSF requires much time and skills to provide ongoing technical support for CSF staff. Initially, it was viewed as a burden work for the Partnership Program but in fact, it was realized that this is a good time for Partnership Program Team to practice their organizational development skills in strengthening CSF management and Board of Directors. This kind of work gave opportunity to the Partnership Program Manager to deepen and surface the issues, problems and strategize the innovative solutions and support to CSF.

c. Many changes within the Partnership Program staff such as new procedures and working

styles with partners including the partnership directions after the first partnership reflection workshop in FY04. So it is time for the Partnership Program staff to refresh all partners with the Partnership Program updates and demonstrate the new changes as well as look at the effectiveness, efficiency and impact of the partnership work. In this regard, the Partnership staff organized the second partnership reflection workshop on 11-13 June 2008, at Sihanouk Ville. All concerns and issues related to the partnership work were discussed. This was a good time that all project, program staff and partners brought all issues to discuss and hear all comments and feedback on the partnership guidelines and work, especially on the financial support and capacity building. The workshop did not just give room for discussion on work but also gave partners time to build relationship with each other. The Partnership staff were satisfied with the workshop as they heard and learned many things from the partners. More importantly, all partners received the same information at the same time. This workshop did not just bring the training and discussion but it also increased level of understanding and added values on the partnership’s philosophy.

2.1.5 ISSUES NOT ADDRESSED

During the reporting period, four partners approached CWS Partnership Program for their organizational development issues that were not addressed in the original plan, in which ICSO requested CWS for an organizational assessment; PPS for strategic planning development; CFC for their organizational assessment and CSF requested CWS to become its board member. Based on the urgent needs, the Partnership Program with strong support from the Country Representative, prioritized tasks to respond the above partners, in which the program team in cooperation with peace building coordinator conducted “staff review” for ICSO. The Partnership staff facilitated the strategic planning workshop for PPS and serves as a board member for CSF



as well as conducted a preliminary assessment to CFC. The Program will put these tasks in the program plan for FY09 and seek one more person to assist the Partnership Program team.

In addition, CWS has received many proposals requesting for fund support. Due to the limited funds available, CWS gave its funding to only potential partners whom CWS has already budgeted for and those who have good relationship and trust with CWS.

2.1.6 FUTURE PLANS

The Partnership Program achieved 99% during the first 6-month plan. Below are the future Partnership Program plans for FY09.

Provide two training courses on “Financial Management and Accounting” and “Monitoring and Evaluation” to all partners

Support at least two partners for the strategic planning development and other organizational development needs

Coordinate for the proposal appraisal and agreement for fund support

Conduct a mid-year review of program and project plan of FY09

Improve the Partnership Program coordination through active POG participation

Organize the Partnership Program Meeting

Organize the Reflection Workshop with all Commune Councils and Women leaders

Review CAT Tools and TNA for the partner capacity assessment

Revise the Partnership Operating Guidelines and translation into Khmer

Develop the Partnership Training Manual

FY08_2nd End-Year_Narratives 42BTB/BTM Partnership Project

2.2. BATTAM BANG/BANTEAY MEANCHEY

PARTNERSHIP PROJECT

2.2.1 INTRODUCTION

In collaboration with LWF and AFSC, CWS Cambodia initially started its support to Department of Animal Health and Production (DAHP) in Battambang (BTB) and Banteay Meanchey (BTM) to improve the vaccination of livestock and conduct the Village Livestock Agent (VLA) training program. In 1998 CWS successfully handed over DAHP to the government department. In 1999 the BTB&BTM Project then shifted its work from animal health and production assistance to the institutional development of Cambodian NGOs (CNGOs). This was in line with CWS’s countrywide commitment to local institutions development and in response to the needs of dozens of Cambodian NGOs emerging in the provinces with very minimal support being provided by other organizations. In March 2008, the BTB&BTM Project selected Khmer Community Development Association (KCDA) as holistic partner. Its office is based in Samlout District, a former Khmer Rouge-controlled area. The BTB&BTM Project has also continued to support the existing three holistic partners: ADOVIR in Battambang province, CFEDA and KNTO in Banteay Meanchey province. The BTB&BTM Project has worked with 21 holistic partner staff (9 women) to build their capacity on organizational management and program implementation. The project basically provided grants to implement the Integrated Community Development Programs (ICDP) in 54 remote and under-served villages in three Provinces1. The entire program has directly benefited 3,918 families and indirectly benefited 3,739 families2. The BTB&BTM partner programs mainly work on strengthening of Self-Help Groups (SHGs), primary health care education, support of community education, provision of agricultural and animal raising support, provision of support to poorest of the poor, strengthening capacity and support of Commune Councils (CCs) and other Community-Based Organizations (CBOs) including rice seed bank, funeral association, Village Development Committees (VDCs) and Village Committee for Program Management (VCPM).

In addition, the BTB/BTM Project also provided small project grants to three partners; Dhammayeatra Mongkol Borei, Dhammayeatra BTB and Dhammayeatra BTM to implement HIV/AIDS and peace education-focused program in Banteay Meanchey and Battambang Provinces.


Objective 1: Strengthened capacity of CNGO partners and Small Project fund recipients to facilitate effective and sustainable program that will improve the living condition of the most vulnerable.

1.1. Capacity of four holistic CNGO partners (ADOVIR, CFEDA, KNTO and KCDA) in Battambang and Banteay Meanchey have been improved CFEDA and KNTO are CWS Cambodia's planned partners. They have increased their capacity to run their organizations with little assistance from CWS, particularly in program implementation 1 Battambang, Banteay Meanchey and Oddar Meanchey 2 Direct beneficiaries: 3,918 households with 18,888 individuals included 9,253 women and 7,210 children, of them 622 women headed families; and indirectly beneficiaries: 3,739 families with 18,120 individuals included 6,744 women and 8,749 children.


BTB/BTM Partnership Project 43

to phase out their program from the old target villages and expand it in the marginalized and underserved communities in the former Khmer Rouge-controlled zone; Malai district, Banteay Meanchey province and Banteay Ampil district, Oddar Meanchey Province. Moreover, with recommendation from the BTB&BTM Partnership Project, CFEDA and KNTO have received grants of US$12,000 each on Direct Aid Program funded proposal from the Australian Embassy in Phnom Penh for its program implementation in FY09. In March 2008, the BTB&BTM Partnership Project selected KCDA in Battambang province as a holistic partner because it is a community-based organization and works in the remote and underserved community in the former Khmer-Rouge zone. The Partnership Project staff worked with 21 partner staff (9 women) from ADOVIR, KCDA, CFEDA and KNTO to provide them with ongoing support, coaching and field monitoring based on their organizational and technical needs. This included preparation of proposals and budgets FY09, program planning and implementation, report writing and financial management. With the support from the project field staff, the proposals of KCDA and ADOVIR for FY09 have been approved by CWS funding committee. A meeting with Mr Skip Dangers, the CWS Regional Representative from Bangkok, was held at CWS Battambang office on April 06, 2008 for 11 Directors and key staff from the six holistic and small project grant partners3. Mr Dangers’ visit provided CNGOs partners an opportunity to know each other and build relationship with more understanding between field partners and CWS Regional Director through presentation, orientation and field visits conducted to the grass roots communities and project activities. More importantly, the CNGO partners also knew about the CWS trend, perspectives and values of partnership work. With the encouragement from Mr. Dangers, CNGO partners appreciated his visit with more value of and hope for their organization work.

1.1.1. Kumnit Thmey Organization4 (KNTO)

As a result of ongoing coaching and support received from BTB&BTM Partnership Project, KNTO staff members have increased their capacity and ownership in program implementation and organizational management, particularly preparation of guidelines such as gender, community school and pond support, strategic plan, proposal and report writing, monitoring and financial management. They have demonstrated their commitment to serve the poor and poorest people

in marginalized and underserved communities and the increased cooperation and coordination with local authorities, Commune Councils (CCs), relevant I/CNGOs. KNTO staff has been engaged actively in

networking with the government departments such as MEDICAM, Cluster Schools, Health Centers, Provincial and District of Health and Agriculture where they can learn and share 3 CFEDA, KNTO, ADOVIR, KCDA, DYBTB and DYMB 4 KNTO has 7 staff (3 women) and implements ICDP to improve the livelihood of the poor and poorest people in 11 villages in three districts; Preah Netr Preah and Serei Saophoan in Banteay Meanchey province and in Otrda Meanchey province's Banteay Ampil4 district. The program benefits directly to 804 household with 4,308 individual, included 2,274 women and 1,868 children (138 women are the head of families) and indirectly benefits to 386 households with 1,465 individual, included 672 women and 1,256 children.

ADOVIR Director presents their 2007 Achievements to CWS team at CWS

BTB/BTM Office during Mr Skip Dangers’ visit

KNTO team and CWS-FMER team poses for a group photo during mid-FY08

monitoring


information related to their development sectors. With strong ownership of the KNTO, the village structures including Village Development Committee (VDC), Village Health Volunteer (VHV), Village Leaders (VL), Village Committee for Program Management (VCPM) in the old target villages have been strengthened, especially its communication with other villages at commune level. Community Based Organizations and key persons such as cow banks, SHGs, Funeral Associations and VCPMs increased their capacity, ownership and participation in village development activities. Community people live in solidarity, mutual help, sharing, good relationship and acceptance. In order to strengthen support to Self Help Groups (SHGs), KNTO staff assisted communities to form eight SHGs in four new villages: Chob Kokir Khang Lech, Chob Kokir Khang Kaeut, Tbaeng Thmei and Kouk Prech in Ampil Commune, Banteay Ampil district, Oddar Meanchey province. KNTO provided training to the SHGs on bookkeeping, saving, borrowing and creation of SHG’s principles. Currently, KNTO supports 28 SHGs in 11 villages with 384 family members (252 are women). KNTO provided US$ 1,496 as Working Capital Assistance (WCA) to 39 family members from three SHGs in Ruessei village. Each family member received from US$25 to US$50 to generate family income, mainly for purchase of fertilizer, seeds, water melon planting and running small businesses. The BTB&BTM Partnership Project staff observed that committee members of 18 SHGs in seven old target villages are able to hold monthly meeting by themselves to discuss issues and seek approval for SHG members to borrow WCA. Moreover, solidarity, mutual help, and sharing work among community people have increased among the SHG members who could earn extra income from the WCA provided to improve their living standard. For example, Mrs. Sen Tek lives in Kchas village spends WCA money on growing water melon for selling to her neighbors. The earning profits are partly used to support her children to attend school regularly, to buy food for her family and to repair her house. To improve health condition of children of the poorest families, KNTO cooperated with District Health Centre, and supported health center staff and VHVs to explain about importance of nutrition to 128 villagers (95 women) in Tbaeng and Khu Svay villages. 25 malnourished children between six months to five years old (18 girls) from 24 poorest families were selected to support including training on children feeding and provision of food supplement for their children. We also provided their parents with training on child feeding and KNTO provided them with one kilogram of food supplement every month to feed 25 children from January to June 2008. VHVs monitored the growth of the children every month. Based on monitoring done by VHVs and health centre staff, 20 children out of 25 grow well and improve their health. For capacity building of Village Committee for Program Management (VCPM) to manage its program in seven old target villages, KNTO provided five training courses including facilitation, communication, proposal and report writing, and rights based approach and domestic violence to 56 VCPM, VDCs and VCs (31 women). KNTO staff observed that VCPMs have improved their capacity in facilitating the meeting with their team members and actively manage the respective community development program.

KNTO‘s Self Help Group in Tbeng Thmey Village conducted monthly meeting, saving and loan.



1.1.2. Cambodian Family Economic Development Association5 (CFEDA)

CFEDA staff have increased their capacity and ownership in program implementation and organizational management, particularly preparation of guidelines, strategic plan, proposal and report writing and monitoring. They steadily commit to serve the poor and poorest people in marginalized and underserved communities. They have increased relationship and cooperation with local authorities and CCs. Moreover, CFEDA has increased their cooperation with relevant NGOs, Network and relevant Government Departments including MEDICAM, Health Centers, and Provincial Department of Agriculture.

In addition, the village structures of VDCs, VHVs and VCPMs in the old target villages have basically been strengthened, especially they can link with other villages at commune level. CBOs and key persons increased capacity, ownership and participation in village activities. Communities live in a situation of solidarity, mutual help, sharing, good relationship and acceptance. In order to strengthen and support SHGs, CFEDA staff assisted communities to form eleven SHGs with 146 family members (110 women) in eight villages in Malai district, Banteay Meanchey province. CFEDA assisted the SHG groups to create groups’ principles. Currently, CFEDA supports 39 SHGs in 16 villages comprised of 507 family members (372 women). The BTB&BTM Partnership Project staff observed that committee members of 12 SHGs in eight old target villages are able to hold monthly meeting by themselves. Solidarity, mutual help, work sharing, and ownership among communities, especially in old target villages has remarkably increased. For instance, the community people in Thmenh Trei village contributed 200,000 Riels, 50 kilograms of white rice to support the funeral ceremony of Mr. Mean Tob's wife, Mrs Loch Savun, who lives in Banlech Village. She was terminally ill and received treatment at Mongkol Borei hospital and they could not save her life. Mrs Savun is survived by her husband (who is blind in one eye) and seven children. This vulnerable family received a new plot of land from CFEDA in February 2007.

Banteay Ti Muoy Village in Tuol Pongro Commune, Malai district is one of the five new target villages of CFEDA selected in FY08. It is located around 1.5 km from the main road. In the rainy season, people in this community need to walk through muddy field because there is no good road connecting to Banteay Ti Muoy Village6. In October 2007, Ms. Moun Sokounthea, CFEDA staff, started her work by spending time visiting the families in order to build relationship and understand their situation; potentials, problems and interactions with villagers. In December 2007

5 CFEDA has 5 staff (3 women) and implements ICDP to improve the livelihood of the poor and poorest people in 16 villages in two districts; Ou Chrov and Malai5 in Banteay Meanchey Province. The program benefits directly to 1,482 households with 8,506 individual, included 4,749 women and 2,416 children (332 women are the head of families) and indirectly benefits to 1,741 households with 8,638 individual, included 3,754 women and 3,018 children.

6 There are 85 families (510 persons, 336 women) living in the area since 2000 on land (30 m X 50 m) distributed by the Govt.

CFEDA team and CWS-M&E team took a photograph in the Mid Year 08 Monitoring

CWS team visited CFEDA target beneficiaries in Banteay Mouy Vil.


CFEDA assisted key villagers to conduct a Participatory Rural Appraisal (PRA) for the situation analysis. After that, Ms Sokounthea explained SHG concept to communities though home visits especially at night time7. In February 2008, CFEDA staff assisted to form two SHGs comprised of 24 family members and train them on bookkeeping, saving and borrowing. CFEDA staff also facilitated in their monthly meetings to discuss saving, problem faced and solution. In addition, CFEDA provided ten mosquito nets and nine water filters to 19 families and agriculture tools and seed to 8 families to prepare their home garden and assisted villagers to form a community pond group comprised of 39 families8 for digging one pond (L30m X W20m X H3m) for storing rain water, so that people can use it in the dry season. As a result of good facilitation from CFEDA staff, in April 2008, the SHG members collected contribution of money, rice, blanket and cooking materials to support family of Seung Seng, whose house was on fire. CFEDA started to work in this village for around nine months, so it was difficult to measure impact. However this will be seen in the next reporting period.

CFEDA cooperated with Commune Councils and local authorities to provide training on CCDM sub-decree to VCs, VDCs, VCPM, VDVs, VHVs, and CC members as well as organized a meeting with VCs, VDCs and NGO staff working in Samraong, Ou Sampor and Tuol Pongro communes. CFEDA also supported CCs in Ou Sampor to celebrate “International Women’s Day” to raise awareness of community people on gender and women issues. CFEDA staff observed that CCs have increased their capacity in organizing and facilitating meetings. They appreciated and

acknowledged support and cooperation provided by CFEDA. 7 because in the day time, villagers went to work as a laborer in Thailand. 8 168 persons; 69 women

International Women’s Day organized in Ou Sampor Commune Malai District by CFEDA

CFEDA staff explained victim families about proper use of water filters prior to its distribution together with other plastic buckets



1.1.3. Association Development for Our Villager’s Rights9 (ADOVIR)

ADOVIR staff have increased their capacity and confidence in community facilitation, strengthening and support of CBOs, particularly funeral association, community pond, CCs, strategic planning and report writing. They increased relationship and cooperation with relevant I/CNGOs working in the same target commune with local authorities, CCs, and government officials

such as HCs, Cluster School, and District Health and Animal Health Offices. Support and strengthening of funeral association is one of the main components of ADOVIR program. ADOVIR supported eight funeral associations in eight villages, formed by the villagers and contributions collected from the communities. The main purpose of the funeral associations is to assist elderly people, poorest and vulnerable families when they face food shortage, sickness and death…etc. ADOVIR provided coaching and training to funeral association committee members on facilitation skills, leadership, review, formation of guidelines and structure. Moreover, ADOVIR provided materials10 to four associations in Siem, Buo Run and Ta Khiev villages for managing their associations. Based on observations by project staff, the funeral association committee members have increased their capacity in leadership and communication and they made good cooperation with VCs and VDCs. The community people have also increased solidarity and mutual help and received more assistance from the association. For example, the funeral association committee in Beng Popoul village collected contribution of 71,000 Riel to help Mr Lav Vat’s family and 20,000 Riel for Mr Toeung Sarom’s family because their houses were burned. In addition, the funeral association provided 50,000 Riel for funeral ceremony of grandfather Sorn and built a Sala Chortean for villagers to pray according to Buddhist religion.

Education for children in isolated villages of Kob, Beng Snoul and Beng Arak were very poor. They didn’t have a good place to study. In cooperation with the government education cluster school Director, ADOVIR supported Parent Associations to build and repair the schools. In Beng Arak village, one-room school building (size W7m x L8m) with cement floor was completely built on February 16, 2008 and another two-room school building (size w7m x 16m) is being built in Kob village. The construction will be finished in the first quarter FY 2009. In Beng Snoul village, a three-room

9 ADOVIR has five staff (2 women) implemented ICDP to improve the livelihood of the poor and vulnerable people in 14 villages in Ampil Pram Daeum Commune, Bavel District of Battambang province. Currently, the program benefits directly to 1,382 households with 6,074 individual, included 2,230 women and 1,635 children (86 women are the head of households) and indirectly benefits to 1,273 households with 6,685 individual, included 1,940 women and 3,840 children. 10 The materials include cooking pots, plates, soup bowls, spoons, kittles, water buckets and water dragged carts.

A Community School in Kob Village before construction

CWS-C Monitoring Team and ADOVIR Staff members pose for a group photo during mid-year 2008 monitoring

ADOVIR, Funeral Association Committee members in Beng Popoul Village


school building (L24m x W7.5m) with cement floor was completely built on 02 May, 2008. ADOVIR also supported communities to build 120 meters of school road under “food for work” program. Currently, a total of 422 school children (190 girls) from grades 1 to 6 are attending classes in these three community schools with better road condition accessible from their villages to/from schools.

1.1.4 Khmer Community Development Association11 (KCDA)

KCDA, which was selected as a holistic partner of CWS in March 2008, implements ICDP and strengthens SHGs in 13 villages in Samlout District. It has directly benefited 250 households12. Before the implementation, the partnership project staff had a meeting with KCDA staff and explained them about partnership principles including CWS Partnership Operation Guidelines, sharing values, roles and responsibilities, working approach, partnership expectation. And at the same time, the partnership project staff provided coaching and training to KCDA staff on organization and values, appropriate community development approach, main stages, ownership, community situation analysis, and bookkeeping. In addition, KCDA staff were supported to attend relevant trainings and workshops organized by

Partnership Program staff, exposure visit, learning exchange and internship with CFEDA and KNTO in

Banteay Meanchey province. Moreover, the project staff also provided coaching on planning and proposal development to KCDA staff. As a result, KCDA staff have improved their knowledge on development work, understanding of partnership principles and other skills. As a result, their proposal was already approved for the program implementation from June 2008 to June 2009.

11 Their Office bases in Samlout district, BTB and they have five staff (2 women). 12 with 1,127 individual included 290 women and 648 children, of them 66 women headed families; and indirectly benefited to 339 families with 1,332 individual included 378 women and 635 children.

Community schools in Kob (top-left) and Boeng Snoul Villages constructed with assistance through ADOVIR

KCDA staff members and their office



Exposure visit was organized for staff of CWS partners to visit CFEDA target area in Thmeanh

Trei Village, Banteay Meanchey.

1.2. Technical capacity of CNGO partners in BTB and BTM are significantly improved

The Partnership Project promoted learning exchange among CNGO partners, in which a five-day exposure visit was organized on 24-28 March, 2008 for 14 staff (6 women) from KCDA, ADOVIR, CFEDA and KNTO to learn experiences with CFEDA, KNTO and DYMB in BTM province. The visit was to enable partner staff to understand background of CFEDA and KNTO and their partnership work experiences with CWS, structure and strategic directions, programs, characteristics of target areas and target groups, activities, especially CBO and village structure approaches and phase out strategy from old target villages and expansion of service to the new areas,

sharing lessons learned, Old People Association (OPA) program. Moreover, the project also organized a one-day learning exchange workshop regarding program activities at CWS BTM office for 15 staff (5 women) from CFEDA, KNTO, ADOVIR and KCDA. Partner staff were provided an opportunity to share experiences, learning on program and its strategies and to identify key learning for improvement of their respective work and program. After the visits, it observed that the partners used their experience and knowledge gained to improve their strategies of organization and programs. For example, ADOVIR developed phase out plan from old target villages. Eight funeral associations created by ADOVIR have strengthened their structure, bookkeeping, guidelines and services for communities.

1.3. Small grant partner, DYBTB is promoting peace-making among school children

Dhammayeatra Battambang (DYBTB), one of the small grant partners, implements weekend peace-making project for school children in Pouk Chmar Primary school, Anlong Wil commune, Sangke district, Battambang province. DYBTB is aimed at walking with school children to promote peaceful hearts, inspiring them with the ideas of loving kindness and compassion toward others. DYBTB volunteers cooperated with monks to organize weekend workshops for 120 school children (72 girls) from grade 3-6, between 10 -15 years old to learn peace. They

were taught on various topics of Buddhist prayer, meditation, tree planting, healthy living and taking good care of the environment. Additional games and fund activities were also played. Moreover, on International Children Day, DYBTB organized a children march to walk through the villages around the school to thank villagers for sending their children to attend school. Based on observation and evaluation by DYBTB training team, these children were interested and actively participated in the training session and they change their behavior. For example; the children help their parents do some work at home over the weekend, clean the classrooms and school compound.

Peace training for school children in Battambang Province


1.4. On time emergency responses saved lives of the vulnerable families Read Direct Services Program Report on ERP Program for details.


CFEDA and KNTO supported the poor and poorest families in Malai and Banteay Ampil districts along Thai-Cambodian border. Their daily income generated from working as labourer in Thailand. Most of them crossed the border to work at day time and return home in the afternoon during the harvest season. Therefore, to work and support these communities, the partner staff had to arrange meetings with them at night time to discuss SHG concepts and funeral association formation, community school construction etc.

This year, the project received a number of visits from inside and outside visitors and organized many events that involved partner’s staff to be away from their work sites. Therefore, the project and partner staff have little time focusing on their community program quality and building their organizational capacity and system. Although this created time constraints but it also provided good opportunities for the project and partners to build their relationship with the outsiders and showed the achievements they have made.

When the partnership program launched the new proposal and reporting format to support the changes within CWS, the partner staff were already invited to join the orientation but they still have limited skills in report and proposal writing. The project staff need time to provide coaching to them. Improving the quality of proposal and report from those partners requires ongoing support.


Learning exchange among communities has been seen as an effective method for community people. Moreover, success and usefulness of SHGs in old target areas of CNGO partners serve as examples for other community people in new target areas to follow. Understanding well about CNGO partner staff is important for making our support and intervention more effectively as they have different background, education and experience. The approaches used for capacity building should be prepared based on partner's background and situation. Training and workshop provided to partner staff should be balanced with their program implementation.


CWS provided FY08 grant to CNGO partners; CFEDA, KNTO and ADOVIR. They planned to dig five community ponds and repair four community schools. An increase of oil price made cost of community pond digging and community school repairing higher than budget allocated. This inflation costs were not originally planned. Therefore, additional grant were provided to them to complete their program. Thai authority restricts Thai-Cambodia border in target villages of KNTO; Chub Korki Lech, Chub Korki Koeut in Oddar Meanchey province. They do not allow Cambodian people to cross the border and work in Thailand. Villagers face with food shortage. Especially poor and poorest



families who depend on income from daily labor work in Thailand. Moreover, an increase price of white rice also affects their living. Generating income becomes harder for them.

2.2.6 FUTURE PLANS

The main action plans for the first semester of FY 2009

Continue to strengthen capacity of CFEDA and KNTO and support them to expand their program in Malai and Banteay Ampil districts.

Continue to strengthen capacity of ADOVIR, especially in preparation of phase out plan from old target villages and strengthening of CBOs; funeral associations.

Continue to strengthen capacity of KCDA and support their program implementation in Samlout district, Battambang province.

Facilitate learning exchange among partner staff through organizing program related workshops.

Organize training on Local Capacity for Peace (LCP) for partner staff.

Support CNGO partners; KCDA, CFEDA and KNTO in implementation of CBDRM project (DIPECHO) in Battambang, Banteay Meanchey and Oddar Meanchey provinces.

FY08_2nd End-Year_Narratives 52KPT Partnership Project

2.3. KOMPONG THOM PARTNERSHIP PROJECT

2.3.1 INTRODUCTION

The Kompong Thom Partnership Project began to work with CNGO Network and partners in 1996. The project mainly works in building the institutional development and programming in multi-religion communities in addition to the funding support for partners. In June 2007, three holistic partners (COWS, BFDK and APA) phased out from the partnership project and connected to other funding agencies. This is one year now that the Kompong Thom Partnership Project has selected and supported the Khmer Organization for Rural Community Development (KORCD) as a holistic partner to build its capacity on institution and management system.

During this reporting period, the project continues to support KORCD to review staff policies, financial and administrative guidelines and to implement the Integrated Community Development such as creating of SHGs, weaving program, elderly associations, rice banks and cow banks in eight target villages, three communes of Santuk and Baray Districts, Kompong Thom Province, with direct beneficiaries of 711 families (3,555 populations, 2239 women) and indirect beneficiaries of 897 families (5,260 populations, 2261 women).

Besides KORCD, the Kompong Thom Partnership Project has continued to build capacity for staff of the Cooperation for Indigenous People and Development in Cambodia (CIDC) and Adsu. CIDC has received small project grants from the Kompong Thom Partnership Project to support drop-out schoolchildren in eight villages in Phan Nheum Commune, Prasat Balangk District. Universal primary education is enshrined in the Cambodian Millennium Development Goals, to which the National Strategic Development Plan is wedded. The present trend of a large number of rural children dropping out of the educational stream after completing one to three years is of concern to the future stock of rural human capital1. Adsu Church focuses on the Braid Cotton Scarf Weaving Program in Adsu Village in Sambour Commune and Prasat Sambour District.

During this reporting period, the Kompong Thom Partnership Project has achieved the following accomplishments


Objective 1: To strengthen the capacity of holistic CNGO Partners and Small Project fund recipients to facilitate program that will effectively and sustainable improve the living conditions of the most vulnerable.

1. KORCD staff have improved organizational development and programming KORCD already received one-year holistic support from the Kompong Thom Partnership Project under the coordination of the Project Coordinator. KORCD received capacity building from the Partnership Program office on Community-Based Organization and Management, Institutional Building and Management, Training of Trainer, Report Writing and Proposal Orientation and from the project on Participatory Rural Appraisal, Conflict Resolution with an ongoing coaching in addition to the funding support. The Project Coordinator also conducted a two-day training on 15-16 May for their six staff on the Organizational Capacity Assessment (CAT) which is an

1 Source: UNDP Cambodia’s CHDR2007: Expanding Choices For Rural People


KPT Partnership Project 53

Children and their families received school materials and bicycles from CIDC with financial support from CWS-C Partnership Kompong Thom Project.

instrument to measure the organizational capacity of KORCD. The training focused on the importance of why KORCD need to learn about the organizational assessment, how to assess the organization capacity, process of using CAT, and actual practice on CAT tool in participatory manner. More importantly, CAT requires the partner staff to evaluate their organization on different aspects from their own perspectives while at the same time, the partnership project coordinator also used CAT to assess KORCD capacity. By the end of training and practices, partner staff and the project coordinator compared and discussed the results of organizational capacity elements and reached a consensus. As a result of the training, field practice, discussion and feedback, all participants fully understand the importance of the CAT tool, the process of evaluation and results of the assessment. In addition, KORCD staff realizes that CAT tool is helpful and easy to use to reflect on the progress of their organizational growth. All KORCD staff are able to use CAT tool to monitor their organizational development.

Similarly, the Partnership Project also conducted an internal evaluation on CIDC before the project provided small project grant. Cooperation for Indigenous People and Development in Cambodia (CIDC)2, works with 70 Indigenous families with 128 children, in which 55 girls dropped out from school due to inaccessible road and poor family income. The assessment showed CIDC staff have gradually improved their organizational management skills and community development program. For example, one of the findings from assessment strongly indicated that under the coordination of CIDC staff with local

authorities and school directors with CIDC support on school materials3 and transportation4 (17 bicycles for 17 poorest children who live very far from school), 126 children out of 128 (55 girls), have been allowed to return to schools to continue their study. Based on the needs of the 70 parents of the school children, CIDC also provided vegetable seeds for home gardening. As a result of the support from CIDC, the parents, teachers and local authorities are happy to see their children return to school. They have good cooperation with CIDC staff for other development sectors. In addition, the provided bicycles for children are not only beneficial to the children education but also enable their parents to travel for their business and children can carry woods on weekend. 2. KORCD staff improved facilitation and community development skills

In building capacity for CNGO partners, the Partnership Project Kompong Thom organized a two-day training workshop on “Community Development Concept” on 22-23 June 2008 for 11 partner staff from KORCD and CIDC. The training focused on facilitation and communication with the grass roots people and engaged all participants to practice techniques in dealing with villagers and local authorities, especially on facilitation of the community organizing and approach of the sustainable development and phase out strategy. All staff reflected what they learned in the class to their fieldwork with the community; they found that the theories are very reflective to what they are doing in the field. During the practices in training, all participants have been more active in facilitating the groups, understanding the community development

2 CIDC works in eight villages: Sochol, Srama, Trapeang Knong, Phdiek, Prey Prei, Kranhung, Prohut, and Smaonh 3 126 school children received school materials (books, pens, pencils, bags) 4 17 bicycles given to 17 children whose houses are very far from school.


VDCs and village leaders practiced conflict resolution skills

concept and facilitation skills. As shown in the course evaluation, 64% of the participants understand over 80% of the community development concept. 36% understand about 40% as they are new to the community development work. Within this reporting period, the project also sent two KORCD staff to attend the training on “Training of Trainer” in Battambang province in February 2008. After this training, they improved their skills in preparing the curriculum for training and workshop. They are also able to train community with less support from the partnership project coordinator. Moreover, the quality of training has been reported significantly improved compared to last year.

3. Conflict resolution training turns the village leaders and VDCs to be key players in solving conflicts in their communities

There are a number of conflicts on land dispute and domestic violence occurring in KORCD target communities over time. Therefore, on 28-30 January 2008, KORCD staff with support from the project coordinator conducted training on “Conflict Resolution Part I” for 26 people (six KORCD staff, ten VDCs and ten village leaders). They came from the nine villages of KORCD target areas5. The training engaged them to understand the basic definition of violence, different types of conflicts, Johary’s Window concept, root causes, perceptions, prejudice, stereotypes, relationship, gender and conflict, mapping and problem tree conflict analysis. Theories practice was also conducted for participants. The course evaluation showed that almost all participants understand the conflicts as some of them experience and meet conflicts for long time. As a result of the actual practice in the training, the village leaders and VDCs said that they were interested in this training, and they felt confident with their learning knowledge to help solve conflicts in their community.

After the training, participants could apply their learning skills to deal with the conflict resolutions. For instance, during this reporting period there were 12 cases of conflicts occurred in eight KORCD target villages, of which seven cases were domestic violence and five cases related to land conflicts. With technical support from KORCD staff, the village leaders and VDCs facilitated with the conflict resolutions. Finally 100% of domestic violence and 80% of land conflicts were completely resolved while another 20% was sent to the higher level authorities for their intervention. More surprisingly, the villagers saw their village leaders and VDCs become more active in the conflict resolutions than before. At the same time people feel more confident and trust the capacity of the conflict resolution committee for solving the conflicts. According to the commune council report, domestic violence has been reduced significantly in Tnot Chum Tymuoy, Tang Krasang and Pnov Commune. Having seen the positive outcome from the training by the end of this reporting period, KORCD staff and local authorities were encouraged to continue support and implementation to other villages.

5 Veang Khang Cheung, Tuol Chan, Tnoat Chum Ti Muoy, Tang Krasang, Pnov , Pnov, Kang Meas, Kang Meas and Thomm Neath



4. SHG Women groups have more hope from their Krama weaving program in Kang Meas and Adsu Villages This year the partnership project has engaged KORCD and Adsu to promote the weaving program in their target communities and target groups. Adsu Church weaving group increased from four to eight women members with four looms (two traditional and two semi-auto looms). The weavers come from the poor villagers with no income generating in the family. Adsu weaving program has its own guidelines for income distribution, in which the net income is distributed 50% for inputs and labors (member received 1,600 Riels per Krama), 10% for the emergency assistance to the community people who are poor and sick, 20% allocated to the Church and 20% for capital increase. However, Adsu has just started its program by mid-FY08 and they have potentials to grow in the future. More significantly, the weaving program in KORCD target area has received an ongoing coaching and support from both KORCD and the partnership project staff. Within this semester, KORCD staff provided training on the semi-automatic looms6 to 24 SHG members for two weeks under the support of Kompong Thom Partnership Project to improve the capacity and quality of Kramas weaving. The weaving groups become more active and confident in using both traditional and semi-auto looms for weaving. By the end of this FY, the weaving group members produced 134 Kromas, which were sold to their neighboring villages. According to weaving guidelines, the income is divided 20% of the net income allocated for repairs and maintenance of looms, 50% for capital increase and 30% for program expansion. Although this net income of 241,200 Riels is not much money, the women groups expressed that this program promotes their traditional heritage that was lost long time ago. It also provided work for the women in the villages who are free from their farming work can join the weaving. Net Income from Jan-June 2008 A. Total amounts from selling Krama 134 x 5,000 Riels/Krama = 670,000.00 Riels B. Expenses on inputs:

- Threads/cotton 26.80 Kilograms x 12,000 Riels/Kg = 321,000.00 Riels - Labor 134 x 800 Riel/Krama = 107,200.00 Riels - sub-total = 428,800.00 Riels

C. Net income balance (C= A - B) = 241,2000.00 Riels Distribution of Income from Jan-June 2008

a. Repair and maintenance for looms (20% of C) - 241,200.00 Riels x 20% = 48,240.00 Riels

b. Capital Increase (50% of C) - 241,200.00 Riels x 50% = 120,600.00 Riels

c. Allocation for program expansion/future growth (30% of C) - 241,200.00 Riels x 30% = 72,360.00 Riels

d. Total = 241,000.00 Riels

6 semi-auto loom produces double production compared to traditional loom. One person can make two Kramas per day by using this auto loom. Auto loom is more effective and efficient. KORCD purchased auto loom from Prasat Balaing District, KPT (local man-made)


Based on the KORCD report and discussion with the weaving groups during the field visits, this significant achievement was expressed by the group members in Kang Meas village. The weaving program has been known to other organizations in Kompong Thom. Recently, the weaving group provided five internships (three internships from Buddhism For Development Kampong Thom and two internships from Tang Krasang village to expose and learn weaving Krama.

OBJECTIVE 2: To provide overall management, supervision and capacity building to Partnership Program Staff; develop and strengthen mechanism, practice, guideline and tools that will improve the partnership program and lead to enhanced outcome.

5. Holistic Partner KORCD needs ongoing coaching from the partnership project coordinator for their organizational improvement

As KORCD became a holistic partner for one year, it needs strong support in both technical and organizational management. Within this reporting period, the KPT Partnership Project conducted 30 field visits to the community and office, in which the project coordinator attended five monthly meetings and one annual meeting with KORCD staff. During the visit, the project staff saw KORCD staff have 2008 quarterly and monthly plan available. The purpose of this field visit was aimed at looking at the progress of project implementation together with quality of work and providing feedback to the field staff. During the annual meeting, the project and KORCD staff reviewed the FY08 work plan and found that KORCD successfully implemented all activities that were planned in FY2008 with support from the partnership project coordinator. Also, all project implementation guidelines7 and organizational policies8 were already reviewed. All project guidelines were disseminated to the communities and stakeholders and organizational staff. At the same time, KORCD also prepared Annual Plan 2009 in the meeting and was already approved for implementation.

Lately this year, KORCD conducted Annual Reflection Workshop with support from the partnership project coordinator, with involvement of all stakeholders, KORCD staff, VDCs, commune councils, VCPMs, village leaders and representatives of the weaving groups. Through a number of group discussions in the workshop, we received collective feedbacks and suggestions for future improvement from the participants. Moreover, VDCs and VCPMs told

7 project guidelines: SHG, cowbank, ricebank, well construction, Elder Association 8 financial policies (salary scale, payment procedures, approval and cash management) and staff policies (work hour, leave request, sickness, health care and treatment)

Semi-auto looms produces more Kramas in short time



KORCD staff that there should not have much changes in the plan. They also requested training on request and report writing, bookkeeping as well as checking saving books of SHGs.


KORCD has already received one year support from CWS partnership Kompong Thom project. We can see KORCD has improved many areas in organizational and program aspects with mutual understanding and compassion for the organization. However, KORCD has many different challenges. KORCD does not have its own motorbikes for staff to travel for their field work. KORCD staff use their own old motorbikes with gasoline provided by KORCD. They have difficulties traveling to the remote villages. In addition, KORCD can only use their computers at during the night because there is no electricity during the day (electricity cost is soaring). On the other hand, all KORCD’s computers are very old and running slowly. During the last quarter, CWS received late financial and narrative reports from KORCD because of this reason. KORCD’s requests for motorbikes and computers were raised and discussed in the beginning of FY08 with the partnership program manager for consideration, but unfortunately there is a delay in our response due to our budget constraint. CIDC worked hard with local authorities and teachers to enable children who dropped out from school to return to school. With funding support from CWS, CIDC was only able to purchase and provide 17 bicycles to 17 schools dropped out children who live very far from school in Phan Nheum commune. It was a difficult process of selecting vulnerable children to receive bicycles as there were many children who needed them. Therefore CIDC staff worked closely with teachers and local authorities to meet with their community to explain the purpose of the bicycles support to those poor children who also live very far from school to avoid the conflicts and jealousy in the community. During the meeting with the community, many poor villagers requested bicycles for their children who live far from school as well. However, CIDC received their requests for future consideration as they could not respond at the moment. In addition, KORCD received one year capacity building for their staff, who still have limited ability in report writing and proposal development. They require more time from the partnership project coordinator to provide them with technical support and coaching. Especially, the quality of information related to outputs, outcomes and impact are the most difficult parts for all partners as they only know how to report on the achievement of activities. However, through a number of face to face coaching with them, they finally articulated the information for better report and proposal writing. KORCD still requires constant and continuing training in report and proposal writing.


The first training on conflict resolution Part I in January 2008 for village leaders and VDCs in Baray and Santuk District, was very useful for these communities as they face with land conflicts and domestic violence. It was over expectation and amazing that the village leaders and VDCs expressed their desire to learn the importance of conflicts resolution. During the training the participants asked so many questions related to their issues and problems occurred in their villages. They said the training was exactly what they wanted to help their community. This training topic was developed from consultations between KORCD staff, local authorities and real assessment of the situation in the villages.

In meeting with the field partners staff, they always raised that only few people from the organization were sent to attend the training or workshop, which gave less training opportunity for field workers. This finding is true because many partners sent the same staff to attend different training courses. However, this concern should be carefully considered by the partnership project and program staff when they invite partner staff for training and workshop.


So, the Training Need Assessment should be carried out more efficiently. A capacity building plan for each partner staff needs to be well prepared and coordinated by the Partnership Project. It was suggested that the sender organization should send the right persons and CWS project coordinator or facilitator should also double check the names of participant before registering them in the training or workshop.


Lately the partnership project coordinator was assigned by SMT to attend the VBNK 2008 Annual Conference on the “Community Dialogues of Development for Today and Tomorrow” in Banteay Meanchey Province. This attendance conflicted with the project schedule for community development training for KORCD staff and VDCs. So, in order to adjust the time to attend the above conference, the project reduced period of training from 5 days to 2 days. However, the project coordinator found that the conference was interesting and she gained some lessons learned on the techniques to facilitate different groups of ages and different levels of knowledge that have formal and informal education background in order to achieve the common goals.

2.3.6 FUTURE PLANS

This year, the KPT partnership project fully supported KORCD to achieve all activities plan in FY08. In FY09, the project has plan as follows:

Coordinate with the partnership program manager to select CIDC as holistic partner and submit its proposal for FY09

Build capacity of staff of KORCD and CIDC staff on financial management and Accounting Assist KORCD and CIDC to develop their quarter and annual plan Conduct echo training on Administrative to Admin staff of KORCD Support CIDC to conduct PRA Conduct training workshop on Conflict Resolution Part II for KORCD, VDCs and VCPMs Continue field monitoring to KORCD and CIDC Support CIDC to review their strategic plan Conduct quarterly meeting with KORCD and CIDC Write the project reports of FY09 Assist KORCD and CIDC for proposal development for FY10


Ecumenical Partnership Project 59

2.4. ECUMENICAL PARTNERSHIP PROJECT

2.4.1 INTRODUCTION

CWS Partnership Program was founded by the Ecumenical Partners in Kompong Thom province in 1996. CWS Cambodia now has incorporated an “Ecumenical Partnership” that focuses on institutional building and as of lately, theological and ecumenical reflection among several ‘ecumenical’ based organizations including the Cambodian Students Christian Mission (CSCM), Kampuchea Christian Councils (KCC), and Initiatives for Change Association (ICA) with recent work done among the Church Development Association (CDA) in Svay Rieng Province.

Strategically, the Ecumenical Partnership Project hopes to aim at strengthening ecumenical partners’ capacity building to ensure institutional development whilst building a contextual system for theological and ecumenical reflection and action. It is both a two way service of capacity building whilst developing a strong ecumenical understanding that better serves the communities that CSCM, KCC, ICA and CDA work in. This approach is to broaden the mission and service to the marginalized vulnerable populations in a complexity of social concerns among their different religious and cultural settings. Therefore, the partnership project emphasis was to take the Ecumenical Partners to a level where there is both strive and commitment into assessing and addressing the improvement of capacity building through the process and methodology of coaching, mentoring, delivering and training courses. Some of the training programs would require a merging of all ecumenical partners whilst at other times it would require a one-on-one process. The objective of these programs was to lead to a more self sustaining process of the organization individuality but also collectively as a partnership.

Within this reporting period, the partnership project assisted KCC to conduct General Assembly, development of the strategic plan and capacity building on management and programming while similarly, ICA and CSCM received both training on various aspects, coaching and small grant support. Particularly ICA significantly implemented the Cambodia-Vietnam Dialogue.


Objective 1: To strengthen the capacity of ecumenical partners CSCM, ICA, KCC and small project fund recipients to facilitate program that will effectively and sustainable improve the living conditions of the most vulnerable.

1.1 CWS’s support contributes to the changes of KCC’s leadership to move forward

Strategically, within this reporting period, the Ecumenical Partnership, as implemented by the partnership program office staff, continues to focus on building the foundation of the ecumenical partners, namely KCC, ICA and CSCM. These three partners have different areas to be built and improved in terms of the organization and management as well as programming. KCC requested their partners inside and outside Cambodia to assist them facilitating the 3rd General Assembly. A week before the assembly took place, no one responded and willing to support KCC. A few days later, KCC urgently approached CWS for help. The Partnership

FY08_2nd End-Year_Narratives 60Ecumenical Partnership Project

Program Manager and OD Program Officer were seen as viable team to support KCC in this important event. The Partnership Program Manager called for an urgent meeting with former KCC council members and organizing committee to ensure a proper preparation. KCC invited 80 KCC’s Church Representatives and their partners inside and outside Cambodia; with about 80 participants (70 church members and 10 partners). Of which, World Councils of Churches (WCC), Christian Conference of Asia (CCA), Lutheran World Federation (LWF), ICC, CSCM and other local church representatives were present. The assembly is aimed at changing the leadership of KCC, in which the new leadership members and structure must be selected during the assembly with presentation of the 5-year accomplishment, discussion on the key issues, future directions, improvement plan and learning about the ecumenism movement in the multi-cultural context. The assembly was carried out for 3 days from 27-29 March 2008 in Phnom Penh. The new leadership members were democratically voted by all KCC members facilitated by CWS Partnership Program Manager. Many key issues related to the selection process for the new leadership members were strongly discussed among the organizing committee, former leadership members and the funding partners. It was challenging for the facilitator to overcome the hard discussion. However, Assembly finally elected general committee of 11 people (2 women); and 5 members1 (one woman) of which were elected as the working committee. Followed by the assembly, the new working committee demonstrates their high commitment in re-organizing and revising by-laws, policies and looking at their program. With strong technical support from the partnership program staff, KCC has developed its first draft of strategic plan and presented to their funding donors including WCC, CCA and United Church of Christ (UCC). Having seen the clear strategic directions and high commitment of the new executive committee, CCA has already approved US$ 8,000.00 for administration support and sent one adviser to assist the team to develop long term funding proposal. Through a meeting with KCC’s new executive members expressed their sincere thanks to CWS Country Representative and the partnership who continue to support KCC.

1.2 CWS Cambodia joins efforts with MCC and AFSC to support ICA

ICA is also one of the three Ecumenical Partners, working to mobilize the multi-cultural students and young people and resources to support the vulnerable community people and promoting peace building atmosphere across communities and nations. ICA has received capacity building,

1 1 president, 2 vice-presidents (one woman), 1 treasurer, 1 member

Dr. Mathew George, WCC (2nd right) shared the Christian Unity &Witness in multi-religious context .The former KCC’s

The new KCC’s President, Som Chanboth (right) made speech to the assembly



technical support and fund from CWS, MCC, AFSC and other private sectors inside and outside Cambodia. In order to make efficient and effective support to ICA, CWS invited MCC, AFSC and ICA for a collaboration planning meeting. This first meeting was conducted at ICA office to discuss the agreed principles of support between the three agencies, and also the roles and responsibilities of each partners as well as communication channel. At the end of the meeting, all partners agreed that CWS provides capacity building on organizational development, accounting system and support small grants for Cambodian-Vietnam Dialogue while MCC and AFSC supports administrative and program costs. The follow-up meeting between the three partners and ICA was held at CWS Office to discuss the Memorandum of Understanding (MOU), which indicates the collaborative and joint efforts to build capacity of the young people organization. As a result of joint support, ICA has two permanent staff responsible for administrative, communication and program work. In addition, once all partners understand well about the partnership principles, roles and responsibilities and communications, the partnership work with ICA, MCC and AFSC will be smooth.

1.3 Cambodia-Vietnam Dialogue changed perception of the young

With strong technical support and sponsor from CWS, AFSC, DED, MCC and MARYNOLL, ICA organized the 4th Cambodia-Vietnam Dialogue (CVD4) on 7-16 March 2008 in Sihanouk Ville and Phnom Penh, Cambodia. The dialogue engaged 50 youth, of which 25 are Vietnamese and 25 are Cambodians under the theme of “Listening and Understanding the Past with Respect and Trust”. The workshop created opportunities for the two young groups to discuss various issues related to the histories that hide in their hearts. With the honorable presence of H.E Son Soubert, he said “understanding the histories of the two countries, not just by listening to what others said, but by researching and looking for the fact. We are encouraged to get to know each other in depth, feel pain of each other, to search for ways to get the two nations closer”. H.E Soubert also added that “Buddha said, do not believe what I have said but look for yourself”. There were different sessions that allowed all participants to think, reflect what happened in the past and current fact, share their personal life to each other and present their stories and feeling to other groups, teambuilding through cooking food together and playing sports and games at the beach as well as family home stay. From time to time, the two groups listened to the histories of their friends and started to feel and understand pain of others deeply. Moreover, they felt close, related and dearly loved. According to the home stay with Khmer and Muslim (Cham) families, the Vietnamese groups realized that they feel of being loved and respected by the host families and the fears and misunderstanding washed away. In addition, during the closing ceremony, all participants were encouraged to share their feelings and perception after the workshop. One of the Vietnamese young man said “before I came to Cambodia, I heard a lot of rumors and my family was fearful for my safety. When I came here, I realized that the people are great” and another girl also expressed that “CVD4 has taught me many things. It was far beyond my expectation. Through dialogue, I hope for a bright future”. The final course evaluation showed that 100% of participants felt close friends, real family and have touched with the deep feeling of being friend and reduced of tensions and misunderstanding of the past histories. One of the Cambodian participants said “I changed my behavior; I used to think that all Vietnamese are bad. Now I realized that is not true” while another said, “I must find out the past mistakes and together with Vietnamese friends to shape the future relationship among the young people.”2

2 for more details, refer to the Report of CVD4, 7-16 March 2008, Sihanouk Ville, Cambodia

FY08_2nd End-Year_Narratives 62Ecumenical Partnership Project


All ecumenical partners of CWS are basically voluntary-based groups. ICA and CSCM are the young group of volunteers from the universities who mainly still study and work. CWS has committed to build their capacity based on their organizational development and program needs. However, sometimes staff turned over quite often and the new replacement needs to take time to learn the new system of the organization. This caused an ongoing effort from CWS to build their capacity on the same topics and considered as a challenge for such young organization groups. This challenge drew our attention to call ICA for the meeting with their funding agencies including MCC and AFSC to provide some allowance for the core staff. As a result of meeting, MCC and AFSC decided to support two permanent staff of ICA. However, CWS still provides ongoing support to them, especially for capacity building on the accounting system and reporting. CSCM still needs to build better accounting system and skills for the new staff. The ecumenical partnership project is supposed to provide full support to all ecumenical partners. However, within this reporting period, the partnership project coordinator had an accident in December 2007 and resigned in April 2008. His absence created burden and time constraint for the partnership program manager and OD program officer. The program manager and program officer tried to coordinate and build capacity of the ecumenical partners but the project failed to provide a proper training on the basic financial management for ICA and CSCM; organize internship for ecumenical partners to learn the program implementation from the partners in Kompong Thom; and organize the quarterly meeting for partners.


ICA has received support from different agencies including CWS, MCC, AFSC, MARYNOLL and individual support in the country. Not all partners can coordinate their donor support well. ICA is a young people organization that does not have experience in donor coordination. Through numbers of meeting, MOU between ICA, MCC, AFSC and CWS was developed and all terms of conditions are understood by all parties. Once MOU was understood by all parties, the burdens to ICA had been much reduced, there is no overlap of the support; and program operations have been smooth and clear. CWS Cambodia has been supporting and promoting the ecumenical partnership for many years with various aspects covering institutional building and programming. But our work has not been widely known to others because of little demonstration within CWS staff, partners and donors. On the other hand, ecumenical framework and the partnership program have no clear boundary and limitations. In reality, the program has worked and supported ecumenical partners based on their needs. This approach seems unlikely strategic and effective support for such partners. Having seen this unlimited support, the partnership program, under the guidance of the Country Representative, the framework of the ecumenical partnership has been clearly defined and will be launched to all partners in the following years. This appears as good lesson learned for the partnership program that the ecumenical partnership work should also be framed within the partnership program with a clear boundary.


There is no “issues not addressed”



2.4.6 FUTURE PLANS

Recruit one staff to take responsibility for the ecumenical partnership project

Support CSCM, KCC and ICA to review and develop three/five year logframe

Continue to build capacity on accounting and financial management and conduct regular visit to partners office and their field work

Continue to build capacity on the project management, leadership, community development, peace building especially ecumenism work

The project staff will organize internship for ecumenical partners to learn on the program development

Launch the ecumenical framework

Write proposal for funding

INTEGRATED HUMANITARIAN MINE ACTION MALAI DISTRICT, BANTEAY MEANCHEY

PROVINCE (LOCALITY DE-MINING)

MAG PHOTO 2008


FY08_2nd End-Year_Narratives 64MAG Demining Project

3. INTEGRATED HUMANTARIAN MINE ACTION MALAI DISTRICT, BANTEAY MEANCHEY PROVINCE

Reporting Period: 1 January - 30 June 2008

3.1 INTRODUCTION

Malai district in Banteay Meanchey province is situated on the border between Thailand and Cambodia and was the scene of heavy fighting for many years. The K5 mine belt runs through Malai district, creating a barrier between communities and access to the border and employment in Thailand. There have consistently been around 35 casualties per year according to Cambodian Mine and UXO Victim Information System (CMVIS) data. Additionally, the area is targeted due to its proximity to the border town of Poipet where scrap metal dealers are based who target specific communities for the metal found in Remnants of Conflict1 (RoC).

The problems caused by mines and UXO in the ex-battlegrounds of Malai require continuous intervention. MAG has sought to address these problems by providing efficient, effective and safe clearance using an integrated Humanitarian Mine Action (HMA) team under the generous support of Church World Service (CWS). The exact sites for clearance within the province were selected by MAG, CWS, CFEDA, the Provincial Government (PMAC) and the Mine Action Planning Unit (MAPU) prioritizing areas that, through the clearance of mines and UXO, will have the greatest positive economic and social impact on the residents in the district of Malai.

During this project MAG provided an integrated response through the deployment of a Mine Action Team (MAT) to clear mines and UXO affecting the social and economic development of communities in of Malai district, Banteay Meanchey province. The HMA activities conducted by the team directly enable CWS and its partner, Cambodian Family Economic Development Association (CFEDA), to implement development activities within this district.

3.2 MAJOR ACCOMPISHMENTS AND CHANGES:

The following project activities have been conducted:

• Target sites were selected in Banteay TiII, Kbal Tumnob village Ou Sampoar commune Malai district in Banteay Meanchey province.

• Seven technical assessments were conducted

• Post clearance assessments were conducted in Banteay TiII village, Ou Sampoar commune Malai district in Bateay Meanchey province. Findings indicated post-clearance land use to be for agriculture and resettlement.

• Capital resources identified in the proposal budget, namely 8 Minelab F3 detectors, were procured and deployed to the MAT team in February 2008. • A training session was conducted on Minelab F3 detector for the MAT in March 2008.

1

1 MAG uses the term Remnants of Conflict (RoC) to describe all items recovered and destroyed as part of its

humanitarian disarmament activities, which include Anti-Personal and Anti-Vehicle mines, Explosive Remnants of War (ERW), abandoned and unexploded ordnance (UXO) and SA/LW. This term has been developed to reflect more accurately the broad range of clearance activities undertaken by MAG

FY08_2nd End-Year_Narratives 65 MAG Demining Project

As a result, the Mine Action Team achieved the following outputs:

• Conducted clearance of 95,090 m² of suspect land in 2 villages

• Found and destroyed 207 APM, 2 ATM and 15 items of UXO • Removed 34,264 pieces of scrap metal fragmentation from working lanes2

• Honda petrol strimmers deployed by the MAT have cleared 12,773 m² land in preparation for manual clearance

Detailed Project Outputs:

MAT clearance outputs:

Month Team ID Area(m²) APM ATM UXO Scrap Metal

Jan-June 08 MAT-16 95,090 207 2 15 34,264

Total 95,090 207 2 15 34,264

Project Beneficiaries:

Direct

Beneficiaries Task code Minefield Name Land

Use Provinc

e Distric

t Commun

e Villag

e Family Peopl

e

BM0010 Banteay Ti Pir 3 Agri

Banteay Meanche

y Malai Ou

Sampoar Banteay Ti Pir 13 56

BM0011 Kbal Tumnob 1 Agri

Banteay Meanche

y Malai Ou

Sampoar

Kbal Tumno

b 17 107

Total 30 163

2 As scrap metal gives off the same signal as a landmine, each piece has to be excavated carefully following Standard Operations Procedures (SOPs), which is both a time consuming and labour intensive process

FY08_2nd End-Year_Narratives 66MAG Demining Project

Outputs of strimmers clearance in support of MAT:

Strimmer Location Cut Province Area Cut (m²)

BM0010 Banteay Ti Pir 3 Banteay Meanchey 8,091

BM0011 Kbal Tumnob 1 Banteay Meanchey 4,112

BM0012 Kbal Tumnob 2 Banteay Meanchey 400

BM0018 Ou Sampor Pir Banteay Meanchey 170

Total 12,773

TEAM LOCATION

INTERNAL TRAINING AND MONITORING • Refresher training for technical field staff took place in April. Training for deminers in using a new dual sensor detection system took place for selected deminers in May. Training in process mapping took place for members of the senior management team in June in Phnom Penh. Minelab F3 training conducted in March 2008.

• Field monitoring visits to project operations are conducted by Mine Action Officers (MAO), Standards and Training Officer (STO) and a Mine Action Coordinator (MAC). During the project period 18 monitoring visits were made to the project sites.

FY08_2nd End-Year_Narratives 67 MAG Demining Project

3.3 MAJOR CHALLENGES:

No major challenges have arisen to hamper progress on this project. Impediments to progress during the project period have been metal fragmentation. In compliance with MAGs Standard Operational Procedures (SOPs) each piece of debris found must be treated as if it were a mine and fully investigated. This is a time consuming yet necessary process that slows down productivity. Operations have also been slightly affected by adverse climatic conditions that have resulted in some down time of the teams during the project period. During the project period MAG teams received good cooperation from its partner, local communities and the local authorities in the operational area.

3.4 ISSUES NOT ADDRESSED:

There were no issues unaddressed during the reporting period. 3.6 LESSONS LEARNED:

There is not lesson learned during the reporting period.

CASE STORIES


FY08_2nd Ed-Year_Narratives 68Case Study – MAG Demining

MINE ADVISORY GROUP CASE STUDY

MAKE A DIFFERENCE AFTER HAVING SAFE AND ACCESSIBLE LAND

Moung Chheang (41) and his wife, Pho Sinath live in Banteay Ti II village Ousampor commune Malai district in Banteay Meanchey province. He is sometimes a worker and a farmer and currently cultivates his land and to produce rice and Soya beans to support his family and mother’s health treatment. Chheang and Sinath, along with some of their four children now live in the village on a 30m x 600m resettlement plot. He told us how he risked injury or death in attempting to clear this land to build a shelter for his family.

“After the conflict between Khmer Rouge and Government troops, we moved to here because our hometown was so small - but what made us disappointed were landmines. I could not work on this land; we have to face mines all the time and the question was how could we survive if landmines were all around us. We just want a safe life. I had to support my family and my children are still too young to pay attention to their own safety. Sometimes I want to leave here but fortunately in March 2008 MAG arrived and

cleared the area which made me and my family so happy. We felt that we had got a new life.”

A MAG Mine Action Team (MAT) funded by Church World Service commenced clearance of Banteay Ti II 3 minefield on May 15, 2008. The team found and destroyed 22 anti-personnel mine (APM) and 10 items of UXO from the 8,980m² of suspect land cleared which will benefit 13 people from 56 families located in this area.

Chheang said, “The situation in our family is very difficult but hopefully it will be better after we get land cleared to use for cultivation. I am so appreciative of MAG, also the donor.

FY08_2nd End-Year_Case_Story

69Partnership Program/CNGO Partner

A Cambodian Story of Change

Accompaniment in Action: Partnership in challenges and success “CWS partner devises way for landless families to get land and get a fresh start”

In Cambodia, CWS prides itself on its leading partnership program strongly supported by the ecumenical partners since 1997, in the past EED and ICCO, as well as AJWS. Currently the northwest partnership program receives funding 60% from SED, 27 % from ICCO and 13% from CWSNZL. CFEDA is one of the grass roots organizations that CWS is pleased to work with through direct accompaniment in community development models, organizational development and value based work specifically including peace, gender and democracy building encouraging work with the newly established commune councils. CFEDA implements its integrated community development program both in former Khmer rouge and non Khmer rouge in 16 villages in O’Chrev and Malai Districts in Banteay Meanchey Province to improve the living standard of poor and vulnerable people in the area. The Program currently directly benefits 1,328 families (7,778 persons; 3,844 women), while indirectly benefiting 1,895 families (9,366 persons; 4,659 women). Here is the story of one of those families. Three CWS Cambodian staff are directly involved in the local institution development for CFEDA.

Mean Tob is blind. He is married with 7 children. His wife, Mrs. Loch Savun, is 46 years old. They live in a post armed conflict village in Ou Chrov district, Banteay Meanchey province. Three of their daughters are married and live separately. He was a former soldier of KPNLF opposition from camp “Soksan camp”, located along Cambodia-Thai border. After the Paris Peace Accord in 1991, as other refugees living in camps along the Cambodia-Thai border, he and his family were repatriated and they to Thmenh Trei village in 1992.

1. Why did you decide to participate in the project?

I wanted to participate in CFEDA’s land distribution project1 because we had no land. We lived along the roadside. We were able to acquire a plot of land (400 m2) and were given the know

1 CFEDA purchases one hectare land, divides it for purchase to 18 landless families in their target areas. Each family will receive a piece of land (around 500 m2) to build house and grow vegetable in order to have access to food. CFEDA offers support to form a SHG and provides health messages. A pump well is built. The families pay CFEDA within 5 years (around 40$) and then they receive land title. CFEDA used this model one other time with success to date.

Mean Tob receives a new plot of land, February 2007 Mean Tob’s wife prepares thatch for her cottage

FY08_2nd Ed-Year_Case_Story 70Partnership Program/CNGO Partner

how to plant a home garden and raise, animals. Another way were ere helped as a family is by teaching about how to improve our health overall. CFEDA also supported us in improving the livelihood of my family.

2. Have there been any changes in your life as a result of your participation in the project? How has it affected your family?

• I feel safer now because I own a land plot to build a house with the tree seedlings and vegetable seeds I am growing things.

• The health situation of my family members is improved since we received a water filter and jar, kettle and mosquito net. You know malaria is a huge killer here.

• My dream is for my children that they have a better chance; they got school supplies that we could never afford to buy and clothes so they are not ashamed to go to school.

• But the main thing for me as the head of the family is that CFEDA staff got my eyes treated at the Banteay Meanchey Provincial Referral Hospital and I was able to regain some use of my right eye.

• I live in a new community (community-distributed land) with other 17 families who also received similar plots. In the community CFEDA facilitated and made possible the digging of a needed pond for water. We also got a hand pump to get the water. Now we have water available to use near our house and as so many of us really do not have enough to eat, CFEDA used a ‘food for work support’ to our community to dig a new road. Life is hard here.

• My family is one of 18 family members of the “Landed Families” group that CFEDA staff set up; we can build needed relationships as well as have access to a savings scheme. No one thinks poor people can save money and usually we can’t. In out “Landed Families Group” we have opportunity to discuss with other members on problems faced, solutions, and ways to help one another. It is easier to think about helping your neighbor when you have something in your hand- like my house. This group is also a place where we get information about health. And we heard about women’s rights and discussed domestic violence. These are things we have never talked about in the past.

Mean Tob family, 21 Feb 2008 Top’s wife is planting mango tree provided by CFEDA


71Partnership Program/CNGO Partner

3. How have your plans for the future been changed by your participation in the project?

• It makes me and my wife hope 2for better future life because we live on our own land and belong in this new community.

4. What is the importance of the project to your community?

• Distribution plots of land to landless families that let them escape from the roadside. • Improve living conditions of landless and poor people. We have more chance to get

exposed to new understanding in health prevention, and agriculture, and gender.

5. Has your participation in the project changed your role in the community? How?

• I joined the project in February 2007. I feel respected and recognized as others in the community. Before, my family was looked down on and isolated. In November 2007, I joined the Self Help Group with other landed families.

• I appreciate CFEDA who gave me a chance to join this project and now I can take care of my family.

2 hope: the combination of desire and anticipation

FY08_2nd End-Year_Case_Story 72BTB/BTM Partnership Project

CASE STUDY CWS Increased Capacity of Woman in KNTO and Community

in Banteay Meanchey, July 2008

If you ask all staff in KNTO “who is the mostly friendly person in the organization?” you immediately hear that Ms Kong Pheung Tav is the most friendly one. Pheoung Thav is one of the potential Community Development Facilitators (CDF) in KNTO. Thav has worked as CDF since late 2005. She was assigned to be responsible for building empowerment of the community and life skills, especially related to household food security, focusing on agro-economic production.

In handling her role as CDF, she was assigned to participate in various trainings and workshops on PRA, CD concept, strategic planning, and lately TOT course conducted by CWS Partnership staff. In working with the poor community people, Thav works directly with the poorest families, coordinated with local authorities, and other government sectors. In working with SHGs, she also provided training on bookkeeping, vegetable growing and compost fertilizer making…etc.

When the partnership staff talked to her, she said that “It was a good chance that KNTO sent me to attend the training on Training of Trainer (TOT) on 22-25 February 2008 in Battambang province. After the training, I felt more confident to develop training session plan, improved presentation skills, developed teaching aid and prepared Learning Action Plan”. Three months later, by following her Learning Action Plan, she conducted two courses on “Communication and Presentation Skills” for VDCs, VPMCs, VLAs, VHVs, and Village Chiefs in Bos Sbov and Rohal Commune with 20-24 participants ( 7-10 women)”. She also added that “from time to time, the trainings sharpened my facilitation and presentation skills and I was happy wsith the first training course that I conducted alone without support from the team and I wanted to expand my skills to deliver more training courses”. She also expressed her strong interpersonal skills and good presentation of her ideas. According to her manager, Mr. Sao Ry, KNTO Director, “Pheoung Thav is a good facilitator; at least 50 % of trainees who received training from her, expressed about her good facilitation skills. Moreover, Thav also works to promote the women leadership in the villages. Recently, one of the women, Ms. Sieng Kim Sin, in Kchas Village, a former VHV whom she supported, becomes a member of Commune Councils in Bos Sbov commune.

Phoueng Thav presented results of the discussion in Reflection workshop, 11-13 June 2008, Sihanuk Ville


73Ecumenical Partnership Project

OCASE STUDY Funeral Association in Beng Popoul Village Makes New Hope for its

Villagers Beng Popoul Village, Battambang

Funeral association in rural villages is playing an important role in building solidarity, harmony, assistance and trust among community people. Through it, community people are able to hold meeting to discuss their concerns, raise issues and even contribute resources towards road repair and construction of Buddhist temple.

To serve this purpose, a funeral association was set up in January 2008 for Beng Popoul village,

Ampil Pram Doeum Commune, Bavel District, Battambang province. Mr Nhem Chharm, 63 years old, was elected by the villagers as Director of Funeral Association. His task is to collect contribution from villagers to assist any poor and vulnerable families who are facing food shortages, requiring urgent medical treatment or building new houses because their old houses were accidentally burned. For example, Mr Lav Vat’s family and Toeung Sarom’s family has received 71,000 Riel and 20,000 Riel respectively because their houses were burned. The association has paid 50,000 Riel for funeral ceremony of elderly Sorn, building a village road, one Sala Chhortean for villagers to stay and pray religiously.

Funeral association in Beng Popoul village has five committee members (2 women) and 144 families as members. Each family contributes 1,000 Riel per month. To date, the association has received 550,000 Riel as contribution from its members.

ADOVIR has supported Mr Chharm and two other persons to visit funeral association in target villages of CFEDA and DYMB in Banteay Meanchey province: Thmenh Trei and Domrey Leu.

In addition, this funeral association has received material support from ADOVIR such as cooking pots, plates, soup bowls, spoons, kettles, water buckets and water dragged carts. ADOVIR has also provided coaching and training to Funeral Association in Beng Popoul village on facilitation and leadership skills, guidelines and structure reviews.

Finally, Mr Chharm thanks ADOVIR and CWS for their continuing support and assistance to his funeral association that can respond to vulnerable people and families who are desperately in need.

FMER, FINANCE, ADMINISTRATION AND HUMAN RESOURCE

CHURCH WORLD SERVICE – CAMBODIA

This photograph [CWS Phnom Penh Team] was taken in front of CWS Phnom Penh Office as souvenir for Ms Jenny Pearson, VBNK Country Director, who retired after 13 years committed NGO development work

FY08_2nd End-Year_Narratives 74Phnom Penh Central Office

4. PHNOM PENH CENTRAL OFFICE

FMER, FINANCE, ADMINISTRATION AND HUMAN RESOURCES MANAGEMENT

4.1 Introduction

The staff of the Central Office provide overall management services to the whole organization including proposal development for new funding support, monitoring and evaluation, consolidate reporting, financial and administrative. A transfer from each project to the central office covers the cost of services. For this reason we include this report with each of the project reports.

4.2 Organizational Development: The seven year strategic directions adopted by CWS Cambodia provide a clear and coherent agenda guiding the organization and its operations into the next decade. In order to achieve this agenda CWS Cambodia has had to review its institutional structure and culture as well as organizational approaches to development practice. Along with measures aimed at strengthening financial management and human resources management capacity, FMER was established to monitor and support the project and program implementation activities. In July 2007 the formal M & E system of CWS Cambodia was developed with wider participation from key staff. M & E system hand book was published as guide post for monitoring to ensure the quality of project implementation while project and program staff are busy with implementation of the activities. FMER carried out M & E system implementation as independent unit to monitor and support project and program activities.

4.2.1 Planning: Every fiscal year, during the month of March, each project and program develops an annual detailed work plan showing how the program activities will be addressed in their location based on the approved program plan. The first year of the phase II program plan (2008-2011), project and program developed their own annual work plan in Log-frame and budget plan in the revised format to standardize and accommodate with the format approved in Monitoring Handbook. The final draft of annual work plans from each project and program were sent to FMER for cross-checking for consistency in format and finalize for implementation.

4.2.2 Monitoring:

The full program monitoring for the first semester was conducted to monitor the programs planning and then achievement of output. The three main objectives of this mid-year were outlined to monitor the project and program activities included; enhance accountability, improve management and decision-making and encourage learning. By this first program monitoring, the project staff involved become more aware of what works well and what does not, and they can make adjustments so that project or program implementation in future may be more successful.

The first formal monitoring activity was conducted from 10 December 2007 to 4 January 2008. Projects which have been monitored are BTB and BTM Partnership, SvR WatSan, KPT Partnership, and KPT and PVH VBCD Projects. The monitoring activities includes data collection, interviewed beneficiaries, local authorities (commune chief, commune council, village chief and village development committee), Project Manager, Project Coordinator, Team Leader and Field Staff, and all CNGO staff. For the secondary data, we collected information from Log-frame FY08, Monitoring Indicator Form, Detailed Annual Operational Plan of projects. At the end


of field monitoring, the monitoring team has completed feedback with the projects before the formal presentation of the findings. The full program monitoring report served as internal document. Findings and recommendations were presented with participation from all project and program staff to the project locations for them to develop immediate actions and return back to FMER for follow up. By the end of June 2008, the main results of the recommendation from the monitoring were implemented/ taken action includes;

Annual development plan: in March 2008, annual plan FY09 was developed with the participation from all staff facilitated by program staff and supported by FMER staff,

Project implementation guidelines: In collaboration with project, programs have been developing and revising some guidelines and some plan to develop in next year in order to implement project activities well.

Job description reviewed: job description of staff in PVH and KPT VBCD project was reviewed and clarified roles and responsibilities.

Proposal format for CNGO: proposal format for CNGO was developed by Partnership Program Office in collaboration with project offices.

Project staff meeting: FMER has developed project staff meeting record format and approved by POG for all projects within CWSC to use in order to improve sharing information, keeping track on suggestion.

Capacity building of Admin/ Finance project staff: Admin/ Finance project staff were trained IT Essential Training Course in order to improve their capacity to support computer use in CWS and partner project offices.

CWS Cambodia has two complex and very different programs, the Direct Services Program is implemented by CWS-C staff where the Partnership Program is carried out to build and strengthen capacity of local partners so that they can implement integrated community development activities in the remote and isolated areas where no others want to go. These two different focuses make the monitoring team more attention on developing monitoring tools to articulate their planning. During the Program Oversight Group (POG) meeting to discuss the recommendations from the f irst program monitoring, both Program Managers expressed the appreciation they have for the deep sense of direction that they can feel to manage better towards “impact” and having the “landscape view” as well as the “portrait feature” to find and see gaps that are hidden due to the over all strength of the programming. They thought the first monitoring provided them insight on are things so subtle that not even the field team would be have picked up on them! From this first Full Program Monitoring, there are plans to revise water filter distributions to reach more households than only the poorest of the poor, plans to draft well construction guidelines to institutionalize best practice, and plans to be more strategic the way we accompany partners after the first three years. The monitoring was satisfying to the staff as the communities and partners recognized and applauded the value based work and commitment of the CWS staff to reaching the needs of the most marginalized, in the reintegration process and poverty alleviation in Cambodia. The Managers felt the success of the monitoring to date stems from the participation of the staff in its development, as well as the care and methods of doing on the monitoring itself. FMER is preparing to conduct the 2nd semester FY08 monitoring in August because in June all staff are busy with the year-end closing following with the year-end report writing. As July is the month of the national election, we cannot carry out the monitoring in this month because communities, local authorities will be busy with the election campaign. This second semester monitoring will focus mainly on the follow up actions from the first full program monitoring and to look for some results of changes from project implementation activities and effectiveness of training to partners and communities. The projects to be monitored are PVH VBCD, KPT VBCD,


SvR WatSan Cooperation, BTB-BTM Partnership and KPT Partnership Projects. Field activities start from August 4 – 29, 2008. The finding from this second semester monitoring will be presented in the following month.

4.2.3 Reporting: As agreed by the funding partners during the Square-table meeting held in November 2006 at CWS Cambodia office, all funding partners require six month progress report instead of six month and annual report that used to submit to all funding partners for the past years. Adding to the reports submitted in the first six months, there were another seven reports were submitted on to the following funding partners and government department ministries; Semi-annual report for first semester, six months audit reports for EED, two CDC reports for Royal Government and ADPlan reports for Svay Rieng WatSan and Malai Demining projects for NCCA/AusAID.

In addition to the reports, six “Most Significant Change” stories were developed and submitted to CWS NY HQ. One1 of stories from the six submitted was selected as the MOST success change among all the stories submitted from the Asia Regional Office to discuss during the quarterly CWS HQ Board meeting.

4.2.4 Newsletter: CWS-Cambodia has been developing its internal monthly newsletter effective January 2008 to bring interested readers and all CWS funding partners up to speed on events as they happen and to give you all a better feeling for the facts on the ground; who have we helped, what have we learned and how can we improve our work in the future.

4.2.5 Proposal Development:

Adding to the seven proposals submitted in the first semester to various funding partners, two proposals were submitted in the second semester to seek additional multiple-years funding support;

1. Three years proposal for Water and Sanitation Cooperation project in Svay Rieng province was submitted to UMCOR new quadrennial 2008 – 2011(result will be known in September 2008)

2. The 15 months proposal for Community Based Disaster Risks Management in Cambodia (CBDRMP) was submitted to DIPECHO project (approved to begin the project from 15 August 2008 – 31 October 2009)

The two proposals submitted to Direct Aid Program (DAP) for supporting CWS partners CFEDA and KNTO in BTB/BTM for FY09 in first semester (late December 2007) was approved. The activities were implemented from July 01, 2008 – June 30, 2009.

4.2.6 Data Management: CWS Program Database System was developed in April 2008 to support data management from program and project. Database is developing in the means of reduction complexity of the 1 “LEARNING ORGANIZATION ADDS NEW SYSTEM TO BRING CHANGE”, an organizational management story told by the Program Oversight Group to the Country Representative.


organization’s information system and helps to organize and structure data by program and project especially centralizes and authenticates the access to data. Output from the database is very important for reporting and strengthening the organization work. This will reduce the amount of time for staff to manage data manually. Moreover it could provide more accuracy data than the paper-based data which could be lost and difficult to backup with expensive cost.

From the last three months of developing the system, the Database Management Officer is now in the process of standardizing the data collection forms for each project;

Direct Services Program will include Svay Rieng Water Sanitation, Kompong Thom and Preah Vihear Village Based Community Development. There are main activities that are going to keep track of data as listed including Capacity Building, Education to community, Water Sanitation Cooperation Project, Emergency Reponses and Preparedness, Credit/Saving, Health awareness.

Partnership program, the record will include detail information about holistic, non-funding, small grant partners, their staff and their target areas. Moreover, there are records of capacity building, field visit and coaching conducted to the partners in order to strengthen their management work. The amount of small grant provided to partners is also recorded.

Contact Data will contain the record of name, sex, age, contact number of CWS and partner staff and some key people in community such as VHVs, VDCs, CCs, CDFs, WSUGs, RCVs etc.

Village profile: This contains many indicators recorded about resources in the villages. Example: number of people in village, number of household, number of people able/unable to access the clean water, etc.

PRA: descriptive info about situation in the target villages which project conducted. Example wealth ranking data of villagers, disease often happening in the village, etc.

Summarizing Tool: This main function in the database which provides the output of

calculation and summarization from all the data collected above. The tool will provide you fast and accurate output which processed by computerize system. It could be summarized beneficiaries from each project by province and time period. The number of training or education provided to staff or community by specified villages and time period. The number of partners with amount of grant provided by year.

The process of on-going data collection and collation is from the project and send to central office in Phnom Penh. The central office in Phnom Penh is going to enter data into the database. Finally, the summarization will be sent to management, reporting, program and project staff every month or quarter or as requested.

4.3 Finance :

The Finance Office in Phnom Penh processes all of the financial transactions from each CWS activity, produces monthly, quarterly, semi-annual and the annual financial reports to funding partner organizations, government ministries as required. It also co-ordinates the audit activities


of CWS financial statements which occurred three times per fiscal year. Staff ensure that all CWS financial policies are followed.

The finance office also provides all budget building worksheets to all CWS activities and receives all proposed budgets for entry into CWS accounting system. The office is then able to provide all detailed and consolidated budget sheets used in CWS program plan. In addition, the office also keeps track of all estimated and committed funding so that the annual “Funding Plan” is kept up to date. During the second semester of FY08, the Finance Team, with the ongoing support from Director for Programming, plays an important role in the review of the last six month budgets and making adjustments in them when necessary to fit expected levels of income. The last six months budget FY08 was reviewed for all Projects and Programs to achieve the realistic budget for the whole year FY08 expenditure and input into the ACCPAC Accounting system. Finance also facilitated the Annual budget FY08 and reviewed for all Projects and Programs

During the last six months of FY08, each finance staff member including the Deputy Finance Manager, the cashier and the Data Processor play an important role in promoting the transparency and accountability for the organization as a whole. All Finance staff has shown their competency to fulfill their jobs independently and effectively.

Interim Finance Manager communicated with Standard Chartered Bank and set up Straight to Bank system (S2B) with the support from IT officer in order to check CWS account directly in Standard Chartered Bank in Singapore.

4.3.1 Fiscal Operations:

In the last six months of FY08, the Finance Department achieved the followings:

• Prepared mid-year of FY08 financial reports and narrative reports submitted to funding partners and the Royal Government of Cambodia.

• Participated in mid-year Budge review for FY08 with all Project/Program Managers. • The Interim Finance Manager consolidated the mid-year budget review FY08, annual

budget FY09, prepared the funding plan based on the new figures of annual budget FY09 and submitted for the Country Representative’s approval.

• Amended the “Line of budget Approval” for Director for Programming, form which was approved by all Senior Management Team members.

• The cash security in the second semester of FY08; the funds transfer from other funding partners including EED, ICCO, ODD, NCCA, CWSNZ.

In addition to the routine work within finance department, special effort was made to check the financial system of CFED, former CWS CNGO partner in Svay Rieng, as requested from the Mekong Plus the current funding partner for CFED and to CFEDA, the current CWS plan partner. The finance office staff (Interim Finance Manager, Deputy Finance Manager and Finance Assistant I) visited two times to CFED and one time to CFEDA for this second semester. During these visits staff reviewed implementation of all financial procedures, identified the needs of project staff and provided support to strengthen their skills. All project finance staff and manager of CFED and CEFDA were taught how to use the information provided to them in the monthly financial reports (general ledger, balance sheet, etc). A written recommendation found in CFED during these visits was provided to Mekong Plus for their follow-up action. This year the finance office was asked to prepare the full financial audit every six months as required by EED Internal Controlling Desk. This requirement is an extra ordinary work load in


which different from the previous requirement that EED only needs six month Financial Review Engagement and Annual audit for the entire CWS operation. This was well understood and practiced for a long time, and all audit reports provided an unqualified (clean) report for all our operations. To the accompaniment of this requirement, the audit agreement with Price WaterhouseCoopers was reviewed and amended to meet this requirement. An extra cost of 56% was added to supplement to the approved cost signed on May 25, 2007.

4.3.3 Internal Audit to CNGO Partners:

After the rapid departure of the Finance Manager at the end of December 2007, the Field Accounting Officer was transferred to take responsibilities of managing finance department as an Interim Finance Manager. All findings and recommendations for follow-up actions plan from the first semester were kept on hold until the Finance Manager is replaced, targeted in September 2008.

4.4 Administration:

The Administration Office provides a variety of supports to CWS Cambodia program making sure that staff work comfortably, safely and effectively and that the integrity of the organization is maintained. This includes all operations of the agency.

4.4.1 Facilities, assets and technical Support:

Office space and outsourcing: The Administration Office (AO) manages all new and renewed contracts for office space for CWS in Cambodia including contracts for consultants and internship/volunteers and Country Representative’s house. During the reporting period, five leases of Country Representative’s house and four field offices in Svay Rieng, Kompong Thom, Battambang and Banteay Meanchey were renewed. Please see detailed list of visitors in a table of External Visitors.

Purchase of office equipment and supplies for projects: The AO purchased stationeries, supplies, office furniture and equipment for staff members in Phnom Penh, maps, T-shirts, bags, generator and jack for bio-sand for the Preah Vihear Project. Office assets such as computers, printers, filing cabinets, computer desks, office chairs, LCD and standing screen were also purchased for staff in Phnom Penh and in the provinces.

Regulations and Formalities: Approvals from the relevant government ministries are necessary for vehicle acquisition and process of registering motorbikes and obtains appropriate license plates. The Administration Office also liaised with MFA-IC to renew one-year multiple visas for CWS Country Representative.

Operations: The AO is in charge of arranging transportation for CWS staff, donors and visitors in Cambodia, both in Phnom Penh or to the project areas in the provinces; provides logistics support to visitors, donors, and funding partners while they are in Cambodia, and provides the coordination of passport extension, purchase airline tickets and request for entry visas for staff members who travel abroad. The AO is responsible for sending/printing Mid-year/End year 2008 Report, quarterly CDC Reports, newsletters, correspondence and shipment within Cambodia and abroad; arranges logistics for workshop inside and outside CWS office. All fixed assets in Phnom Penh office, Kompong Thom, Svay Rieng, Battambang and Banteay Meanchey and Preah Vihear offices are also maintained and taken care by the AO.


Donate Old motorcycles, Computers and Office Furniture and Equipment to CNGO Partners: With support from Country Representative, Director for Programming, Manager for Direct Services Program, Program Manager for Partnership Program and Project Managers, the Admin Office proceeds the donation of two used motorcycles to KCDA, three used computers (one set each) to CNGO Partners: KNTO, ADOVIR and KORCD. Moreover, CWS Cambodia also donated office furniture and equipment to KNTO, CFEDA, ADOVIR, and KORCD.

Local Institution Development: CWS Cambodia has provided learning opportunities through internships to two trainees from a local partner, Cambodian Women’s Development Agency, for office skill practice. The trainees completed a three-month short course on office skills through working closely with Receptionist. They learned basic office skills in answering phone calls, sending faxes, taking messages, greeting visitors, typing and copying documents for staff. To date 15 intern women have got employment elsewhere after completing their assignments with CWS.

Timesheet Country Representative: Time sheet for Country Representative is prepared on a monthly basis and sent to the Representative for Asia Pacific for their monthly monitoring. National holidays and other announcements are regularly distributed to New York and CWS’ funding partners.

Security: The AO fills out and sends CWSC’s security report to New York every quarter. Two weeks before the national election campaign started on 26 June 2008, the Administration Office has sent out a memo to all CWS staff informing them to stay neutral by not wearing t-shirts or caps of any political party and/or to follow/join the procession of any political campaign during one month period of election campaign, which was due to end on 25 July 2008. The national election was held on 27 July 2008.

Information, Communication and Technology (ICT): The IT Department is responsible for software installation, configuration, training and support CWS Cambodia’s local area network (LAN) and Internet system or a segment of a network system; maintaining computers and network hardware and software; monitoring network to ensure its availability to all system users and perform necessary maintenance to support network availability and implement network security measures. IT Department has the obligation to ensure that its computer resources are used properly and within the guidelines established by the CWS.

• System and Network Support On March 21, 2008, file server was down. All staff in Phnom Penh Office could not have access to their electronic files and folders stored on sever machine. It took one week for IT staff to resolve this problem. Now the server is working better because more space was added to SCSI disks, which function through enlarging the size of the current storage for users to store their data (RAID 5); and RAID 0/1 secure the operation system (Windows) to ensure its run smoothly while sever is loading the operation system without detecting hardware failure.


• Web Hosting, Development and Maintenance

With Country Representative’s approval, on May 7, 2008 CWS-Cambodia has signed one year contract expiring in early June, 2009 with Go-Cambodia for hosting its website www.cwscambodia.org and providing us one year free of charge to use the domain name, www.cwscambodia.org.

• Data Back-Up and Security Strengthening

Computer Security Protection:

IT Department performs daily monitoring of Internet and website, Email, and Fileserver system to ensure they are updated and running properly. IT Department selects Norton Anti-virus software called Symantec Corporate 10 for Server and Clients machines with weekly update to prevent LAN and all computers (both sever and clients machines) from viruses, spasm and hackers attack.

Back-Up Data

IT Department ensures that CWS-Cambodia’s website is up to date and a proper backup of Fileserver and provides a general technical IT support to all CWS-Cambodia staff in Phnom Penh and in the provinces.

Internet Security Strengthens On March 25, 2008 the new configuration was applied to ISA (firewall) to protect the CWS system from the outside hacker and to ensure that each user will have their correct access according to the IT Policy that has been assigned (the configuration enables only certain users to have access to the outside source -internet).

• Building Capacity to CWS staff

During the reporting period, IT Department conducted a three-day training from 3-5 May at CWS Phnom Penh Central Office with three project staff from Kompong Thom, Svay Rieng, and Battambang/Banteay Meanchey provinces. The training was aimed at providing basic knowledge on Information, communication and technology (ICT) to participants by focusing on the following areas;

What is the difference between hardware and software? Computer Assembly (takes everything from the inside of the computer case and

rebuilds a brand new computer from scratch). Operating System and software Installations Understanding of why the Installation is taking place Configuration of Email and Dialup Connection Import & Export Messages from Microsoft Outlook Express


Health insurance and Accident for CWS staff, and Cars: The AO explains insurance policy to newly recruited staff and assists staff in contacting Forte insurance company when they are sick or have accident(s). The AO also writes letters and sends documents to Forte insurance to claim for reimbursement of medical expense occurred by the staff.

Job announcement: During the reporting period, the Administration Office placed job advertisements in The Cambodia Daily newspaper and put in CCC boxes of each NGO member for the position of Emergency Response and Preparedness Assistant, Project Coordinator for Community Health, Community Worker for Watsan and Health Education, Program Officer for Health, Finance and Office Assistant, Community Development Worker, Field Accountant.

4.4.4 External Visitors

Table below shows details of CWS-C’s external visitors from January to June 2008:

No. Visitors’ Sex Country Agency Purposes

1 Ms. Antonieta Magno de Araujo F CWS – Timor Leste

Learning Exchange

2 Ms. Martinha Sarmento da Costa

F CWS – Timor Leste Learning Exchange

3 Ms. Mirna Mutiara F CWS-Indonesia Asia Disaster Workshop

4 Mr. Belly Lesmana M CWS-Indonesia Asia Disaster Workshop

5 Mr. Skip Dangers M Representative for Asia/Pacific Monitor

6 Mr. Sjoerd Haagsma M ICCO Meeting

7 Mr. Betman Bhandari M CAWTS Conduct training on Household Water Testing (Host by CWSC)

8 Ms. Millie Adam F CAWTS Conduct training on Household Water Testing ( Host by CWSC)

9 Ms. Janet Cousens F NCCA Field Visit

10 Ms. Patricia Garcia F NCCA Field Visit

11 Mr. Rob Wayne M CWS-New-Zealand Field Visit

12 Mr. Pare Turei Patrick M Consultant

Document a history and develop a framework for Ecumenical Partnership of CWSC


Country Context Affecting Operations: a. Inflation affects everybody; but it hits the poor harder than others. The poorest of the poor spend almost their entire income on food and because of the high food prices, these people start to eat less, or less nutritious food, leaving them hungrier, less likely to be productive and earn a living; and become more vulnerable to illnesses. This situation is an absolute fact and cannot be denied by anybody. Because wages of poor and vulnerable groups do not increase as much as the inflation rate, these groups generally fall further into poverty. In some cases, it was confirmed that while some families pull their children out of school to help earn additional income, others stop sending their children to school because they have to pay higher school fees to the teacher. In short, inflation has a negative impact on people's wealth, health, education, and the opportunity to lead a productive live. To reduce the impact of inflation on the poor, the NGOs in Cambodia would like to share their suggestions to the communities, non-governmental organizations, private sector, donors, and the Royal Government that aim to help to address the issues in a holistic manner. A full list of suggestions can be found at http://www.ngoforum.org.kh, the main suggestions are:

o Immediately increase food aid, scale-up social protection programs, and targeted micro-credits;

o Immediately review all public and private rice stocks and take appropriate actions to ensure availability of rice for local consumption before the next harvest;

o Increase production of rice, vegetables, meat, and fish by small scale producers facilitated by more public and private investment in the agricultural sector, water management and rural development.

(Source: NGO Forum, NGO Statement on Inflation and Poverty in Cambodia)

b. The situation of human trafficking and exploitation in Cambodia has not decreased compared to the last ten years and the market is now demanding the youngest girls. AFESIP has rescued 4,000 women who were trafficked by brothels, karaoke bars and massage parlors and brought them to its health care center. The victims were between 16 and 20 years old. Most had little education and many came from rural areas on the promise of getting a job. (Source: Phnom Penh Post newspaper on February 22-March 6, 2008 on page 5) . c. Ahead of Cambodia’s fourth general election on July 27, more than 20,000 community leaders have benefited from UNDP-supported training enabling them to better inform their communities about electoral processes and procedures. Such a nationwide training on electoral processes is the first of its kind in Cambodia. With an improved understanding of rules and their responsibilities during the election period, community leaders are now better placed to address issues of political intimidation and non-compliance with electoral laws, as well acting as a source of information for their communities, says Sophie Baranes, UNDP Cambodia Deputy Country Director. In the course of one month, 405 training sessions were conducted in all 24 cited reduced allegations of political intimidation and non-compliance with regulations during the early stages of this election campaign period, compared to previous elections, as evidence that such training was achieving its desired goals. Limited communications and infrastructure in rural areas, where most Cambodians live, makes it difficult to deliver information about electoral procedures and processes to voters. Community leaders play an important role, not only in disseminating vital information to their communities, but also in encouraging eligible voters, especially women and other disadvantaged groups, to participate on polling day. (More than 20,000 community leaders trained in electoral processes and procedures. (2008, 2 July) UNDP Cambodia Retrieved Sept. 2, 2008 from http://www.un.org.kh/undp/Democratic-governance/More-than-20000-community-leade


4.5 Human Resource Management:

The Human Resource Department is responsible for managing the implementation of employment policies and staff development of the organization; to ensure the personnel procedures are accurate and the organization complies with the Cambodian Labor Law. The Human Resource Manager and Personnel Assistant oversee staffing requirements to ensure the whole organization is functioning at optimum conditions.

4.5.1 Personnel

4.5.2 New Hires

During this reporting period, Human Resource Department in cooperation with other related and associated departments/units of CWS Cambodia recruited 15 new staff members to take over new positions and replace several staff members because of their resignations, promotions and terminations. Table below shows exact numbers of employees who were newly hired:

No Position Start date

1 Guard for Country Representative’s House 01 January

2 Human Resource Manager- PNH 18 February

3 Senior IT Administrator- PNH 01 February

4 Community Development Worker- PVH 28 February

5 Personnel Assistant – PNH 25 Feb

6 Assistant to Emergency Response and Preparedness 03 March

7 Community Development Worker- SVR 17 March

8 Database Management Officer – PNH 01 April

9 Finance Assistant - SVR 01 April

10 Project Coordinator-KPT 02 April

11 Program Officer for Health – PNH 07 April

12 Cleaner- PNH 01 May

13 Two Community Development Workers - KPT 19 May

14 Administrative Assistant - PNH 09 June

15 Community Development Worker - KPT 09 June


4.5.3. Resignation

No Position Last date in office Reason

1 IT Officer –PNH 15 January Running Business

2 Field Accountant 07 February Contract ended

3 Project Manager - KPT 28 Feb

Took a higher position in smaller organization. He has worked for CWS for 10 years and 5 months

4 Finance-cum-Office Assistant-SVR

24 March

He returned to live and work in Phnom Penh after he was away from home working in SVR for many years. He has worked with CWS for 3 years and 8 months

5 Ecumenical Program Officer-PNH 4 April Because of his poor health. He has worked with CWS for 2 years and 11 months.

6 Community Development Worker-KPT

31 May Prolonged illness due to Pulmonary/Tuberculosis. He has worked with CWS for 7 years and 5 months

7 Administrative Assistant 16 June To run his own business. He has worked with CWS for 1 year and 4 months.

8 Community Development Worker -KPT

31 June Prolonged illness - abdominal pain. She has worked with CWS for 12 years

4.5.4 Termination

1. Community Development Worker- KPT (Terminated on March 02 – he did not pass probationary period.)

4.5.5 Promotion

During this reporting period, two staff members were promoted: an Interim Finance Manager in Phnom Penh who starts his work from 07 December 2007 replacing Finance Manager who resigned on 2 January 2008, and a Project Coordinator in Kompong Thom has been promoted to Project Manager effective 01 February 2008 following the resignation of the previous Project Manager.


4.5.2 Staff Development

Human resource is a key component in the functioning of an organization. In order to build a strong foundation of organization, capacity building on skills and knowledge development is needed. Because CWS is a learning organization, all staff members are encouraged and supported to increase their capacity based on their actual training needs in order for them to perform their work effectively. Internal promotions are also encouraged. So, this has been taken into considerations when each staff development plan is undertaken, looking at the possibility to help them gain more knowledge and skills to move forward in their career.

All staff members have the opportunity to attend either short training courses or continue their academic study. For internal trainings, 63 staff (one staff member attended training from two to three times) were able to receive eight different trainings to further enhance their skills. External trainings in Cambodia consisted of 11 different trainings with 26 staff participation. Moreover, staff members are able to attend short training courses abroad based on their work requirements.

4.5.2.1 Scholarship support

CWS provides partial and full financial support to staff members for their academic study, which is relevant to their current work as well as for their future career. Two staff members are continuing their academic study for a bachelor degree in English and Finance and Banking this semester.

4.5.2.2 Internal CWS Training

Several in-house trainings were conducted to strengthen the knowledge of CWS staff members. The list of trainings shows in the table below.

4.5.2.3 External Training

Two Project Coordinators have attended a five-day training on Leadership Development Program in Sihanouk Ville from 21 to 25 April 2008. Expected outputs of the training:

• Improve monitoring and management system for implementation of Community Development model.

• Coach project staff

15 Community Development Workers continue to attend CHART training course to better serve the community they work in using the CWS community development model. Expected outputs of the training:

• Listening and observations skills • Interview skills • Drawing map • ARLP-story telling

4.5.2.4 Overseas Conference/Workshop

Senior Program Manager for Direct Services, Director for Programming and Country Representative attended a one-day workshop on “Mobilizing for Climate Change and Sustainable Development” held in Jakarta, Indonesia on 24 April 2008 organized by CWS-Indonesia. This workshop was the preliminary discussion among the CWS field offices in the


Asia region to understand the risks from climate change and how to integrate the prevention activities within development initiative in line with the Kyoto Protocol, which came into force in 2005, allows for emission reductions to be incentivized and achieved through three flexible mechanisms – International Emissions Trading (IET), Clean Development Mechanism (CMD) and Joint Implementation (JI).

The Climate Change and Carbon was presented and discussed during the CWS Management Team meeting upon return from the workshop to find ways on how CWS Cambodia’s capacity can be integrated into CWS Program Plan 2008 – 2011 with Climate Change Initiatives in order to contribute to the triple bottom line and increase long term sustainability as well as to be exposed to a wider audience of donors who are willing to contribute based on their sustainability criteria and climate change mitigation/adaptation advantages.

The list of training is in the table below.

Summary tables of Staff Who Attended Internal, External and Overseas Training Courses

1- Internal CWS Trainings/Workshops

Description Training

Institutions

Duration

(Days)

Date Number of Staff Attended

BTB/BTM KPT/PVH PnP SvR

Building Peace in Our Life

Sihanouk Ville

5 days 25-27 Mar 2 12 11 1

Report Orientation CWS PNH Half day 26 June 4 4 12 1

Proposal Orientation CWS PNH 2 days 7-8 Apr 2

Advance ADI CCC/ADI 2 weeks 19-30 May 1

Partnership reflection CWS 3 days 11-13 June

6

Local Capacity Building for Peace

CWS 3 days 29-31 Jan 4

IT Essential CWS PNH 3 days 6-8 May 1 1 1


2- External CWS Trainings/Workshops

Number of attended staff

Description Place/Institution Duration

Date

BTB

&B

TM

KPT

&K

VH

PNP

SRV

CHART training(CDW) VBNK 1 year Jul 07-Jun 08

15

Organization Development

(Project Coordinator)

Cambodia Researcher for Development

5 days 7-11 Apr 1

Bachelor of English (outside working hour-Finance Assistant I )

PUC University 4 years 07-11 Oct 1

Bachelor of Arts in Accounting (outside working hour- Finance Assistant II )

Sovanaphumi University

4 years 07-11 Oct 1

Leadership Development Program

(2 project managers )

Sihanouk Ville 5 days 21-25 Apr 1 1

ACCPAC for Windows Level 1 (Finance Manager)

Information Computer School

4 months Jan-Apr 1

Party Assistant (CDW) EWMI 4days 25-28 Feb, 1

Water and Sanitation Technology (CDW)

CAWST 4days 24-28 Mar 1

Workshop on bio-sand filter implementer learning exchange (CDW)

CAWST 3 days Feb 12-14, 1

Making a Different Society for Today and Tomorrow.

(Project Coordinator)

VBNK 3 days 24-26 Jun 1

English course (outside working hours - HR Manager)

ACE 45 hours Apr-Jun 1


3- Overseas Trainings/Workshops

Number of attended staff

Description Place/Institution Duration

Date

BTB

/BTM

KPT

/KVH

PNP

SRV

Mobilizing for Climate Change and Sustainable Development

(Director for Programming and Snr Program Manager for Direct Services)

CWS Indonesia 1 day 24 Apr 2

III. Implementation of Staff Policy System

All staff members are expected to understand the contents of the National Staff Policy to apply them in full when they are dealing with personnel issues.

If they could not find any significant issue written in the policy or where the set policy cannot be implemented, staff members are encouraged to raise and consult the issue with HR Manager as to the appropriate actions to be taken.

The HR Manager and SMT members have amended and developed some tools in the National Staff Policy to make it more accurate and effective in the course of its implementation. The updated tools in the National Staff Policy are:

1. Employment Application Form 2. Personnel Detailed Form 3. Leave Request Form

• Human Resource Department is working on getting the Database Management System set up that can help the HR Manager perform her work easily and effectively for the smooth running of the organization. This Database Management System has been designed in ACCESS since April 2008 by the Personnel Assistant.

• The Human Resource Manager is collecting and compiling data of training records from each staff member in order to know who has attended the training and who has not. This record is helpful and more effective for Human Resource Department to manage and build capacity for staff members. At the moment, HR Manager is looking for specific software that can help maintain and manage staff training records for easy analysis and management.

• Human Resource Manager and Direct Service Program Manager have jointly organized a meeting in June 2008 with 40 Direct Service Project Staff to discuss revision of job descriptions of all Direct Service staff. The purpose of the meeting was:


To make salary survey process more accurately and effectively. To examine existing salary level, review and revise job descriptions

Human Resource Manager is also planning to have similar meeting with another group of program staff members next month.

• On the issue of global inflation and its impact, CWS Senior Management Team has organized a meeting on 27 June 2008 at CWS Phnom Penh Office with all staff members and discussed the following topics:

1. What does the inflation affect on you? 2. What should you do for yourself and family in response to inflation? 3. What should you do to help CWS respond to the impact of inflation? 4. What should CWS do to respond to the inflation? 5. How does CWS do to deal with inflation issue? 6. What do you want SMT to do and how, for increase salary, per-diem?

Two weeks later, the SMT sent a letter to our funding partners with detailed explanations and requested them to consider the effects that are having on all CWS staff in Cambodia. We received acknowledgement of our letter from one of them.


Writing and Compiling: Program/Project/Field staff Editing and Modifying: Uon Vichetr, Pech Vireak,

Chhouk Chantha and Josephine Barbour

Layout designed: Uon Vichetr/Pong Pagna Vattey

Photos: CWS Staff

Copies of this report are available at Church World Service – Cambodia

Office: 69z, Street 450, Toul Tumpong II, Phnom Penh, Cambodia

Phone: (855) 23 217 786, Fax: (855) 23 216 014 E-mail: [email protected], Website: www.cwscambodia.org

APPENDIX I

SUMMARY OF FINANCES AND

VARIANCE ANALYSIS


FY08_2nd End-Year_Narratives 91Financial Summary and Variance Analysis

FINANCIAL SUMMARY AND VARIANCE ANALYSIS

STATEMENT OF FUND RECEIPTS AND DISBURSEMENTS FOR THE YEAR ENDED 30 JUNE 2008

STATEMENT OF THE MANAGEMENT’ S RESPONSIBILITIES

It is the responsibility of Management to prepare the financial statements for each financial year. In preparing the financial statements, Management is required to: • Select suitable accounting policies and then apply them consistently; • Make judgments and estimates that are reasonable and prudent; and • Prepare the financial statements on the going concern basis unless it is inappropriate to

presume that the Organization will continue its operations.

Management is responsible for keeping proper accounting records, which disclose with reasonable accuracy at any time the financial position of the Organization. They have general responsibility for taking such steps as is reasonably open to them to safeguard the assets of the Organisation and to prevent and detect fraud and other irregularities. REVIEW OF BUDGET INCOMES AND EXPENSES IN FY 2008

• Revenues are US$ 1,330,339-that is above budget in the amount of US$ 1,345,112 • Expenses are US$ 1,275,164that is US$ 69,349 or 5% below the budget. • CWS – Cambodia received a clean report from the auditors

The financial report as well as income and expense statements can be viewed as below:

The financial audited report as well as income and expense statements can be viewed as below:

The following record is the track down of the financial statements on incomes and expenditures from different fiscal year as:

USD 2004 2005 2006 2007 2008 Income 1,953,864 1,585,334 1,442,603 1,069,122 1,330,339 Expense 1,314,086 1,320,897 1,532,500 1,408,888 1,275,764 Closing Fund Balance 797,301 264,437 -89,897 -339,766 -54,576

Opening Fund Balance: USD$ 266,940

Donations/Revenues and Transfers: USD$ 1,330,339

Total Fund Available: USD$ 1,597,279

Closing Fund Balance: USD$ 321,515


ADPC2.49% (2.49%)

NCC/A10.87% (9.25%)

CWS ODD4.91% (7.91%)

CWSW/New York (SED)

22.71% (9.82%)

ICCO5.19% (15.24%

EED33.60% (23.71%)

UMCOR3.76% (7.48%)

CWS/NZ2.84% (3.34%)

AJWS0% (1.91%) Other sources

13.63% (18.45%)

Income by Source( ) = Percent last year

STATEMENT OF FUND RECEIPTS AND DISBURSEMENTS FOR THE YEAR ENDED 30 JUNE 2008

DIPECHO0% (7.59%)

CD program0% (9.73%)

BTB-LID19.32% (14.32%)

KPT-LID5.31% (6.65%)

BTM Demining2.94% (9.36%)

KPT CD32.54% (21.90%)

Ecumenical PS1.71% (1.17%)

SVR CD13.79% (8.68%)ADPC Project

0.46% (4.12%)PP Central Off ice23.93% (16.47%)

Expenditure by Location( ) = Percent last year


Local Institution Building

37.05% (41.02%) Food Security5.89% (3.06%) Unallocated Off ice

Costs24.43% (16.47%)

Health16.12% (12.69%)

Advocacy8.74% (7.75%)

Learning Organization0% (0.14%)

Emergency Response

7.78% (18.88%)

Expenditure by Program Objective( ) = Percent last year

-

100,000

200,000

300,000

400,000

500,000

600,000

EmergencyResponse

LocalInstitutionBuilding

FoodSecurity

UnallocatedOffice Costs

Health Advocacy LearningOrganization

Year 2007Year 2008


Church World Service - Cambodia ProgramFinancial StatementsFor the 12 months 01 July 2007 to 30 June, 2008

Schedule Amount AmountStatement of funds Reference USD USD

Opening fund balance : 266,939.62

ADD - Incoming amounts :Svay Rieng WatSan Project 4 112,386.20Ecumenical Partnership 5 0.00Kompong Thom Community Dev 't Project 6 568,391.36Kompong Thom Partnership 7 73,188.00Banteay Meanchey Demining Project 8 77,504.87BTB / BTM Local Instituion Dev 't Project 9 235,357.46Phnom Penh Central Office 12 230,373.99ADPC Project 13 33,137.57DIPECHO Project 14 0.00 1,330,339.45

Total fund available 1,597,279.07

LESS - Outgoing amounts :Svay Rieng WatSan Project 4 175,959.08Ecumenical Partnership 5 21,781.99Kompong Thom Community Dev 't Project 6 415,116.70Kompong Thom Partnership 7 67,745.34Banteay Meanchey Demining Project 8 37,450.00BTB / BTM Local Instituion Dev 't Project 9 246,487.69Phnom Penh Central Office 12 305,326.55ADPC Project 13 5,896.25DIPECHO Project 14 0.00 1,275,763.60

Less- Fund Reserve: 0.00

Closing fund balance : 321,515.47

Notes to the Financial Statements 14Schedules 1 to 14 form an integral part of these Financial Statements

Date: 30 July, 2008

Sar Heang Josephine BarbourInterim Finance Manager Country Representative


Church World Service - Cambodia ProgramFinancial StatementsAs at 30 June, 2008

Balance Sheet Schedule Amount AmountReference USD USD

ASSETS

Cash and bank balances :Cash on hand 18,701.22 Cash at banks 1 876,228.40 894,929.62

Amounts receivable : 2 2,527.00

TOTAL ASSETS 897,456.62

LIABILITIES

Amounts payable : 3 575,941.15

TOTAL LIABILITIES 575,941.15

ASSETS LESS LIABILITIES 321,515.47

Represented by :

FUND BALANCES

CWS programSvay Rieng WatSan Project 4 (56,425.34) Ecumenical Partnership 5 (21,781.99) Kompong Thom Community Dev 't Project 6 147,737.14 Kompong Thom Partnership 7 4,425.92 Banteay Meanchey Demining Project 8 193,343.71 BTB / BTM Local Instituion Dev 't Project 9 61,817.84 Phnom Penh Central Office 12 (7,541.81) ADPC Project 13 (60.00) DIPECHO Project 14 - 321,515.47

TOTAL FUND BALANCE 321,515.47

Notes to the Financial Statements 14Schedules 1 to 14 form an integral part of these Financial Statements

Date: 30 July, 2008

Sar Heang Josephine BarbourInterim Finance Manager Country Representative


Church World Service - Cambodia ProgramSchedule to the Financial StatementsAs at 30 June, 2008

AmountCash at Banks USD

In current account with :Standard Chartered Bank, Singapore (US Dollar account - interest bearing) 336,638.37Standard Chartered Bank, Singapore (US Dollar account - interest bearing) 256,497.94Standard Chartered Bank, Singapore (US Dollar account - interest bearing) 127,902.18Foreign Trade Bank of Cambodia, Phnom Penh (US Dollar account) 106,779.59Foreign Trade Bank of Cambodia, Phnom Penh (Cambodian Riel account) 3,838.50ACLEDA Bank, Kompong Thom,Cambodia (US Dollar account) 664.24ACLEDA Bank, Kompong Thom,Cambodia (Cambodian Riel account) 3,787.18ACLEDA Bank, Svay Rieng,Cambodia (US Dollar account) 19,200.16ACLEDA Bank, Svay Rieng,Cambodia (Cambodian Riel account) 8,093.73ACLEDA Bank, Battambang,Cambodia (US Dollar account) 10,648.08ACLEDA Bank, Battambang,Cambodia (Cambodian Riel account) 2,178.43

Total Cash at Banks : 876,228.40

Church World Service - Cambodia ProgramSchedule to the Financial StatementsAs at 30 June, 2008

Amount AmountUSD USD

Amounts ReceivableAdvances to CWS Projects and staff

Staff AdvancesProject Advances 0.00

Awaiting reimbursement :Telephone deposits 2,527.00Josephine Barbour PersonalCWSW - Cow bells /Scarfs and shippingOther Debtors 2,527.00

Total amounts receivable : 2,527.00


Church World Service - Cambodia Program Schedule to the Financial Statements As at 30 June, 2008 Amount Amount Amounts payable : USD USD Held in trust : National Taxation Funds Held in Trust 0.00 Provident Fund 126,609.02 Vehicle Replacement Funds 100,790.00 Funds Reserved 347,928.00 Josephine Barbour - Personal 614.13 CWSW - Cow bells /Scarfs and shipping 0.00 Total amounts payable : 575,941.15

APPENDIX II

ANNUAL OUTPUTS/ LOGFRAMES


Church World Service CambodiaLog-frame End-Year FY08 ReportProject Name: Direct Services Program OfficeProject No.

Overall Objective:To improve the communities' capacity on peace building, emergencies response and disaster risk management and develop their ability to define their development direction in a participatory and democratic manner.Theme 1: Capacity Building for Development PlanningOBJECTIVEDevelop community capacity to engage with Government institutions and CBOs to define their development direction and manage their affairs ina participatory and democratic manner

Output 1.1: Enhance program coordination with ▪ At least 2 networking meeting with ▪ Meeting reportsectoral forums (NGOs and relevant NGOs and Government government) at national level Institutions

▪ At least one networking meeting with ▪ Meeting reportDOLA/PLAU

1.1.1 Attend the networking meeting ▪ Program Manager/Officer, vehicle ▪ Attended two times PRN-C meeting Done in the Mid-Year 08with relevant NGOs and one time in Food SecurityGovernment Institutions Network workshop, two times with

MEDiCAM

▪ One workshop on solar water disinfection (SODIS) researchorganized by MRD and ADRA.

▪ Four meetings with NGO Forum:two meetings of Pest Reduction Network in Cambodia (PRN-C)discussed solution forpesticide affected users in Cambodia, one meeting onNational Budgeting and onePolitical Forum on “Governance of Land and Natural Resources”

Narrative Summary

Activities CWS's Inputs Actual Output

Objectively Verifiable Indicators Actual Output

Variances/ Remarks

Variances/ Remarks

Direct Services Program Office Annual_FY08_Logframes 114

▪ A workshop on Integrating Inter-Ethnic Peace Building in educationand training organized by ACT

▪ Two meetings of MEDiCAM Membership Monthly Meeting

▪ One meeting on WatSan Sectoral Working Group

▪ Five MCH Quarterly CoordinationMeetings

▪ Attended workshop with Ministryof Land Management UrbanPlanning and construction on finalresults of Strategic DevelopmentPlanning of Choam Khsant District

▪ Attended 3 meetings on CBDRRRecognition Commission organizedby NCDM and ADPC

▪ Attended 2 meetings on NationalStrategic Action Plan on DRR inCambodia organized by NCDM andADPC.

▪ Attended 2 meetings on ConsultativeMeeting on Coastal CommunityResilience organized by ADPC.

▪ Attended a Reflection Workshopon CRC's CBDP Project in SRVorganized by CRC.

▪ Attended a review meeting on CRC'sCBDP Model.

▪ Attended a workshop on 5th DisasterManagement Practitioners in SEAorganized by ADPC.


▪ Attended the 11th DRR Forumorganized by NCDM and CONCERN

▪ Attended 4 DIPECHO ProposalCoordination meetings hostedby DCA and joined by CWS, LWF

▪ Attended 1 DIPECHO PartnerCoordination meetings hostedby ZOA.

1.1.2 Attend networking meeting Program Manager/Officer, vehicle ▪ Attended training workshop on Done in the Mid-Year 08related to Commune Council/ Citizen Rating Report (CRR)Decentralization affairs with CCSP

▪ 1 workshop with MRD on LocalGovernance, Identification andand Targeting of Most VulnerableFamilies sponsored by GTZ.

▪ 1 Annual Reflection workshopon NGO Liaison Office Network organized by Department of LocalAdministrative (DoLA) and CommuneCouncil Support Project (CCSP)

1.1.3 Arrange meeting with relevant ▪ Program Manager/Officer, budget ▪ Attended workshop on nationalismNGOs & Government Institutions materials, vehicle and its effect to society and political

( ACT) in October 2007 (two days)

▪ Attended two times Gender Networkmeeting (GAD/C), Aug-Nov 2007

▪ 3 meetings to study WatSan ▪ There is a WatSan trainerguidelines with WatSan Department from CAWST, Dr. Betman of MRD, UNICEF and ADB Bhandari, accompanied in

the meetings


Output 1.2: Strengthen leadership among local ▪ 25 CC members (20% women) ▪ Training curriculum, training ▪ Participants' commitmentpartners and community structure to trained in Leading and Managing report, participants listbetter understand and implement Rural Organizations (SvR)community development principlesand processes ▪ At least 50% of them are able to ▪ Monitoring report, Field visit ▪ CCs' commitment

manage the handed over community report, project reportassets (SvR)

▪ 40 CCs/VLs (40% women) trained ▪ Training curriculum, training ▪ Participants' commitmentin Com Dev concepts (SvR) report, participants list

1.2.1 Provide training on Leading and ▪ Program Officer, budget, training ▪ 3 training courses on Leading The team found that VLManaging Rural Organization to manual, materials and Managing Rural Organization and CDF are the key persons25 CC members in SvR conducted for 66 CCs, VLs and CDFs in the community

1.2.2 Provide training on Com Dev ▪ Credit Program Coordinator, budget, ▪ 5 training courses on CD concept WSUG members wereconcepts to 40 CCs/VLs in SvR training manual, materials conducted for 110 VLs, CCs and included as the new esta-

WSUG members (42 women) blished group.

▪ 1 training course on role and The newly established WSUGresponsibility of WSUG conducted is required to have knowledgefor 158 WSUG members, VLs and on CD concept.CCs (64 women)

▪ One training course on Family ▪ The plan was carriedAssessment conducted for 20 CDWs, forward from last year.CDFs, CC and PDRD partner staff(one woman)

Output 1.5: Successful withdrawal of CWS ▪ Exit strategy developed ▪ Exit strategy guidelines ▪ Time available for programfrom selected partner communities; staffhand-over of selected programming ▪ Handing over and phase-out plan ▪ Handing over plan ▪ Previous handing over to local actors (CBOs and other developed experience contribute tolocal institutions) smooth progress made

Activities Variances/ RemarksCWS's Inputs Actual Output


▪ Capacity assessment of CCs, VLs ▪ Assessment result report ▪ CCs, VLs are able toand CDFs conducted maintain community clean

water resources & hygienefacilities

1.5.1 Develop exit strategy, handing ▪ CD Program Manager/Officer, time ▪ Not done ▪ Plan to draft in FY09 andover and phase-out plan finalized in FY10

1.5.2 Conduct capacity assessment ▪ Program and project staff, vehicle, ▪ Not done ▪ Plan in FY09of CCs, VLs and CDFs in budget, materialspreparation for handing over

1.5.3 Conduct orientation meeting on ▪ Program Manager, Program Officer, ▪ Not done ▪ Plan in FY09exit strategy guidelines to staff Program Coordinator, guidelines

Output 1.6: Assess and select new target ▪ 40 new target villages in SvR ▪ Baseline survey report ▪ Potential villages availablevillages and community partners identified

1.6.1 Develop baseline survey ▪ Program Officer, FMER staff, budget, ▪ Secondary data, local authority ▪ The WatSan Cooperation questionnaires and conduct materials, vehicle, computer, project and community participation Project will be phased out survey staff ▪ Not done

Theme 2: Meeting Basic Need and Building Self-reliant, Sustainable LivelihoodsOBJECTIVE

Output 2.1Improve overall community health ▪ 20 staff trained in primary health care ▪ Training report ▪ Staff have betterstatus and individual health understanding on preventablecondition diseases

▪ Health guidelines revised ▪ Health guidelines ▪ Staff refer to health andnutrition guidelines to

▪ Nutrition guidelines developed ▪ Nutrition guidelines implement activities

Actual Output

Improve access to basic social services and amenities and improve overal food security of vulnerable people

Activities

Activities CWS's Inputs Actual Output Variances/ Remarks

Variances/ RemarksCWS's Inputs


2.1.1 Coordinate with OD to conduct ▪ Program Officer and project staff, ▪ Not done ▪ Program Officer for Healthtraining in primary health care to budget, materials was recruited in April 08.20 project staff (KPT-PvH and ▪ Coordinate with WFP to invite ▪ The training was provided soSvR) Helen Keller to provide Focal that staff can echo the MCH

Points ToT on MCH to 3 staff to VHVs to implement MCH(2 PVH, 1 KPT). project effectively.

2.1.2 Revise health guidelines ▪ Program Manager, POG members ▪ Health Guidelines reviewed ▪ The revised document waspresented to POG in July 08and will be finalized in Aug 08

2.1.3 Develop nutrition guidelines ▪ Program Manager, POG members ▪ Use existing nutrition guidelines ▪ Program Office will finalizeWFP and Helen Keller. the existing Nutrition

Guidelines produced in Aug.07 and in cooperation with theWFP's guideline and HelenKeller.

Output 2.5Improve agricultural productions, ▪ 16 staff trained on animal raising, ▪ Training report, action plan, ▪ Staff are able to demon- food security and household income SRI and home gardening monitoring report strate their knowledge & among vulnerable people, self-help/ skill to community peopleinterest groups in target communi- ▪ 16 staff trained on SHG concept and ▪ Training report, action plan, ▪ Staff are able to form SHGties record keeping monitoring report & provide training on SHG

concept and record keeping▪ 14 interest group trained on concept ▪ Participants list, report ▪ Participants commitment

of group formation

2.5.1 Provide training on animal ▪ Credit Program Coordinator, budget, ▪ 15 field staff (6 women staff) of ▪ Staff are able to demon- raising, SRI and home gardening materials Kampong Thom and Preah Vihear strate their knowledgeto 16 staff have trained on chicken raising

▪ One training on SRI provided to 10 ▪ Instead of providing to staff andfamilies in Preah Vihear Province. staff delivers to community, the

Program Office provideddirectly to community.

CWS's Inputs Actual Output Variances/ RemarksActivities



2.5.2 Provide training on SHG ▪ Credit Program Coordinator, budget, ▪ 14 field staff (6 women staff) of ▪ Done in the first semester concept and record keeping to materials KPT and PVH have trained on SHG of FY0816 staff SHG concept and record keeping.

Theme 3: Strengthening Civil SocietyOBJECTIVEStrengthen target community understanding and practice of peace building and restorative justice

Output 3.1CWS staff play an active role in ▪ 20 CWS staff trained on peace ▪ Training report, participant list ▪ Staff demonstrate theirfacilitating conflict resolution in concept, conflict resolution, trauma commitment to bring andtarget communities and building management integrate peace conceptpeace into their daily work

▪ 20 staff trained on Anti-Corruption ▪ Training report, participant list ▪ Staff commit to apply Anti-strategies Corruption value in their

professional as well aspersonal life

3.1.1 Coordinate with CDRI to conduct ▪ Peace Coordinator, budget, materials ▪ One training course on Buildingtraining to CWS staff on peace Peace in Our Life was conducted forconcept and conflict resolution 26 support and field staff (10 women)

of all CWS Cambodia Projectsand Program Offices.

3.1.2 Coordinate with CDRI to conduct ▪ Peace Coordinator, budget, materials ▪ Not done ▪ The Peace Coordinatortraining to SMT members on gave priority to Peace peace concept and conflict training in Timor Leste.resolution

3.1.3 Conduct training on Trauma ▪ Peace Coordinator, budget, materials ▪ Not done ▪ Training could notmanagement to CWS staff accommodate other

participants from other NGOs. It is planned toconduct in Dec. 08.

3.1.4 Provide Anti-Corruption ▪ Peace and ER Coordinators, budget, ▪ Not done ▪ The Peace Coordinatorstrategy workshop to CWS staff materials gave priority to Peace

training in Timor Leste, and



▪ A white ribbon ceremony on elimination of domestic violence was ▪ Requested from a district organized in Choam Khsant chief in one area whereCommune on December 19, in CWSC works recentlycoordination with KPT/PVH Project.There were 417 participants.

▪ A training on Peace Building ▪ As part of the regional planConcept was conducted for ten10 CWS Timor Leste and 43 YouthYouth group members (26 women)from 12-16 Nov, 2007

▪ A training on relationship building ▪ Unplanned was provided to ICSO staff inRatanakiri, in cooperation withPartnership Program (17 multi-faithstaff)

▪ A meeting on Community Peace ▪ Unplanned volunteer criteria and process ofselection was conducted for 15Kompong Thom and Preah Vihear staff (six women) in Dec 07.

▪ Provided US$ 4,542.00 small grant ▪ The Peace Proposal wasto two CNGOs (US$1,442.00 to approved late in Jan. 08,YRDP to organize a Forum on which disable the plan to beExperience of Khmer Rouge Regime incorporated into the 4-yearand Process of Khmer Rouge plan.Tribunal to youth group and US$3,100.00 to Dhammayietrato organize a Peace Walk in TakeoProvince.


▪ Assisted Partnership Program ▪ As requested by Partnershipto re-unite ICSO staff members Programfor three days in Ratanakiri Province

▪ Hosted a exchange visit on peace ▪ CWS-C has an outstandingbuilding for two CWS-Timor Leste experiences in peace for six days to ICA, CMYC, KYS- building as well as trainingBTM, KYSD, Home Land, delivery, and CWS-TLDhammayeatra, YRDP, New Gospel requires understanding on Church-BTB. peace building

▪ Provided two training courses on ▪ CWS-C has an outstandingPeace Building and Reconcilia- experiences in peace tion to 30 persons (14 women): building as well as trainingone four-day course to 11 CWS- delivery, and CWS-TLTimor Leste staff and another two- requires peace building day course to 19 youth group members. understanding.

Output 3.2VDCs, CCs, CDFs active in ▪ 20 project staff (KPT-PvH, SvR) ▪ Training report and participants ▪ Staff accept LCP conceptresponding to conflict in their trained on Local Capacity for Peace list as insight knowledgecommunities and utilizing Local concept and assessmentCapacities for Peace approaches

▪ Local Capacity for Peace applied in ▪ Post training evaluation, field ▪ Staff constantly aware ofdevelopment work in at least 15 assessment and field trip report the consequence of theirvillages action

3.2.1 Conduct training on Local ▪ Peace Coordinator, budget, materials ▪ One three-day training course onCapacity for Peace to CWS staff LCP Concept was conducted for 22

field and program staff (5 women)

3.2.2 Conduct LCP field assessment ▪ Peace Coordinator, budget, materials, ▪ Not done ▪ Staff were not able to vehicle conduct because they were

on CHART training, which isthe core course to implem-ment VBCD Project, nextplan in Sept. 08

Actual Output Variances/ RemarksActivities CWS's Inputs


Theme 4: Emergency Response and PreparednessOBJECTIVEImprove disaster preparedness and response capabilities among target communities

Output 4.1Establish Village Disaster Prepare- ▪ 20 staff able to provide CBDRM ▪dness Committees and provide training to VDPCnecessary support so that they canfunction well ▪ 2 Disaster Preparedness meetings

conducted at provincial level

4.1.1 Coordinate with NCDM to ▪ ERP Coordinator, budget, materials ▪ The Plan was cancelled and ▪ ERP budget was notprovide refresher training to 20 included in Project's work plan allocated.staff in CBDRM for FY09. TNA on CBDRR conducted

in Preah Vihear and Kompong Thom4.1.2 Conduct training on Sphere ▪ Program Officer, ERP Coordinator, ▪ The Plan was cancelled and ▪ ERP budget was not

Minimum Standard and Account- Program Assistant, budget, materials included in Project's work plan allocated.ability to 25 CWS staff for FY09. TNA on Sphere and

Accountability conducted inPhreah Vihear and Kompong Thom.

4.1.3 Conduct Orientation to CWS ▪ ERP Coordinator, ERP guidelines ▪ The ERP Guidelines is still in the reviewin▪ ERP Program is developingstaff on Disaster Management process for M&E CBDRR Standard Packageand Emergency Response Guideline for ERP was also of Activities including ERPguidelines unanticipated assigned to develop Project and M&E Guidlines

for the FY09.4.1.4 Coordinate with project staff ▪ ERP Coordinator, Project staff, budget, ▪ Done in the first semester of ▪ ERP budget was not

and PCDM to conduct disaster materials, vehicle FY08. allocated.preparedness meeting



▪ A workshop on provincialdisaster risk reduction actionplan was conducted on 25 Julyjointly with ADPC, NCDMand Action Aid Cambodia inSvay Rieng PSDD meetinghall. 60 persons participatedincluding PCDM of Svay Riengall DCDMs, all ProvincialDepartment, NCDM, PADEK,Oxfam, WFP, CFED, ADIFE.

▪ A workshop on provincialdisaster risk reduction actionplan launching was conductedon September 13, jointly with ADPC, NCDM at Chne Tonle meeting inSvay Rieng. 136 persons participatedinclude, NCDM, PCDM of Svay Rieng, all the DCDMs, CCDMs,Provincial Department/Unit(s),PADEK, CRS, UNICEF, Oxfam,CFED, ADIFE and ACLEDA Bank

Output 4.2 Improve staff capacity on emergen- ▪ 20 staff trained on Community Based ▪ Participant list, training report ▪ Staff are able to apply theircy first aid to apply at community First Aid (CBFA) knowledge to communitylevel

4.2.1 Coordinate with CRC to provide ▪ ERP Coordinator, budget, materials ▪ The Plan was cancelled and ▪ ERP budget was notCBFA training to 20 project staff included in PVH and KPT allocated.

Projects' work plan for FY09.



Output 4.3Improve physical security and ▪ 500 vulnerable people and disaster ▪ Project report, beneficiaries ▪ We do not duplicate thewell-being of vulnerable people and victims received commodities list assistance with governmentdisaster victims in times of assistance supportemergency

4.3.1 Provide emergency relief to ▪ ERP Coordinator, Project staff, ▪ 339 most vulnerable families ▪ The assistance was500 VPs and disaster victims in budget, vehicle or 1,677 people (858 women), provided through CWSSvR and other affected areas as Aug. flash flood victims, KPT Partnership Project

received 339 food packages and KORCD as a holistic(each family received 2 kg of white partner of CWS.rice, 2 kg of iodine salt and4 cans of canned fish on 30 Oct.and 17 Nov. 2007 in Kompong Thom.

▪ An emergency appeal was sent ▪ ERP budget was notto CWS ERP NY and granted allocated in FY08 budget.USD1,860 and assisted 36 food (see more at BTBshortage families and 9 families Partnership Project'svictim of house fire in 4 villages Logframe)of ADOVIR's target villages inBovil District through BTBPartnership Project.

Theme 5: Program Development, Management and SupervisionOBJECTIVEEffective and efficient program management and functioning; enhance community development planning and practice

Output 5.1Monitor and support field staff and ▪ Monthly program monitoring visits ▪ Trip report ▪ Unexpected work occurredfield operation in appropriate manner (monitoring of project management

and implementation and field staff performance)



5.1.1 Field visit to monitor project ▪ Program staff, budget, vehicle ▪ Six visits were conducted; 3 times ▪ Because the Project has newmanagement (12 times) in KPT-PVH and 3 times in staff, location and the

SvR WatSan Coooperation VBCD model that requiresmore support from ProgramOffice.

▪ 12 monitoring visits were conducted ▪ Because the Project has newin PVH VBCD Project on Project staff, location and themanagement to support the VBCD model that requiresProject Coordinator to manage more support from Programfield staff and budget Office.

▪ 5 monitoring visits were conducted inKPT VBCD Project on Projectmanagement to support thenew Project Manager to managefield staff and budget

▪ 1 monitoring visit was conducted in SVR5.1.2 Field visit to monitor project ▪ Program staff, budget, vehicle ▪ 12 visits were conducted;

implementation and staff 6 times in KPT-PVH and 6performance (24 times) times in SvR

▪ Conducted 6 monitoring visits on project implementation in

Preah Vihear (VDC training,workshop, MCH, bridge andmeeting hall construction, wellconstruction)

▪ Coordinate with PVH projectcoordinator to evaluate 9 staffperformance for annualappraisal

▪ Conducted 3 monitoring onproject implementation in KPT (VDC quarterly meeting,meeting hall construction, wellconstruction, sugar pump andSHG)

Variances/ RemarksActivities CWS's Inputs Actual Output


▪ 1 field monitoring visit conductedin KPT VBCD Project by ERPProgram Assistant to supportthe process of RCV election incooperate with the ProvincialRed Cross.

▪ 1 monitoring visits to SVR tomonitor the uses of water filter,latrine and well and conduct ameeting on WSUG establish-ment with staff and PDRD staff.

▪ 1 field visit by CAWST's BioSandwater filter trainer to monitor thequality of the filter and providedrecommendation for change.

Output 5.2Improve planning, management and ▪ Field staff able to plan, implement ▪ Trip report, project report,monitoring capabilities of program and manage project activities individual annual planand project staff

▪ Program staff able to monitor and ▪ Trip reportmanage project activities effectively

5.2.1 Coach project staff on ▪ Program Officers/Coordinator ▪ Coaching PVH and KPT staffprogram implementation on problem identification,

communication, feed back,

▪ 4 coaching were conducted for 10 PVHstaff on culvert construction,MCH monitoring, annual activityand budget plan, CD conceptand VP assessment training toCC, VL and VDCs

Variances/ RemarksActivities CWS's Inputs Actual Output


5.2.2 Conduct training on CWS Com ▪ Program Manager/Officer ▪ Provide 2 days-training course on ▪ Done in first semesterDev model to 20 project staff on CD model to 20 Project staff of(KPT-PvH) Kompong Thom and Preah Vihear

5.2.3 Conduct community ▪ Program Manager/Officers/ ▪ a three-day workshop on CDdevelopment reflection (1 time) Coordinators Model Reflection was conducted

for 18 staff of PVH, KPT and 9Program staff.

5.2.4 Conduct training on Participatory ▪ Program Officers/Coordinators ▪ Not done ▪ The PIA course is new inImpact Assessment (PIA) to 20 Cambodia. CWS-C will sendproject staff key staff to receive training

with VBNK in FY09.5.2.5 Develop 4 Tools to guide project ▪ Program Officers/Coordinators ▪ Develop 3 tools: Monitoring sheet, ▪ Done in first semester

staff: VP Household, village development plan and villageMonitoring sheet, Village plan dataand village assessment

5.2.6 Provide training on 6D/PPCM ▪ Com Dev Program Officer/Project ▪ Provide 4 day-training course ▪ Done in first semesterModel to 20 project staff Manager on 6D/PPCM to 20 Project staff of

Kompong Thom and Preah Vihear


Church World Service CambodiaLogical Framework End Year Report FY08Project Name: Kompong Thom Village Based Community Development (KPT-VBCD) ProjectProject No.

Overall Objective:To develop the communities' capacity to define their development direction and improve them to meet their basic need; access to basic socialservices; sustainable livelihood opportunities and food security.

Theme 1: Capacity Building for Development PlanningOBJECTIVEDevelop community capacity to engage with Government institutions and CBOs to define their development direction and mangage theiraffairs in a participatory and democratic manner.

Output 1.1: Enhance program coordination with ▪ At least 4 coordination meetings with sectoral forums (PROCOCOM) related provincial departmentsprovincial departments (PDRD, ▪ Five coordination meetings with 3 PDoA, PDoE, PDoH), district district authorities and related officesauthorities and CCs ▪ 18 meetings with commune councils

from 6 communes.▪ Six meetings with PROCOCOM ▪ At least 2 coordination meeting with

PLAU for training/workshop for CCs

1.1.1 Attend coordination meetings ▪ Project Manager, Project Coordinators ▪ 2 Coordination meeting with ▪ PDRD told us that they usewith PDRD, PDoA, PDoE, PDoH Program Officers PDRD took place as resulted ADB fund for WatSan

▪ Program Plan of CWS shared ▪ project in Sroeurng including new target areas for commune but this year

Narrative Summary

Variances/RemarksActual OutputCWS's InputsActivities

Objectively Verifiable Indicators Means of Verification Variances/Remarks

KPT Village Based Community Development Annual_FY08_Logframes 129

12 villages in 2 districts and project staff see only 2PDRD shared its WatSan villages that wells drilled and plan and welcome new latrines built.program plan and new modelof CWS in Kompong Thom

▪ 3 coordination meetings with ▪ PDoA agreed to cooperatePDoA Officers to discuss with the project and provided 2 project plan for home garden, trainers to support training plan.SRI, IFM, tree nursery, andfish raising training courses to the communities in 12 target villages of two communes

▪ 2 coordination meetings with ▪ PDoE agreed to cooperatePDoE officers on project plan with the project and sent three for NFE training to Non-formal trainers to facilitate the trainingteachers from KPT and PVHProject

▪ 2 coordination meetings with ▪ Director of PDoH welcomedPDoH to present health project CWS and agreed with projectactivities in 12 target villages of health activities in target area,2 communes but MoU between the two

▪ 2 coordination meetings with parties need to be prepared firstPDoWA on domestic violence before the start of cooperationtraining

1.1.2 Organize semester meetings ▪ Project Manager, Project Coordinators ▪ Meeting with PDRD, both ▪ Agreed two trainers from with district authorities and Program Officers, budget, vehicle sides agreed on schedule and PDRD used its curriculumagriculture, education, rural procedure of VDC election in and one of them used to development office and OD/HC 12 villages. provide trainings before

so that it was going on well


▪ Meeting with district authority ▪ The district authority to inform them about CWS project welcome CWS and help toin new target areas for two support as neededdistricts Prasat Sambo and Santuk

▪ It could only be done within the ▪ The Project focuses on thefirst semester of FY08 relation with Provincial Depart-

ments rather than the DistrictOffices; however, when therewas good relation at provinciallevel, the Project will build a goodrelationship with the relevantDistrict Offices particularly in thenext semester

1.1.3 Organize quarterly meetings with ▪ Project Manager, Project Coordinators▪ Quarterly meeting was ▪ Quarterly meeting at communecommune councils for Program Officers, budget, vehicle conducted by project staffs level was replaced by village6 communes with VDCs, VLs and CCs at level meeting so that other key

village level persons can participate

1.1.4 Attend PROCOCOM monthly ▪ Project Manager, Project Coordinators▪ Project staff attended four ▪ Project was asked to jointlymeeting Program Officers, budget, vehicle PROCOCOM monthly support AIDS Day

meeting. (two times in the first semester)

1.1.5 Network with PLAU ▪ Project Manager, Project Coordinators▪ Project Manager and project ▪ Commune plan of Program Officers coordinator attend integrated Sraoeurng is 70% in consistent with

commune plan meeting project plan

▪ Not done in the Second ▪ The Project has not any relatedsemester activities yet with this unit, on the

other hand, topic of meetingswere not related to the Project


Output 1.2: Strengthen leadership among local ▪ 80 participants (60 VDCs and ▪ Meeting minutes ▪ Communities' commitmentpartners and community structure 20 CCs) attended quarterly meetingsto better understand and implement ▪ 100 VDCs, VLs, and CCs participated ▪ Participant list, village plan ▪ Communities' commitmentcommunity development principles in annual planning workshop and processes ▪ 120 VDCs, VLs, CCs trained on ▪ Project report, attendant list ▪ Communities' commitment

leadership skills (women 40%)▪ 120 VDCs, VLs, CCs trained on ▪ Project report, attendant list ▪ Communities' commitment

CD concepts (women 40%)▪ 700 vulnerable people in 30 villages ▪ Project report, attendant list ▪ Communities' commitment

awared on CD concepts

1.2.1 Conduct VDCs/CCs quarterly ▪ Budget, Staff, materials ▪ 4 VDC/CC quarterly meetingsmeeting for improving and with 24 VDC members, 12 VLsstrengthening capacity of and 2 CC members conductedVDCs/CCs in target areas in 12 target villages

1.2.2 Conduct annual planning ▪ Budget, Staff, materials ▪ Project staff coached VDCs ▪ The capacity of VDCs to workshop to VDCs, VLs and CCs to develop village development develop village plan is very youngin 30 villages plan, resulted 10 villages so project staff need more time to

develop development plan coach them.prepared in 10 villages

▪ 1 VDC, VL, and CC's workshop ▪ 12 VDCs were able towas conducted in cooperation present village development with PDRD with 54 participants plans and shared village(15 women) in 12 villages. achievement to one another

Activities CWS's Inputs Actual Output Variances/Remarks


1.2.3 Coordinate with PDRD to ▪ Budget, Staff, materials ▪ Coordinated with PDRD ▪ VDC members are electedconduct training in leadership, organized VDC election in 12 and 2 women membersrole & responsibility to 120 CCs villages, resulted 73 VDCs in each village and oneand VDCs members (28 women) reserved member are also

elected identified▪ Coordinated with PDRD ▪ 2 trainers from PDRD

to provide training on roles and provided training toresponsibilities to 73 VDCs new VDCs membersmembers from 12 villages

▪ 5 VDC members (2 women) ▪ One village in Sraeungwere elected in one village of Commune was targeted. VDC inSroeung Commune and trained 8 villages were elected in first(including VL) on role and semester. All the elected VDCresponsibility under the CC members and VLs of the oldcooperation with PDRD target villages were trained in

the first semester

1.2.4 Conduct training on CD concept ▪ Project field staff ▪ Conducted training on ▪ 2 CC members also attendedto 120 participants (VDCs, VLs problem analysis and village and participants understoodand CCs) development to 66 VDCs about 60%, it is very useful

members (25 women) in 12 that the VDCs need to developvillages first, so CD concept moved to

next semester.▪ Provided 13 stationery items

to VDCs in 12 villages forvillage plan and other reports,proposal, and files.

▪ Project staffs provided ▪ Done in the last semester. Theindividual regular coaching, knowledge of VDCs and VLs onparticularly to VDC and VL in CD concept was still poor, so5 villages Project field staff provide them with

regular coaching


1.2.5 Conduct community meeting on ▪ Project Coordinator, CDWs ▪ Baseline survey (PLA) used ▪ Community people joinedCD concept to 700 VPs in 30 11 tools conducted for 12 discussion actively and villages villages with a total of wanted to have their living

of 821 (512 women) participants condition and problems solved

▪ During monthly community ▪ Only villagers of 5 villages weremeeting, VDCs and VLs introduced to the concept, butintroduced CD concept to not in other 9 villages due tocommunity people of 5 villages staff turnover. The Project has

just had 2 replacement staff in Mayand one in June.

Output 1.3: Vulnerable families are better able to plan▪ 60 vulnerable families in 30 villages ▪ Household planning, homeand manage household resources, coached on household planning visitsleading to improvement in overall ▪ 120 VPs from 30 villages trained on ▪ Project report, attendant listliving conditions family assessment

1.3.1 Conduct training on household ▪ Budget, staff, materials ▪ Conducted VP family planning and family assessment assessment for 37 familiesto 60 VDCs in seven villages for supporting

income generation

1.3.2 In coordination with VDCs, ▪ Project field staff ▪ Not done in small group, but ▪ The household planning isorganize small group meeting facilitated individual VP house- in part of the family with VPs to develop household holds planning for 20 families in assessment plan, it is justplanning 4 villages of Sraeung commune listed down important points not

and 5 families in one village of making detail plan yetTipo commune

1.3.3 Support and monitor VPs in ▪ Budget, staff, materials ▪ On going support VP to ▪ Project supported small implementation of household plan implement family grant for income generation

development plan for 18 and project staffs are families in 6 villages monitoring their activities

Variances/RemarksActivities CWS's Inputs Actual Output


▪ 25 VPs' household plan in 5villages supported and 2 smallfunds for income generationwere granted

1.3.4 Conduct workshop on family ▪ Budget, staff, materials ▪ Not done ▪ Workshop will be doneassessment to 120 VPs in the next semester

Output 1.4: Improve literacy and numeric ▪ 9 literacy teachers selected and ▪ Project report, attendant listamong 9 target communities trained

▪ 180 illiterate people (50% women) ▪ Project report, examinationable to read and calculate result

▪ 9 literacy classes in 9 villages ▪ Monitoring report, student list,functioned well teachers' record

▪ 20 sets of community mobiled ▪ Community mobiled librarieslibraries established

1.4.1 Coordinate with Provincial/ ▪ Budget, Project staff, materials ▪ Coordinated with district ▪ 3 literacy teachers areDistrict Non-formal Education education office, as result identified, in Beng, Thmeyto select and train literacy deputy chief of district and Tomnub villagesteachers with 30% women education office is assigned (1 woman) and Anlung Slen

as partner with CWS-project will be identified in January

▪ 11 Non-formal teachers wereselected under the facilitation ofVCD and VL in 11 target villages

▪ 1 training on pedagogical skillprovided to 11 literacy teachers(3 women): 4 teachers from4 villages in Tipo Communeand 7 teachers from 7 villagesin Sraeung Commune under thecooperation with PDoE



1.4.2 Assess illiterate people in 9 ▪ Project staff ▪ 3 trained literacy teachers in ▪ It was late to identify illiteracyvillages coordination with VDCs people in all villages when NFE

selected 69 illiteracy people teacher's training was just(51 women) in one village of done in May 2008 by PDoESroeng Commune and 2 villages of Tipou Commune

1.4.3 Conduct 9 literacy classes for ▪ Project staff, budget ▪ Not done ▪ Refer to 1.4.2180 students (50% women)

1.4.4 Collaborate with WFP to provide ▪ Project Manager/ Coordinator, ▪ Not done ▪ Refer to 1.4.2food to students and teachers Program Officers, budget, vehicle

1.4.5 Support education materials to ▪ Budget, Project staff, education ▪ Not done ▪ Refer to 1.4.2180 students and 9 teachers materials, illuminating materials,

1.4.6 Cooperate with Education Office ▪ Budget, Project staff ▪ Not done ▪ literacy classes not open atto organize International Day community yet. So project of Literacy planned to open classes first.

So project was cancel toorganize International Day ofLiteracy.

1.4.7 Support 20 sets of community ▪ Budget, Project staff ▪ Not done ▪ This activity was not completed mobiled libraries because the project did not

open NFE class yet in this year

1.4.8 Support allowance and per-diem ▪ Budget, Project staff ▪ 1 district NFE Officer attended ▪ The present of the Kompong to Non-formal Education Officer 4 NFE monthly coordination Svay District Officer in the to attend monthly meeting in meetings held by MoE in Phnom meeting started in MarchPhnom Penh Penh and supported by CWS. 2008



Output 2.1Improve overall community health ▪ 40 trained TBAs are able to provide ▪ OD/ HC report, project report ▪ Commitment of TBA,status and individual health pre and post natal care consultation to and OD/ HC staffcondition pregnant and lactating women

▪ 40 TBAs refreshed and updated their ▪ OD/ HC report, project reportknowledge and skill on pre and postnatal care consultation one time

▪ TBA quarterly meeting organized in ▪ HC report, project reportcooperation with health centers

▪ Approximately 1000 villagers ▪ HC report on birth rate, birth ▪ Commitment of villagersimproved birth spacing, mother/ child spacing, mortality, and health through awareness and/ or mobility rateconsultation

▪ 40 trained VHVs are able to provide ▪ HC report, project report ▪ Commitment of VHVs andawareness on primary health care, health center staffavian flu, malaria, dengue fever, andHIV/ AIDS

▪ 1000 people from 30 villages were ▪ Project report, monitoring aware of HIV/ AIDS and sexual reporttransmitted diseases prevention

▪ 2000 people from 30 villages were aware ▪ Project report, monitoring of primary health care report

▪ 2000 people in 30 villages were aware of ▪ Project report, monitoring dengue fever, malaria and avian reportinfluenza prevention

▪ World AIDS Day was organized for ▪ Project report300 people

Improve access to basic social services and amenities and improve overall food security of vulnerable people


2.1.1 Cooperate with OD to provide Project staff, budget, materials ▪ Not done ▪ The cooperation with ODprimary health care training to required the MoU between CWS20 field staff and PDoH; however, the agree-

ment in the MoU was not foundyet. The Project has spent muchtime to get an agreement andexpected to be done in the nextsemester

2.1.2 Cooperate with VDCs to select ▪ Project staff, budget ▪ 24 TBAs in 12 villages ▪ 21 existing TBAs were selected40 TBAs in 30 villages identified by the cooperation by HCs and 3 TBAs were newly

of Project staff and VDCs. selected.

2.1.3 Cooperate with OD/HC to provide▪ Budget, training materials, project ▪ Not done ▪ Refer to 2.1.1training to TBAs on safe delivery, staff, vehicledelivery, pre and post natal careconsultation to pregnant andlactating women and provide TBAkit (as request from health center)

2.1.4 Coordinate with OD/ HC to provid ▪ Budget, training materials, project ▪ Not done ▪ Refer to 2.1.3refresher training to 40 TBAs staff, vehicle

2.1.5 Coordinate with health center ▪ Budget, project staff ▪ Not done ▪ Refer to 2.1.3staff to organize TBA quarterly meeting

2.1.6 Support TBAs to provide ▪ Budget, project staff ▪ Not done ▪ Refer to 2.1.4awareness on birth spacing,child health to 1,000 people

CWS's Inputs Actual Output Variances/RemarksActivities


2.1.7 Cooperate with VDCs to select ▪ Project staff, budget ▪ 24 VHVs (15 women) identified ▪ 17 VHVs were existing and40 VHVs in 30 villages in 12 villages through the selected by HCs and 7 VHVs

the cooperation between staff were newly selectedand VDCs

2.1.8 Cooperate with HC to provide ▪ Budget, training materials, project ▪ Not done ▪ OD/HC need CWS to preparetraining to 40 VHVs on primary staff, vehicle MoU agreement first. So it was health care, avian flu, malaria and late as 2.1.1dengue fever, HIV/AIDS

2.1.9 Support material and IEC to ▪ Budget, IEC materials, project staff ▪ Not done ▪ Refer to 2.1.8VHVs to provide awareness to 1,000 people in 30 villages onHIV/AIDS and STD prevention

2.1.10 Coordinate with HC to conduct ▪ Budget, project staff ▪ 1 quarterly meeting was conducte▪ There was a misunderstanding quarterly meeting with 40 VHVs in cooperation with Chhouk HC between OD/HC and Project to

for 9 VHVs from 9 villages of wait for MoU agreement with Sraeung Commune PDoH to implement activities in

commune level and Project staff spent time discussing and understanding each other at theend of May.

2.1.11 Support 40 VHVs to conduct ▪ Budget, IEC materials, project staff ▪ Not done ▪ Refer to 2.1.8awareness on primary healthcare to 2,000 people in 30villages

2.1.12 Support 40 VHVs to conduct ▪ Budget, IEC materials, project staff ▪ 362 people (305 women) from ▪ VHVs did not receive trainingawareness on dengue fever, 9 villages in Sraeung Commune from HC yet, so the Projectmalaria and avian influenza to received awareness raising on facilitated HC staff to provide the2,000 people in 30 villages dengue fever conducted in co- awaress raising to the people with

operation with Chhouk HC. assistance from VHVs.


2.1.13 Coordinate with OD/HC to ▪ Budget, project staff ▪ Coordinated with CC and HC ▪ Done in the first semesterorganize World AIDS Day with organized AIDS day in300 participants Sraeung commune with 198

participants from 5 villages

Question-answer asked for ▪ They could provide 60% 57 participants 60% could of correct answers.answer. 30 participants whocould answer received 30 Sarongs and another 27 participants received soaps

Output 2.2Improve knowledge and practice of ▪ 2000 people applied nutritious food ▪ Project report, growth ▪ Communities' participationtarget communities on food nutrition, for their children and family members monitoring report of VHVand health status of malnourished after awarenesschildren five years and under ▪ 360 malnourished children under ▪ Project report, growth ▪ Communities' participation

five years in 9 villages monitoring report of VHVimproved health condition

2.2.1 Support 40 VHVs to provide ▪ Field staff, budget, IEC materials ▪ 1,211 women in 12 villages ▪ More women are interested inawareness on nutrition to understood basic needs of receiving food from WFP through2000 people in 30 villages. nutrition through awareness raising our support than we expected.

from VHVs

2.2.2 Collaborate with VHVs to provide ▪ Field staff, budget, IEC materials ▪ 319 childrens, 49 pregnant ▪ The project received nutrient food to 360 malnourished women, 106 lactating mothers nutritious food from WFPchildren in 9 villages and another 313 mothers for distribution to children under

received nutritious food from WFP 2 years old every monththrough our project



Output 2.3Improve access to safe water and ▪ 120 families benefited from ▪ Project report, monitoring ▪ Road is accessible to targethousehold sanitation and reduce construction of 40 open wells report areasincidence of water-borne diseases ▪ 100 families benefited from ▪ Project report, monitoring ▪ Road is accessible to targetin target communities construction of 20 aprons report areas

▪ 150 vulnerable families benefited from ▪ Project report, monitoring 150 ceramic filters distribution report

▪ 800 people improved household ▪ Project report, monitoring sanitation condition report

▪ 40 families benefited from ▪ Project report, monitoring construction of 40 household latrines report

▪ 750 school children and teachers ▪ Project report, monitoring in 5 primary schools can access to reportclean drinking water

▪ 750 school children and teachers ▪ Project report, monitoring from 5 primary schools educated on reportwater and sanitation

▪ World Water Day organized with ▪ Project report, monitoring 300 participants report

2.3.1 Cooperate with VDCs to select ▪ Project staff ▪ 40 households in 2 villages offamilies benefits from 40 open Tipou Commune were selectedwells and 20 aprons to benefit from 8 open wells.

40 households in 4 villages ofSraeung Commune were selected to benefit from 8 openwells.

2.3.2 Cooperate with VDCs to support ▪ Project staff, budget, construction ▪ 4 open wells were constructed ▪ Open well construction was notbeneficiaries to construct open materials, vehicle, ring moles at Cham Thnanh village and 4 done yet in Sraeung Communewells and aprons at Trapaing Trom village in because of staff turnover.

Tipou Commune, which benefited40 families



2.3.3 Cooperate with VDCs to select ▪ Project staff ▪ 21 vulnerable families were ▪ Only 3 villages were targeted for150 vulnerable families to receive selected from 3 villages of this activity, but not in other 8 villageswater filter in 30 villages Sraeung commune because of staff turnover

2.3.4 Provide 150 water filters to 150 ▪ Project staff, budget, vehicle ▪ 21 VPs received 21 ceramic ▪ The same vulnerable families vulnerable families in 30 villages water filters in 3 villages in targeted in 2.3.3

Sraeung commune (10 water filters were provided to Boeng Khvek, 5 to Tumnob and 6 to Along Sleng village)

2.3.5 Support VHVs to provide water ▪ Project staff, budget, IEC materials ▪ 172 people (87 women) received ▪ The awareness raising wasand sanitation education to awareness raising on water done by Project staff because800 people in 30 villages and sanitation: 74 people (43 VHVs were not trained yet, and

women) at Beng village and 98 only 2 villages were targeted forpeople (44 women) at Chamboeng this activity, not for other villagesvillage because of staff turnover

2.3.6 Cooperate with VDCs to select ▪ Project staff ▪ 5 VPs were selected from 4 ▪ Because of staff turnover, the Project40 vulnerable families benefit villages of Sraeung Commune could not target other villagesfrom 40 latrine constructions and 3 VPs were selected from

2 villages of Tipou Commune

2.3.7 Support beneficiaries in latrine ▪ Project staff, construction materials, ▪ 8 household latrines were ▪ Less than planned, the reasonconstruction budget constructed in 5 villages: (3 in refers to 2.3.6

2 villages of Tipou Commune,5 in 4 villages of SraeungCommune

2.3.8 Cooperate with school masters ▪ Project staff, budget ▪ 3 water filters were provided to ▪ Other target schools hadand teachers to provide water Beng Primary School, 4 to water filters supported byfilters and how to maintain Trapaing Trom Primary School UNICEF, and project supported

and 6 to Chamboeng Primary only 3 primary schools School


2.3.9 Support HC to provide water and ▪ Project staff, budget, IEC materials ▪ 225 primary students (110 girls) ▪ Refer to 2.1.10sanitation awareness to 750 received awareness raising onschool children and teachers in water and sanitation from Project5 primary schools staff: 53 (23 girls) in Trapaing

Trom Primary School, 74 (43girls) in Beng Primary Schooland 98 (44 girls) at ChamboengPrimary School

2.3.10 Cooperate with PDRD to organize ▪ Project staff, budget, IEC materials ▪ Not done ▪ The Project activity on waterthe World Water Day with and sanitation has limit in this300 participants semester, so the Project

will implement this activity inFY09

Output 2.4Children of vulnerable families have ▪ 100 children (60% girls) of vulnerable ▪ Project report ▪ Parents supported theirthe necessary materials to attend families received education materials children to go to schoolprimary schools and motivated to attend school

2.4.1 Cooperate with VDCs to select ▪ Project staff ▪ 58 primary school children ▪ 34 existing children were the school children of vulnerable (32 girls) of vulnerable families selected in last semester and families were selected from 12 villages another 14 children in 4 villages

were added

2.4.2 Cooperate with District Office of ▪ Project staff, budget ▪ 58 primary school children ▪ The project supported schoolEducation to provide education received 58 kits of education education materials only one materials to 100 children (60% materials time a year and education girl) from vulnerable families material is different for students'

grade



2.4.3 Encourage parents to keep on ▪ Field staff ▪ Parents of 58 poorest children ▪ Project staff coordinated withsupporting their children's were encouraged and motivated VDCs and VLs to regularlyeducation to send their children to school follow up and motivate them

2.4.4 Cooperate with school teacher ▪ Project staff, budget ▪ Not done ▪ The project distributed to provide incentive to high score education materials to VP(60% up) targeted children children on February 2008 and

follow up children score inevery semester. In this yearteachers will prepare score fortheir students in July

Output 2.5Improve agricultural productions, food ▪ At least 70% of 160 trained families ▪ Project report, trip report ▪ No epidemic diseasessecurity and household income among improved their livestock raising Community participationvulnerable people, self-help/ interest technique and increased numbersgroups in target communities of livestock

▪ At least 60% of 40 trained families ▪ Project report, trip report ▪ Fingerling availablestart raising fish

▪ At least 80% of 40 trained farmers ▪ Project report, trip report ▪ No severe flood and droughtpracticed SRI in their rice plot occurred

▪ At least 90% of 160 trained ▪ Project report, trip reporthouseholds have home garden

▪ 9 demonstration farmers are able to ▪ Project report, trip report ▪ Farmer's commitmentprepare 9 demonstration plots No migration

▪ 9 Field Days organized for 270 ▪ Project report, trip reportfarmers in 9 different demo plots

▪ 588 people introduced concept and ▪ Project report, trip reportadvantages of self-help/interest groupformation


▪ At least 49 self-help/interest groups ▪ Project report, trip report ▪ Community's participationformed on their own initiative and interest

▪ 30 self-help/interest groups funded ▪ Project report, trip report ▪ Groups qualifiedas pilot activities

2.5.1 Cooperate with VDCs to select ▪ Project staff ▪ 91 key people (60 women) were ▪ Because of staff turnover, the activity160 families in 30 villages for selected from 3 villages of was only implemented in these 3livestock raising training Sraeung Commune for livestock villages

2.5.2 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ 91 key people (60 women) in ▪ Refer to 2.5.1training on livestock raising training materials 3 villages of Sraeung Communeto 160 selected families. were trained on chicken and

pig raising by PDoA

2.5.3 Provide each target village of 10 ▪ Budget, fowl alternatives, livestock ▪ Aminal raising awareness was ▪ Only 2 villages implemented thisfowl alternatives and 2 livestock's and vaccines introduced to 58 families from activity while other villages has noand vaccination to 160 families in Chamboeng and Thnot Chour such request.30 villages. villages and 282 cows were

then vaccinated through thecooperation of the Project andPDoA

2.5.4 Cooperate with VDCs to select ▪ Project staff ▪ Not done ▪ The target communities have40 families in 30 villages for small number of pond and mostfish raising training of them belong to medium families

when the Project focuses onpoor and vulnerable families.So project planned to supportfish raising in plastic for nextFY09

Activities CWS's Inputs Variances/RemarksActual Output


2.5.5 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ Not done ▪ Refer to 2.5.4training on fish raising to 40 training materialsfamilies in 30 villages.

2.5.6 Provide fingerling and materials ▪ Budget, fingerlings, plastic net and ▪ Not done ▪ Refer to 2.5.4to 40 families who raise fish plastic sheetin 30 villages

2.5.7 Cooperate with VDCs to select ▪ Project staff ▪ 20 key farmers (17 women) ▪ Because of staff turnover, the activity40 families in 30 villages for selected in 4 villages of Sraeung was implemented in these 4SRI training commune. villages only

2.5.8 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ Not done ▪ PDoA was sending trainers latetraining on SRI to 40 families training materials for SRI training due to their in 30 villages. staff's time constraints till July.

So the activity will be imple-mented in the next semester

2.5.9 Provide rice seed to 40 families ▪ Budget, rice seed ▪ Not done ▪ Refer to 2.5.8in 30 villages

2.5.10 Cooperate with VDCs to select ▪ Project staff ▪ 26 key farmers (18 women) ▪ Due to staff turnover, the activity160 families for home gardening selected in 4 villages of Sraeung was implemented in these 4in 30 villages commune. villages only

2.5.11 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ 26 farmers received training on ▪ Refer to 2.5.10training on vegetable growing training materials home gardening conducted at to 160 families in 30 villages Tamnob village by the PDoA


2.5.12 Provide vegetable seed to 160 ▪ Budget, vegetable seeds ▪ Not done ▪ The home garden training families in 30 villages was done at the end of June,

and project will support seedto 26 trained farmers in nextsemester

2.5.13 Cooperate with VDCs to select ▪ Project staff ▪ 8 demo farmers were selected 9 demo farmers in 9 villages in 8 villages of Sraeung

Commune and in one villageof Tipou Commune

2.5.14 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ Not done ▪ PDoA was sending trainers latetraining on IFM to 9 demo farmers training materials for IFM training due to their staff'sin 9 villages. time constraints till July. So

the activity will be implementedin next semester

2.5.15 Provide seeds and materials to ▪ Budget, seeds, materials ▪ Not done ▪ Refer to 2.5.149 demo farmers in 9 villages

2.5.16 Organize field day in 9 places with ▪ Project staff, budget ▪ Not done ▪ Refer to 2.5.149 demo farmers for 270 people

2.5.17 Conduct community meeting on ▪ Project staff, budget ▪ 4 individual and small group ▪ The SHG concepts were SHG and the advantages of group meetings in 4 villages were introduced in all meetingsformation in 30 villages conducted with 125 people but there was not much

(86 women) interest because they have similar groups who aresupported by PDoA


2.5.18 Form 49 SHG/ interest group at ▪ Project staff and materials ▪ 3 SHGs were formed in 2 ▪ Due to staff turnover, the activityleast 12 members of each group villages with a total of 62 members was implemented in 5 villages.

2 SHGs in Thmey Village with ▪ Since they are new group,50 total members and 1 SHG the Project has spent a lot ofBoeng Khvek village with 12 time to encourage the peoplemembers individually and in group

2.5.19 Conduct workshop in SHG ▪ Project staff, budget, ▪ Not done ▪ Due to staff turnover and lackconcept and the advantages of training materials of time, the activity was limitedgroup formation for 588 to group formation onlyparticipants

2.5.20 Provide training on SHG book- ▪ Project staff, budget, ▪ Not done ▪ Refer to 2.5.19keeping to 245 participants training materials

2.5.21 Provide grant support/ WCA to ▪ WCA grant ▪ Not done ▪ Refer to 2.5.19; and the Project30 SHGs/ interest group could not grant WCA yet to the

newly formed group. It requiredthe maturity of the group beforesuch support can be given


Output 3.1Community key persons (CCs, VDCs, ▪ 100 key people ( teacher, VDC, VLs, ▪ Training report, VLs, elderly, monk) play an active elderly, TBAs, VHV, monk) trained in project report role in peace building, responding to understanding conflictconflict, and utilizing LCP approaches ▪ 48 CC members received reflection ▪ Workshop report, ▪ CC members and VLs were very in their communities workshops on Working for Peace project report busy with election campaign

▪ 40 VDCs, VLs and CC members ▪ Training report, ▪trained on LCP concept project report


3.1.1 Conduct 4 training courses on ▪ Program coordinator/officer, ▪ 24 CPV (12 women) were ▪ As CPV is the focal person in theUnderstanding Conflict to 100 key project coordinator, budget, training elected by the respective village, training could not bepersons for 24 villages material villagers in 12 villages under conducted before the selection

the facilitation of the Project of those CPV, which was staff conducted in May

3.1.2 Conduct 2 Reflection Workshop ▪ Program coordinator/officer, ▪ Not done ▪ The Project staff requireson Working for Peace to 48 CC project coordinator, budget, training supports from Program staff.members. material On the other hand, the Program

and the Project agreed to movethis activity to FY09 due to timeconstraints and staff turn over

3.1.3 Conduct 2 training courses on ▪ Program coordinator/officer, ▪ Not done ▪ Refer to 3.1.2LCP concept to 40 participants project coordinator, budget, training

material

▪ An International Women Day ▪ During VDC's workshop, therewas organized in Sroeng village, was a suggestion from villager,with 177 participants (114 especially from Sroeng women) to introduce woman Commune, to CWS and PDoWArights and domestic violence to provided training courses on

domestic violence and other▪ 2 training courses on gender necessary intervention to help

and domestic violence were reduce the domestic violenceprovided to 72 people (48 in their communities.women): 35 (22 women) inTumnob Villages, 37 (26women) in Thmey Village,under the facilitation of PDoWA



Theme 4: Emergency Response and PreparednessOBJECTIVETo ensure meeting basic need of the most vulnerable people and victims of the emergency in the province by proritizing the target communities and to enhance community capacity to prepare for and respond to disaster in their communities.

Output 4.1Village Disaster Volunteers function ▪ 48 VDVs (24 female) selected in 24 ▪ Project reportactively, commune and village disaster villagespreparedness plans developed and ▪ 60 VDVs and CCs received CBDRM ▪ Training report, project reportimplemented in target communities training

▪ 200 interested key people in 24 ▪ Training report, project reportvillages received echo training onCBDRM from VDVs.

▪ At least 1,000 people in 30 villages ▪ Project reportawared of disaster preparedness

▪ At least 5 disaster mitigation projects ▪ Project reportimplemented in the most disaster prone areas.

▪ 100 key persons including VDVs, ▪ Meeting minute, project reportVDCs, CCs, VLs enhanced the capacity on community based disaster preparedness twice a year.

4.1.1 Cooperate with VDCs and VLs to ▪ Project coordinator, budget ▪ 25 Red Cross Volunteers ▪ In stead of calling VDV, theselect 48 VDVs in 24 villages (13 women) were selected disaster volunteer at village level

from 12 target villages through are called Red Cross Volunteerdemocratic election under the (RCV) because they are officiallyfacilitation of PRC and the recognized by CRC and itsProject branch and facilitated the election

by the provincial branch incooperation with CWS

Variances/RemarksCWS's Inputs Actual OutputActivities


4.1.2 Coordinate with PRC to provide ▪ Program/Project coordinator, budget, ▪ Not done ▪ There was a delay for RCV2 training courses on CBDRM to training materials election so the ProjectVDVs and CCs. could not facilitate with PRC

to provide such training

4.1.3 Support VDVs to conduct echo ▪ Project coordinator/staff, budget, ▪ Not done ▪ Refer to 4.1.2training on CBDRM to 200 inter- training materialsested key persons in 24 villages

4.1.4 Support VDVs to conduct disaster ▪ Project staff, budget, IEC materials ▪ Not done ▪ Refer to 4.1.2preparedness awareness in30 villages for 1000 interestedpeople.

4.1.5 Facilitate VDVs, VLs, VDCs and ▪ Project staff ▪ One water gate proposal was ▪ Village disaster mitigation planCCs to develop village disaster developed by RCV, VDC and was not developed becausemitigation plans. VL in Thnot Chour Village there was no training provided

in advance to RCV, VDC and VL

4.1.6 Support VDVs, VDCs, VLs and ▪ Budget ▪ 1 water gate was granted to ▪ The construction is still on theCCs to implement 5 disaster Thnort Chuor village with 63% way because there was latemitigation projects. project contribution plus 37% identifying RCV as the focal

of community's.It was expected person for such planningto benefit 24 families or 120people (58 women) in the villagefor rice irrigation and 3 neighboring villages

4.1.7 Organize and facilitate semester ▪ Program/Project coordinator, budget, ▪ Not done ▪ Refer to 4.1.2meeting for 100 key persons workshop materials


Output 4.2Improve capacity of VDVs to provide ▪ 48 VDVs trained on CBFA and ▪ Training report, project reportfirst aid services to emergency equipped first aid kit victims and most vulnerable people

4.2.1 Coordinate with PRC to provide ▪ Program/Project coordinator, budget, ▪ 24 Red Cross Volunteers from ▪ There was good coordination 2 training courses on CBFA to training materials 12 target villages were trained with PRC48 VDVs on CBFA by PRC

Output 4.3Respond well-being of vulnerable people ▪ 500 vulnerable people and disaster ▪ Project report, beneficiary ▪ Resource from outside wasand disaster victims in times of victims received commodities list available and local authorityemergency assistance participantion

4.3.1 Provide emergency relief to 40 ▪ ERP Coordinator, Project staff, ▪ Provided food to 30 flooded ▪ The distribution on 27 Aug VPs and disaster victim families budget, vehicle affected families in 3 villages in Boeng Khvek, Thnotin affected areas each family received 25 kg of Chhour and Anlung Sleng

white rice, 2 bottles of fishsouse, 2 bottles of soy souse1 bottle of vegetable oil, and1 kg of iodine salt.

▪ 7 food shortage families in ▪ The whole emergency food kitThmey Village of Sroeng include 250 Kg of rice, 7 cansCommune received 7 food kits of canned fish, 7 packs of

iodine salt, 7 bottles of veget-able oil, 7 bottles of fish sauceand 14 bottles of soya sauce

Activities CWS's Inputs Resource from outside


Variances/Remarks


4.3.2 Support food assistance to ▪ ERP Coordinator, Project staff, ▪ Rice seed provided to 115 ▪ In Nov 08 each family500 flood and or drought victim budget, vehicle flood affected families in 5 received 20 kg of rice seedfamilies in target areas. villages with total of 2300 kg

for dry season rice growing▪ Proposal will be submitted

from PRCs in Jan 08

▪ Not done ▪ No major drought and floodduring this second semester

4.3.3 Support emergency kits to ▪ Budget, project coordinator/manager ▪ Project distributed emergency ▪ The kits include 70 scarfs, 25PRCs response and preparedness mosquito nets, 25 blankets,

kits to CRC Kompong Thom on 25 pots for cooking rice, 2518 February 2008 pots for cooking soup, 10

blue tents, 10 sarongs, and20 mats

Theme 5: Project Development, Management and SupervisionOBJECTIVEEffective and efficient program management and functioning; enhance community development planning and practice

Output 5.1Monitor and support field staff and ▪ Monthly project monitoring visits ▪ Trip report ▪ Unexpected work occurredfield operation in appropriate manner (monitoring of project management


▪ Semester monitoring visit for M&E ▪ M&E reportsystem

5.1.1 Field visit to monitor project ▪ Project Manager, Program Officers, ▪ Project manager and deputy ▪ Coaching given on trainingmanagement (12 times) vehicle Project manager monitored PRA presentation, stay



PRA, VDC selection, trainings overnight, and learningand stay overnight for 9 times

▪ 12 times of field visits by the ▪ Coaching and advice were givenProject Manager to monitor to project field staff on village VDC quarterly meeting, com- work plan, participatory tools, munity monthly meeting, VDC methods for training, and integration planning workshop, meetingRCV election, VP assessmenttraining, and sport check ofCDWs' activities

5.1.2 Field visit to monitor project ▪ Project Manager, Program Officers, ▪ Project coordinator monitored ▪ Coaching and advice were given implementation and staff vehicle staff performance for 19 to field staffs on SHGs, VDCsperformance (24 times) times and project manager working with VPs, village

monitored for 6 times plan, training, selection ofbeneficiaries

▪ Project Manager monitored ▪ Coaching and advice werestaff performance for 5 times given to project field staffs on

team work, VP assessment, training plan, and selection of beneficiaries

5.1.3 Conduct monitoring & evaluation ▪ Project manager / coordinator ▪ Project manager, coordinator ▪ Monitoring system was conductedsystem two times per year vehicle, Program officers/coordinator and project staff participated first time by FMER focusing

Program manager monitoring system conducted on planning. Six months, quarterlyby FMER program and monthly planning need to be

improved.

▪ Not done in this semester yet ▪ As planned by M & E unitthe 2nd monitoring will be done inSeptember 2008


Church World Service CambodiaLog-frame Annual FY 08 ReportProject Name: Preah Vihear Village Based Community Development ProjectProject No.

Overall Objective:To develop the communities' capacity to define their development direction and improve them to meet their basic need; access to basic socialservices; sustainable livelihood opportunities and food security.Theme 1: Capacity Building for Development PlanningOBJECTIVEDevelop community capacity to engage with Government institutions and CBOs to define their development direction and manage their affairs in aparticipatory and democratic manner Output 1.1: Enhance program coordination with ▪ At least 4 coordination meetings with ▪sectoral forums (PROCOCOM) related provincial departmentsprovincial departments (PDRD, ▪ 5 coordination meeting with 3 ▪PDoA, PDoE, PDoH), district district authorities and related officesauthorities and CCs ▪ 18 meetings with commune councils ▪

from 6 communes▪ 6 meetings with PROCOCOM ▪▪ At least 2 coordination meeting with ▪

PLAU for training/workshop for CCs.

1.1.1 Attend coordination meetings ▪ Project Manager, Project Coordinators ▪ One Coordination meeting with ▪ PDRD agreed to cooperate firstlywith PDRD, PDoA, PDoE, PDoH Program Officers PDRD staff as resulted the Project with elected VDCs in 12 village,

plan for VDC election and training in in Rumor Sre, Teuk Kraham andnew target areas for 18 villages in Chorm Khsant Commune.Choam Khsant District.

▪ Another coordination meeting with ▪ Two PDRD staff were provided to PDRD was organized during this coordinate the election and trainingreporting period on VDC election with CWS Cambodia.and training for the new VDCs in Yeang commune.


Actual Output Variances/ RemarksNarrative Summary Objectively Verifiable Indicators

PvH Village Based Community Development Project Annual_FY08_Logframes 155

▪ One coordination meeting conducted ▪ PDoH Director asked CWS towith PDoH in which the Director follow her agreement formPHD agree to coordinate for MOU

▪ Two meetings with PDoH to discussthe coordination framework andMoU between PDoH and CWSC

1.1.2 Organize semester meetings ▪ Project Manager, Project Coordinators ▪ Meeting with district authority and ▪ The district authority welcomedwith district authorities and Program Officers, budget, vehicle informed them of CWS project in new CWS's presence to support themagriculture, education, rural target areas, 18 target village in fourdevelopment office and OD/HC Communes of Choam Khsant

District

▪ Meeting with educational district authority ▪ The district Education to inform CWS educational activity Officer welcome CWSsuch as support students from poorest activities and help to families and Non-Formal Education support

▪ PDRD, DOoE, Chhouk HC and ▪ Relationship has been built not onlyDistrict Governor were invited between those departments andand participated in the VDCs' offices and CWS but also the Annual Workshop. VDCs, CCs and VL.

1.1.3 Organize quarterly meetings with ▪ Project Coordinators, field staff, ▪ Four quarterly meetings were ▪ Quarterly meeting at communecommune councils for budget conducted by project staffs level was replaced by village6 communes with VDCs, VLs and CCs at level meeting so that other key

village level. persons can participate

1.1.4 Attend PROCOCOM monthly ▪ Project Manager, Project Coordinators ▪ Not done ▪ The meeting was held in themeeting Program Officers Province and the Project staff

who mostly stay in the village could not attend


1.1.5 Network with PLAU ▪ Project Manager, Project Coordinators ▪ Program Officer and ProjectProgram Officers, vehicle coordinator conducted meeting

with PLAU for training to CCs

▪ One project staff attended integrated commune planworkshop in province

▪ No task with this department has been setduring this reporting period

Output 1.2: Strengthen leadership among local ▪ 80 participants (60 VDCs and ▪ Meeting minutes ▪ Communities' commitmentpartners and community structure 20 CCs) attended quarterly meetingsto better understand and implement ▪ 100 VDCs, VLs, and CCs participated ▪ Participant list, village plan ▪ Communities' commitmentcommunity development principles in annual planning workshop and processes ▪ 120 VDCs, VLs, CCs trained on ▪ Project report, attendant list ▪ Communities' commitment

leadership skills (women 40%)▪ 120 VDCs, VLs, CCs trained on ▪ Project report, attendant list ▪ Communities' commitment

CD concepts (women 40%)▪ 700 vulnerable people in 30 villages ▪ Project report, attendant list ▪ Communities' commitment

awared on CD concepts

1.2.1 Conduct VDCs/CCs quarterly ▪ Budget, Staff, materials ▪ Quarterly meeting was not ▪ Quarterly meeting will start inmeeting for improving and organized but project staff have January 2008 due to the Projectstrengthening capacity of meetings with individual VDCs and staff met CCs for coordination ofVDCs/CCs in target areas CCs every month in target villages of activities and VDCs were

busy in village planning

▪ 6 quarterly meetings at commune level ▪ 75 people (29 women) includingwere conducted in 3 communes with 15 VLs, 9 CCs and 51 VDCsparticipation from VDCs, VLs and CCs to participated in 3 meetings of theshare their achievements, challenges and 2nd quarter in 3 communes andbest practices on development of their 31 people (6 women) including 9 VLs,community. 5 CCs and 17 VDCs participated in

3 meetings of the 3rd quarter in3 communes.



1.2.2 Conduct annual planning ▪ Budget, Staff, materials ▪ Project staff coached VDCs develop ▪ The capacity of VDC to do villageworkshop for VDCs, VLs and CCs village development plan, resulted plan is very young so Project staffin 30 villages 18 Village Development Plan need more time to coach them.

developed for 18 target villages

▪ One-day VDC's Annual ReflectionWorkshop was conducted with theparticipation of 47 people (15 women)including VDCs and VLs of 18 villages,CCs of 4 communes, District Governor, PDRD, District Office ofEducation and HC to share theProject achievements and developmentplans

1.2.3 Coordinate with PDRD to ▪ Budget, Staff, materials ▪ Coordinated with PDRD organized ▪ VDC members are electedconduct training in leadership, VDCs election in 12 target villages, and 2 women membersrole & responsibility to 120 CCs resulted 60 VDC members (24 integrated in each villageand VDCs women) selected

▪ Coordinated with PDRD provided ▪ 2 trainers from PDRD providedtraining on roles and responsibilities three training courses to new to 60 VDC members, 12 VCs from VDCs members, VCs and CCs12 villages and six CC membersfrom three communes

▪ 2 two-day training courses on roleand responsibility of VDCs, communication and minute writingwere conducted for 33 VDCs (11 women) by PDRD.

1.2.4 Conduct training on CD concept ▪ Budget, Staff, materials ▪ Conducted training on simple ▪ The CD concept trainingto 120 participants (VDCs, VLs proposal, village development move to February 2008 becauseand CCs) plan for 74 VDC members VDC need village plans

(22 women) in 12 villages


▪ Provided stationeries; 12 itemsto VDCs in 12 villages for villageplan and other reports, proposal,files

▪ 4 two-day training courses on ▪ The topics included householdCD concept were provided to planning and family assessment77 participants (21 women) which is under the Output 1.3.1including 51 VDC (18 women)8 CC and 18 VLs (3 women).

1.2.5 Conduct community meeting on ▪ Budget, Staff, materials ▪ Baseline survey (PLA) used ▪ Community people joinedCD concept to 700 VPs in 30 14 tools conducted for 12 villages discussion actively and theyvillages with a total participants of 557 wanted to share their living

(400 women) condition and problems to be solved

▪ Not done during this reporting period ▪ The courses on CD Conceptwere provided late and theProject could not assist VDC toconduct village meeting tointroduce the concept to VPs.

Output 1.3: Vulnerable families better able to plan ▪ 60 vulnerable families in 30 villagesand manage household resources, coached on household planningleading to improvement in overall ▪ 120 VPs from 30 villages trained onliving conditions family assessment

1.3.1 Conduct training on household ▪ Budget, staff, materials ▪ Project staff build relationship ▪ Assessment was not conductedplanning and family assessment with 27 VP families in 12 villages because the project wanted to respondto 60 VDCs and support them to make home to 27 VP families who needed to

gardening and plant vegetables improve their living condition

▪ The training's topics were combinedwith CD Concept training under 1.2.4



1.3.2 In coordination with VDCs, ▪ Budget, staff, materials ▪ VP household planning for individual ▪ The household planning is onlyorganize small group meeting families for 27 families in 12 villages for vegetable growing and householdwith VPs to develop household sanitation.planning

▪ The Project staff in cooperation ▪ Refer to the output 2.5.10with VDC identified 20 vulnerablefamilies. Several individual meetings done by staff and VDChave identified home gardeningaction plan.

1.3.3 Support and monitor VPs in ▪ Budget, staff, materials ▪ Support ideas and vegetable seedsimplementation of household plan to 27 VP families to grow morning

glory 25 banchs, mustard19 banchs.

▪ 20 families received local seed, ▪ Refer to the output 2.5.12which was collected by staff fromother villagers.

1.3.4 Conduct workshop on family ▪ Budget, staff, materials ▪ Not done ▪ Refer to 1.3.2assessment to 120 VPs

Output 1.4: Improve literacy and numeric ▪ 9 literacy teachers selected and ▪ Project report, attendant listamong 9 target communities trained

▪ 180 illiterate people (50% women) ▪ Project report, examinationable to read and calculate result

▪ 9 literacy classes in 9 villages ▪ Monitoring report, student list,functioned well teachers' record

▪ 20 sets of community mobile ▪ Community mobile librarieslibraries established


1.4.1 Coordinate with Provincial/ ▪ Budget, Project staff, materials ▪ Coordinated with provincial ▪ 5 literacy teachers are transferredDistrict Non-formal Education education , as result the Non-Formal to join training in Kompong Thomto select and train literacy Education officer welcomed CWS Provinceteachers with 30% women Cambodia and as partner with CWS

Cambodia Projects▪ With the permission from District ▪ CWS selected them only from the

Office of Education, CWS selected Villages where there is no literacy13 literacy teachers (1 woman) class 13 villages.

▪ 1 training on pedagogical skill ▪ 5 of them resigned becauseprovided to 13 literacy teachers they were busy with their under the cooperation with livelihood and could not attend thePDoE held in KPT. module 2 course while training

were provided during the transparentseason.

1.4.2 Assess illiterate people in 9 ▪ Project staff ▪ Identified literacy program will be ▪ Illiterate people assessment willvillages implemented in five villages; Au be done in January 08

Ksan, Trapeang Thom, Svay, VealThom and Kork.

▪ 36 illiterate people were selected ▪ The Project has piloted thefrom 4 villages by literacy teachers activities with 4 villages first.

1.4.3 Conduct 9 literacy classes for ▪ Project staff, budget ▪ Not done ▪ 2 classes will start in August180 students (50% women) 2008 with 36 students.

1.4.4 Collaborate with WFP to provide ▪ Project Manager/ Coordinator, ▪ Not done ▪ No WFP's School Feedingfood to students and teachers Program Officers, budget, vehicle Project in Preah Vihear Province.

1.4.5 Support education materials to ▪ Budget, Project staff, education ▪ Not done ▪ Refer to 1.4.2180 students and 9 teachers materials, illuminating materials,



1.4.6 Cooperate with Education Office ▪ Budget, Project staff ▪ Not done ▪ International Literacy Day wasto organize International Day in September; however the Projectof Literacy has just started this activity in the target

areas for three months and did not accomplish it because no NFE teachersNFE teacher and students wereidentified.

1.4.7 Support 20 sets of community ▪ Budget, Project staff ▪ 28 Health Magazines (2 issues) mobile libraries were distributed to 18 villages

and 150 CEDAC's Farmer Magazines (monthly issue) weredistributed to interested farmers.

1.4.8 Support allowance and per-diem ▪ Budget, Project staff ▪ Not planned for PVH, it was to Non-formal Education Officer initially planned for KPT only.to attend monthly meeting inPhnom Penh


Output 2.1Improve overall community health ▪ 40 trained TBAs are able to provide ▪ OD/ HC report, project report ▪ Commitment of TBA,status and individual health pre and post natal care consultation and OD/ HC staffcondition to pregnant and lactating women

▪ 40 TBAs refreshed and updated their ▪ OD/ HC report, project reportknowledge and skill on pre and postnatal care consultation one time

▪ TBA quarterly meeting organized in ▪ HC report, project reportcooperation with health centers

▪ Approximately 1000 villagers ▪ HC report on birth rate, birth ▪ Commitment of villagersimproved birth spacing, mother/child spacing, mortality and health through awareness and/or mobility rateconsultation

▪ 40 trained VHVs are able to provide ▪ HC report, project report ▪ Commitment of VHVs andawareness on primary health care, health center staffavian flu, malaria, dengue fever and HIV/AIDs

Improve access to basic social services and amenities and improve overall food security of vulnerable people


▪ 1000 people from 30 villages ▪ Project report, monitoring awared of HIV/ AIDS and sexual reporttransmitted diseases prevention

▪ 2000 people from 30 villages awared ▪ Project report, monitoring of primary health care report

▪ 2000 people in 30 villages awared ▪ Project report, monitoring of dengue fever, malaria and avian reportinfluenza prevention

▪ World AIDS Day organized for ▪ Project report300 people

2.1.1 Cooperate with OD to provide Project staff, budget, materials ▪ Program officer and project ▪ PDoH needs an MOU with CWS primary health care training to coordinator contacted due to new policy of MoH20 field staff provincial health department

▪ No progress within this reporting ▪ PDoH suggested CWS toperiod develop MoU with MoH/PDoH

before the cooperation.2.1.2 Cooperate with VDCs to select ▪ Project staff, budget ▪ TBAs were selected by HU in ▪ Actually 20 TBAs are existing

40 TBAs in 30 villages the previous year TBAs selected by HCs and HU

▪ 19 TBAs existed in 9 villages ▪ PDoH suggested CWS toof the target communes. develop MoU with MoH/PDoH

before the cooperation starts

2.1.3 Cooperate with OD/ HC to provide ▪ Budget, training materials, project ▪ Program officer and Project ▪ PDoH suggested CWS to developtraining to TBAs on safe delivery, staff, vehicle coordinator contacted provincial MoU with MoH/PDoH before delivery, pre and post natal care Health Department. cooperation.consultation to pregnant and ▪ No progress within this reportinglactating women and provide TBA periodkit (as request from health center)

2.1.4 Coordinate with OD/ HC to provide ▪ Budget, training materials, project ▪ Not done ▪ PDoH suggested CWS torefresher training to 40 TBAs staff, vehicle develop MoU with MoH/PDoH

before the cooperation starts



2.1.5 Coordinate with health center ▪ Budget, project staff ▪ Not done ▪ PDoH suggested CWS tostaff to organize TBA quarterly develop MoU with MoH/PDoHmeeting before the cooperation starts

2.1.6 Support TBAs to provide ▪ Budget, project staff ▪ Not done ▪ PDoH suggested CWS awareness on birth spacing, child develops MoU with MoH/PDoHhealth to 1000 people before the cooperation starts

2.1.7 Cooperate with VDCs to select ▪ Project staff, budget ▪ 43 VHVs (16 women) in 18 ▪ CWS worked with that existing40 VHVs in 30 villages villages existed, and were structure.

selected by Health Unlimited.

2.1.8 Cooperate with HC to provide ▪ Budget, training materials, project ▪ Primary health care training was ▪ PDoH suggested CWS totraining to 40 VHVs on primary staff, vehicle not provided; however, 2 three- develop MoU with MoH/PDoHhealth care, avian flu, malaria and day training courses on MCH before cooperating with HCdengue fever, HIV/AIDS. were provided to 37 VHVs (18 to provide training to VHVs.

women).

2.1.9 Support material and IEC to ▪ Budget, IEC materials, project staff ▪ 43 counseling cards on MCH ▪ The health counseling cardsVHVs to provide awareness to were provided to 43 VHVs so were provided by WFP1000 people in 30 villages on they can educate mothers aboutHIV/ AIDS and STD prevention MCH.

2.1.10 Coordinate with HC to conduct ▪ Budget, project staff ▪ Not done ▪ Refer to 2.1.8quarterly meeting with 40 VHVs

2.1.11 Support 40 VHVs to conduct ▪ Budget, IEC materials, project staff ▪ Awareness raising on primary ▪ Refer to 2.1.8; the training forawareness on primary health health care was not done, however, other 6 villages will be done in care to 2000 people in 30 villages 630 people (530 women) from 12 villages 1st quarter of FY09.

were introduced MCH awareness bycooperation of staff and VHVs.

2.1.12 Support 40 VHVs to conduct ▪ Budget, IEC materials, project staff ▪ 805 people (710 women) from ▪ They were able to share awareness on dengue fever, 15 villages in 4 communes their knowledge on how to malaria and avian influenza to received awareness raising on malaria prevent themselves from the2000 people in 30 villages and dengue fewer. disease.


2.1.13 Coordinate with OD/ HC to ▪ Budget, project staff ▪ Not done ▪ World AIDS Day was inorganize World AIDS Day with December 2007; however300 participants because MoU between CWS and

PDoH was not available, the activitywas cancelled.

Output 2.2Improve knowledge and practice of ▪ 2000 people applied nutritious food ▪ Project report, growth ▪ Communities' participationtarget communities on food nutrition, for their children and family monitoring report of VHVand health status of malnourished members after awarenesschildren five years and under ▪ 360 malnourished children under ▪ Project report, growth ▪ Communities' participation

five years in 9 villages monitoring report of VHVimproved health condition

2.2.1 Support 40 VHVs to provide ▪ Field staff, budget, IEC materials ▪ This awareness raising on awareness on nutrition to nutrition combines with output 2000 people in 30 villages. 2.1.11

2.2.2 Collaborate with VHVs to provide ▪ Field staff, budget, IEC materials ▪ Under WFP support, 1,733 ▪ CWS as the Implementationnutrient food to 360 malnourished infants (856 girls), 1,726 Partner of WFP on MCH children in 9 villages mothers, 432 pregnant women, Project signed an MoU on

536 lactating mothers benefited January 2008.from MCH Project a total 20,850kg of ▪ Infants in the Project refers torice, 1,345kg of vegetable oil, children with ages from 6 to 2416,591kg of corn sugar blend and 3,705kg months; and lactating mothersof sugar. refers to mothers who feed their

children from birth to 6 months.

Output 2.3Improve access to safe water and ▪ 120 families benefited from ▪ Project report, monitoring report ▪ Road accessible to target areashousehold sanitation and reduce construction of 40 open wellsincidence of water-borne diseases ▪ 100 families benefited from ▪ Project report, monitoring report ▪ Road accessible to target areasin target communities construction of 20 aprons

▪ 150 vulnerable families benefited ▪ Project report, monitoring reportfrom 150 ceramic filters distribution

▪ 800 people improved household ▪ Project report, monitoring reportsanitation condition



▪ 40 families benefited from construction ▪ Project report, monitoring reportof 40 household latrines

▪ 750 school children and teachers ▪ Project report, monitoring reportin 5 primary schools can access toclean drinking water

▪ 750 school children and teachers ▪ Project report, monitoring reportfrom 5 primary schools educatedon water and sanitation

▪ World Water Day organized with ▪ Project report, monitoring report300 participants

2.3.1 Cooperate with VDCs to select ▪ Project staff ▪ Cooperated with VDC ▪ The construction will start in families who benefit from 40 open identified 1 open well and Januarywells and 20 aprons 2 deep wells for 30 families

in Svay village, Rumdoh Srecommune

▪ 50 vulnerable families wereselected as the beneficiaries of open well construction.

2.3.2 Cooperate with VDCs to support ▪ Project staff, budget, construction ▪ 10 open wells were constructed ▪ People responded positively beneficiaries to construct open materials, vehicle, ring molds and benefited 50 vulnerable to our request for them to look for wells and aprons families in 5 villages. sands and gravels on their own

2.3.3 Cooperate with VDCs to select ▪ Project staff ▪ 81 households were selected to 150 vulnerable families to receive receive 81 bio-sand water filters water filters in 30 villages

2.3.4 Provide 150 water filters to 150 ▪ Project staff, budget, construction ▪ 81 bio-sand water filters were ▪ Beneficiaries attended water filtersvulnerable families in 30 villages materials, filter molds, vehicle distributed to 81 families in 12 villages construction led by CWS-SVR

technical staff.



▪ The 81 beneficiaries were alsooriented with proper use andmaintenance of water filters

▪ 1 bio-sand water filter wasprovided to Teuk Krohom Commune and 1 was used in the commune office.

2.3.5 Support VHVs to provide water ▪ Project staff, budget, IEC materials ▪ 120 well and bio-sand water filter ▪ Due to time constraints theand sanitation education to beneficiaries were introduced with Project staff was able to target the 800 people in 30 villages water and sanitation awareness beneficiaries of well and bio-sand

by staff in cooperation with VHV. water filters only.

2.3.6 Cooperate with VDCs to select ▪ Project staff ▪ 5 families were selected as the40 vulnerable families benefit latrine beneficiaries.from 40 latrine constructions

2.3.7 Support beneficiaries in latrine ▪ Project staff, construction materials, ▪ 5 sets of household latrine ▪ People participated in diggingconstruction budget materials were distributed to latrine and contributed the

5 selected beneficiaries. materials for making roofs. Theconstruction will start in FY09

2.3.8 Cooperate with school masters ▪ Project staff, budget ▪ Not done ▪ There was no concrete studyand teachers to provide water yet; however the productivity filters and how to maintain them of the water filter construction

was still low due to the lack oftechnical staff.

2.3.9 Support HC to provide water and ▪ Project staff, budget, IEC materials ▪ Not done ▪ PDoH suggested CWS sanitation awareness to 750 develop MoU with MoH/PDoHschool children and teachers in before the cooperation starts5 primary schools

2.3.10 Cooperate with PDRD to organize ▪ Project staff, budget, IEC materials ▪ Not done ▪ Staff were busy with the the World Water Day with annual Project planning and 300 participants staff training in March.


Output 2.4Children of vulnerable families have ▪ 100 children (60% girls) of vulnerable ▪ ▪ Parents support theirthe necessary materials to attend families received education materials children to go to schoolprimary schools and motivated to attend school

2.4.1 Cooperate with VDCs to select ▪ Project staff ▪ 60 school children of vulnerablethe school children of vulnerable families selected from 12 Villages infamilies three Communes of Choam Khsant

2.4.2 Cooperate with District Office of ▪ Project staff, budget ▪ School material such as Education to provide education books, school uniforms materials to 100 children (60% and bag were given to 60 girl) from vulnerable families poor school children ( 32 girls)

▪ With permission from District ▪ School teachers wereEducation Department and encouraged to motivate theirschool master, staff met 305 students to attend classes.school children (140 girls) and14 teachers (3 females) andencourage them to keep ontheir education despite of their difficulties

2.4.3 Encourage parents to keep on ▪ Field staff ▪ Staff regularly encouraged ▪ They responded positively supporting their children's children's parents to support all children we support education their children education went to school regularly.

2.4.4 Cooperate with school teacher ▪ Project staff, budget ▪ Not done ▪ MCH work was prioritized andto provide incentive to high score took much time and staff's energy(60% up) targeted children to implement. So, some of the activities

were not done.



Output 2.5Improve agricultural productions, food ▪ At least 70% of 160 trained families ▪ Project report, trip report ▪ No epidemic diseasessecurity and household income among improved their livestock raising community participationvulnerable people, self-help/ interest technique and increased numbersgroups in target communities of livestock

▪ At least 60% of 40 trained families ▪ Project report, trip report ▪ Fingerling availablestart raising fish

▪ At least 80% of 40 trained farmers ▪ Project report, trip report ▪ No severe flood and droughtpracticed SRI in their rice plot occurred

▪ At least 90% of 160 trained ▪ Project report, trip reporthouseholds have home garden

▪ 9 demonstration farmers are able ▪ Project report, trip report ▪ Farmer's commitmentto prepare 9 demonstration plots No migration

▪ 9 Field Days organized for 270 ▪ Project report, trip reportfarmers in 9 different demo plots

▪ 588 people introduced concept and ▪ Project report, trip reportadvantages of self-help/interest group formation

▪ At least 49 self-help/interest groups ▪ Project report, trip report ▪ Community's participationformed on their own initiative and interest

▪ 30 self-help/interest groups funded ▪ Project report, trip report ▪ Groups qualifiedas pilot activities

2.5.1 Cooperate with VDCs to select ▪ Project staff ▪ 4 families were selected in ▪ MCH work was prioritized and160 families in 30 villages for cooperation with VDC. the Project staff could implementlivestock raising training this activity in only one village.

2.5.2 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ Not done ▪ Refer to 2.5.1training on livestock raising training materialsto 160 selected families.

2.5.3 Provide each target village of 10 ▪ Budget, fowl alternatives, livestock ▪ 16 hens and 4 roosters were ▪ Refer to 2.5.2fowl alternatives and 2 livestock's and vaccines provided to 4 families in 1 villageand vaccination to 160 families in30 villages.



2.5.4 Cooperate with VDCs to select ▪ Project staff ▪ Not done ▪ The target communities do not have40 families in 30 villages for families who dig ponds. Peoplefish raising training used to catch fish from the

stream and rivers.

2.5.5 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ Not done ▪ Refer to 2.5.4training on fish raising to 40 training materialsfamilies in 30 villages.

2.5.6 Provide fingerling and materials ▪ Budget, fingerlings, plastic net and ▪ Not done ▪ Refer to 2.5.4to 40 families who raise fish plastic sheetin 30 villages

2.5.7 Cooperate with VDCs to select ▪ Project staff ▪ 9 farmers selected from ▪ The Project started with 940 families in 30 villages for 3 villages for SRI training interested farmers first.SRI training

2.5.8 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ 9 farmers were introduced the ▪ People showed interest in training on SRI to 40 families training materials SRI techniques and its the concept but hesitated to startin 30 villages. advantages

2.5.9 Provide rice seed to 40 families ▪ Budget, rice seed ▪ Not done ▪ Refer to 2.5.8in 30 villages

2.5.10 Cooperate with VDCs to select ▪ Project staff ▪ 20 families were selected for home 160 families for home gardening gardening in cooperation with VDCin 30 villages

2.5.11 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ Not done ▪ There was no coordination withtraining on vegetable growing training materials PDoA from the beginningto 160 families in 30 villages of the Project. Staff has shared

their best practices and understanding on vegetable growing during household visits

2.5.12 Provide vegetable seeds to 160 ▪ Budget, vegetable seeds ▪ 20 families received localfamilies in 30 villages seed, which was collected by

staff from other villagers.


2.5.13 Cooperate with VDCs select ▪ Project staff ▪ Not done ▪ MCH work was prioritized and9 demo farmers in 9 villages the Project staff could implement

this activity.

2.5.14 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ Not done ▪ Refer to 2.5.13training on IFM to 9 demo farmers training materialsin 9 villages.

2.5.15 Provide seeds and materials to ▪ Budget, seeds, materials ▪ Not done ▪ Refer to 2.5.139 demo farmers in 9 villages

2.5.16 Organize field day in 9 places with ▪ Project staff, budget ▪ Not done ▪ Refer to 2.5.139 demo farmers for 270 people

2.5.17 Conduct community meeting on ▪ Project staff, budget ▪ 95 people (54 women) from 12SHG and the advantages of group villages were introduced to SHG concept.formation in 30 villages

2.5.18 Form 49 SHG/ interest group at ▪ Project staff and materials ▪ Not done ▪ It was not done as SHG wasleast 12 members of each group not formed yet.

2.5.19 Conduct workshop in SHG ▪ Project staff, budget, ▪ Not done ▪ Refer to 2.5.18concept and the advantages of training materialsgroup formation for 588 participants

2.5.20 Provide training on SHG book- ▪ Project staff, budget, ▪ Not done ▪ Refer to 2.5.18keeping to 245 participants training materials

2.5.21 Provide grant support/ WCA to ▪ WCA grant ▪ Not done ▪ Refer to 2.5.1830 SHGs/ interest group

▪ 50 fruit trees were provided to ▪ The support was CWS staff's21 vulnerable families. initiative.

▪ 200 mango seedling grown ▪ The tree will be distributed toby staff in CWS PVH office the interested vulnerable people

in the next semester.



Output 3.1Community key persons (CCs, VDCs, ▪ 100 key people ( teacher, VDC, VLs, ▪ VLs, elderly, monk) play an active elderly, TBAs, VHV, monk) trained in role in peace building, responding to understanding conflictconflict, and utilizing LCP approaches ▪ 48 CC members received reflection ▪ ▪in their communities workshops on Working for Peace

▪ 40 VDCs, VLs and CC members ▪ ▪trained on LCP concept

3.1.1 Conduct 4 training courses on ▪ Program coordinator/officer, ▪ 16 Community Peace Volunteer ▪ The Project staff requiresUnderstanding Conflict to 100 key project coordinator, budget, training (CPV) ( 3 females) selected supports from Program staff.persons for 24 villages material from 15 villages. On the other hand, the Program

and the Project agreed to movethis activity to FY09 due to timeconstraints and selected CVPas the focal point of the village.

▪ Only 1 village has two CPVsbecause the village is big, andno right candidates found yetin other 3 villages.

3.1.2 Conduct 2 Reflection Workshop ▪ Program coordinator/officer, ▪ Not done ▪ Refer to 3.1.1on Working for Peace to 48 CC project coordinator, budget, trainingmembers. material

3.1.3 Conduct 2 training courses on ▪ Program coordinator/officer, ▪ Not done ▪ In addition to providing training to theLCP concept to 40 participants project coordinator, budget, training community, 10 PVH staff

material received training on LCP conceptfrom Peace Program Coordinator



Theme 4: Emergency Response and PreparednessOBJECTIVETo ensure meeting basic need of the most vulnerable people and victims of the emergency in the province by prioritizing the target communities and to enhance community capacity to prepare for and respond to disaster in their communities.

Output 4.1Village Disaster Volunteers function ▪ 48 VDVs (24 female) selected in 24 ▪actively, commune and village disaster villagespreparedness plans developed and ▪ 60 VDVs and CCs received CBDRM ▪implemented in target communities training

▪ 200 interested key people in 24 ▪villages received echo training onCBDRM from VDVs.

▪ At least 1,000 people in 30 villages ▪awared of disaster preparedness

▪ At least 5 disaster mitigation projects ▪implemented in the most disaster prone areas.

▪ 100 key persons including VDVs, ▪VDCs, CCs, VLs enhanced the capacity on community based disaster preparedness twice a year.

4.1.1 Cooperate with VDCs and VLs to ▪ Project coordinator, budget ▪ 31 Red Cross Volunteers (15 ▪ 5 more RCVs will be selectedselect 48 VDVs in 24 villages women) were identified from 17 in the next quarter to make it

villages. Among those there were 36 RCVs in 18 villages in 14 RCVs (1 woman) were cooperation with PRC.selected in cooperation with VDC and VL.

4.1.2 Coordinate with PRC to provide ▪ Program/Project coordinator, budget, ▪ Not done ▪ The selection was done late2 training courses on CBDRM to training materials in June, so the Project couldVDVs and CCs. not perform this activity.

4.1.3 Support VDVs to conduct echo ▪ Project coordinator/staff, budget, ▪ Not done ▪ Refer to 4.1.2training on CBDRM to 200 inter- training materialsested key persons in 24 villages



4.1.4 Support VDVs to conduct disaster ▪ Project staff, budget, IEC materials ▪ Not done ▪ Refer to 4.1.2preparedness awareness in30 villages for 1000 interestedpeople.

4.1.5 Facilitate VDVs, VLs, VDCs and ▪ Project staff ▪ Not done ▪ Refer to 4.1.2CCs to develop village disastermitigation plans.

4.1.6 Support VDVs, VDCs, VLs and ▪ Budget ▪ Not done ▪ Refer to 4.1.2CCs to implement 5 disastermitigation projects.

4.1.7 Organize and facilitate semester ▪ Program/Project coordinator, budget, ▪ Not done ▪ Refer to 4.1.2meeting for 100 key persons workshop materials

Output 4.2Improve capacity of VDVs to provide ▪ 48 VDVs trained on CBFA and ▪first aid services to emergency equipped first aid kitvictims and most vulnerable people

4.2.1 Coordinate with PRC to provide ▪ Program/Project coordinator, budget, ▪ Not done ▪ The 17 existing RCVs were2 training courses on CBFA to training materials already trained. The Project48 VDVs will provide refresher training

course in the next semester.

Output 4.3Respond well-being of vulnerable people ▪ 500 vulnerable people and disasterand disaster victims in times of victims received commoditiesemergency assistance

4.3.1 Provide emergency relief to 40 ▪ ERP Coordinator, Project staff, ▪ 15 most vulnerable families fromVPs and disaster victim families budget, vehicle 8 villages received 650kg of ricein affected areas 260 cans of canned fish, 26

bottles of cooking oil and 26packs of iodine salt, and 3 ofthem received 3 mosquito nets.

CWS's Inputs Actual Output Variances/ RemarksActivities



4.3.2 Support food assistance to ▪ ERP Coordinator, Project staff, ▪ Not done ▪ No flood and drought occurred500 flood and or drought victim budget, vehiclefamilies in target areas.

4.3.3 Support emergency kits to PRCs ▪ Budget, project coordinator/manager ▪ Not done ▪ The Project and ProgramOffices have built relationshipwith PRC on RCV election;however, the support wasbased on the demand of thePRC and there was no suchrequest yet.

Theme 5: Project Development, Management and SupervisionOBJECTIVEEffective and efficient program management and functioning; enhance community development planning and practice

Output 5.1Monitor and support field staff and ▪ Monthly project monitoring visits ▪ ▪field operation in appropriate manner (monitoring of project management


▪ Semester monitoring visit for M&E ▪system

5.1.1 Field visit to monitor project ▪ Project Manager, Project Coordinator, ▪ Program officers and project ▪ Coaching given on the jobmanagement (12 times) Program Officers, vehicle coordinator conduct regular field training on PLA operation,

monitoring. Support staff to conduct stay overnight, and learningPLA, VDC selection, trainings and from each other stay overnight together with field staff

▪ Program Manager conducted 1 reflection meeting with all thestaff to improve work effectiveness and efficiency



5.1.2 Field visit to monitor project ▪ Project Manager, Program Officers, PProgram officers and Project ▪ Coaching and advice were given to implementation and staff vehicle coordinator monitored staff field staffs on SHGs, VDCperformance (24 times) performance every 2 weeks, working with VP, village

totally 12 times in the first 6 plan, training, selection ofmonths periods beneficiaries

▪ 2 Program Officers and a Project ▪ While staying in the project,Coordinator conducted regular they supported staff with daily field monitoring, provided projects implementation coaching and mentoring to the Project staff by staying at thevillage with them 2 weeks amonth.

5.1.3 Conduct monitoring & evaluation ▪ Project manager / coordinator ▪ Program officers, project ▪ Monitoring system was conductedsystem two times per year vehicle, Program officers/coordinator coordinator, staff participated in first time by FMER focusing on

Program manager monitoring system conducted planningby FMER

▪ Not done for second semester yet ▪ As planned by M & E unitthe monitoring will be done inSeptember 2008.


Church World Service CambodiaLog-frame End-Year FY08 ReportProject Name: Svay Rieng Water Sanitation Cooperation ProjectProject No.

Overall Objective:To expand the coverage of improved water supplies and sanitation facilities to underserved population of Romeas Hek and Romduol District, Svay Rieng Province, and to improve health and hygiene practices related to water borne diseases and sanitation.

Theme 1: Capacity Building for Development PlanningOBJECTIVEDevelop community capacity to engage with Government institutions define their development direction and manage their affairs in a participatory and democratic mannerOutput 1.1: Enhance program coordination • 4 Quarterly meetings with provincial • Minutes of meetingwith sectoral forums: provincial department; district authorities and(PDRD, PDoAFF), district commune councils organizedauthorities and CCs.

1.1.1 Strengthening relationship with • Project Coordinator and Project staff • Two times meeting; once with • July-Dec. 07, Jan-Jun. 08Svay Rieng PDRD for motorbike, vehicle PDRD Director, and another • Select beneficiariesimplementing WatSan project with PDRD coordinator • Training

• Filter, latrine and upgrade hand pump

• 6 meetings were held with Directorof SVR PDRD to discussfield visits arrangements,arsenic testing action plan, recognition certificate forWSUGs and the FY09 MoU.

Narrative Summary

Activities: CWS's Inputs Actual Output

Means of VerificationObjectively Verifiable Indicators Variances/Remarks

Variances/ Remarks

SvR WatSan Cooperation Project Annual_FY08_Logframes 177

• 4 monthly meetings with 1PDRD coordinator and 2 officers, who are the Project'scooperation staff to discussmonthly work plan andachievements

1.1.2 Strengthening relationship • Project Coordinator and Project staff • 46 (13 women) of CCLs,CCs, • Meeting for strengtheningwith 2 district authorities and 6 motorbike, vehicle VCs, VDCs and VAs in five • and collaboration betweencommunes in CWS target area communes of Romeas Hek authorities and CWS

and Romdoul districts.

• 2 meetings with DistrictGovernor of Romeas Hek and Rumduol to report onProject's achievements

• 5 meetings were held with 25 communecouncils of the 5 targetedcommunes to discussWSUG formation, preparingWorld Water Day, and othertraining plans of the Project.

Output 1.2: Strengthen leadership among local • 40 CCs/VLs (40% women) trained partners and community structure to in Leadership skills/practicebetter understand and implementcommunity development principles • 40 CCs/VLs (40% women) trainedand processes in Com Dev concepts

• 300 vulnerable people from 15 villagestrained in CD concepts


1.2.1 Provide training on Leadership • Credit Program Coordinator, PDRD • 10 CCs (2 women), 49 VLs • The participants were moreskill to 40 CCs/VLs in SvR budget, training manual, materials (6 women) and 7 CDFs prepared because this course

received training on Leading and is very important for their Managing Rural Organization community leaders such as

CCs, VLs and CDFs.

1.2.2 Provide training in CD concept • Credit Program Coordinator, PDRD • 5 CWS staff, 3 PDRD staff • To build their capacity and to CCs/ VLs budget, training manual, materials 7 CDFs, 5 CCs (1 woman) knowledge in order for them

received training on CD concept to echo such training toCCs and VLs next times

1.2.3 Assist the CDFs to conduct • Credit Program Coordinator, CDFs, • 15 VLs, 99 WSUG members • The VLs and WSUGs are thetraining course on Com Dev budget, materials (40 women) received training on core groups who will takeconcept to 300 vulnerable CD Concept lead in developmentpeople from 15 target villages of their communities

Output 1.3Vulnerable families are better able to • 60 vulnerable people from15 villages • •plan and manage household were coached in household planning andresources, leading to improvement practicein overall living conditions

• 120 vulnerable people were trained on • • how to conduct family assessment

1.3.1 Support CDFs to coach 60 • CWS staff, CDFs, budget, materials • Not done • We still do not yet build capacityvulnerable families on for CDFs and this traininghousehold planning will also include with family

assessment

Variances/ Remarks

Variances/ RemarksActivities: CWS's Inputs Actual Output

Activities: CWS's Inputs Actual Output


1.3.2 Support CDFs to provide • CWS staff, CDFs, budget, materials • 5 CWS staff, 3 PDRD staff • CDFs will identify vulnerabletraining on family assessment 7 CDFs, 5 CCs (1 woman) families as the Project's to 120 vulnerable people were trained on family assessment beneficiaries and conduct

household impact assessmentin cooperation with CCs andthe back up support for staffand PDRD.

Output 1.5: Successful withdrawal of CWS • 50 villages successfully exited •from selected communities; hand-over of selected programmingto local actors (CCs, and VLs)

1.5.1 Conduct handing over of CWS • Program and project staff, budget • Not done • Phasing out from the villageassets to community members will be considered in FY09in 50 villages because CWS is not yet ready

and well prepared for thephasing out; however,the community needs moresupport on leading and managing before we canhand over the developmenttask to them.

Activities: CWS's Inputs Actual Output Variances/ Remarks


Theme 2: Meeting basic need and building self-reliant, sustainable livelihoodsOBJECTIVEImprove access to basic social services and amenities and improve overall food security of vulnerable people

Output 2.1Improve overall community health • 500 people received awareness on • •status and individual health primary health care conducted byoutcomes CDFs with the support from CWS

• 500 people received awareness on • •dengue fever and malaria conductedby CDFs with support from CWS

2.1.1 Support CDFs to conduct • Project staff, CDFs, budget, IEC • 393 (241 women) from 15 • The activity was combinedawareness on primary health materials villages including 43 teachers with 2.1.2care to community (6 women) and 1,384 school

children (585 girls) in 5communes of Romeas Hek and Rumduol Districts wereintroduced the primary healthcare, nutrition, dengue fever,malaria, and avian influenza.

2.1.2 Support CDFs to conduct • Project staff, CDFs, budget, IEC • Refer to 2.1.1awareness on dengue fever, materialsmalaria and avian influenza tocommunity

Output 2.2Improve understanding of good • 500 people received nutrition • •nutrition among target communities awareness conducted by CDFsand health status of under and with support from CWSmalnourish children



2.2.1 Support CDFs to conduct • Project staff, CDFs, budget, IEC • The participant is the same • Same as 2.1.1awareness on nutrition to 500 materials above number 2.1.1people in 15 villages

Output 2.3Improved access to safe water and • 480 families benefited from 160 hand • •household sanitation; reduce pumps constructionincidence of water borne diseasesin the target communities

• 250 families benefited from 50 • •aprons construction

• 14 well committees formed (40%, • •women)

• 14 well committees and 160 users • •(40%, women) trained on hand pumpmaintenance

• 400 vulnerable families of 15 target •villages benefited from 400 biosand filter distribution

• 400 people trained on bio-sand filter •use and maintenance

• 800 people educated on water and •sanitation

• 120 families in 15 villages benefited •from 120 latrines construction

• 5 primary schools benefited from •25 installation of biosand filters



• 300 school children, and 8 teachers •benefited from 2 hand pumpsconstruction

• 750 students and teachers from 5 •primary schools educated on waterand sanitation

• Approximately 300 children and 12 •school teachers improved their healthcondition through 2 demonstrationlatrines at 2 primary schools.

• 300 people participate in World Water • Progress report •Day celebration

2.3.1 Collaborate with SvR PDRD in • Project staff, PDRD staff, CDFs • 100 hand pump wells were • The output achievement is constructing 160 hand pumps Budget constructed in 15 villages of less than planned as the pricefor 480 beneficiaries in CWS 5 communes of Rumduol of construction materialstarget areas. and Romeas Hek Districts increased. The Project has

benefited 637 (323 focussed more on constructionwomen) and 192 children of bio-sand water filters.(89 girls)

2.3.2 Collaborate with SvR PDRD in • Project staff, PDRD staff, CDFs • 32 upgrade hand pumps were • Constructed in 15 new in constructing/ upgrading 50 Budget constructed benefit to 205 villages in 5 communes ofaprons of hand pump/ open persons including 49 children Romeas Hek and Rumduol Dist.wells benefited 250 families. (114 women and 24 girls).

2.3.3 Collaborate with SvR PDRD • Project staff, CDFs, PDRD • 31 WSUGs with 155 members (79 • 31 WSUGs were includedin formation of 14 well budget, materials women) were established in FY06, 07 and 08 targetcommittees in 15 villages in 31 villages, 5 communes. villages.



2.3.4 Collaborate with SvR PDRD in • Project staff, CDFs, PDRD • 145 WSUG members (63 • The absence of 10 WSUG providing training on hand pump budget, training manual, spareparts women) and 28 VLs were trained members from 155 members maintenance to 14 well on hand pump well maintenance will be attending with the new committees members next year.

2.3.5 Collaborate with SvR PDRD • Project staff, PDRD staff, CDFs, • 232 water filters benefited • Installed in 9 new villages ofin providing 400 biosand filters Budget, biosand filter molds 1,285 people including 305 children Daung commune in Romeasto 400 families in 15 villages. (659 women and 155 girls). District for the first semester.

• 12 water filters were installed in six pagodas benefited 49 monks, 105 laymen, 25nuns and 10 children

• One water filter was installed in one health center in DaungCommune benefited 8 staff (6 women);

• One water filter was installedin Daung Commune benefited11 commune councils and one clerk (2 women).

• 377 bio-sand water filters installed • The output achievement for for 377 families consisted of the year is more than planned1,909 people (975 women) as we remarked in 2.3.1including 451 children (217girls)


2.3.6 Collaborate with SvR PDRD in • Project staff, CDFs, PDRD • 513 (86 women) trained on • Project staff, PDRD staff providing training on bio-sand budget, training manual water filter use and and CDFs trained in 15 water filters use and maintenance to maintenance villages,5 communes of 400 people 2 districts

2.3.7 Collaborate with SvR PDRD in • Project staff, CDFs, PDRD • 218 (111 women) educated • Project staff, PDRD staff educating clean water and budget, IEC materials on clean water and sanitation and CDFs trained in 15 sanitation to 800 people in villages,5 communes15 villages 2 districts

• 593 people (314 women) in • The number was less than 15 villages of 5 communes plan due people went outintroduced clean water and for daily wage in Viet Namsanitation practices.

2.3.8 Collaborate with SvR PDRD in • Project staff, PDRD staff, CDFs, • 51 latrines benefited for 276 families • Constructed in 7 new supporting communities to Budget, construction materials including 74 children (149 women villages, Daung communeconstruct 120 latrines and 33 girls) of Romeas Hek District.

• 69 latrines were constructed in 10 • Refer the reason of reducingvillages of 4 communes and numbers of latrine benefited 69 families consisted of construction to 2.3.1359 people (172 women) including96 children (46 girls)

2.3.9 Install 25 bio-sand water filters in 5 • Project staff, PDRD staff, CDFs, • 27 water filters were installed in six • The location is in Romeas Hekprimary schools Budget, biosand filter molds, primary schools and onesecondary District, Daung commune construction materials school benefited 52 teachers

(12 women), and 2,288children (950 girls)


• 74 filters installed in 9 primary • The output achievement for and 3 secondary schools in 4 the year is more than planned communes of Romeas Hek as we provided to all theand Rumdoul Districts classrooms in each schoolbenefited 110 teachers (16 gained from the reducingwomen) and 4,524 school numbers of latrine and handchildren (2,062 girls) pump wells constructions

2.3.10 Collaborate with SvR PDRD in • Project staff, PDRD staff, CDFs • Not done • The primary and secondaryconstructing 2 hand pumps for Budget schools are under the plan.2 primary schools in CWS UNICEF and PDRD alreadytarget areas. worked on that.

2.3.11 Collaborate with SvR PDRD in • Project staff, CDFs, PDRD • 64 school teachers (11 women) and • Trained in 9 schools of 5education on WatSan to 750 budget, IEC materials 778 students (341 women) in 6 primary communes of Romeas Hekstudents and teachers and one secondary schools and Romdoul Districts.

• 33 teachers (4 women), 472 • Less than planned asschool children (166 girls) we provided to selectedfrom 8 primary and 2 students only and they willsecondary schools in 3 share their understandingcommunes of Romeas Hek and knowledge to otherand Rumdoul Districts studentsintroduced the clean waterand hygiene practices.

2.3.12 Collaborate with SvR PDRD in • Project staff, PDRD staff, CDFs, • Not done • Refer to 2.3.10constructing 2 school latrines budget, construction materialsfor 2 primary schools in CWSareas.

2.3.13 Conduct refresher training • Program and project staff, CDFs, • Not done • They are able to provide on WatSan to 10 CDFs, and PDRD, budget, training manual such training to beneficiaries3 PDRD staff independently.


2.3.14 Collaborate with SvR PDRD in • Project staff, CDFs, PDRD • 100 people participated in the • Included 1 District Governorcelebrating the World Water budget, materials celebration in Toul Takeo 2 CCs,16 VLs, 7 CDFs, 3Day Village, Pong Toeuk 3 PDRD,7 CWS staff

Commune, Romeas Hek District

Output 2.5 • 14 interest groups formed consist •Improve agricultural production, of 12 members in each groupfood security and household incomeamong vulnerable people and • 160 vulnerable people trained on • Training report, monitoringinterest groups in target home gardening visitcommunities

• 168 people trained and supported on • Training report, monitoringconcepts of group formation, and visitmanagement

2.5.1 Form 14 interest groups with at • Project and program staff, CDFs, • Not done • Only a few members interested least 12 members in each group budget in revolving fund (saving and

credit)

2.5.2 Coordinate with program staff • Program and project staff, CDFs, • 148 (41 women) were trained on • Beneficiaries from 15in supporting CDFs to provide budget, materials, vegetable seeds home gardening. villages of 5 communestraining course on home of Romeas Hek and gardening to 160 vulnerable Rumduol Districts were trainedpeople

2.5.3 Conduct training on interest • Program and project staff, CDFs, • Not done • Refer to 2.5.1group concept and advantages budget, materialsof group formation to 168 people



Theme 5: Project Development, Management and SupervisionOBJECTIVEEffective and efficient project management and functioning; enhance community development planning and practice

Output 5.1: Field staff and field operation • Monthly project monitoring visits • Monthly achievement reportappropriately monitored and (monitoring of project management, supported project implementation and field

staff performance)

5.1.1 Regular field visits to project • Project coordinator • 24 monitoring visits including • 2 days a week and on aimplementation areas, and field facilitating trainings and regular basis.staff performance monitoring the constructions by

Project Coordinator.



Church World Service CambodiaLog-frame End-Year FY08 ReportProject Name: Partnership Program OfficeProject No.

Overall Objective:

Theme 1: Capacity Building of CNGOs and Ecumenical Partners and Provide Small Grants to CNGO PartnerOBJECTIVE. 1Strengthen the capacity of holistic • CNGO & Small Project fund recipients • CFEDA and KNTO expanded This was done during the firstCNGO partners and small project practiced necessary organizational their target and activities to the mid-yearfund recipients to facilitate systems and technical capacity to new remote areas.program that will effectively and carry out effective communitysustainably improve the living development interventions in support • Five partners developed their 100% achieved as planedcondition of the most vulnerable of the most vulnerable strategies

• Four small grant partners (CSF, • 100% achieved as planedCFC, CHRAC,Vaddanak) receivedfunds for advocacy campaign onchild rights, human right & womenday

• CSF is strengthened by support • 100% achievedfrom CWS as member of boarddirectors.

Output 1.1: Matured organizational capacity • Defined V, M, G for 5 partners • KORCD, CFED, CFEDA, KNTO & • 100% achieved as planedfor CNGO partners PPS defined their VMGs in FY08

• Developed strategic plan for 5 partner • KORCD, CFED, CFEDA and • This is done during the firstKNTO developed strategies mid-year

• Phare Ponleu Selpak (PPS) • PPS works with vulnerable and in Battambang developed the orphan children to developStrategic Plan life skills to earn income

• A staff interview on "organizational • ICSO receives fund supportdevelopment" issues carried out from ICCO. This is a good by the Partnership team. The opportunity that CWS can

Narrative Summary Objectively Verifiable Indicators Actual Output Variances/ Remarks

Partnership Program Office Annual_FY08_Logframes 189

findings and recommendations support a partner who receiveswere presented to their Board from the same donor

• Partnership Program Manager • This was not in original plan butas member of board director it is opportunity for the program strengthened CSF on the org. manager to expose and providemanagement coaching and strengthen CSF

organization

1.1.1 Support the Partnership Project • Program and Project staff, budget, • Program staff assisted the • This was done during the firstBTB, BTM, KPT & Ecum. in training materials Project staff to develop mid-yeardeveloping strategic plan for strategies for 4 partners partners (KORCD, CFED, CFEDA, KNTO)

• The program staff facilitated the • PPS is a non-funding partnerStrategic Planning Workshop for of CWS who requested forPhare Ponleu Selpkak in BTB support to develop theirknown as artistic Organization Strategic Plan in April-May 08with 46 staff (14 women) attended

• The Partnership Team with support • This was not in the original planfrom the Country Representative of FY08 but ICSO needs urgentconducted interview to 30 staff of support. CWS team allocatedICSO on organization development time to help.issues in late March 2008.The teamconsists of the partnership manager, OD program officer,KPT partnership project andpeace building coordinator

• The partnership program manager • CSF needs CWS to helpwas assigned to be a member of strengthen their organizationalboard of director for CSF started management system and buildfrom March 2008. The program capacity for their staff. This isprovided technical support and not in the original planmentoring on organizational management. Two staff of CSFattended the Strategic Planningand Reflection workshop.



Output 1.2: CNGO partner matured in technical • Partners improved leadership & • 24 partners received training oncapacity management skills "Institutional Management" in KPT

• Improved quality of report • A Report Writing course was conducted for 12 partners (4 holistic).

• Partners obtained PRA skills • KORCD & CSCM obtainedPRA documentations

• Partners obtained TOT & CD skills • Ecumenical partners obtainedPresentation Skills

• "Community Based Org. and Management" was organizedin Kompong Thom Office. 21 participants (8 women) participated.

• 24 staff of partners obtained TOTskills

1.2.1 Conduct training on • Program and Project staff, budget, • The Program staff conducted the • Training topic changed as the"Management of Change" for materials training "Institutional Management" program observed that theall partners in Kompong Thom Office on 21-25 partners need basic institution

April 2008 with 24 participants management at this stage and(3 women). will conduct a "Management of

Change" in FY09.

1.2.2 Conduct training on "Report • Program and Project staff, budget, • 21 participants (5 women) from • The program staff alreadyWriting" for all partners materials 12 partners (4 holistic) parti- followed up with participants

cipated in Report Writing course. and outcome presented in the Of which, 2 CFEDA, 2 KNTO, narrative.1 ADOVIR, 3 KORCD1 CIDC, 2 CFC, 1 SAMAKY, 1 CFED, 3 CSCM, 1 ICA, 2 KCC, 2 Local Church.



• The partnership program launched • This format was developed the proposal format to 23 partners by CWS Partnership Program(4 women) from 17 CNGOs, on for partners to fuilfill and submit7-8 April 2008 at CWS Office the proposal to CWS for fund.

• The Partnership Program provided • CFC adopted orphan childrenUS$ 800 to CFC for 9 foster in Srey Santhor and Preymothers and 6 staff to visit and Chhor Districts, Komponglearn more skills of handicraft Cham.from the good practitioners (Silk Lab, Waddanak Pheap, RCC,and Rachana) in Siem Reap from26-30 March 2008.

1.2.3 Support the project staff to • Program and Project staff, budget, • Supported Partnership Projectfacilitate PRA training for materials, vehicle Kompong Thom to conduct partners training on PRA for KORCD

with 10 participants (6 fromKORCD, 2 CSCM, 2 KCC).

• Following the PRA training, 4 • Program staff also providedCSCM, 3 KCCs & 3 ICA staff coaching on data analysisconducted a field practice of of PRAPRAs in three target villagesin Takeo Province.

1.2.4 Conduct training on "TOT for • Program and Project staff, budget, • The Program staff assistedCommunity Trainers" to partners materials Ecumenical Project staff to

facilitate a two-day training onPresentation skills, with 13participants (3 women) participated.

• The program staff conducted a training on "Training of Trainers", on 18-22 February 2008, with 24participants (8 women).

1.2.5 Support the project staff to • Program and Project staff, budget, • The Program staff assisted • KPT Partnership project stafffacilitate CD Concept training materials, vehicle Partnership Project Kompong is able to provide CD training to

Thom to conduct Training on its partners and VDCs in


"Community Based Org. and KORCD target areas.Management", in KompongThom Office. 21 participants(8 women) participated.

Output 1.3Increased Advocacy & Awareness • 3 CNGOs received small grant • Two partners (CSF & CHRAC)Raising activities in partner's targets received small grant.

• Events conducted • A campaign called 19 NovWorld Day for Prevention ofChild Abuse under the themeof "Run Half Marathon to StopAll Forms of Child Abuse" wasorganized by CSF in BaloungDistrict, Ratanakiri Province.

• The Human Right Day, 10 Dec underthe theme of "We all have obligationto promote and defend human rights"organized by CHRAC in Phnom Penh

• CSF received US$800 to organizea public campaign of fighting HIV/AIDS on Valentine's Day, 14 Feb 08

• Vaddhanak received materials • The campaign conducted for support from CWS for International women garment workersWomen's Day, 08 March 08

• Three partners (CSF, CFC, CC)received small grants of USD 2180for the International Children's Day 1 June 2008, with 3,896 participant(3,586 children).

1.3.1 Provide small grants to CNGO • Program staff and budget • CSF organized a campaign calledpartners to implement activities 19 November-World Day forincluding Child at risk, women, Prevention of Child Abuse under the..etc the theme of "Run half Marathon to

Stop all forms of Child Abuse" in



Baloung District, Ratanakiri Province. There were about 300participants included school children,teachers, security police and relevantstakeholders. The event was presided by the Provincial Deputy Gonernor,Police Chief, Director of EducationDepartment.

• CHRAC, with partial fundingsupport from CWS, organizedthe Human Right Day, 10 Dec underthe them of "We all have obligationto promote and defend human rights"through Street Parade and rally inopen and public area in Phnom Penh, with apprximately 5,000 peoplefrom 59 different human rights organizations, Union Federations andthe Special Representative of Secretay General of the UnitedNations for Cambodia.

• CWS granted CSF US$800 organiz • The campaign was known to ed a public campaign of fighting the public and many press andHIV/AIDS on the Valentine's Day, Radios asked CSF staff for 14 Feb 2008. CSF mobilized and interview for this interesting trained 32 staff and volunteers as event.peer educators. The team provided peer educationto approximately 3,000 young and adults who are at risk of HIV/AIDSand drug use. The program mainlyreached to the university students.


• The Program provided materials • The event was conducted inwith a cost of US$ 471.00 to the Sre Pring Village, Kompongpartner, Vaddhanak based in Chhnang Commune, KompongKompong Chhnang, organized the Chhnang District.International Women's Day, on8 March 2008, with 259 participant(239 women factory worker, 13 community representative and 7delegates).

• Three partners (CSF, CFC, CC) • All partners worked closely withreceived small grants for the the local authorities and schoolInternational Children's Day, 1 Jun teachers and child clubs toCSF:US$ 400 organized in Ksach organize the Children's Day.Kandal, Kandal ProvinceCFC:US$ 800 organized in Kompong Cham ProvinceCC:US$ 980 organized in Poipet,Banteay Meanchey Province

• CWS contributed US$ 2,700 to • This is an annual event for Youth Star Cambodia for the fund Youth Star Cambodia to raiseraising awareness day through fund for supporting young Collaborative Diner Party on 6 April people to develop their potential2008. There are approximately 50 as civic leaders through NGOs, private sector, government volunteer service and hand-on ministers with 500 people in the experience working in under-event. served rural communities

Theme 2: Management and SupervisionOBJECTIVE. 2Provide overall management, • CNGO Partners possess necessary • KNTO was monitored twice and • M&E team continues to monitorsupervision and capacity building organizational systems and technical feedback was givento Partnership Program field staff; capacity to carry out successful, • CFED was evaluated anddevelop & strengthen mechanism, quality community development feedback was givenpractice, guideline and tools that will interventions • KNTO, CFEDA, CFED, ADOVIR,improve the Partnership Program & COWS & BFDK audited by CWS.lead to enhanced outcomes


• Strategies, mechanisms, guidelines, • Proposal Appraisal Tool for • The tools have been usedpolicies, tools developed, tested holistic partners existedand updated

• TNA and Follow Up Tools for partner • This was already in testingcapacity assessment were developed to follow up staff capacity

Output 2.1Improved capacity of CNGO • At least 12 visits to holistic partners • 7 field visits conducted to KORCD, • This was done during the 1st partners to plan, implement, at least two times per partner/year KNTO, CFEDA, ADOVIR, ACED, semestermonitor, assess & report outcomes CFED, COWS and BFDK

• 2 field visits to CFEDA in BTM with • This was done in April 08 andaccompany of CWS regional May 2008.Director and to KORCD & CIDCin KPT with accompany CWSNZInternational Program Coordinator

2.1.1 Visit partners at least two times • Program staff, budget and time • 3 field visits conducted to KORCDper year to monitor outputs for flood assessment and food aid

• One visit to KNTO & CFEDA inBanteay Meanchey for introductionand monitoring.

• One visit to ADOVIR and ACEDBattambang for relationship building.

• One visit to CFED to present itsfinal program evaluation and fieldvisit to target community

• Lately, visited to COWS and BFDK(phased out partners) to learn theircommunity work.

• One visit to CFEDA in BTM with • The visit was accompanied byaccompany of CWS's Regional CWS Cambodia's CountryDirector (Mr. Skip), in April 2008. Representative, Director for The regional manager visited the Programming, BTB and BTMnew extension target villages of project manager & partnershipCFEDA and meeting with people. program manager.



• One visit to KORCD in May 2008 to • The visit was accompanied see the progress of KORCD in with Mr. Rob Wayne, CWSNZterms of organizational development International Program Coordin.and program. This visit is a part of building

relationship between CWSNZand KORCD and CIDC asCWSNZ prefers to providedirect funding to partners.

2.1.2 Provide feedback to partners • Program staff, budget and time • After field visited to KORCD, regarding programming feedback meeting was done for the

improvement regarding the fieldimplementation and Self Help Groupweaving program and new rice bank

• Findings and recommendations • M&E team will monitor to allof field monitoring to KNTO CWS partners in FY09was presented to their staff

• A final program evaluation result of • CWS continue to provideCFED Svay Rieng was presented coaching & build their staffand feedback discussion was carried capacity.out among their staff. CWS Program Mekong Plus is the donors ofpartnership & finance unit still give CFED, requested CWS to helptechnical support related to the monitor and build capacity offinancial management issues as accountant and financial Mekong Plus requested support management of CFED. from CWS Cambodia. All financial reports need to be

reviewed by CWS finance firstbefore sending to Mekong Plus.

• After, the last field visits to CFEDA, • The project manager alreadyKORCD and CIDC, Partnership facilitated with partners for theProgram Manager gave some exit strategy development. Thisfeedback related to strengthening will review in the next programSHG, weaving program and staff meeting.strategic plan & exit strategies


Output 2.2Improved program implementation • At least 2 visits to project field office • Provided coaching to the Project • The Project staff improved theat field level; and improved staff per year Coordinator Kompong Thom for skills to work with partners and management and development better planning, implemention & better understanding of report

reporting writing

• Provided coaching to the Project • The Project staff and partnersManager Battambang on strengthen- in BTB&BTM understand andning financial, and planning improved skills of reporting &

proposal writing and advised topartners.

• Provided technical support to OD • This support was a part of fieldprogram officer for three times visit to the participants and for the training curriculum. assisted the OD program staff.

2.2.1 Visit to project field office and • Program staff, budget • 3 visits to Kompong Thom Project • This was done in the firsttarget partners related to Office and two visits to BTB/BTM semestermanagement issues Office.

• One visit to KPT Project office in • This is a part of the discussionMay 2008 for sharing on funding with CWSNZ who wants to from CWSNZ to support partners provide direct fund to partnersin KPT from FY08-11. The meeting in KPT.also discussed about the future support for CIDC to be a holisticpartner from FY09-11.

2.2.2 Provide feedback to project staff • Program staff, budget • During the field office visits, meeting • This was done during the firstrelated to program management with staff were carried out to ensure semester

a sound management and financialissue.

• The program manager provided • CIDC is a small grant partnerfeedback related to the preparation but it seems potential to be aof the new holistic partner (CIDC) holistic partnerand proposal development & report.



Output 2.3Improved program management • At least 3 program meetings/year • Two program meetings carried • One meeting at early FY08 wasand coordination out in Kompong Thom Project and missed as the new program

Phnom Penh office. manager just started his job.

• MOU between CWSC, MCC, ICA • The MOU outlines the rolesand AFSC developed for the future and responsibilities and support of ICA. communication channels for

each support agencies.

• 2 meetings with DCA&LWF for • DIPECHO will fund on ERP forERP funding to the partners 15 months for West regionKCDA, CFEDA and KNTO) in BTB partners.and BTM.

• # meetings with POG & SMT • Attended seven POG meetings • Continue POG & SMT & eight SMT meetings meeting

• # meeting with other NGOs • Attended 5 meetings with • Continue meetings withCCC-NGO-GPP, Civil Society NGOs partnerson Aid Effectiveness Dialogue,Community Organizing Dialogue and Farmer'sDevelopment Dialogue.

• 15 meetings with Ecumenical • The meetings with partners willPartners of ICA, KCC & CSCM continue next yearand small grant partners of CC, CSF& CHRAC as well as non-fundingpartners of CFC, Samaky & DPKS.Lately, meeting with MCC, AFSCand ICA to agree on the MOU forthe support to ICA in future.

• Meeting with LWF about the hosting • This was done during the firstinternship student & facilitating semesterworkshop on "the Buddhist andChristian Values" and translation ofDiakonia and small Catechism


• Facilitated the workshop on • This was done during the first"Relationship Building" for semesterIndigenous Community Support Organization (ICSO)with 17 multi-faith staff inRatanakiri Province, on20-21 November 2007

2.3.1 Conduct program meetings • Program staff, budget • One program meeting was • This was done during the firstconducted in Kompong Thom semesterProject Office to agree on TOR,Project &Program plan FY'08

• One program meeting conducted • One meeting at the beginning in Phnom Penh in February 2008, of FY08 was missed due to thewith 10 staff (2 women) attended partnership program manager

just started his job.

2.3.2 Attend POG & SMT Meeting • Program staff, budget • Attended 2 POG meetings • This was done during the first& two SMT meetings semester

• Attended five POG meetings and • This is done during the secondsix SMT meetings semester

2.3.3 Attend the meeting with other • Program staff, budget • Attended workshop on the • This was done during the firstNGOs (partners, donors, "Financial Management" was semesternetwork) organized by CCC-NGO-GPP

• Attended workshop on the " AidEffectiveness" organized by CCC-NGO PhD student

• Attended workshop on the "CivilSociety Organization Dialogue onaid effectiveness" organized byNGO Forum.

• Attended workshop on the "Community Organizing" wasorganized by ADHOC



• Attended regional workshop of"Asian Zone Emergency andEnvironment CooperationNetwork/AZEECON" wasorganized by the National Committee for DisasterManagement and LutheranWorld Federation.

• Attended workshop on the"Development Dialogue" wasorganized by CEDAC.

• Attended "Annual General Meeting"organized by CCC.

• Meeting with Ecumenical Partnersof ICA, KCC and CSCM to buildand learn what can be partnered inthe future.

• Meeting with new small grantpartners: CC, CSF & CHRAC,to build relationship and seekdeeper understanding about theirorganization before the small grantswere released.

• Meeting with non-funding partners:CFC, Samaky and DPKS whoapproached CWS for capcity buildingto their staff. Four staff from abovepartners were invited for the trainingon " Report Writing & CBOs andManagement".

• CWS Cambodia also workedin cooperation with the internationalNGO of Lutheran World Federation(LWF) to host the intern sutdent for


the research on the EcumenicalPartnership focusing on thewomen empowerment and youth group.

• In addition, LWF asked CWSCambodia Partnership Staff tofacilitate the workshop on the"Buddhist & Christian Value"session during Annual Retreatwith 300 staff in Sihanuk Ville,August 27, 2007.

• Attended workshop on LandTitling and Poverty Reductionorganized by Analyzing Development Issues (ADI)

Output 2.4Better informed programming & • # Program M&E to partners • One M&E exercise carried out to • Program and Project staffpractice as result of periodic routinely KNTO to learn and give feedback continue to monitor theevaluations of CNGO partners to the partner partners

• Partnership reflection workshop • This is the second time thatconducted with 34 CWS partners CWS partnership organizedand staff the partnership reflection

workshop after 2003 (FY04).

2.4.1 Support the project manager • Program/project staff, time, budget • Assisted Project Manager of BT & • This was not done due to the to develop TOR for M&E BTM to develop monitoring tools for continuation of funding support

M&E workshop to planned partners. This will bedone in FY09.

2.4.2 Coordinate for internal or • Program/project staff, time, budget • Cooperated with M&E team and • Cooperate with M&E teamexternal M&E to partners FMER staff consultant to develop the M&E tools to continue monitoring to

and conducted M&E exercise to partnersKNTO for testing tools



• The program and project staff • This workshop was to retreatorganized the "Partnership and create an opportunity forReflection" workshop on 11-13 Jun partners to meet together to 2008, at Sihanouk Ville, with 35 reflect to the partnership workpeople (4 women) who come and analysis of SWOT and from 16 NGOs (KNTO, CFEDA, assess the efficiency, effectiveADOVIR, KCDA, KORCD, KCC, ness and impact of the projectCSCM, ICA, CDA, CIDC, Adsu, for individuals, organization andCFED, CDA, CFC, CCC-GPP and communities. CWS staff).

Output 2.5Defined partnership strategies and • Developed new partner profiles • A framework of Ecumenical • This consultant is a local hired.developed necessary tools for Partnership is clearly definedmonitoring & assessing program capacity

• Developed "partner selection tool" and • Proposal Appraisal Tool was • The tools were revised based "proposal assessment tool" developed and presented to on the feedback from POG.

POG.

• POG approved the Appraisal Tools • The tools were very helpful forand proposal assessment forms. the funding committee to spendThe program and project already less time to assess proposalused to assess nine proposalsfrom nine partners (three holistic &six small grant proposals).

• Grant monitoring tools • Grant monitoring tool was • The program continued to use developed and presented to this tool.the Country Director

• M & E forms for partnership • Monitoring forms of SHG, • M&E team continue to monitorFuneral Association, VDC, to all partners.Partner Capacity Assessmentwere developed .


2.5.1 Support project staff to compile • Project/program staff, budget • The program hired a consultant • The consultant was local hired,new partner's profiles to document the history of the Mr Paddy, who used to work

ecumenical and developed its for CSCM in Cambodia, provideframework for CWSC to set the four-month consultancy.boundary of Ecumenical work andclear directions in the future. At theend of assignment, the documentwas presented to the countryrepresentative.

2.5.2 Develop "Partner Selection & • Project/program staff • Proposal Appraisal Tool for • This was done during the firstProposal Assessment Tools" holistic partner was developed semester

and presented to POG to getfeedback. The tool was usedto appraise proposal of KNTO,CFEDA and ADOVIR for FY08

• POG approved the Appraisal Tools • The tools were very helpful forand proposal assessment forms. the funding committee to spendThe program and project already less time to assess proposalused to assess nine proposalsfrom nine partners (three holistic &six small grant proposals).

• The program also developed the • This form was used to assesspartner selection tool & presented the new holistic partner.to POG and POG approved. The form was used to assess KCDAin BTB for FY09-11

2.5.3 Develop Grant Monitoring Tool • Program staff • Grant monitoring tool was developed and presented to the Country Director. The form shared to the program staff.



2.5.4 Cooperate with M&E staff to • Project/program staff, budget • Monitoring forms of SHG, • M & E Handbook developeddevelop M&E Forms for Funeral Association, VDC,partnership Partner Capacity Assessment

were developed and incorporated in the M&EHandbook

Output 2.6Improved profiling & promotion • # Donor coordination meeting • A donor meeting with Mekongof CNGOs partners to other donors Plus and AusAID was carriedfor resource mobilizations out to discuss about CFED

Svay Rieng Financial Issue.

• Four partners (CFEDA, KNTO, • CFEDA and KNTO are strong CFED&CIDC) requested support partners of CWS Cambodia.from CWS for reference forproposal submission to AusAID.Only CFEDA and KNTO received12,000US$ each.

2.6.1 Coordinate meeting with other • Program staff • Partnership Program staff • Before Mekong Plus provideddonors Mplus, AusAID, Hiefer, coordinated a meeting with fund support to CFED, they

MekongPlus & AusAID as requested CWS to conductedthey are funding partners of an financial review and CWSCFED Svay Rieng. Meeting agreed to build the capacity ofwas focused on financial CFED accountant and other quality check. CWS internal staff. CFED received fund audit conducted a Mekong Plus.global audit to CFED based on the request from MekongPlus & AusAID.

• Within the partnership programand finance unit provided technicalfinancial support and capacity building to CFED staff.



• Supported four partners (CFEDA, • CFEDA and KNTO are strongKNTO, CIDC&CFED) for proposal partners of CWS Cambodia development to AusAID. At the end and they have many good CFEDA and KNTO received fund achievements.with US$ 12,000 for each org.

2.6.2 Attend NGO/ donor forum • Program staff • Attended two meetings of NGOs • The nominations were notForum as CWS nominated the successful.partnership program manager tobe candidate of CCCManagement Committee in 2008.

Output 2.7Staff development; effective • Program staff possess OD skill • 6 Partnership Staff attendedtraining and mentoring of field office M&E system developmentstaff; enhanced capacity building ofprogram office staff • Project staff possess project cycle • Ongoing coaching and follow

management skill up the progress of projectimplementation to ensure thequality of work

• OD Program Officer received • This support was a part of fieldtechnical coaching for three times visit to the participants and for the training curriculum. assisted the OD program staff.

2.7.1 Provide on-going coaching to • Program staff • Coaching meetings with • The Ecumenical staff resignedprogram and project staff on the ecumenical Program officer and in April 2008. The program staffOD & Project Cycle capacity building Program officer carried out extra responsibilitiesManagement regarding the training course and to implement the project and

approaches on how working with reportingthem more effectively.

• Ongoing coaching to ProjectManagers in Kompong Thom andBattambang regarding theapproaches working with partnersand exit strategies between CWS and partner and Partners withtheir communities



• Provided technical support to OD • It was an opportunity for theProgram officer for three times for program manager to expose tothe training curriculum development the training and assess the and also assisted in facilitating capacity of the participants andtraining and workshop. provided support to the OD

program officer

2.7.2 Encourage Program & Project • Program/Project staff • Six Partnership staff attendedstaff to learn necessary skills the M&E Training early FY08 through internal & external and carried out a field practicetraining/ workshop to test the tools developed by

the team. As a result, staff understood definition, toolsused and take ownership onM&E to the project in future

• Sent KPT partner coordinator to • This conference was continuedattend VBNK conference, 2008 from 2007, and VBNK wants toof community dialogue on "Make a CWS staff representative todifferent society for today and join in this dialogue.tomorrow", in Banteay Meanchey, 22-26 June 2008.


Church World Service CambodiaLog-frame annual Report FY08 Project Name: Kompong Thom Partnership ProjectProject No.

Overall Objective:

Theme 1: Capacity Building of CNGO and Ecumenical PartnersOBJECTIVE. 1

improve the living condition of the most vulnerable

Output 1.1: Matured organizational capacity • KORCD's Strategic Plan (VMG) • Strategy of KORCD exists • The strategy was reviewed byfor 1 CNGO partners developed board of directors and is being used.

• Annual Plan document developed • Annual plan with details of • Staff used the annual plan as aactivities and timeframe was milestone for implementingdeveloped and being implemented the organization activities.

• CAT conducted for HAPO, COP • Capacity Assessment conducted for • Staff conducted M&E to threeand CIDC HAPO, CIDC and COP Small Grant partners by using CAT

• KORCD staff are able to use CAT • CAT training and practice was • Six KORCD staff are able to conducted for KORCD use CAT to evaluate their organization

• KORCD's Admin & Staff policies • KORCD's Admin & Staff policies • Documents are availablereviewed were reviewed

• Training need assessment identified • Training Need Assessment • Project staff and KORCD staffwas conducted for KORCD completed the training FY08

• Staff policies implemented by • Staff policy was developed & • It was reviewed and being usedKORCD staff being implemented

1.1.1 Train KORCD staff on • Program and Project staff, budget, • Project staff with support from • The strategy was reviewed strategic plan (VMG) training materials partnership program officer by KORCD's board of director

conducted training on strategy and is being used.

Strengthen the capacity of holistic CNGO partners and small project fund recipients to facilitate program that will effectively and sustainably



To build strong communities that will impact positively on the standard of living of poor and vulnerable people, the equality of women andoverall peace.

KPT Partnership Project Annual_FY08_Logframes 208

planning workshop for the sixKORCD and two CSCM stafffrom 13-17 Oct 2007.

1.1.2 Assist KORCD to develop • Project staff, motorbike • After the strategy plan was • Plan of Action FY'08 is in useannual plan developed, the 6 KORCD staff

with support of CWS staffdeveloped the Annual Plan of FY08

1.1.3 Use CAT to evaluate HAPO, • Program and project staff, motorbike, • CAT was carried out by HAPO on • Project staff found that HAPOCIDC and COP materials 20-21August 07 with full participation and CIDC achieved their plan

from partner's staff and 60 parents of and were good at office managementof school children; and CIDC COP was good at the field carried out its CAT on 24-25 Oct 07 work, but lacks organizationalwith participation from partner's staff management.and 40 local authorities. COP was evaluated using CAT on 21-22 Jan 08 with participation from partnerstaff and six local authorities inthree villages.

1.1.4 Provide training on CAT • Project staff, budget, materials, • CAT training and practice were • KORCD staff are able to use Assessment to KORCD motorbike conducted for six KORCD staff in CAT to evaluate the organization by

May 08 at KORCD's office from themselves for next year.17-18 June 08.

1.1.5 Coach KORCD staff to revise • Project staff, materials, motorbike • Administration system and staff • KORCD staff were involved in revising administration system and policy of KORCD were reviewed administration system and staff policy staff policy

1.1.6 Conduct TNA for KORCD staff • Project staff, motorbike, materials • TNA was conducted for • KORCD and Project staffKORCD and put into staff conducted training followed TNA plandevelopment plan

1.1.7 Monitor KORCD staff on plan • Project staff, motorbike • Project staff monitored the KORCD • Project staff also stayedimplementation of annual staff and program four times per at the communities withand organizational month to make sure the manage- partner staff to learn moremanagement policies ment system & activities were about their livelihood

carried out as planned.


1.1.8 Select Village Development • Project staff, motorbike, materials • KORCD staff cooperated with • New VDCs and VCPMs committee (VDC) and Village Provincial Rural Development PRDD and DRDD staff attended training on roles andCommittee for Program Department (PRDD) and District to select nine VDC leaders, responsibilities, village plan andManagement (VCPM) Rural Development Department. 52 VCPMs and 12 Advisors conflict resolution part I.

(DRDD) in nine target villages of KORCD.Output 1.2: CNGO partner matured in technical • 8 target villages of KORCD • KORCD staff conducted PRA • PRA document of each village capacity conducted and documented PRA in nine target villages in three communes is in place.

& 286 villagers (214 women).• KORCD staff have good team work • KORCD staff have worked • Continue to improve the

hard through consultation and effectiveness of programparticipation with stakeholders implementation

• Financial report from KORCD is • KORCD submitted monthly & • Project staff continue toacceptable quarterly financial reports with monitor it closely

acceptable quality Jul-Nov07

• KORCD staff are able to train SHG • KORCD trained 8 SHGs on • Project staff will traincommittee members on bookkeeping bookkeeping in the eight KORCD staff to improve their

target villages. bookkeeping skills• KORCD staff are able to present • KORCD staff slightly improved • Project staff provided coaching

their work in the meeting/ workshop their presentation skill through on the presentation skills tomeeting and workshop KORCD staff in every meeting/

workshop.• KORCD staff are able to solve • KORCD staff and 23 VDCs received • KORCD staff have continued to

problems in their target areas training on conflict resolution on monitor its village conflict January 08. resolution committee in their

target villages.

• KORCD staff are able to write report • KORCD submitted the report • Two KORCD staff were sentand submit it on time of FY08 earlier. to attend report writing with

Partnership Program. Projectstaff monitored the quality ofthe report.

• Study tour organized for 6 CNGO • The study tour on silk weaving of • After returning from study tour, staff and 9 community members CFC and village work center in KORCD staff and community have

Kompong Cham was conducted to planned to review their weavingfour KORCD staff and 30 weaving system and repair some loomsmembers on 26-27 May 08.


• KORCD staff improved their • Five KORCD staff and six CIDC staff • KORCD and CIDC staff community development work after received training on community understood both theory andthe training. development work on 21-22 June field practice of community

2008 development work.

1.2.1 Conduct PRA training for • Program and project staff, budget, • Project staff conducted a training on • PRA document is in placeKOCRD staff and coach them materials, vehicle PRA for six KORCD, two KCC and KORCD staff are able to in the field two CSCM staff from 10-14 Sept 07. practice PRA in their new

Participants were asked to practice target villages.the actual PRA in one village. KORCD completed its PRA in ninevillages.

1.2.2 Provide training on leadership • Program and project staff, budget, • Project staff conducted the • Project staff will monitorand management to partners materials, vehicle Community-Based Org & and KORCD will train the

management course from same course to VDCs and11-15 Dec 07 with 21 people village leaders(6 KORCD, 2 KCC, 1 ICA, 2 CSCM, 2 CFC, 1 CIDC, 1 HAPO, 1 Adsu Church, 2 CDA, 1 DPKS & 2 teachers

1.2.3 Provide echo-training on basic • Project staff, motorbike, materials • Project staff provided training on • Project staff will provide ongoingfinancial management to bookkeeping to KORCD staff and coaching and build strong KORCD finance staff ongoing monitor financial report financial management

1.2.4 Provide training on SHG and • Project staff, motorbike, materials • Project staff conducted SHG- • Project staff will provide bookkeeping to KORCD staff Bookkeeping to six KORCD staff ongoing monitoring to

and nine VDCs on 18-19 Dec 07. SHG bookkeeping

1.2.5 Coach KORCD staff on • Project staff, motorbike, materials • Project staff provided coaching to • Project staff will continue on-goingpresentation and listening skills six KORCD staff on presentation monitoring

and listening skills in every meetingand workshop.

1.2.6 Conduct training workshop on • Program and Project staff, budget, • Project staff provided conflict • The next training on conflict Conflict Resolution to CNGO materials resolution training to six KORCD resolution part II will be carried partners staff and 23 VDCs on Jan 08 out in first quarter of FY09



1.2.7 Train KORCD staff on report • Program staff, budget and materials • Three KORCD staff were sent to • Project staff will check andwriting attend the report writing in Phnom give feedback to KORCD

Penh organized by the Partnership regarding quality of reportProgram 12-16 Nov 07. KORCD staff areable to write report and submit toCWS on time. Partnership ProjectKompong Thom also providedsmall funds for two staff of CCDC &COP to attend training course on M&E organized by VBNK

1.2.8 Conduct study tour to 6 CNGOs • Project staff, budget, materials • Study tour on weaving program was • After the study tour, communitiesstaff & 9 community members conducted for two days for four and KORCD staff have plan to

KORCD staff and 30 communities review their weaving system andon 21-22 June 08. to repair some looms.

1.2.9 Train 10 CNGO staff on CD • Program and Project staff, budget, • 11 CNGOs partners staff (KORCD • CNGOs staff were clear on CDconcept materials five and CIDC six) received training theory and they practice it more with

on CD concept for two days from their community in facilitation skillsProject staff on 21-22 Jun 08.

Output 1.3Matured practice among • Good relationship between CNGO • KORCD staff regularly attend the • CC members were happy withpartners staff and CBO, CC and local authorities monthly meeting with CC. KORCD participation

• Target beneficiaries of the partners • 103 families from eight • Project staff encouraged KORCD have home garden, animal raising vegetable groups have home staff to mobilize villagers to plantcompost making, Kroma weaving gardens. They earned a total plant vegetables for reducing poverty.group and rice bank of 6,642,600 Riels

• Four poorest families in Vaing • Three buffaloes and one cow wereCheung , Kang Meas cheung, Kang delivered to four poorest villages.Meas Tbong and Tuol Chan village Due to the price of cow increased,received three buffalos and one cow the group members contributed theirfor raising money to increase KORCD's budget

• 18,332kg were borrowed from 90 • KORCD will encourage otherfamilies of rice bank members in members to return rice to their ricenine villages. bank. People reduced 80% borrowing

rice seeds from the rich families.


• 103 families received home • KORCD will continue to encouragegarden training & planted the other villagers to plants vegetables.vegetable. They earned a total of6,642,600 Riels selling vegetables

• 134 kromas from two weaving • Semi-automatic looms used weregroups were weaved& solved quicker than the traditional ones\

• Mortality rate caused by preventable • 417 families were reported using • KORCD will continue to monitordisease reduced (%) mosquito nets, 257 families community health No one died from

drink boiling water. 25 pregnant the simple diseases (diarrhea,women received safe birth spacing, malaria and typhoid fever..)(15 at health center & 10 womenat home).Four open wells were dug in VaingCheung, Kang Meas Cheung, KangMeas Tbong and Tuol Chan village.

• Number of target groups of partners • KORCD provided extension on • KORCD will continue to received awareness on gender, gender and human rights on Women's Day integrate gender and human rights and peace building 350 people (245 women) attended the human rights extension in every conducted by partners with support workshop. village meeting.from CWS

1.3.1 Encourage CNGO partners to • Project staff, motorbike • KORCD engaged all village leaders, • KORCD will continue tobuild relationship with CBOs, commune councils, elderly people in the engage local authorities inCCs, VDC and authorities meeting & other important events. all development process

1.3.2 Encourage and support • Project staff, motorbike • 103 families received home garden • KORCD will continue toKORCD staff to train target training & planted the vegetable. encourage other villagerscommunities on home garden, They earned a total of 6,642,600 Riels to to plant vegetables.animal raising, compost making, alleviate one part of poverty in their Kroma weaving, and rice bank families.

• Four poorest families in Kang Meas • Four poorest families are happyCheung, Kang Meas Tbong, Tuol to raise buffalos and cowsChan and Vaing Cheung received three buffalos and one cow forraising.



• Two groups with 21 members • The weaving activities were (20 women) of Krama weaving impressed by community peoplewere formed in Kangmeas Tbong & There were two women from Kangmeas Cheung village and the Tang Krasang and two from weaving is in progress. 134 Kramas BFDK to learn weaving from were made and sold to neighbors. them.

1.3.3 Support KORCD in providing • Project staff, motorbike • KORCD raised awareness on • KORCD will continue toprimary health care to basic health for 417 people ( F=340) monitor community health progresscommunities in the target villages. 257 people

using mosquito nets, drinking boiledwater. 77 pregnant women received safe birth ( 45 at the health center and 32 at home). 30 women stillreceived birth spacing.Four open wells dug in VaingCheung, Kang Meas Cheung, KangMeas Tbong and Tuol Chan village.

1.3.4 Support KORCD to provide • Project staff, motorbike • KORCD integrated concept • KORCD will continue totraining on gender, human rights, of gender, human rights into the Women's integrate gender, human rightsand peace building to the target Day on 7th March 08 in Kang Meas extension in every meetingcommunities Pagoda. 350 people (245 women) with community.

attended.Output 1.4CNGOs, CBOs, CCs and VDCs • Two small project grants approved • CIDC& Adsu Church have finished • CIDC and Atsu Church are to implement small projects in the Small Project grant project with evaluated their activities insupport of the most vulnerable support from CWS, but their June 08.in their communities activities are still going on.

1.4.1 Select two small project grant • Program and project staff • CIDC received SPG support to • The children's parents were happypartners implement the children out school to see their children return to school

program for six months.126 children(55 girls) went to school and received school materials and 17bicycles from CIDC. Their parents in70 families received vegetables seed.



• Adsu Church received CWS support to • Adsu church is good atrepair the weaving venue and two marketing their products to clientssemi-automatic looms. The activities of weaving are on going.

Output 1.5Vulnerable people receive • 85 vulnerable/ victim families in • 339 families in Santuk & Baray • Flood caused by overflowingemergency relief through CNGO KORCD target areas received on- district of KORCD target floodwaters from Stung Sen &partners time emergency relief received food assistance such as Stung Chinit river due to

50 kgs of white rice, 4 cans of canned fish, new construction of dams2 kgs of Iodine salt per family KORCD encouraged them to

plant vegetables and plant thedry season rice.

1.5.1 Assessment of emergency • Project staff, motorbike • Project staff with support from the • 390 flood victimssituation Partnership & Emergency Response requested food

program staff in cooperation with assistance, but the assessmentKORCD & local authorities was able to give 339 mostconducted food assessment for two vulnerable familiessteps concerning food hunger.Finally, 82 families for the 1st step and257 families for the 2nd step received16,950 kgs of white rice, 1,356 cannedfish, 678 kg (ration: 50Kgs of white rice,2kg of Iodine salt, 4 cans of canned fish)

1.5.2 Provide grant (USD1000.00) • Project staff, budget, motorbike • Partnership project contributed • The project budget could and conduct field monitoring USD2,068 for the two only respond to the first

responses in addition to the food distribution.budget from EmergencyResponse office Phnom Penh

Output 1.6Increased advocacy awareness in • Women's Day awareness organized • Women's Day awareness • 350 people (245 women)KORCD target areas organized by KORCD with support from understood about gender,

CWS on March 08 in Kang Meas women rights and domestic pagoda. violence.



1.6.1 Support CNGO partner to • Project staff, budget • 350 people ( 245 women) • People and government officialsorganize Women's Day from nine villages attended were interested in this workshop, awareness Women's Day at Kang Meas pagoda. They understood about women

The workshop was in the honor of rights, domestic violence throughBaray deputy District governor on role-plays and questions- 7th March 2008. answers session.

Theme 2: Management and SupervisionOBJECTIVE. 2

Output 2.1Improved capacity of CNGO • 72 field visits to CNGO partners • 72 field visits to holistic and small grant • Project will continue to partners to plan, implement, conducted CWS partners in Kampong Thom. monitor the activities of partnermonitor, assess and write report Both in the office and field, project staff and build capacity of

staff provided on-the-job training the staff.and provided feedback to the partnerstaff to improve their capacityon community development work.

2.1.1 Conduct field monitoring/ visit • Project staff, motorbike • 72 field visits to partners office and • Project will continue to to partner 4 times to the field & monitor their work. At the office, project monitor activities of the partner 2 times at the office staff provided training, coaching on staff.

organizational managementAt the field, coaching thepartner staff on facilitating skill in the real meeting with communities and the presentation skill and provided theuseful ideas.

2.1.2 Attend monthly and quarterly • Project staff, motorbike • Project staff attended monthly • Project staff will continuemeeting with partner meeting with KORCD for 12 times to attend monthly, quarterly

this year. The objective was to make and yearly meeting with annual plan, quarterly plan and monthly CNGOs partners.TNA, review some policy and project guidelines and provided coaching on priorities needs of partner staff.

Improve program design; effective and efficient implementation; enhanced program outcomes




Church World Service CambodiaLog-frame Annual FY 2008 ReportProject Name: Battambang and Banteay Meanchey Partnership ProjectProject No.

Overall Objective:

Theme 1: Capacity building and support of holistic CNGO partnersOBJECTIVE Strengthen capacity of CNGO ▪ CNGOs and small project fund partners and small project fund recipients have the necessary recipients to facilitate effective and organizational system & technical sustainable programs that will improve capacity to carry out effective the living condition of the most community development vulnerable. interventions in support of the

vulnerable.Output 1.1: Emerging organizational capacity ▪ FY 2008 grants were approved and FY 2008 grants were provided ▪ The programs benefitedfor 3 newly engaged CNGO partners provided to 3 partners (CFEDA, to CFEDA, ADOVIR & KNTO directly 3,668 familiesand maturing organizational capacity KNTO & ADOVIR) to implement ICD to implement ICD program in (18,888 persons) and indirectlyfor 3 established CNGO partners. program in remote villages. 41 remote villages. benefited 3,400 families.

(16,788 persons).▪ 3 new CNGOs selected as holistic One CNGO: KCDA was ▪ No other potential CNGOs that

partners. selected as holistic partner. met criteria of target area selection▪ CFEDA, KNTO and ADOVIR CFEDA & KNTO obtained ▪ ADOVIR will finalize their

obtained 3 year- strategic plans and 3 year- strategic plans & 3 year- strategic plan in proposals. proposals. August 2008.

▪ 3 partners (CFEDA, KNTO and Policies/guidelines (finance, ▪ The guidelines have been improvedADOVIR) obtained revised financial, Admin, staff, community pond & and reflected the current administration & staff policies/ school) of CFEDA, KNTO & situation & change within theguidelines. ADOVIR were revised and organizations & their

created. communities.


BTBTM Partnership Project Annual_FY08_Logframes 217

▪ 3 partners (CFEDA, KNTO & CFEDA, KNTO and ADOVIR ▪ Monitoring of the program ADOVIR) improved & created improved & created monitoring activities has been improved.village profiles, monitoring tools & tools/forms and reports.reports.

▪ 6 partners (CFEDA, KNTO & Capacity building needs for ▪ Will assist a new partner, ADOVIR) and 3 new partners CFEDA, KNTO and ADOVIR KCDA to prepare capacity assessed capacity needs and were conducted & capacity building plan in the first developed capacity building plan. building plan were prepared. semester of FY 2009.

▪ ADOVIR assessed organizational ADOVIR was assessed ▪ The result was incorporatedperformance by using CAT. organizational growth by using with plan for improvement.

CAT.▪ V, M, G & core values of 3 new KCDA defined VMG & core ▪ KCDA focuses their program

partners defined. values. on supporting vulnerable in post-conflict & remote areas.

1.1.1. Assess & appraise proposals ▪ Holistic grants Assessed and preparedand plan of CFEDA, KNTO and ▪ Project and Program staff proposals & plans of CFEDA, ADOVIR. ▪ Transportation KNTO & ADOVIR for FY 2008.

1.1.2 Select 3 new holistic CNGO ▪ Training fund/materials. Met KCDA team and visited ▪ KCDA implements ICD partners. ▪ Training room. their target villages to learn program in 13 villages in the

about their program and former Khmer Rouge selected them as holistic controlled District; Samlout, CNGO partner. BTB.

1.1.3 Prepare agreement and Provided FY 08 grant ▪ USD 86,130 was disburse grants for CFEDA, disbursement to CFEDA, disbursed to 4 partners; KNTO, ADOVIR and 3 new KNTO and ADOVIR. (USD 28,731 for CFEDA, CNGO partners. Prepared agreements of USD 22,171 for KNTO,

FY 2009 grants for ADOVIR & USD 28,227 for ADOVIR &KCDA. First disbursement of USD 10,000 for KCDA).FY 09 grant was given to them.



1.1.4 Conduct meetings with CFEDA, Arranged meeting with CFEDA, ▪ Partner staff understand KNTO, ADOVIR and 3 new KNTO, ADOVIR & KCDA to about the guidelines & timeframe partners to explain partnership explain CWS Partnership of partnership with CWS operation guideline. Operation Guidelines.

1.1.5 Conduct financial monitoring Conducted two-monthly financial ▪ Partners continue to improve for 6 partners. monitoring for CFEDA, & KNTO finance system (report, and

and monthly for ADOVIR. management).1.1.6 Provide mentoring, coaching Provided coaching, mentoring ▪ Partners have strengthened

and field monitoring regarding & follow-up to CFEDA, KNTO & their program aspects.organizational strengthening & ADOVIR related to program program implementation. direction and implementation.

1.1.7 Provide training & coaching to Conducted workshop & coachingpartner staff (CFEDA, KNTO & for ADOVIR, KNTO & CFEDA ADOVIR) to develop strategic to develop strategic plan and plan and proposals. proposal.

1.1.8 Provide coaching and mentoring Provided coaching to CFEDA, to partner staff (CFEDA, KNTO KNTO & ADOVIR to revise & ADOVIR) to revise financial, guidelines & policies.administration & staff policies/guidelines.

1.1.9 Provide coaching and mentoring Provided coaching to CFEDA, ▪ will improve village profiles to partner staff (CFEDA, KNTO KNTO & ADOVIR to improve & in the first quarter FY 2009.& ADOVIR) to develop and create monitoring tools/forms &improve village profiles, reports.monitoring tools and reports.

1.1.10 Conduct capacity building need Conducted capacity building ▪ will assist KCDA to prepare assessment for KNTO, CFEDA, need assessment for KNTO, capacity building needs in ADOVIR and 3 new partners & CFEDA & ADOVIR & prepared the first semester of FY 09.prepare capacity building plans. capacity building plan.

1.1.11 Conduct CAT to evaluate Used CAT to assess ADOVIRADOVIR organizational growth. Organizational growth.


1.1.12 Provide coaching to 3 new Provided training/coaching to partners to define V, M, G and KCDA on organization core values. VMG, Values, CD approach &

community situation analysis.Facilitated them to define VMG & core values.

Output 1.2Emerging technical capacity among 3 ▪ At least 2 training courses (LCP, Three workshop/training on ▪ ADOVIR, CFEDA, & KNTO newly CNGO partners, maturing conflict resolution, CAT, & PIA) strategic planning and CAT, used the gained knowledgetechnical capacity among 3 established organized and provided for 40 what organization is and to prepare their 3 year-CNGO partners. CNGO partner staff (20 staff/ values were organized and strategic plan. ADOVIR

course). provided for 32 staff (13 women) used CAT to assess their from ADOVIR, CFEDA, KNTO & KCDA organization growth.

▪ At least 2 workshops related to One learning exchange ▪ Key learning were identified program implementation organized workshop regarding programming by partner and use it to for 30 partner staff. organized and facilitated for 15 improve their program.

staff (6 women) from CFEDA, KNTO & KCDA & ADOVIR.

▪ At least 5 CNGO partner staff Thirty nine partner staff ▪ Partner staff identified that supported to attend relevant training (8 women) of CFEDA, KNTO, the training and workshops & workshop. ADOVIR & KCDA were were useful and they use

supported to attend relevant knowledge/experience training and workshop on TOT gained to improve their for community trainer, institution program & organization.management, proposal orientation, partnership reflection & report writing.A trip was arranged for 16 The peace walk received partner staff & community key fund support from Peace persons (5 women) from Building Unit, PHN.CFEDA, KNTO & ADOVIRto join two-day peace walk from 18-19 March 2008 in Takeo


Province, organized by Dhammayietra BTM. Its purpose was to raise cultureof non-violence & promote peace among villagers.

▪ One exposure visit organized for 12 A five-day exposure visit was ▪ CNGO partners use gained CNGO partner staff. organized for 14 staff (6 women) experience to strengthen

from KCDA, ADOVIR, CFEDA their program, especially & KNTO to learn experiences funeral associations and regarding ICD program of KNTO village structure.& CFEDA and Old People Association of DYMB.

▪ Internship organized & facilitated Three staff (one woman) from ▪ Partner staff increased for 4 CNGO partner staff. ADOVIR & KCDA were experience to improve

supported & facilitated to have their work.one-week internship with KNTO to learn CD work.

▪ One refresher training course Not achieved. ▪ Plan was revised to fit withorganized for 15 VLAs from target the need of VLAs & strategyvillages of CNGO partners. of ADOVIR. ADOVIR was

mentored and advised to linkVLAs in Ampil Pram Daeum commune with BavelDistrict Animal Health Officethrough support of the VLAsto organize vaccination campaign of cattle against hemorrhagic septicemia.As a result, 1,800 cattles received vaccination.


1.2.1 Organize and provide training & ▪ Fund for training, visit , workshop Provided a two-day training ▪ Project staff provided follow- training follow-up to partner and internship. on CAT & what org. is & values up and coaching to partner staff. ▪ Project and program staff/time. for 13 staff of VFEDA, KNTO & staff to apply the gained

▪ Transportation. ADOVIR. knowledge into practice.▪ Training materials/documents. Organized a five- day training ▪ Training room. on strategic planning for 11 staff

of CFEDA & KNTO. The training was provided by partnership program staff.Organized a three - dayworkshop on strategic planningfor 8 staff of ADOVIR & KCDA.

1.2.2 Organize & facilitate program Organized and facilitated ▪ The workshop was related workshops. workshop for 4 holistic partner organized at BTM office.

staff to exchange learning related to program activities.

1.2.3 Coordinate with relevant Coordinated with Partnership ▪ The training and workshops network & institution for partner Program and partners staff to were organized by staff to attend training & send 39 partner staff to attend Partnership Program Office.workshop. training & workshops.

1.2.4 Organize and facilitate Coordinated and organized ▪ Partner staff shared the exposure visit for partner staff. a visit for 14 partner staff to learning with their team

learn experiences with KNTO, and incorporate it within CFEDA & DYMB. their program.

1.2.5 Organize internship for Arranged internship for staff ofCNGO partner staff. new partner; KCDA and new

staff of ADOVIR to learn program experience with KNTO in BTM.



1.2.6 Coordinate with VLA trainer of Not done ▪ Plan was revised and VLAs DAHP & organize VLA refresher in ADOVIR target commune training. was linked with District Vet.

through cattle vaccination campaign.

Output 1.3: Developing practice among 3 newly ▪ CFEDA and KNTO increased Capacity of CFEDA & KNTO ▪ Partner staff have confident engaged CNGO partners & maturing capacity in providing capacity to increased related to building in support and strengthening practice among 3 established CNGO VCPM regarding to rights based, capacity & support to VCPM. capacity of VCPM and work partners. leadership, domestic violence etc. with less assistance from

CWS staff.▪ CFEDA and KNTO able to support CFEDA & KNTO were able to ▪ CCs appreciate the support

CCs to explain CCDM sub-decree support CCs regarding CCDM provided by partners. 137 for VCs, VDCs & VDVs and provide sub-decree explanation to key (27 women) key persons refresher training for VDVs. villagers (VCs, VDCs & VDVs). from 4 communes received

the explanation.▪ ADOVIR able to support a need led ADOVIR increased capacity ▪ The capacity of CBOs has

CBOs ( funeral associations and in support of CBOs; funeral strengthened.well groups etc). association & community pond.

▪ ADOVIR able to integrate gender, ADOVIR increased capacity ▪ Their program has morehuman rights and peace building in in integration of gender, peace benefit for communities.programming. building in their ICD program.

1.3.1 Provide coaching & mentoring ▪ Holistic grants Provided coaching to CFEDA & ▪ Field follow-up was provided to CFEDA & KNTO staff related ▪ Project and Program staff KNTO regarding training to partner staff when they to capacity building for VCPM. ▪ Transportation provided to VCPM on meeting organized training for VCPM.

▪ Training fund/materials. facilitation, communication,proposal writing and bookkeeping.

1.3.2 Provide coaching to CFEDA & Provided coaching to CFEDA & ▪ Partner staff increased KNTO staff to support CCs KNTO to support CCs related capacity on CBDRM.related to CCDM sub-decree to CCDM sub- decree extension & provide refresher explanation.



training for VDVs.1.3.3 Provide coaching to ADOVIR Provided coaching to ADOVIR ▪ 26 committee members

staff to form and support needs to provide & organize training ( 4 women) from 8 led CBOs. for funeral association committee associations received

on leadership, bookkeeping & training from ADOVIR.association guideline.

1.3.4 Provide coaching to ADOVIR Assisted and coached ADOVIR ▪ The program and strategy of staff to integrate gender, staff to prepare program & ADOVIR are more holistic &human rights & peace building strategy by integration of gender, responds more to the need in their program. & peace building as cross of communities.

cutting issues.Output 1.5:Resources mobilized in support ▪ At least one CNGO partner received CFEDA & KNTO were assisted ▪ Australian Embassy of CNGO partners. fund from other funding agency. to prepare DAP proposal FY 09 provided DAP grants to

& submitted to Australian KNTO & CFEDA.Embassy.

1.5.1 Share funding information & ▪ Project and Program staff Shared funding information establish link between CNGO with CFEDA and KNTO.partners and potential donors.

Output 1.6CNGOs, CBOs, CCs are to ▪ At least 3 small projects approved Three small project grants wereimplement small projects in support of and implemented (health, peace provided to 3 small grant the most vulnerable in their building, community development, partners: communities. food security and HIV focused DYMB implements HIV/AIDS DYMB works in 158 villages

program etc.). focused program in support of of Mongkol Borei district inBuilding New Life Center BTM. The grant periodincome generation project starts from March 2008 (BNLC). DYMB supports BNLC and will finish in Februarystaff to improve skill &marketing 2009on flower craft and bead-jewelrymaking to earn income for



support of SHG members of PLHA.DYBTM implements peace The activities started in June focused activities through 2008 & will finish in May organizing of workshops on 2009conflict resolution for CCs &key villages in Mongkol Borei District, BTM and education of BTM prisoners on Buddhistprecepts & health prevention.DYBTB implements weekend 120 school children (72 girls)peace making project for from grade 3-6, between 10- school children in Pouk Chmar 15 years old have Primary school, BTB.The project opportunity to learn peace.aims to promote peaceful heart The project period is from and ideas of loving kindness February until September & compassion toward others 2008among the school children through organizing of weekend workshops for them to learn peace related topics & concept.

1.6.1 Conduct appraisal of proposal ▪ Project staff Conducted assessment and ▪ The proposals received and field assessment. ▪ Transportation. appraisal of proposals of approval from funding

▪ Fund for small project. DYBTB, DYBTM and DYMB. committee.1.6.2 Prepare agreement and grant Prepared agreements and ▪ USD 7,318 was disbursed

disbursement. disbursement of grants (USD 1,668 for DYBTB, USD 2, 350 for DYBTM & USD 3,300 for DYMB).

1.6.3 Monitor project implementation. Conducted field visit to monitor ▪ Feedback and advice was the project implementation of provided to improve the DYBTB and DYMB. program.

Actual Output Variances/ RemarksActivities: CWS's Inputs


Output 1.7Vulnerable people provided emergency ▪ At least USD 700 made available Through ADOVIR, distributed ▪ 240 people (122 women &relief through CNGO partners. and disbursed through CNGOs for food and blanket materials to 102 children) of 45 victim

emergency relief. 45 vulnerable families, who families received support.faced food shortage & house firein 4 villages; Sthapor Pi, Beng Popoul, Beng Snoul & Kop in BTB. Totally, 3,600 kg of whiterice, 270 bottles of soy sauce, 180 packages of iodine salt,45 bottles of cooking oil, 9 mats, 18 mosquito nets, 27 blankets18 cooking pots, 45 plates, 18 soup bowls, 108 spoons,9 scoops, 9 kettles & 9 waterfilters were distributed.

1.7.1 Conduct assessment of ▪ ER fund. Conducted assessment to study ▪ Prepared proposal and emergency situation. ▪ Project staff. situation and needs. submitted to ER Unit.

1.7.2 Provide grant & monitoring. ▪ Transportation. Distributed food and materials ▪ USD 1,860 of grant received food shortage families. from ER unit to respond to

the situation.Output 1.8Increase public awareness raising ▪ At least USD 300 contributed to BTB Women Affair Dept. ▪ The Dept. was able to raise activities through CNGOs & Govt. CNGOs and Govt. Dept for organizingsupported to organize awareness on the Departments. of awareness raising events. International Women Day International Women's Day.

celebration in BTB province.

1.8.1 Provide grant, materials and ▪ Fund. Contributed 20 boxes of transportation. ▪ Materials & transportation. drinking water to BTB Women

▪ Project staff/time. Affair Dept.


Actual Output Variances/ RemarksActivities: CWS's Inputs


Theme 2: Management and Supervision OBJECTIVEImprove program design; effective and efficient implementation; enhancedprogram outcomes.Output 2.1Better informed programming and ▪ External evaluation organized for Not achieved. ▪ Plan was postponed & will bepractice as result of periodic CFEDA and KNTO reconsidered in FY 09.evaluation of CNGO partner achievements. ▪ Internal monitoring conducted for Seven-day monitoring was ▪ Its result had incorporated

KNTO conducted for KNTO to in FY 2008 plan forassess their organization and strengthening of their organiz-program. ation and program.

2.1.1 Prepare/organize external ▪ Program and Project staff Not done. ▪ Plan was postponed & will beevaluation. ▪ Transportation reconsidered in FY 09.

2.1.2 Conduct evaluation. ▪ Evaluation fee Not done.2.1.3 Present evaluation result. Not done.2.1.4 Conduct monitoring for KNTO Six members of Partnership ▪ Monitoring feedback was

Program team conducted given to KNTO staff.monitoring of KNTO.



Church World Service CambodiaLog-frame End-Year FY08 Report (July 07 - June 08)Project Name: Ecumenical Partnership ProjectProject No.

Overall Objective:

Theme 1: Capacity Building of Ecumenical PartnersOBJECTIVE

Output 1.1: • Strengthening of EcumenicalMatured organizational capacity partners in:for three Ecumenical partners

• VMG and Core Value of three • KCC's VMG and Core Values • Done in the previous reportingEcumenical partners reviewed and were revised during the perioddefined general assembly and CSCM

revised during the workshop organization strategy

• Training Need Assessment and follow • The follow up training was • Training need assessment up training conducted for all partners done for KCC, ICA, CSCM will be reviewed in next

reporting period

• Monthly and Quarterly meeting • Three quarterly meeting with • Continue to conduct the conducted for programming reflection all ecumenical partners ecumenical partner

to follow up the progress meetingreport and do planning

• Governance and managing governing • The general assembly was • KCC committees still boards of three ecumenical partners carried out to vote the KCC young to manage their encouraged and coached executive committee for the organization, partnership

5 years of third mandate program will spend moretime to provide technical support on management

Strengthen the capacity of ecumenical partners CSCM, ICA and KCC and small project fund recipients to facilitate program that will effectivelyand sustainable improve the living condition of the most vulnerable


Ecumenical Partnership Project Annual_FY08_Logframes 228

• Financial, administrative, staffing • Partners ICA was installed • CSCM is limited in financial system and policies reviewed the financial system, CSCM was management, and will be

aware of the budget transaction further continued in the nextreporting period FY 09

• Strategic plan & proposal developed; • CSCM and KCC have the • This document will beand project designed organization strategic paper reviewed next year

in place

• Three ecumenical partners coached • CSCM and ICA were coached • Continue to support themon project implementation, monitoring, on proposal format & writing if they still requirereporting, staff supervision and for small grant proposalfinancial management.

• Two meetings with ChurchDevelopment Association andecumenical partners to reviewtheir plan FY 08

• CAT conducted for CSCM • Not done • Ecumenical project staffresigned during the report period.

1.1.1 Conduct partnership • Program staff, budget, training • A day meeting with partners • Continue to provide workshop to three materials and transportation to provide orientation on VMG coaching to all partnersecynebucak partners Core Value to 19 propel, 6 on ecumenism conceptVMG and Core Values women (3 from DCA, 8 from and will be done for ICA in

KCC, 3 from ICA and 5 from CSCM) the next FY 09• CSCM reviewed VMG and • Ecumenical project staff

core value due to do strategic will advise KCC to spread plan workshop with 2 female its VMG out to stakeholdersof the 7 staff invited, with the through the visits of the same manner KCC was done subordinated churchesduring its general assemblyfor 60 members involved and including 11 committees



1.1.2 Conduct Training Need • Program staff, budget, training • 3 partners CSCM, ICA, KCC • Will continue and plan Assessment and follow up material and transportation were interviewed on the impact to do training need training to all partners of the training delivered by assessment in the first

program for 9 people (ICA : 2, quarter FY 09CSCM : 4 and KCC : 3)

1.1.3 Conducted monthly & quarterly • Program staff, budget & transportation • 3 meetings on the reflection • Done regularly and willmeeting for programming and update the progress continuereflection report and the activities plan

of ecumenical partners with 7 participants each time (CSCM:2, ICA:2 & KCC:3)

1.1.4 Provide quarterly coaching & • Program staff and transportation • 3 meetings with 8 committee • Just started functioning mentoring to maintain a members of KCC on role functioning governing board of function of executive board three partners and the organizing process

of general assembly for KCC

• KCC general assembly wascarried out from 60 voters to vote the new 11 executiveboard committees with 5 permanent committees.

1.1.5 Coach three partners to review • Program staff and transportation • In collaboration with Field • Staff collaborate with field financial, administrative and Accountant Unit to do the accountant to conduct the staffing systems and policies accounting review for ICA, accounting review with

CSCM was oriented half CSCM and KCCday on budget transaction by program staff

1.1.6 Assist partners to develop • Program staff, training material, • The program staff consulted • Will continue to provide strategic plan and proposal, budget and transportation CSCM to develop 2 proposals coaching on the incorrectand design project for Women's Day and Children's

Day, with the same manner for ICA proposal on CambodiaVietnam dialogue


• Partnership program staff • CSCM, KCC do not completefacilitated the two workshops the five years log frame,on organization strategy partnership program willfor 7 CSCM staff in Jan 08 & continue to complete theanother for KCC in June 08 5 years log frame in thewith 9 people from executive next report period FY 09committees, 6 project staffinvolved.

1.1.7 Provide coaching on project • Program staff and transportation • 2 separate meetings with • Project staff continues implementation, monitoring, ICA, CSCM provided coaching them on reportreporting, staff supervision and feedback on techniques to write writing

the progress report• Two times coaching with • Partners field staff will

feedback to 5 CSCM staff ensure for the real info on the manner or approach of while they worked with community development and the poorest people vegetable growing for incomegeneration

Output 1.2: Matured technical capacity for Training of ecumenical partners in:ecumenical partners

• Nine partners staff trained on PRA • 3 partners CSCM, ICA and • CDA will continue to CDA with 12 people were practice in other villagesoriented PRA tool/techniques

• Nine partners staff trained on • 2 partners CSCM with 7 staff • Staff continue to applyStrategic Planning and KCC with 15 people their knowledge to make

received the organizational strategic planstrategic plan

• 12 partner staff trained on CD • 8 people from CSCM, ICA, • Project staff will follow up Concept and Community Organizing KCC and local church were their applied the knowledge

sent to attend the training onCBO and management inCWS Kompong Thom


• 12 partner staff trained on Basic • Not yet done • Staff collaborate with Financial Management Finance Unit to conduct

this training

• 12 partner staff trained on • 13 partner staff from CSCM, • They used facilitation skillsPresentation and Facilitation Skill ICA, KCC received training on for the staff meeting and

the presentation skills community training

• 3 partners with 6 staff from KCC, CSCM, CDA receivedtraining on ToT in Battambang

• 12 partner staff trained on Report • 8 ecumenical & Local Church • Project staff ensure genderWriting, Gender Awareness and partners attended training on in all training sessions Peace Building Report Writing at CWS office

• 2 CSCM partners staff attend • This is an ongoing supporttraining on Peace Building atPreash Vihear

• 12 partner staff trained on Simple • 3 ecumenical partners CSCM, • The project staff follow upProposal Writing KCC, ICA with 5 senior staff about the quality

were oriented the proposal writing

• Study tour organized for three • 3 local church partners from • Done during the last ecumenical partner staff Svay Rieng were sent to join semester

the study tour with COWSpartner Kompong Thom

• Internship organized for three • Failed to do it • No staff to coordinate thisecumenical partner staff as the project staff on sick

leave


1.2.1 Provide training on PRA to • Program staff, budget, training • CSCM conducted PRA and • Recently DCA used12 partner staff material and transportation field practicum in Takeo PRA manual document

Province with 10 people from for proposal development(3 KCC, 3 ICA and 4 CSCM submitted to donor and KCCstaff)

• CDA conducted PRA and field practicum in Svay Rieng Province with assistance from (4 CSCM, 2 ICA) included 6 local resources CDA

1.2.2 Provide training on Strategic • Program staff, budget, training • Sent 2 CSCM staff, 1 woman • The same training will be Planning to 12 partner staff material and transportation received training of actual conducted for ICA in FY 09

strategic planning for KORCDat CWS Kompong Thom

• In Jan 08, CSCM conducted strategy workshop for 7 staff 2 female, in June 08 another course was conducted byKCC for 15 staff, 4 females which was facilitated by programstaff

1.2.3 Provide training on CD concept • Program staff, budget, training • Sent 7 ecumenical partners • CSCM and KCC took and CO to 9 partner staff material and transportation to join the CBO training some topics and delivered

conducted by partnership in training to their communityof partners (2 from local church Svay Rieng, 2CSCM,2 KCC and 1 ICA)



1.2.4 Train 12 staff of partners on • Program staff, budget, training • Finance Manager provided • Finance continues to Basic Financial Management material and transportation coaching & set database for ICA support ICA

1.2.5 Train 12 staff of partners on • Program staff, budget, training • With Program staff, conduct • Most of the trainees havePresentation and facilitation skill material and transportation Presentation skills to 12 staff more confidence in public

of Ecumenical Partners communication and they(3 ICA, 4 CSCM, 2 KCC and have improvement in 3 local churches) developing session materials

• Sent 6 partners staff to join a 5 day training CDA :2, KCC :2, CSCM :2 which were conducted by the partnership program

1.2.6 Train 12 staff of partners on • Program staff, budget, training • Sent 8 Ecumenical Partner • Partners staff used reportReport Writing Skills, Gender material and transportation staff (3 women) to attend format in producing report Awareness and Peace Building Report Writing Training time to time with a quality

conducted by Partnership Program

• Sent 2 CSCM staff to attend • CSCM took some topics Peace Building training which for their students fellowshipconducted by Peace Unit of sessionDirect Service Program

1.2.7 Train 12 staff of partners on • Program staff, budget, training • Sent 5 senior partner staff • Partner have submittedSimple Proposal Writing material and transportation (KCC :2, CSCM :1, ICA :2) to proposal to CWS funding

attend a 2 day training course committeeon proposal writing which is conducted by partnership program


1.2.8 Organize and facilitate study • Program staff, budget and • Organize 3 staff of CDA SVR • They continue to applytour for three partner staff transportation to field study on home what they learnt from the

garden with COWS, BFDK, fieldand KORCD in Kompong Thom

1.2.9 Organize internship for three • Program staff, budget and • None • This was not achieved duepartner staff transportation to staff on sick leave.

Output 1.3Matured practice among the Mentoring partners:ecumenical partners

• Three partner profiles and baseline • Assisted 2 partners CSCM, • CSCM, CDA will use PRA data developed and reviewed CDA to document their result for planning and

profiles of PRA develop their proposal

• Three partners applied their knowledge • 3 partners CSCM, KCC, ICA • Partners continue nextfor training workshop conducted training workshop year

on different topics to their staffstakeholders & communities

• 30 farmer families prepared home • 35 SHAG members formed by • CSCM staff will continue to gardening by CSCM CSCM to plant the plastic follow up gardening activity

bottle for vegetable growing

• 12 partner staff coached and • Provided the advise to partner • Will support peacementored on gender, human rights, KCC, ICA, KCC on cross building activities to ICAand peace building culture work and the concept and student fellowship to

of ecumenism CSCM


1.3.1 Assist 2 partners to compile the • Program staff, budget, training • CSCM had documentation of • CSCM use this document PRA document profile in the material and transportation village profile of three target: for planning, CDA use for villages of their target areas Smanmany, Tamoung and proposal

Dong of Takeo Province fromPRA data collection

• CDA had documentation ofvillage profile of two targets :Phoum Thmei, Thnal Kruosof Svay Rieng Province fromPRA data collection

1.3.2 CSCM, KCC, ICA conducted • Program staff, budget, training • CSCM conducted 3 training • They have knowledge intraining workshop to community material and transportation on the technique of vegetable develop training materialsand stakeholders growing and compost making and design session plan well

and SHG/CD concept with 47 for community training levelparticipants per times who are only, but they need to be from Dong, Smanmony and improve for people whoTamoung village of Takeo has high educationProvince

• ICA conducted a half of 5 days in house training on institution management skills to 5 core team staff, 1 female

• KCC conducted 2 training on • Project staff will continueteam conflict and resolution to coaching them on theskill, influence and facilitation technical in deliver trainingskill for 40 subordination church members ( Phnom Penh :18, Province : 22)



1.3.3 Form grouping villagers and • Program staff, budget &transportation • 3 SHG with 35 members • Project staff will continuefield coaching on the technique formed by CSCM to plant the to follow upof home gardening to the plastic bottle for vegetable beneficiaries growing (Smanmony :12,

Dong :12, Tamoung :11) and start saving deposit to SHG 1000 riels per one from April,2008

• 2 visiting field operation of CSCM target area Prey Kabasof Takeo Province with CSCM staff to monitor the implementation of vegetable growing project

1.3.4 Coach and mentor partners • Program staff, budget &transportation • With advise from ecumenical • Since Jan, 08 to present, on awareness of gender, partnership, in a whole year totally 280 students fromhuman rights, and peace ICA staff were to mobilize different universities havebuilding resources with 40-50 dollars supported food program,

to help 80-100 street children one friend committed toand young victims support 5 years further

• ICA organized the 4th of the • Will encourage ICA to workCambodia Vietnam Dialog on more on this issuesstrengthen relationship bylistening and understanding the past with respect & trust for 27 Cambodian students (11 females), 25 Vietnamese (15 females)


• CSCM every month organized • The project also encouragethe students fellowship with ICA staff to do the samebetween 15-20 studentsattended this event to discuss on the topic related to peace, justice and conflict resolution

Output 1.4Increased advocacy awareness • Woman Right and International • One ecumenical partner • Noneraising activities in target areas Children Day organized by partners organize the IWD and ICD

1.4.1 Support Ecumenical Partners • Program staff, budget • CSCM conducted the • Noneto organize or involve with International Women's Daywoman right & International in Dong village of Takeo Children day Province with 83 women of

124 Participants, and anotherevent is the International Children's Day in Dong primary school with 136 students (57 girls) of 148 participants

Theme 2: Management and SupervisionOBJECTIVEImprove program design; effective and efficient implementation;enhanced program outcomes

Output 2.1Improved capacity of Ecumenical • At least one visit per month to each • Regular visits to partner office • will continue to visit otherpartners to plan, implement and partner and their target areas partner' target areasmonitor, assess and reportoutcome



2.1.1 Conduct field monitoring/ visit • Program staff, transportation • 4 visits in CSCM's target • The target vegetable groupto partner one time to the field area with 5-6 beneficiaries, 3 applied the new techniqueand one time to the office committee in one village on of growing vegetables and

project achievement and two few other villagers learnt field visits to Local Church from themSvay Rieng with 25-30 peopleand discussed CD conceptand initiatives to make project

Output 2.2Defined strategies & development • Three Ecumenical partner profiles • Documents of the organization • Noneof tools to monitor and assess developed of KCC, ICA and CSCM existsprogramming capacity

• Relevant evaluation tools of three • None • Use CWS M & E toolspartners developed

2.2.1 Search and compile • Program staff • None • NoneEcumenical partner profiles

2.2.2 Coach and mentoring partners • Program staff • None • Project staff will cooperateto develop relevant evaluation with M&E Team to use tools monitoring tools




APPENDIX III

CWS – CAMBODIA PROGRAM PERSONNEL LIST

CHURCH WORLD SERVICE – CAMBODIA

FY08_2nd End -Year_Personnel List 240

CWS – CAMBODIA PERSONNEL LIST

(Jan – Jun 2008) PHNOM PENH OFFICE

1. Ms. Josephine Barbour Country Representative 2. Mr. Chhouk Chantha Director for Programming 3. Ms. Romdoul Kim Operations Support Manager

(6-month contract)

4. Ms. Svay Samol Assistant of Country Representative HUMAN RESOURCE DEPARTMENT

5. Ms. Seng Sothla Human Resource Manager (Recruited on: 18-Feb-08) 6. Mr. Vong Saran Personnel Assistant (Recruited on: 25-Feb-08)

FINANCE DEPARTMENT

7. Mr. Sar Heang Interim Finance Manager 8. Ms. Lieng Oubol Leakhena Deputy Finance Manager 9. Ms. Prum Leakhena Finance Assistant I (Promoted on: 1-Jan-08) 10. Ms. Sar Chanyadeth Finance Assistant II (Promoted on: 1-Jan-08)

ADMINISTRATION DEPARTMENT

11. Ms. Chum Jany Administrative Officer 12. Mr. Moun Ratha Administrative Assistant (Resigned 16-Jun-08) 13. Mrs. Ly Sothea Administrative Assistant (Recruited on: 09-Jun-08) 14. Mr. Ly Bandith Information Technology Officer

(Resigned on 15-Jan-08)

15. Mr. Keo Serai Senior IT Administrator (Rehired on: 04-Feb-08) 16. Mr. Soeur Kemsy Information Technology Assistant 17. Ms. Has Vicheka Receptionist/ Librarian 18. Mr. Oum Vanthy Driver 19. Mr. Oun Vibol Driver 20. Mr. Om Lim Driver 21. Mr. Kong Phal Day Guard and Grounds Keeper 22. Mr. Sermat Sary Guard at Country Representative’s house

(Recruited on: 01-Jan-08)

23. Mrs. Huon Phon Cleaner 24. Ms. Son Sophy Cleaner (Recruited on: 01-May-08)

FIELD ACCOUNTANT UNIT

25. Ms. Toun Sokheng Field Accountant (End Contract: 07-Feb-08)

FY08_End -Year_Personnel List 241

FMER Unit (Funding, Monitoring & Evalution, Reporting)

26. Mr. Heng Kun Monitoring and Evaluation Officer 27. Mr. Uon Vichetr Reporting & Proposal Development Officer

28. Ms. Pon Pagna Vattey Data Management Officer (Recruited on: 01-Apr-08)

DIRECT SERVICES PROGRAM

29. Ms. Mao Sophal Program Manager 30. Ms. Tauch Norneath Program Coordinator for Peace 31. Mr. Pich Phourith Program Officer 32. Mr. Koh Chhina Credit / Income Generation Coordinator 33. Mr. Nao Sok Program Officer Com Dev & Peace 34. Mr. Hong Reaksmey Emergency Response & Preparedness Coordinator 35. Mr. Min Vannak Emergency Response and Preparedness Program

Assistant (Recruited on: 03-Mar-08)

36. Mr. Khem Thann Program officer for Health (Recruited on: 07-Apr-08)

37. Ms. Ek Sothea Program Assistant 38. Ms. Soth Nanita Volunteer (Recruited on: 09-Jun-08)

PARTNERSHIP PROGRAM

39. Mr. Mot Sana Program Manager 40. Mr. Sar Paulerk Program Officer – Ecumenical Partners

(Ended contract on: 4-Apr-08)

41. Mr. Kong Sedth Program Officer – Organization Development 42. Mr. Choun Mony Roath Volunteer

(Transferred from Direct Service Program to Partnership Program on: 01-Apr-08)

KOMPONG THOM – COMMUNITY DEVELOPMENT PROJECT

1. Mr. Kong Socheat Project Manager (Resigned on: 28-Feb-08)

2. Mr. Kao Vanny Project Coordinator 3. Mr. Khem Sophal Project Manager

(Promoted on: 28-Feb-08) 4. Mr. Chheang Sok Mao Project Coordinator

(Recruited on: 02-Apr-08) 5. Ms. Kim Van Thoeun Finance Officer 6. Mr. Man Sarat Office Assistant 7. Mr. Te Huy Leang Community Development Worker

(Resigned on: 31-May-08) 8. Ms. Tek Thidamuny Community Development Worker

(Resigned on: 31-Jun-08) 9. Mrs. Path Chha ViVorn Community Development Worker

(Recruited on: 19-May-08)

FY08_2nd End -Year_Personnel List 242

10. Mrs. Khem Ratha Community Development Worker

(Recruited on: 19-May-08) 11. Mr. Thong Chhen Community Development Worker

(Recruited on: 09-Jun-08) 12. Ms. Surn Meng Community Development Worker 13. Mr. Ou Vannkea Community Development Worker 14. Mr. Dy Sovann Project Coordinator

(Promoted on: 7-Aug-07) 15. Mr. Leang Seng Hourng Community Development Worker 16. Mr. Chan Haksokhom Community Development Worker 17. Ms. Mak Sreyny Community Development Worker 18. Mr. Chey Pisith Community Development Worker 19. Ms. Ay Satya Community Development Worker 20. Mr. Bun Sakhan Community Development Worker 21. Mr. Chan Sam Ol Community Development Worker

(End employment: 2-Mar-08) 22. Mr. Hiek Chhai Ny Community Development Worker 23. Ms. Peng Soungy Community Development Worker 24. Ms. Samreth Amara Community Development Worker 25. Mr. Chan Savat Driver 26. Ms. Eang Thida Cleaner

(Converted from Temporary Cleaner to Full-Time Cleaner on: 01-Jul-08)

KOMPONG THOM – PARTNERSHIP PROJECT

27. Ms. Prak Vimeany Project Coordinator SVAY RIENG – WATER AND SANITATION PROJECT

1. Mr. Ven Yath Project Coordinator 2. Mr. Chhum Piseth Office Assistant

(Resigned on: 24-Mar-08) 3. Mr. Phy Pha Finance and Office Assistant

(Recruited on: 01-Apr-08) 4. Mr. Teng Phearom Community Development Worker 5. Mr. Ven Vannavuth Community Development Worker 6. Mr. Lim Kok Community Development Worker 7. Mr. Chheng Kosal Community Development Worker

(Recruited on: 17-Mar-08) 8. Mr. Vean Vansy Community Development Worker-Water Sanitation

and Health (Recruited on: 17-Mar-08)

BATTAMBANG/BANTEAY MEANCHEY – PARTNERSHIP PROJECT

1. Mr. Lee Bun Kun Project Manager 2. Mr. Meach Sothea Deputy Project Manager 3. Ms. Nou Vary Project Coordinator 4. Mr. Chourn Narith Office Assistant II 5. Mr. Penh Saro Project Assistant 6. Mr. Tim Vanna Driver

ANNEX A:

243

CHURCH WORLD SERVICE – CAMBODIA ORGANIZATIONAL CHART

End -Year Report, Fiscal Year 2008

CWS-CAMBODIA

PROGRAM

PP-ACTIVITY KOMPONG THOM

PP-ACTIVITY BATTAMBANG/BANTEAY MEANCHEY

WATSAN COOPERATION PROJECT SVAY RIENG

VBCD-ACTIVITY PREAH VIHEAR

FUNDING, MONITORING, EVALUATION & REPORTING

ADMIN/ FINANCE AND HUMAN RESOURCE

PARTNERSHIP

DIRECT SERVICES

NOTICE Manage

Support

VBCD-ACTIVITY KOMPONG THOM

EMERGENCY RESPONSE

FIELD ACCOUNTANT

PEACE BUILDING

ECUMENICAL

ANNEX B:

244

Phnom Penh

CHURCH WORLD SERVICE - CAMBODIA GEOGRAPHICAL IMPLEMENTATION

END-YEAR REPORT, FY 2008

Svay Rieng WATSAN Cooperation Project

Project Partners: Government Departments (PDRD, PDoAFF, PDoH) CBOs (VDCs, WUSC, CDF)

Project Beneficiaries: [29 villages]

Direct Families :1, 911 (P: 9,954 , W: 4,354) Indirect Families :1,956 (P:8,684)

KPT Partnership Project Partners:

Holistic Support: KORCD Small Project Fund: CIDC,COP, HAPO

,Adsu

Project Beneficiaries: [8 villages] Direct families: 711 (P:3,555, W:2,239) Indirect families: 897 (P:5,260, W:2,261)

Preah Vihear Village Based Community Development

Project partners:

Government Departments (PHD, PDRD, PDEYS)

CBOs/ VDCs/ VHVs/Literacy Teachers Project Beneficiaries: [18 villages]

Direct families: 360 (P: 1,800, W: 900) Indirect families: 800 (P:4, 000, W: 1800)

Battambang Partnership Project partners:

Holistic Support: ADOVIR, KCDA Small Project Fund: DYBTB


Direct families:1,632 (P: 7,201, W: 2,520) Indirect families: 1, 612 (P: 8,014, W:2,318) School Children: 120

Banteay Meanchey Partnership Project partners:

Holistic Support: CFEDA and KNTO Small Project Fund: DYMB, DYMTB MAG Demining


Direct families: 2,286 + 30 (MAG) [P: 12,814, W: 7,023]

Indirect families: 2, 127 [P: 10,103, W: 5,010]

Emergency Response:

Direct Beneficiaries: 45 families ( P: 240, W: 122)

Kompong Thom Village Based Community

Development Project partners:

Government Departments (PHD, PDRD, PDAFF, PDEYS)

CBOs/ VDCs/ VHVs/ TBAs/VDVs/ Literacy Teachers

Self Help Groups

Project Beneficiaries: [13 villages] Direct families: 778 (P: 3,890, W: 2, 336) Indirect families: 587 (P:3,083, W:1,201)

English Khmer English Khmer English Khmer1 Baray ប យណ៍ Tnaot Chum េ ន តជុំ 06011709 Kang Meas កងមស2 Baray ប យណ៍ Tnaot Chum េ ន តជុំ 06011705 Pnov េពន3 Baray ប យណ៍ Tnaot Chum េ ន តជុំ 06011701 Tnaot Chum Ti Muoy េ ន តជុទ ំ ី ១4 Prasat Sambour ប ទសំបូរ Sraeung េ សង 06050402 Anlong Slaeng អនងែ់សង5 Prasat Sambour ប ទសំបូរ Sraeung េ សង 06050404 Beng េបង6 Prasat Sambour ប ទសំបូរ Sraeung េ សង 06050403 Boeng Khvaek បងែខកឹ7 Prasat Sambour ប ទសំបូរ Sraeung េ សង 06050409 Choam Boeng ជបងំ ឹ8 Prasat Sambour ប ទសំបូរ Sraeung េ សង 06050412 Sraeung េ សង9 Prasat Sambour ប ទសំបូរ Sraeung េ សង 06050405 Svay យ10 Prasat Sambour ប ទសំបូរ Sraeung េ សង 06050411 Thmei ថមី11 Prasat Sambour ប ទសំបូរ Sraeung េ សង 06050401 Tnaot Chuor េ ន តជួរ12 Prasat Sambour ប ទសំបូរ Sraeung េ សង 06050410 Tumnob ទំនប់13 Santuk សនទកុ Ti Pou ទេពី 06070907 Choam Thnanh ជថន ញំ14 Santuk សនទកុ Ti Pou ទេពី 06070905 Samraong សំេ ង15 Santuk សនទកុ Ti Pou ទេពី 06070903 Thmei ថមី16 Santuk សនទកុ Ti Pou ទេពី 60709011 Trapeang Trom តពងំ តំ17 Santuk សនទកុ Pnov េពន 06070603 Kang Meas កងមស18 Santuk សនទកុ Pnov េពន 06070602 Pnov េពន19 Santuk សនទកុ Tang Krasang ងំ ក ំង 06070808 Thomm Neath ធមមនថ20 Santuk សនទកុ Tang Krasang ងំ ក ំង 06070801 Prampir Meakkakra ៧មក21 Santuk សនទកុ Tang Krasang ងំ ក ំង 06070802 Tang Krasang ងំ ក ំង22 Santuk សនទកុ Tang Krasang ងំ ក ំង 60708010 Veang Khang Cheung ងខងេជងំ 23 Santuk សនទកុ Tang Krasang ងំ ក ំង 06070805 Tuol Chan ទួលចន់

No.

Target Villages of Kompong Thom Province

District Commune VillageV_Code

Kompong Thom Province Annual_Target_Villages_FY08 245

English Khmer English Khmer English Khmer

1 Choam Khsant ជក នំ Choam Ksant ជក នំ 13030102 Kouk Sralau េគក សេ2 Choam Khsant ជក នំ Choam Ksant ជក នំ 13030103 Veal Pou លេពធ3 Choam Khsant ជក នំ Choam Ksant ជក នំ 13030104 Veal Thum លធំ4 Choam Khsant ជក នំ Rumdaoh Srae រេំ ះែ ស 13030402 Kouk េគក5 Choam Khsant ជក នំ Rumdaoh Srae រេំ ះែ ស 13030403 Rolum Thma រលំថម6 Choam Khsant ជក នំ Rumdaoh Srae រេំ ះែ ស 13030401 Srae ែ ស7 Choam Khsant ជក នំ Rumdaoh Srae រេំ ះែ ស 13030404 Svay យ8 Choam Khsant ជក នំ Tuek Kraham ទក កហមឹ 13030202 Chat Tang ចត់ ងំ9 Choam Khsant ជក នំ Tuek Kraham ទក កហមឹ 13030205 Ou Khsan អូរខ ន

10 Choam Khsant ជក នំ Tuek Kraham ទក កហមឹ 13030203 Sangkom Thmei សងគមថមី11 Choam Khsant ជក នំ Tuek Kraham ទក កហមឹ 13030204 Trapeang Thum តពងំធំ12 Choam Khsant ជក នំ Tuek Kraham ទក កហមឹ 13030201 Tuek Kraham ទក កហមឹ13 Choam Khsant ជក នំ Yeang យង 13030505 Choam Antil ជអនទលំ ិ14 Choam Khsant ជក នំ Yeang យង 13030506 Choam Srae ជែ សំ15 Choam Khsant ជក នំ Yeang យង 13030504 Kampeanh កំពញ16 Choam Khsant ជក នំ Yeang យង 13030502 Kong Yaong គងេ់យ៉ង17 Choam Khsant ជក នំ Yeang យង 13030503 Reaksmei រសមី18 Choam Khsant ជក នំ Yeang យង 13030501 Yeang យង

No.

CWSC Target Villages in Preah Vihear Province


Preah Vihear Province Annual_Target_Villages_FY08 246


1 Romeas Haek រមសែហក Doung ដូង 20040719 Chea Theach ជធជ2 Romeas Haek រមសែហក Doung ដូង 20040705 Kampong Thna កំពងថ់ន3 Romeas Haek រមសែហក Doung ដូង 20040718 Kranhung កញងូ4 Romeas Haek រមសែហក Doung ដូង 20040722 Thlok Pring ថក ពងុ ី5 Romeas Haek រមសែហក Doung ដូង 20040711 Thmei ថមី6 Romeas Haek រមសែហក Doung ដូង 20040720 Trapeang Rumpeak តពងំរពំក់7 Romeas Haek រមសែហក Doung ដូង 20040712 Trapeang Svay តពងំ យ8 Romeas Haek រមសែហក Kokir គគរី 20040904 Trapeang Skon តពងំសគន់9 Romeas Haek រមសែហក Tras តស់ 20041604 Mreak Teab មកទ់ប10 Romeas Haek រមសែហក Tras តស់ 20041607 Popel ពេពល11 Romeas Haek រមសែហក Tras តស់ 20041613 Trapeang Banteay តពងំបនទ យ12 Romeas Haek រមសែហក Tras តស់ 20041602 Voat វត13 Romeas Haek រមសែហក Tras តស់ 20041606 Ta Suos សួស14 Romeas Haek រមសែហក Tras តស់ 20041605 Tras តស់15 Romeas Haek រមសែហក Tras តស់ 20041611 Serei Ao េសរេី16 Romeas Haek រមសែហក Kokir គគរី 20040902 Prey Kdei ៃ ពកី17 Romeas Haek រមសែហក Kokir គគរី 20040905 Kokir គគរី18 Romeas Haek រមសែហក Kokir គគរី 20040903 Ta Veang ងំ19 Romeas Haek រមសែហក Doung ដូង 20040721 Svay Pok យពក20 Rumduol រដំួល Bos Mon បុសមន 20030107 Srama សម៉21 Rumduol រដំួល Pong Tuek ពងទកឹ 20030702 Bos Touch បុសតូច22 Rumduol រដំួល Pong Tuek ពងទកឹ 20030705 Trapeang Ph'av តពងំផវ23 Rumduol រដំួល Pong Tuek ពងទកឹ 20030704 Prey Ta Yoan ៃ ព យន័24 Rumduol រដំួល Pong Tuek ពងទកឹ 20030701 Andoung Krasang អណង ក ំងូ25 Rumduol រដំួល Kampong Ampil កំពងអ់ំពលិ 20030507 Ta Tae ែត26 Rumduol រដំួល Pong Tuek ពងទកឹ 20030707 Sek Yum េសកយំ27 Rumduol រដំួល Pong Tuek ពងទកឹ 20030706 Trapeang Thkov តពងំថកវូ28 Rumduol រដំួល Bos Mon បុសមន 20030104 Bos Svay បុស យ29 Rumduol រដំួល Bos Mon បុសមន 20030105 Bos Phlang បុសផងំ

Target Villages of WatSan Cooperation Project

No.District Commune Village

V_Code

Svay Rieng Province Annual_Target Villages_FY08 247

English Khmer English Khmer English Khmer1 Bavel បេវល Ampil Pram Daeum អំពល បេំដមិ 02040503 Ampil អំពលិ2 Bavel បេវល Ampil Pram Daeum អំពល បេំដមិ 02040506 Buo Run ប៊រួុន3 Bavel បេវល Ampil Pram Daeum អំពល បេំដមិ 02040501 Dangkao Kramang ដេងក កម៉ង4 Bavel បេវល Ampil Pram Daeum អំពល បេំដមិ 02040507 Doung ដូង5 Bavel បេវល Ampil Pram Daeum អំពល បេំដមិ 02040502 Siem េស ម6 Bavel បេវល Ampil Pram Daeum អំពល បេំដមិ 02040504 Sthapor ថ ពរ7 Bavel បេវល Ampil Pram Daeum អំពល បេំដមិ 02040508 Sthapor Pir ថ ពរ ២8 Bavel បេវល Ampil Pram Daeum អំពល បេំដមិ 02040505 Ta Khiev េខ វ9 Samlout សំឡតួ Ta Taok េ ក 02090108 Ou Krouch អូរ កច

10 Samlout សំឡតួ Ta Taok េ ក 02090105 Ou Nonoung អូរនេនង11 Samlout សំឡតួ Ta Taok េ ក 02090107 Ou Tateak អូរ េទ ក12 Samlout សំឡតួ Ta Taok េ ក 02090102 Ou Traeng អូរែ តង13 Samlout សំឡតួ Ta Taok េ ក 02090106 Peam ពម14 Samlout សំឡតួ Ta Taok េ ក 02090101 Peam Ta ពម15 Samlout សំឡតួ Ta Taok េ ក 02090109 Phnum Rai ភនៃំរ ៉16 Samlout សំឡតួ Ta Taok េ ក 02090104 Ta Taok េ ក17 Samlout សំឡតួ Ta Taok េ ក 02090103 Veal Rolueum លរលមឹ18 Samlout សំឡតួ Sung ស៊ុង 02090403 Kandal ក ល19 Samlout សំឡតួ Sung ស៊ុង 02090401 Sung Muoy ស៊ុង ១20 Samlout សំឡតួ Ta Sanh ញ 02090702 Prey Rumchek ៃ ពរេំចក21 Samlout សំឡតួ Ta Sanh ញ 02090705 Ta Sanh Tboung ញតបងូ22 Bavel បេវល Ampil Pram Daeum អំពល បេំដមិ 02040506 Buo Run ប៊រួុន23 Bavel បេវល Kdol Ta Haen កល ែហនុ 02040607 Thmei ថមី24 Bavel បេវល Kdol Ta Haen កល ែហនុ 02040613 Boeng Sangkae បងសែងកឹ

No.

Target Villages in Battambang Province


Battambang Province Annual_Target_Villages_FY08 248


1 Malai ម៉ៃឡ Tuol Pongro ទួលព ង 01090504 Banteay Ti Muoy បនទ យទមយួី2 Malai ម៉ៃឡ Tuol Pongro ទួលព ង 01090502 Kaoh Snuol េកះសនលួ3 Malai ម៉ៃឡ Tuol Pongro ទួលព ង 01090503 Khla Ngoab ខងប់4 Malai ម៉ៃឡ Tuol Pongro ទួលព ង 01090506 Ou Ambel អូរអំបលិ5 Malai ម៉ៃឡ Tuol Pongro ទួលព ង 01090505 Santepheap សនភពិ6 Malai ម៉ៃឡ Ou Sampor អូរសំពរ័ 01090304 Banteay Ti Pir បនទ យទពរី ី7 Malai ម៉ៃឡ Ou Sampor អូរសំពរ័ 01090303 Kbal Tumnob កបលទំនប់8 Malai ម៉ៃឡ Ou Sampor អូរសំពរ័ 01090301 Ou Sampor Muoy អូរសំពរ័មយួ9 Ou Chrov អូរេ ជ Koub កូប 01050209 Ou Chrov អូរេ ជ10 Ou Chrov អូរេ ជ Samraong សំេ ង 01050508 Anhchanh អញច ញ11 Ou Chrov អូរេ ជ Samraong សំេ ង 01050501 Banlech បនចិ12 Ou Chrov អូរេ ជ Samraong សំេ ង 01050507 Bat Trang បត់ តង់13 Ou Chrov អូរេ ជ Samraong សំេ ង 01050503 Samraong សំេ ង14 Ou Chrov អូរេ ជ Samraong សំេ ង 01050505 Thmei ថមី15 Ou Chrov អូរេ ជ Samraong សំេ ង 01050506 Thmenh Trei េធមញ តី16 Ou Chrov អូរេ ជ Samraong សំេ ង 01050509 Voat វត17 Preah Netr Preah ពះេន ត ពះ Rohal រ ល 01040607 Popel ពេពល18 Preah Netr Preah ពះេន ត ពះ Rohal រ ល 01040609 Ruessei បញស ី19 Preah Netr Preah ពះេន ត ពះ Rohal រ ល 01040605 Snay ន យ20 Serei Saophoan សរេ ភណ័ិ ី Bos Sbov បុសសបវូ 01060113 Khchas ខច ស់21 Serei Saophoan សរេ ភណ័ិ ី Bos Sbov បុសសបវូ 01060115 Khu Svay ឃូ យ22 Serei Saophoan សរេ ភណ័ិ ី Bos Sbov បុសសបវូ 01060116 Khvav ខវ23 Serei Saophoan សរេ ភណ័ិ ី Bos Sbov បុសសបវូ 01060117 Tbaeng ែតបង24 Serei Saophoan សរេ ភណ័ិ ី Bos Sbov បុសសបវូ 01060113 Khchas ខច ស់25 Serei Saophoan សរេ ភណ័ិ ី Bos Sbov បុសសបវូ 01060115 Khu Svay ឃូ យ26 Serei Saophoan សរេ ភណ័ិ ី Bos Sbov បុសសបវូ 01060116 Khvav ខវ27 Serei Saophoan សរេ ភណ័ិ ី Bos Sbov បុសសបវូ 01060117 Tbaeng ែតបង

Target Villages in Banteag Meanchey Province

No.Village

V_CodeDistrict Commune

Banteay Meanchey Province Annual_Target_Villages_FY08 249


1 Banteay Ampil បនទ យអំពលិ Ampil អំពលិ 22020113 Chob Kokir Khang Kaeut ជបគ់គរខងេកតី 2 Banteay Ampil បនទ យអំពលិ Ampil អំពលិ 22020114 Chob Kokir Khang Lech ជបគ់គរខងលចី ិ3 Banteay Ampil បនទ យអំពលិ Ampil អំពលិ 22020122 Kouk Prech េគកេ ពច4 Banteay Ampil បនទ យអំពលិ Ampil អំពលិ 22020121 Tbaeng Thmei ែតបងថមី

No.

Target Villages in ODDAR MEANCHEY Province


Oddar Meanchey Province Annual_Target_Villages_FY08 250

CWS – CAMBODIA CURRENT DONORS/FUNDING PARTNERS

CWS – CAMBODIA FY08 FUNDING PARTNERS