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.”

END-YEAR REPORT FISCAL YEAR 2008

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 Service The Royal Government of the Kingdom of Cambodia recognized the quality of work and level of service and 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 National Committee 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 with drought mitigation through awareness raising, institution building, preparedness planning and mitigation 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 reconstruction of 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 Disaster Management and the Provincial of ice for Disaster Management in Svay Rieng province. Since 1979, many vulnerable and poor community people have been served through programming implemented by our energetic, honest and committed staff. CWS extend appreciation to Royal Government for their effort to recognize our work

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 ii

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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ABBREVIATIONS Acronym

Full names

ADOVIR AFSC AIDS AOC APA AusAID AZEECON BFDK BTB BTM CAWST CAT CBDRM CBOs CC CCC CD CDA CDF CDHS CDW CEDAC

Association for Development and Our Villager’s Rights American Friends Service Committee Acquired Immune Deficiency Syndrome Asian Outreach Cambodia Angkar Punleu Akphiwat Australian Agency for International Development Asian Zone Emergency and Environment Co-operation Network Buddhism for Development in Kompong Thom Battambang Province Banteay Meanchey Province Center for Affordable Water and Sanitation Technology Capacity Assessment Tool Community Based Disaster Risk Management Community Based Organization(s) Commune Council Cooperation Committee for Cambodia Community Development Church Development Association Community Development Facilitators Cambodia Demographic and Health Survey Community Development Worker Centre D’etude et de Development Agricole Cambodgien (Cambodian Center for Agricultural Study and Development) Cambodian Family Economic Development Association Community Forestry International Cooperation for Indigenous People and Development in Cambodia Children Support Foundation Cambodia Global Action Creative, Holistic, Action Research for Relationship Transformation Cambodian Mine/UXO Victim Information System Cambodian Non-governmental Organization Community Development Cambodia Organization for Women’s Support Cambodian Red Cross Cambodian Student Christian Mission Concerns and Suggestions for the Government Church World Service Church World Service Cambodia Department of Animal Health and Production Disaster Preparedness of European Commission Humanitarian Aid Office Direct Services Program Dhammayietra Banteay Meanchey Dhammayietra Mongkol Borei (Name of local NGO partner in Banteay Meanchey province). Evangelischer Entwicklungsdienst Emergency Response Emergency Response and Preparedness Funding, Monitoring, Evaluation and Reporting Fiscal Year Good Principle Project Hagar International Health Center Human Immunodeficiency Virus

CFEDA CFI CIDC CSF CGA CHART CMVIS CNGO Com Dev COWS CRC CSCM CSO CWS CWSC DAHP DIPECHO DSP DYBTM DYMB EED ER ERP FMER FY GPP HAGAR HC HIV

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HMA ICA ICD ICDP ICSO IEC IFM INGO KCDA KCC Kg KNTO KORCD KPT LCP LWF LSCW MAC MAG MAO MAPU MAT MCC MCH M&E MEDICAM MoH MoEY MoU MRD NCCA NCCC NGO NSDP OD OPA PDA PADV PDoE PDoH PDRD PHN PRA PM PO POG PP PPS PRA PRC PVH RCV ROC SHG SMT

Humanitarian Mine Action Initiatives for Change Association Integrated Community Development Integrated Community Development Programme Indigenous Community Support Organization Information, Education, Communication ? International Non-profit Organization Khmer Community Development Association Kampuchea Christian Council Kilogram Kumnit Thmey Organization Khmer Organization for Rural Community Development Kompong Thom province Local Capacity for Peace Lutheran World Federation Legal Support for Children and Women Mine Action Coordinator Mines Advisory Group Mine Action Officer Mine Action Planning Unit Mine Action Team Mennonite Central Committee Mother and Child Health Monitoring and Evaluation Medical Cambodia (Umbrella organization for public health NGOs in Cambodia) Ministry of Health Ministry of Education Youth and Sports Memorandum of Understanding Ministry of Rural Development National Council of Churches in Australia The NGOs Code Compliance Committee Non Government Organization National Strategic Development Plan Operational District/Organization Development Old People Association Provincial Department of Agriculture Partnership Against Domestic Violence Provincial Department of Education Provincial Department of Health Provincial Department of Rural Development Phnom Penh City Participatory Rural Appraisal Project Manager Program Officer Program Oversight Group Partnership Program/Project Phare Ponleu Selpak Participatory Rural Appraisal Provincial Red Cross Preah Vihear Province Red Cross Volunteer Remnants of Conflict Self Help Group Senior Management Team

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SOP SRI STD SvR SWOT TBA TNA UNICEF UNFPA UCC US$ UXO VBCD VBNK VC VCPM VDC VHV VL VLA VP WATSAN WFP WG WMC WSUG WVC

Standard Operating Procedure Integrated System of Rice Intensification Sexually Transmitted Diseases Svay Rieng province Strengths, Weaknesses, Opportunity and Threat Traditional Birth Attendant Training Need Assessment United Nations Children’s Fund United Nations Population Fund United Church of Christ United States Dollar Unexploded Ordnance Village-Based Community Development Vityeasthan Bondosbandal Neakkrupkrong (an institute for managers of organizations working for the development of Cambodia) Village Chief Village Committee for Program Management Village Development Committee Village Health Volunteer Village Leader Village Livestock Agent Vulnerable People Water and Sanitation World Food Programme Working Group Women Media Center Water and Sanitation User Group 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

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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

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

Direct Services Program 1

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 A meeting to establish WSUGs in Thma Village, good foundation, the Project staff were able to Daung Commune, Svay Rieng Province. encourage the WSUG members to understand their role and enabled them to support their community toward positive change.

Š 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 Dr Betman presented to the trainees in practicing of water testing 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.

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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.

SHG Book Covers

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 Group discussion of LCP Workshop 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. FY08_2nd End-Year_Narratives

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♦ 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.

Group discussion of LCP Workshop organized in CWS Preah Vihear Office

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 Family affected by house fire in Sthapor Pi Village 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

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No. Assisted with supplement #

No. Assisted with supplement #

1

White rice

3,600 kg

8

2

Soy sauce

270 bottles 9

3

Iodine salt

180 pkgs

4

Vegetable oil

5

Cooking pots

18

Plates

45

10

Soup bowls

18

45 bottles

11

Spoons

108

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, Food and kitchen utensil distribution to food shortage and which allowed them to find other work house fire families in Sthapor Pi Village 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-C Director for Programming received a gold medal award from RGC’s Vice-Director of NCDM, HE Nhem Vannda

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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

Direct Services Program 5

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.

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♦ 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 CWS staff share their expectation and issues in the addressed including setting indicators on an Action Reflection Workshop 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.

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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.

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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.

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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: 1.2.2 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.

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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, Annual Community Planning Workshop at Tumnob Pagoda 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:

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

FY08_2nd End-Year_Narratives

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

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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 work in Boeng Kha’ek Village 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

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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.

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

2. Meeting Basic Need and Building Self-Reliance Objective 2: Improve access to basic social services and amenities and improve overall food security of vulnerable people. 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 MCH monthly commodity distribution in Choam weight-to-age ratio (underweight). Malnutrition is Boeng Village 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

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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. FY08_2nd End-Year_Narratives

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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

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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

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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: 1.3.2 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. 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

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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 Annual VDC Workshop in Choam Khsant District organized support for the workshop. On the other by CWS Preah Vihear on January 28. 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 FY08_2nd End-Year_Narratives

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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 Veal Po Village, constructed with support from the Preah Vihear VBCD Project

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

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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

Objective 2: Improve access to basic social services and amenities and improve overall food security of vulnerable people. 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 genderspecific 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 FY08_2nd End-Year_Narratives PHV Village Based Community Development Project

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

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.” FY08_2nd End-Year_Narratives

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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. FY08_2nd End-Year_Narratives

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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.”

1.3.3 Major Challenges 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 Tractors with trailers transported MCH food to beneficiaries 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.

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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.

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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

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) 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

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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.

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1.4.2 Major Accomplishments and Changes 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

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

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 Training on proper bio-sand water filter use and another to construct and deliver the finished water maintenance in Thmei Village filters to their respective homes.

Water and Sanitation Awareness raising to school children at Kokir Primary School FY08_2nd End-Year_Narratives

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 SVR WatSan Cooperation Project

28

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 posttest 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.”

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

Ms Millie Adam visited and checked water quality in Kokir Village

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 FY08_2nd End-Year_Narratives

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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 Well drilling activity in Bos Touch Village 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.

Direct Services Program Manager monitored WatSan Project in Tras Commune

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).

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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 Households not having a sanitary toilet

% of households This Province

% of households National

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. A latrine constructed at Trapaing Banteay Village, Tras Maintaining good health is very important, but Commune with financial support through CWS 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).

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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.”

1.4.3 Major Challenges 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 FY08_2nd End-Year_Narratives

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) 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: 9 Proper hand pump well use and maintenance, clean water use and sanitation practices 9 Proper latrine use and maintenance, clean water use and sanitation practices 9 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

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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

CHURCH WORLD SERVICE - CAMBODIA

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.

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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 Report of the Staff Interview 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 2

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

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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). Working Group Meetings on compliance system

3

Therefore, 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

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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

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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 Partners practice the partnership’s philosophy 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

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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 FY08_2nd End-Year_Narratives Partnership Program

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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 multicultural 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 FY08_2nd End-Year_Narratives

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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

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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 Rougecontrolled 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.

2.2.2 MAJOR ACCOMPLISHMENTS AND CHANGES 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 2

Battambang, Banteay Meanchey and Oddar Meanchey 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.

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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.

ADOVIR Director presents their 2007 Achievements to CWS team at CWS BTB/BTM Office during Mr Skip Dangers’ visit

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

3

4

CFEDA, KNTO, ADOVIR, KCDA, DYBTB and DYMB

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.

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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 KNTO‘s Self Help Group in Tbeng Thmey Village conducted family members from three SHGs in monthly meeting, saving and loan. 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.

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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 CFEDA team and CWS-M&E team took a photograph in the including MEDICAM, Health Centers, Mid Year 08 Monitoring 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.

CWS team visited CFEDA target beneficiaries in Banteay Mouy Vil.

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.

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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 CFEDA started to work materials to support family of Seung Seng, whose house was on fire. 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 staff explained victim families about proper use of water filters prior to its distribution together with other plastic buckets

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 International Women’s Day organized in Ou Sampor observed that CCs have increased their Commune Malai District by CFEDA capacity in organizing and facilitating meetings. They appreciated and acknowledged support and cooperation provided by CFEDA. 7 8

because in the day time, villagers went to work as a laborer in Thailand. 168 persons; 69 women

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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.

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

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 ADOVIR, Funeral Association Committee Popoul village collected contribution of 71,000 Riel to members in Beng Popoul Village 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.

A Community School in Kob Village before construction

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.

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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.

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

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. KCDA staff members and their office

11

Their Office bases in Samlout district, BTB and they have five staff (2 women). 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.

12

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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 fiveday 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, Exposure visit was organized for staff of CWS especially CBO and village structure approaches partners to visit CFEDA target area in Thmeanh and phase out strategy from old target villages Trei Village, Banteay Meanchey. 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 Peace training for school children in Battambang Province 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. FY08_2nd End-Year_Narratives

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1.4. On time emergency responses saved lives of the vulnerable families Read Direct Services Program Report on ERP Program for details. 2.2.3 MAJOR CHALLENGES 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.

2.2.4 LESSONS LEARNED 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. 2.2.5 ISSUES NOT ADDRESSED 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

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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.

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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

2.3.2 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. 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 FY08_2nd End-Year_Narratives

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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, Children and their families received school materials and bicycles one of the findings from assessment from CIDC with financial support from CWS-C Partnership Kompong Thom Project. 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 126 school children received school materials (books, pens, pencils, bags) 4 17 bicycles given to 17 children whose houses are very far from school. 3

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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 VDCs and village leaders practiced conflict conflicts for long time. As a result of the actual resolution skills 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 FY08_2nd End-Year_Narratives KPT Partnership Project 54

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 - Labor 134 x 800 Riel/Krama - sub-total

= 321,000.00 Riels = 107,200.00 Riels = 428,800.00 Riels

C. Net income balance (C=

= 241,2000.00 Riels

A - B)

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

6

= 241,000.00 Riels

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) FY08_2nd End-Year_Narratives KPT Partnership Project 55

Semi-auto looms produces more Kramas in short time

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 financial policies (salary scale, payment procedures, approval and cash management) and staff policies (work hour, leave request, sickness, health care and treatment) FY08_2nd End-Year_Narratives KPT Partnership Project 56 8

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. 2.3.3 MAJOR CHALLENGES 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. 2.3.4 LESSONS LEARNED 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. FY08_2nd End-Year_Narratives

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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.

2.3.5 ISSUES NOT ADDRESSED 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

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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.

2.4.2 MAJOR ACCOMPLISHMENTS AND CHANGES 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

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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.

nd

Dr. Mathew George, WCC (2 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

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 FY08_2nd End-Year_Narratives

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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 Ecumenical Partnership Project

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2.4.3 MAJOR CHALLENGES 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. 2.4.4 LESSONS LEARNED 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.

2.4.5 ISSUES NOT ADDRESSED There is no “issues not addressed”

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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

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INTEGRATED HUMANITARIAN MINE ACTION MALAI DISTRICT, BANTEAY MEANCHEY PROVINCE (LOCALITY DE-MINING)

MAG PHOTO 2008

CHURCH WORLD SERVICE - CAMBODIA

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

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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

95,090

207

2

15

34,264

Total

Project Beneficiaries:

Task code

BM001 0 BM001 1

Minefield Name

Banteay Ti Pir 3

Kbal Tumnob 1

Land Use

Provinc e

Distric t

Commun e

Villag e

Agri

Banteay Meanche y

Malai

Ou Sampoar

Agri

Banteay Meanche y

Malai

Ou Sampoar

Total

Direct Beneficiaries Family

Peopl e

Bantea y Ti Pir

13

56

Kbal Tumno b

17

107

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

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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.

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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.

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CASE STORIES

CHURCH WORLD SERVICE - CAMBODIA

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.

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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.

Mean Tob receives a new plot of land, February 2007

Mean Tob’s wife prepares thatch for her cottage

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 2 will receive a piece of land (around 500 m ) 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.

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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

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Top’s wife is planting mango tree provided by CFEDA

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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

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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 agroeconomic 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

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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.

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FMER, FINANCE, ADMINISTRATION AND HUMAN RESOURCE

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

CHURCH WORLD SERVICE – CAMBODIA

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 crosschecking 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 Logframe FY08, Monitoring Indicator Form, Detailed Annual Operational Plan of projects. At the end FY08_2nd End-Year_Narratives

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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; ƒ 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, ƒ 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. ƒ Job description reviewed: job description of staff in PVH and KPT VBCD project was reviewed and clarified roles and responsibilities. ƒ Proposal format for CNGO: proposal format for CNGO was developed by Partnership Program Office in collaboration with project offices. ƒ 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. ƒ 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 first 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, FY08_2nd End-Year_Narratives

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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.

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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; ƒ

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.

ƒ

Partnership program, the record will include detail information about holistic, nonfunding, 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.

ƒ

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.

ƒ

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.

ƒ

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.

ƒ

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 FY08_2nd End-Year_Narratives

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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 FY08_2nd End-Year_Narratives

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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. FY08_2nd End-Year_Narratives

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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.

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•

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

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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: Visitors’

Sex

1

Ms. Antonieta Magno de Araujo

F

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

CAWTS

Conduct training on Household Water Testing (Host by CWSC)

7

Mr. Betman Bhandari

M

Country Agency

Purposes

No.

CWS – Timor Leste

Learning Exchange

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

Consultant

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

12

Mr. Pare Turei Patrick

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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, nongovernmental 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 o o

Immediately increase food aid, scale-up social protection programs, and targeted microcredits; Immediately review all public and private rice stocks and take appropriate actions to ensure availability of rice for local consumption before the next harvest; 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/Democraticgovernance/More-than-20000-community-leade

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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

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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

28 Feb

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

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

3

Project Manager - KPT

4

Finance-cum-Office SVR

Assistant-

5

Ecumenical Program Officer-PNH

6

Community Development Worker- 31 May KPT

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 31 June -KPT

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

4 April

Because of his poor health. He has worked with CWS for 2 years and 11 months.

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.

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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 CWSIndonesia. This workshop was the preliminary discussion among the CWS field offices in the FY08_2nd End-Year_Narratives

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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

Duration Date

Number of Staff Attended

Institutions (Days) 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

IT Essential

CWS PNH

3 days

6-8 May

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1

Phnom Penh Central Office

1

87

2- External CWS Trainings/Workshops Number of attended staff

CHART training(CDW)

VBNK

1 year

Jul 07-Jun 08

Organization Development

Cambodia Researcher for Development

5 days

7-11 Apr

Bachelor of English (outside working hourFinance 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

Sihanouk Ville

5 days

21-25 Apr

ACCPAC for Windows Level 1 (Finance Manager)

Information Computer School

4 months Jan-Apr

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.

VBNK

3 days

24-26 Jun

ACE

45 hours

Apr-Jun

(Project Coordinator)

BTB&BTM

Date

SRV

Duration

PNP

Place/Institution

KPT&KVH

Description

15 1

1

1

(2 project managers ) 1

1

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3- Overseas Trainings/Workshops

Mobilizing for Climate Change and Sustainable Development

CWS Indonesia

1 day

Date

24 Apr

SRV

Duration

PNP

Place/Institution

KPT/KVH

Description

BTB/BTM

Number of attended staff

2

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

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:

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ƒ ƒ

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.

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END-YEAR REPORT FISCAL YEAR 2008

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

CHURCH WORLD SERVICE - CAMBODIA

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:

Opening Balance: 266,940 The financialFund audited report as well as income and expense statements canUSD$ be viewed as below: Donations/Revenues and Transfers:

USD$ 1,330,339

Total Fund Available:

USD$ 1,597,279

Closing Fund Balance:

USD$ 321,515

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

2004 1,953,864

2005 1,585,334

2006 1,442,603

2007 1,069,122

2008

Expense

1,314,086

1,320,897

1,532,500

1,408,888

1,275,764

797,301

264,437

-89,897

-339,766

Closing Fund Balance

FY08_2nd End-Year_Narratives

1,330,339

-54,576

Financial Summary and Variance Analysis

91

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

Income by Source ( ) = Percent last year AJWS 0% (1.91%) ADPC 2.49% (2.49%)

CWSW/New York (SED) 22.71% (9.82%)

Other sources 13.63% (18.45%)

CWS/NZ 2.84% (3.34%)

ICCO 5.19% (15.24%

CWS ODD 4.91% (7.91%)

NCC/A 10.87% (9.25%)

UMCOR 3.76% (7.48%)

EED 33.60% (23.71%)

Expenditure by Location ( ) = Percent last year PP Central Office 23.93% (16.47%)

ADPC Project 0.46% (4.12%)

SVR CD 13.79% (8.68%) Ecumenical PS 1.71% (1.17%)

DIPECHO 0% (7.59%) CD program 0% (9.73%)

KPT-LID 5.31% (6.65%)

BTB-LID 19.32% (14.32%)

KPT CD 32.54% (21.90%)

BTM Demining 2.94% (9.36%)

FY08_2nd End-Year_Narratives

Financial Summary and Variance Analysis

92

Expenditure by Program Objective ( ) = Percent last year Learning Organization 0% (0.14%)

Advocacy 8.74% (7.75%)

Emergency Response 7.78% (18.88%)

Health 16.12% (12.69%)

Food Security 5.89% (3.06%)

Unallocated Office Costs 24.43% (16.47%)

Local Institution Building 37.05% (41.02%)

Year 2007 Year 2008

600,000 500,000 400,000 300,000 200,000 100,000 Emergency Response

Local Institution Building

FY08_2nd End-Year_Narratives

Food Security

Unallocated Office Costs

Health

Advocacy

Learning Organization

Financial Summary and Variance Analysis

93

Church World Service - Cambodia Program Financial Statements For the 12 months 01 July 2007 to 30 June, 2008 Statement of funds

Schedule Reference

Amount USD

266,939.62

Opening fund balance : ADD - Incoming amounts : Svay Rieng WatSan Project Ecumenical Partnership Kompong Thom Community Dev 't Project Kompong Thom Partnership Banteay Meanchey Demining Project BTB / BTM Local Instituion Dev 't Project Phnom Penh Central Office ADPC Project DIPECHO Project

4 5 6 7 8 9 12 13 14

112,386.20 0.00 568,391.36 73,188.00 77,504.87 235,357.46 230,373.99 33,137.57 0.00

1,330,339.45 1,597,279.07

Total fund available LESS - Outgoing amounts : Svay Rieng WatSan Project Ecumenical Partnership Kompong Thom Community Dev 't Project Kompong Thom Partnership Banteay Meanchey Demining Project BTB / BTM Local Instituion Dev 't Project Phnom Penh Central Office ADPC Project DIPECHO Project

Amount USD

4 5 6 7 8 9 12 13 14

175,959.08 21,781.99 415,116.70 67,745.34 37,450.00 246,487.69 305,326.55 5,896.25 0.00

1,275,763.60 0.00

Less- Fund Reserve:

321,515.47

Closing fund balance : Notes to the Financial Statements 14 Schedules 1 to 14 form an integral part of these Financial Statements Date: 30 July, 2008

Sar Heang Interim Finance Manager

FY08_2nd End-Year_Narratives

Josephine Barbour Country Representative Financial Summary and Variance Analysis

94

Church World Service - Cambodia Program Financial Statements As at 30 June, 2008 Balance Sheet

Schedule Reference

Amount USD

Amount USD

Cash and bank balances : Cash on hand Cash at banks

1

18,701.22 876,228.40

894,929.62

Amounts receivable :

2

ASSETS

2,527.00 897,456.62

TOTAL ASSETS LIABILITIES Amounts payable :

3

575,941.15 575,941.15

TOTAL LIABILITIES

321,515.47

ASSETS LESS LIABILITIES Represented by : FUND BALANCES CWS program Svay Rieng WatSan Project Ecumenical Partnership Kompong Thom Community Dev 't Project Kompong Thom Partnership Banteay Meanchey Demining Project BTB / BTM Local Instituion Dev 't Project Phnom Penh Central Office ADPC Project DIPECHO Project

4 5 6 7 8 9 12 13 14

(56,425.34) (21,781.99) 147,737.14 4,425.92 193,343.71 61,817.84 (7,541.81) (60.00) -

321,515.47 321,515.47

TOTAL FUND BALANCE Notes to the Financial Statements 14 Schedules 1 to 14 form an integral part of these Financial Statements Date: 30 July, 2008

Sar Heang Interim Finance Manager

FY08_2nd End-Year_Narratives

Josephine Barbour Country Representative Financial Summary and Variance Analysis

95

Church World Service - Cambodia Program Schedule to the Financial Statements As at 30 June, 2008

Cash at Banks

Amount USD

In current account with : Standard Chartered Bank, Singapore (US Dollar account - interest bearing) Standard Chartered Bank, Singapore (US Dollar account - interest bearing) Standard Chartered Bank, Singapore (US Dollar account - interest bearing) Foreign Trade Bank of Cambodia, Phnom Penh (US Dollar account) Foreign Trade Bank of Cambodia, Phnom Penh (Cambodian Riel account) ACLEDA Bank, Kompong Thom,Cambodia (US Dollar account) ACLEDA Bank, Kompong Thom,Cambodia (Cambodian Riel account) ACLEDA Bank, Svay Rieng,Cambodia (US Dollar account) ACLEDA Bank, Svay Rieng,Cambodia (Cambodian Riel account) ACLEDA Bank, Battambang,Cambodia (US Dollar account) ACLEDA Bank, Battambang,Cambodia (Cambodian Riel account)

336,638.37 256,497.94 127,902.18 106,779.59 3,838.50 664.24 3,787.18 19,200.16 8,093.73 10,648.08 2,178.43

Total Cash at Banks :

876,228.40

Church World Service - Cambodia Program Schedule to the Financial Statements As at 30 June, 2008 Amount USD

Amount USD

Amounts Receivable Advances to CWS Projects and staff Staff Advances Project Advances

0.00

Awaiting reimbursement : Telephone deposits Josephine Barbour Personal CWSW - Cow bells /Scarfs and shipping Other Debtors

Total amounts receivable :

FY08_2nd End-Year_Narratives

2,527.00

2,527.00 2,527.00

Financial Summary and Variance Analysis

96

Church World Service - Cambodia Program Schedule to the Financial Statements As at 30 June, 2008

Amounts payable :

Amount USD

Amount USD

Held in trust : National Taxation Funds Held in Trust Provident Fund Vehicle Replacement Funds Funds Reserved Josephine Barbour - Personal CWSW - Cow bells /Scarfs and shipping

Total amounts payable :

FY08_2nd End-Year_Narratives

0.00 126,609.02 100,790.00 347,928.00 614.13 0.00 575,941.15

Financial Summary and Variance Analysis

97

APPENDIX II ANNUAL OUTPUTS/ LOGFRAMES

CHURCH WORLD SERVICE - CAMBODIA

Church World Service Cambodia Log-frame End-Year FY08 Report Project Name: Direct Services Program Office Project No.

Narrative Summary

Objectively Verifiable Indicators

Actual Output

Variances/ Remarks

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 Planning OBJECTIVE 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 Output 1.1: Enhance program coordination with sectoral forums (NGOs and government) at national level

▪ At least 2 networking meeting with

▪

Meeting report

▪

Meeting report

relevant NGOs and Government Institutions ▪ At least one networking meeting with

DOLA/PLAU 1.1.1

Activities Attend the networking meeting with relevant NGOs and Government Institutions

CWS's Inputs ▪ Program Manager/Officer, vehicle

▪

▪

▪

Direct Services Program Office

Actual Output Attended two times PRN-C meeting one time in Food Security Network workshop, two times with MEDiCAM

Variances/ Remarks Done in the Mid-Year 08

One workshop on solar water disinfection (SODIS) research organized by MRD and ADRA. Four meetings with NGO Forum: two meetings of Pest Reduction Network in Cambodia (PRN-C) discussed solution for pesticide affected users in Cambodia, one meeting on National Budgeting and one Political Forum on “Governance of Land and Natural Resources”

Annual_FY08_Logframes

114

▪

A workshop on Integrating InterEthnic Peace Building in education and training organized by ACT

▪

Two meetings of MEDiCAM Membership Monthly Meeting One meeting on WatSan Sectoral Working Group Five MCH Quarterly Coordination Meetings Attended workshop with Ministry of Land Management Urban Planning and construction on final results of Strategic Development Planning of Choam Khsant District

▪ ▪ ▪

▪

▪

▪

▪

▪ ▪

Direct Services Program Office

Attended 3 meetings on CBDRR Recognition Commission organized by NCDM and ADPC Attended 2 meetings on National Strategic Action Plan on DRR in Cambodia organized by NCDM and ADPC. Attended 2 meetings on Consultative Meeting on Coastal Community Resilience organized by ADPC. Attended a Reflection Workshop on CRC's CBDP Project in SRV organized by CRC. Attended a review meeting on CRC's CBDP Model. Attended a workshop on 5th Disaster Management Practitioners in SEA organized by ADPC.

Annual_FY08_Logframes

115

▪

Attended the 11 th DRR Forum organized by NCDM and CONCERN

▪

Attended 4 DIPECHO Proposal Coordination meetings hosted by DCA and joined by CWS, LWF Attended 1 DIPECHO Partner Coordination meetings hosted by ZOA.

▪

1.1.2

Attend networking meeting related to Commune Council/ Decentralization affairs

Program Manager/Officer, vehicle

▪

Attended training workshop on Citizen Rating Report (CRR) with CCSP

▪

1 workshop with MRD on Local Governance, Identification and and Targeting of Most Vulnerable Families sponsored by GTZ. 1 Annual Reflection workshop on NGO Liaison Office Network organized by Department of Local Administrative (DoLA) and Commune Council Support Project (CCSP)

▪

1.1.3

Arrange meeting with relevant NGOs & Government Institutions

Direct Services Program Office

▪ Program Manager/Officer, budget

▪

Attended workshop on nationalism and its effect to society and political ( ACT) in October 2007 (two days)

▪

Attended two times Gender Network meeting (GAD/C), Aug-Nov 2007

▪

3 meetings to study WatSan guidelines with WatSan Department of MRD, UNICEF and ADB

materials, vehicle

Annual_FY08_Logframes

Done in the Mid-Year 08

▪

There is a WatSan trainer from CAWST, Dr. Betman Bhandari, accompanied in the meetings

116

Output 1.2: Strengthen leadership among local partners and community structure to better understand and implement community development principles and processes

▪ 25 CC members (20% women)

▪

Training curriculum, training report, participants list

▪

Participants' commitment

▪

Monitoring report, Field visit report, project report

▪

CCs' commitment

▪

Training curriculum, training report, participants list

▪

Participants' commitment

trained in Leading and Managing Rural Organizations (SvR) ▪ At least 50% of them are able to

manage the handed over community assets (SvR) ▪ 40 CCs/VLs (40% women) trained

in Com Dev concepts (SvR) 1.2.1

1.2.2

Activities Provide training on Leading and Managing Rural Organization to 25 CC members in SvR

CWS's Inputs ▪ Program Officer, budget, training manual, materials

Actual Output 3 training courses on Leading and Managing Rural Organization conducted for 66 CCs, VLs and CDFs

Variances/ Remarks The team found that VL and CDF are the key persons in the community

▪

Provide training on Com Dev concepts to 40 CCs/VLs in SvR

▪ Credit Program Coordinator, budget,

▪

5 training courses on CD concept conducted for 110 VLs, CCs and WSUG members (42 women)

WSUG members were included as the new established group.

▪

1 training course on role and responsibility of WSUG conducted for 158 WSUG members, VLs and CCs (64 women) One training course on Family Assessment conducted for 20 CDWs, CDFs, CC and PDRD partner staff (one woman)

The newly established WSUG is required to have knowledge on CD concept.

training manual, materials

▪

Output 1.5: Successful withdrawal of CWS from selected partner communities; hand-over of selected programming to local actors (CBOs and other local institutions)

Direct Services Program Office

▪

The plan was carried forward from last year.

Time available for program staff Previous handing over experience contribute to smooth progress made

▪ Exit strategy developed

▪

Exit strategy guidelines

▪

▪ Handing over and phase-out plan

▪

Handing over plan

▪

developed

Annual_FY08_Logframes

117

▪ Capacity assessment of CCs, VLs

▪

Assessment result report

▪ CD Program Manager/Officer, time

▪

Not done

▪

Conduct capacity assessment of CCs, VLs and CDFs in preparation for handing over

▪ Program and project staff, vehicle,

▪

Not done

▪

Plan in FY09

Conduct orientation meeting on exit strategy guidelines to staff

▪ Program Manager, Program Officer,

▪

Not done

▪

Plan in FY09

▪

Baseline survey report

▪

Potential villages available

▪

Variances/ Remarks The WatSan Cooperation Project will be phased out

▪

and CDFs conducted

1.5.1 1.5.2

1.5.3

Activities Develop exit strategy, handing over and phase-out plan

Output 1.6: Assess and select new target villages and community partners 1.6.1

Activities Develop baseline survey questionnaires and conduct survey

CWS's Inputs

Actual Output

CCs, VLs are able to maintain community clean water resources & hygiene facilities Variances/ Remarks Plan to draft in FY09 and finalized in FY10

budget, materials

Program Coordinator, guidelines ▪ 40 new target villages in SvR

identified CWS's Inputs ▪ Program Officer, FMER staff, budget,

▪

materials, vehicle, computer, project staff

▪

Actual Output Secondary data, local authority and community participation Not done

Theme 2: Meeting Basic Need and Building Self-reliant, Sustainable Livelihoods OBJECTIVE Improve access to basic social services and amenities and improve overal food security of vulnerable people Output 2.1 Improve overall community health status and individual health condition

Direct Services Program Office

▪ 20 staff trained in primary health care

▪

Training report

▪

▪ Health guidelines revised

▪

Health guidelines

▪

▪ Nutrition guidelines developed

▪

Nutrition guidelines

Annual_FY08_Logframes

Staff have better understanding on preventable diseases Staff refer to health and nutrition guidelines to implement activities

118

2.1.1

Activities Coordinate with OD to conduct training in primary health care to 20 project staff (KPT-PvH and SvR)

CWS's Inputs

Actual Output

▪ Program Officer and project staff,

▪

Not done

▪

▪

Coordinate with WFP to invite Helen Keller to provide Focal Points ToT on MCH to 3 staff (2 PVH, 1 KPT).

▪

budget, materials

2.1.2

Revise health guidelines

▪ Program Manager, POG members

▪

Health Guidelines reviewed

▪

2.1.3

Develop nutrition guidelines

▪ Program Manager, POG members

▪

Use existing nutrition guidelines WFP and Helen Keller.

▪

▪ 16 staff trained on animal raising,

▪

Training report, action plan, monitoring report

▪

▪

Training report, action plan, monitoring report

▪

▪

Participants list, report

▪

Output 2.5 Improve agricultural productions, food security and household income among vulnerable people, self-help/ interest groups in target communities

SRI and home gardening ▪ 16 staff trained on SHG concept and

record keeping ▪ 14 interest group trained on concept

Variances/ Remarks Program Officer for Health was recruited in April 08. The training was provided so that staff can echo the MCH to VHVs to implement MCH project effectively. The revised document was presented to POG in July 08 and will be finalized in Aug 08 Program Office will finalize the existing Nutrition Guidelines produced in Aug. 07 and in cooperation with the WFP's guideline and Helen Keller. Staff are able to demonstrate their knowledge & skill to community people Staff are able to form SHG & provide training on SHG concept and record keeping Participants commitment

of group formation 2.5.1

Activities Provide training on animal raising, SRI and home gardening to 16 staff

CWS's Inputs ▪ Credit Program Coordinator, budget,

▪

materials

▪

Direct Services Program Office

Actual Output 15 field staff (6 women staff) of Kampong Thom and Preah Vihear have trained on chicken raising One training on SRI provided to 10 families in Preah Vihear Province.

Annual_FY08_Logframes

▪

▪

Variances/ Remarks Staff are able to demonstrate their knowledge

Instead of providing to staff and staff delivers to community, the Program Office provided directly to community.

119

2.5.2

Provide training on SHG concept and record keeping to 16 staff

▪ Credit Program Coordinator, budget,

▪

materials

14 field staff (6 women staff) of KPT and PVH have trained on SHG SHG concept and record keeping.

▪

Done in the first semester of FY08

Theme 3: Strengthening Civil Society OBJECTIVE Strengthen target community understanding and practice of peace building and restorative justice Output 3.1 CWS staff play an active role in facilitating conflict resolution in target communities and building peace

▪ 20 CWS staff trained on peace

▪

Training report, participant list

▪

Staff demonstrate their commitment to bring and integrate peace concept into their daily work

▪

Training report, participant list

▪

Staff commit to apply AntiCorruption value in their professional as well as personal life

concept, conflict resolution, trauma management ▪ 20 staff trained on Anti-Corruption

strategies

Activities

CWS's Inputs

Actual Output

Variances/ Remarks

3.1.1

Coordinate with CDRI to conduct training to CWS staff on peace concept and conflict resolution

▪ Peace Coordinator, budget, materials

▪

One training course on Building Peace in Our Life was conducted for 26 support and field staff (10 women) of all CWS Cambodia Projects and Program Offices.

3.1.2

Coordinate with CDRI to conduct training to SMT members on peace concept and conflict resolution

▪ Peace Coordinator, budget, materials

▪

Not done

▪

The Peace Coordinator gave priority to Peace training in Timor Leste.

3.1.3

Conduct training on Trauma management to CWS staff

▪ Peace Coordinator, budget, materials

▪

Not done

▪

3.1.4

Provide Anti-Corruption strategy workshop to CWS staff

▪ Peace and ER Coordinators, budget,

▪

Not done

▪

Training could not accommodate other participants from other NGOs. It is planned to conduct in Dec. 08. The Peace Coordinator gave priority to Peace training in Timor Leste, and

Direct Services Program Office

materials

Annual_FY08_Logframes

120

▪

Direct Services Program Office

A white ribbon ceremony on elimination of domestic violence was organized in Choam Khsant Commune on December 19, in coordination with KPT/PVH Project. There were 417 participants.

▪

Requested from a district chief in one area where CWSC works recently

▪

A training on Peace Building Concept was conducted for ten 10 CWS Timor Leste and 43 Youth Youth group members (26 women) from 12-16 Nov, 2007

▪

As part of the regional plan

▪

A training on relationship building was provided to ICSO staff in Ratanakiri, in cooperation with Partnership Program (17 multi-faith staff)

▪

Unplanned

▪

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

▪

Unplanned

▪

Provided US$ 4,542.00 small grant to two CNGOs (US$1,442.00 to YRDP to organize a Forum on Experience of Khmer Rouge Regime and Process of Khmer Rouge Tribunal to youth group and US$3,100.00 to Dhammayietra to organize a Peace Walk in Takeo Province.

▪

The Peace Proposal was approved late in Jan. 08, which disable the plan to be incorporated into the 4-year plan.

Annual_FY08_Logframes

121

Output 3.2 VDCs, CCs, CDFs active in responding to conflict in their communities and utilizing Local Capacities for Peace approaches

▪ 20 project staff (KPT-PvH, SvR)

▪

Assisted Partnership Program to re-unite ICSO staff members for three days in Ratanakiri Province

▪

As requested by Partnership Program

▪

Hosted a exchange visit on peace building for two CWS-Timor Leste for six days to ICA, CMYC, KYSBTM, KYSD, Home Land, Dhammayeatra, YRDP, New Gospel Church-BTB.

▪

CWS-C has an outstanding experiences in peace building as well as training delivery, and CWS-TL requires understanding on peace building

▪

Provided two training courses on ▪ Peace Building and Reconciliation to 30 persons (14 women): one four-day course to 11 CWSTimor Leste staff and another twoday course to 19 youth group members.

CWS-C has an outstanding experiences in peace building as well as training delivery, and CWS-TL requires peace building understanding.

▪

Training report and participants list

▪

Staff accept LCP concept as insight knowledge

▪

Post training evaluation, field assessment and field trip report

▪

Staff constantly aware of the consequence of their action

trained on Local Capacity for Peace concept and assessment ▪ Local Capacity for Peace applied in

development work in at least 15 villages 3.2.1

Activities Conduct training on Local Capacity for Peace to CWS staff

CWS's Inputs ▪ Peace Coordinator, budget, materials

▪

3.2.2

Conduct LCP field assessment

▪ Peace Coordinator, budget, materials,

▪

Actual Output One three-day training course on LCP Concept was conducted for 22 field and program staff (5 women) Not done

vehicle

Direct Services Program Office

Annual_FY08_Logframes

Variances/ Remarks

▪

Staff were not able to conduct because they were on CHART training, which is the core course to implemment VBCD Project, next plan in Sept. 08

122

Theme 4: Emergency Response and Preparedness OBJECTIVE Improve disaster preparedness and response capabilities among target communities Output 4.1 Establish Village Disaster Preparedness Committees and provide necessary support so that they can function well

▪ 20 staff able to provide CBDRM

▪

training to VDPC ▪ 2 Disaster Preparedness meetings

conducted at provincial level 4.1.1

Activities Coordinate with NCDM to provide refresher training to 20 staff in CBDRM

CWS's Inputs ▪ ERP Coordinator, budget, materials

▪

Conduct training on Sphere Minimum Standard and Accountability to 25 CWS staff

▪ Program Officer, ERP Coordinator,

▪

4.1.3

Conduct Orientation to CWS staff on Disaster Management and Emergency Response guidelines

▪ ERP Coordinator, ERP guidelines

▪

4.1.4

Coordinate with project staff and PCDM to conduct disaster preparedness meeting

▪ ERP Coordinator, Project staff, budget,

▪

4.1.2

Direct Services Program Office

Program Assistant, budget, materials

materials, vehicle

Actual Output The Plan was cancelled and ▪ included in Project's work plan for FY09. TNA on CBDRR conducted in Preah Vihear and Kompong Thom The Plan was cancelled and ▪ included in Project's work plan for FY09. TNA on Sphere and Accountability conducted in Phreah Vihear and Kompong Thom. The ERP Guidelines is still in the reviewin ▪ process for M&E Guideline for ERP was also unanticipated assigned to develop for the FY09. Done in the first semester of ▪ FY08.

Annual_FY08_Logframes

Variances/ Remarks ERP budget was not allocated.

ERP budget was not allocated.

ERP Program is developing CBDRR Standard Package of Activities including ERP Project and M&E Guidlines ERP budget was not allocated.

123

Output 4.2 Improve staff capacity on emergency first aid to apply at community level 4.2.1

Activities Coordinate with CRC to provide CBFA training to 20 project staff

Direct Services Program Office

▪ 20 staff trained on Community Based

▪

A workshop on provincial disaster risk reduction action plan was conducted on 25 July jointly with ADPC, NCDM and Action Aid Cambodia in Svay Rieng PSDD meeting hall. 60 persons participated including PCDM of Svay Rieng all DCDMs, all Provincial Department, NCDM, PADEK, Oxfam, WFP, CFED, ADIFE.

▪

A workshop on provincial disaster risk reduction action plan launching was conducted on September 13, jointly with ADPC , NCDM at Chne Tonle meeting in Svay Rieng. 136 persons participated include, NCDM, PCDM of Svay Rieng, all the DCDMs, CCDMs, Provincial Department/Unit(s), PADEK, CRS, UNICEF, Oxfam, CFED, ADIFE and ACLEDA Bank

▪

Participant list, training report

▪

First Aid (CBFA) CWS's Inputs ▪ ERP Coordinator, budget, materials

▪

Actual Output The Plan was cancelled and included in PVH and KPT Projects' work plan for FY09.

Annual_FY08_Logframes

▪

Staff are able to apply their knowledge to community Variances/ Remarks ERP budget was not allocated.

124

Output 4.3 Improve physical security and well-being of vulnerable people and disaster victims in times of emergency Activities 4.3.1 Provide emergency relief to 500 VPs and disaster victims in SvR and other affected areas

▪ 500 vulnerable people and disaster

▪

victims received commodities assistance CWS's Inputs ▪ ERP Coordinator, Project staff,

▪

budget, vehicle

▪

Project report, beneficiaries list

Actual Output 339 most vulnerable families or 1,677 people (858 women), as Aug. flash flood victims, received 339 food packages (each family received 2 kg of white rice, 2 kg of iodine salt and 4 cans of canned fish on 30 Oct. and 17 Nov. 2007 in Kompong Thom. An emergency appeal was sent to CWS ERP NY and granted USD1,860 and assisted 36 food shortage families and 9 families victim of house fire in 4 villages of ADOVIR's target villages in Bovil District through BTB Partnership Project.

▪

▪

We do not duplicate the assistance with government support Variances/ Remarks The assistance was provided through CWS KPT Partnership Project and KORCD as a holistic partner of CWS.

▪

ERP budget was not allocated in FY08 budget. (see more at BTB Partnership Project's Logframe)

▪

Unexpected work occurred

Theme 5: Program Development, Management and Supervision OBJECTIVE Effective and efficient program management and functioning; enhance community development planning and practice Output 5.1 Monitor and support field staff and field operation in appropriate manner

Direct Services Program Office

▪ Monthly program monitoring visits

▪

Trip report

(monitoring of project management and implementation and field staff performance)

Annual_FY08_Logframes

125

Activities 5.1.1

Field visit to monitor project management (12 times)

CWS's Inputs

Actual Output

▪ Program staff, budget, vehicle

▪

Six visits were conducted; 3 times in KPT-PVH and 3 times in SvR WatSan Coooperation

▪

Because the Project has new staff, location and the VBCD model that requires more support from Program Office.

▪

12 monitoring visits were conducted ▪ in PVH VBCD Project on Project management to support the Project Coordinator to manage field staff and budget 5 monitoring visits were conducted in KPT VBCD Project on Project management to support the new Project Manager to manage field staff and budget 1 monitoring visit was conducted in SVR 12 visits were conducted; 6 times in KPT-PVH and 6 times in SvR Conducted 6 monitoring visits on project implementation in Preah Vihear (VDC training, workshop, MCH, bridge and meeting hall construction, well construction) Coordinate with PVH project coordinator to evaluate 9 staff performance for annual appraisal Conducted 3 monitoring on project implementation in KPT (VDC quarterly meeting, meeting hall construction, well construction, sugar pump and SHG)

Because the Project has new staff, location and the VBCD model that requires more support from Program Office.

▪

5.1.2

Field visit to monitor project implementation and staff performance (24 times)

▪ Program staff, budget, vehicle

▪ ▪

▪

▪

▪

Direct Services Program Office

Variances/ Remarks

Annual_FY08_Logframes

126

▪

▪

▪

Output 5.2 Improve planning, management and monitoring capabilities of program and project staff

5.2.1

Activities Coach project staff on program implementation

▪ Field staff able to plan, implement

▪

Trip report, project report, individual annual plan

▪ Program staff able to monitor and

▪

Trip report

manage project activities effectively CWS's Inputs ▪ Program Officers/Coordinator

▪

and manage project activities

▪

Direct Services Program Office

1 field monitoring visit conducted in KPT VBCD Project by ERP Program Assistant to support the process of RCV election in cooperate with the Provincial Red Cross. 1 monitoring visits to SVR to monitor the uses of water filter, latrine and well and conduct a meeting on WSUG establishment with staff and PDRD staff. 1 field visit by CAWST's BioSand water filter trainer to monitor the quality of the filter and provided recommendation for change.

Actual Output Coaching PVH and KPT staff on problem identification, communication, feed back,

Variances/ Remarks

4 coaching were conducted for 10 PVH staff on culvert construction, MCH monitoring, annual activity and budget plan, CD concept and VP assessment training to CC, VL and VDCs

Annual_FY08_Logframes

127

5.2.2

Conduct training on CWS Com Dev model to 20 project staff (KPT-PvH)

▪ Program Manager/Officer

▪

Provide 2 days-training course on on CD model to 20 Project staff of Kompong Thom and Preah Vihear

5.2.3

Conduct community development reflection (1 time)

▪ Program Manager/Officers/ Coordinators

▪

5.2.4

Conduct training on Participatory Impact Assessment (PIA) to 20 project staff

▪ Program Officers/Coordinators

▪

a three-day workshop on CD Model Reflection was conducted for 18 staff of PVH, KPT and 9 Program staff. Not done

5.2.5

Develop 4 Tools to guide project staff: VP Household, Monitoring sheet, Village plan and village assessment

▪ Program Officers/Coordinators

▪

Develop 3 tools: Monitoring sheet, village development plan and village data

5.2.6

Provide training on 6D/PPCM Model to 20 project staff

▪ Com Dev Program Officer/Project

▪

Provide 4 day-training course on 6D/PPCM to 20 Project staff of Kompong Thom and Preah Vihear

Direct Services Program Office

Manager

Annual_FY08_Logframes

▪

Done in first semester

▪

▪

The PIA course is new in Cambodia. CWS-C will send key staff to receive training with VBNK in FY09. Done in first semester

▪

Done in first semester

128

Church World Service Cambodia Logical Framework End Year Report FY08 Project Name: Kompong Thom Village Based Community Development (KPT-VBCD) Project Project No.

Narrative Summary

Objectively Verifiable Indicators

Means of Verification

Variances/Remarks

Overall Objective: To develop the communities' capacity to define their development direction and improve them to meet their basic need; access to basic social services; sustainable livelihood opportunities and food security. Theme 1: Capacity Building for Development Planning OBJECTIVE Develop community capacity to engage with Government institutions and CBOs to define their development direction and mangage their affairs in a participatory and democratic manner. Output 1.1: Enhance program coordination with sectoral forums (PROCOCOM) provincial departments (PDRD, PDoA, PDoE, PDoH), district authorities and CCs

▪ At least 4 coordination meetings with ▪ ▪ ▪ ▪

Activities

related provincial departments Five coordination meetings with 3 district authorities and related offices 18 meetings with commune councils from 6 communes. Six meetings with PROCOCOM At least 2 coordination meeting with PLAU for training/workshop for CCs CWS's Inputs

Actual Output

▪ Project Manager, Project Coordinators ▪ 2 Coordination meeting with 1.1.1 Attend coordination meetings PDRD took place as resulted with PDRD, PDoA, PDoE, PDoH Program Officers ▪ Program Plan of CWS shared

including new target areas for

KPT Village Based Community Development

Annual_FY08_Logframes

Variances/Remarks ▪ PDRD told us that they use

ADB fund for WatSan ▪ project in Sroeurng

commune but this year

129

12 villages in 2 districts and PDRD shared its WatSan plan and welcome new program plan and new model of CWS in Kompong Thom ▪ 3 coordination meetings with

PDoA Officers to discuss project plan for home garden, SRI, IFM, tree nursery, and fish raising training courses to the communities in 12 target villages of two communes

project staff see only 2 villages that wells drilled and latrines built.

▪ PDoA agreed to cooperate

with the project and provided 2 trainers to support training plan.

▪ 2 coordination meetings with

▪ PDoE agreed to cooperate PDoE officers on project plan with the project and sent three for NFE training to Non-formal trainers to facilitate the training teachers from KPT and PVH Project ▪ 2 coordination meetings with ▪ Director of PDoH welcomed PDoH to present health project CWS and agreed with project activities 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 first PDoWA on domestic violence before the start of cooperation training

1.1.2 Organize semester meetings with district authorities and agriculture, education, rural development office and OD/HC

KPT Village Based Community Development

▪ Project Manager, Project Coordinators ▪ Meeting with PDRD, both

Program Officers, budget, vehicle

sides agreed on schedule and procedure of VDC election in 12 villages.

Annual_FY08_Logframes

▪ Agreed two trainers from

PDRD used its curriculum and one of them used to provide trainings before so that it was going on well

130

▪ Meeting with district authority

▪ The district authority to inform them about CWS project welcome CWS and help to in new target areas for two support as needed

districts Prasat Sambo and Santuk ▪ It could only be done within the

first semester of FY08

▪ The Project focuses on the

relation with Provincial Departments rather than the District Offices; however, when there was good relation at provincial level, the Project will build a good relationship with the relevant District Offices particularly in the next semester

1.1.3 Organize quarterly meetings with ▪ Project Manager, Project Coordinators▪ Quarterly meeting was conducted by project staffs commune councils for Program Officers, budget, vehicle 6 communes with VDCs, VLs and CCs at village level

▪ Quarterly meeting at commune

1.1.4 Attend PROCOCOM monthly meeting

▪ Project Manager, Project Coordinators▪ Project staff attended four

▪ Project was asked to jointly

1.1.5 Network with PLAU

▪ Project Manager, Project Coordinators▪ Project Manager and project

Program Officers, budget, vehicle

Program Officers

PROCOCOM monthly meeting.

coordinator attend integrated commune plan meeting ▪ Not done in the Second

semester

KPT Village Based Community Development

Annual_FY08_Logframes

level was replaced by village level meeting so that other key persons can participate

support AIDS Day (two times in the first semester) ▪ Commune plan of Sraoeurng is 70% in consistent with

project plan ▪ The Project has not any related

activities yet with this unit, on the other hand, topic of meetings were not related to the Project

131

Output 1.2: Strengthen leadership among local partners and community structure to better understand and implement community development principles and processes

Activities 1.2.1 Conduct VDCs/CCs quarterly meeting for improving and strengthening capacity of VDCs/CCs in target areas

▪ 80 participants (60 VDCs and

▪ Meeting minutes 20 CCs) attended quarterly meetings ▪ 100 VDCs, VLs, and CCs participated ▪ Participant list, village plan in annual planning workshop ▪ 120 VDCs, VLs, CCs trained on ▪ Project report, attendant list leadership skills (women 40%) ▪ 120 VDCs, VLs, CCs trained on ▪ Project report, attendant list CD concepts (women 40%) ▪ 700 vulnerable people in 30 villages ▪ Project report, attendant list awared on CD concepts

CWS's Inputs ▪ Budget, Staff, materials

Actual Output

▪ Communities' commitment ▪ Communities' commitment ▪ Communities' commitment ▪ Communities' commitment ▪ Communities' commitment

Variances/Remarks

▪ 4 VDC/CC quarterly meetings

with 24 VDC members, 12 VLs and 2 CC members conducted in 12 target villages

1.2.2 Conduct annual planning ▪ Budget, Staff, materials workshop to VDCs, VLs and CCs in 30 villages

▪ Project staff coached VDCs

to develop village development plan, resulted 10 villages develop development plan prepared in 10 villages

▪ The capacity of VDCs to

develop village plan is very young so project staff need more time to coach them.

▪ 1 VDC, VL, and CC's workshop ▪ 12 VDCs were able to

was conducted in cooperation with PDRD with 54 participants (15 women) in 12 villages.

KPT Village Based Community Development

Annual_FY08_Logframes

present village development plans and shared village achievement to one another

132

1.2.3 Coordinate with PDRD to conduct training in leadership, role & responsibility to 120 CCs and VDCs

▪ Budget, Staff, materials

▪ Coordinated with PDRD

organized VDC election in 12 villages, resulted 73 VDCs members (28 women) elected ▪ Coordinated with PDRD

to provide training on roles and responsibilities to 73 VDCs members from 12 villages ▪ 5 VDC members (2 women)

were elected in one village of Sroeung Commune and trained (including VL) on role and responsibility under the cooperation with PDRD 1.2.4 Conduct training on CD concept ▪ Project field staff to 120 participants (VDCs, VLs and CCs)

▪ Conducted training on

problem analysis and village development to 66 VDCs members (25 women) in 12 villages

▪ VDC members are elected

and 2 women members in each village and one reserved member are also identified ▪ 2 trainers from PDRD

provided training to new VDCs members ▪ One village in Sraeung

Commune was targeted. VDC in 8 villages were elected in first semester. All the elected VDC CC members and VLs of the old target villages were trained in the first semester ▪ 2 CC members also attended

and participants understood about 60%, it is very useful that the VDCs need to develop first, so CD concept moved to next semester.

▪ Provided 13 stationery items

to VDCs in 12 villages for village plan and other reports, proposal, and files. ▪ Project staffs provided

individual regular coaching, particularly to VDC and VL in 5 villages

▪ Done in the last semester. The

knowledge of VDCs and VLs on CD concept was still poor, so Project field staff provide them with

regular coaching

KPT Village Based Community Development

Annual_FY08_Logframes

133

1.2.5 Conduct community meeting on ▪ Project Coordinator, CDWs CD concept to 700 VPs in 30 villages

▪ Baseline survey (PLA) used

11 tools conducted for 12 villages with a total of of 821 (512 women) participants ▪ During monthly community

meeting, VDCs and VLs introduced CD concept to community people of 5 villages

Output 1.3: Vulnerable families are better able to plan▪ and manage household resources, ▪ leading to improvement in overall living conditions Activities

60 vulnerable families in 30 villages coached on household planning

▪ Household planning, home

120 VPs from 30 villages trained on

▪ Project report, attendant list

discussion actively and wanted to have their living condition and problems solved ▪ Only villagers of 5 villages were

introduced to the concept, but not in other 9 villages due to staff turnover. The Project has just had 2 replacement staff in May and one in June.

visits

family assessment CWS's Inputs

Actual Output

1.3.1 Conduct training on household ▪ Budget, staff, materials planning and family assessment to 60 VDCs

▪ Conducted VP family

1.3.2 In coordination with VDCs, organize small group meeting with VPs to develop household planning

▪ Not done in small group, but

▪ Project field staff

Variances/Remarks

assessment for 37 families in seven villages for supporting income generation facilitated individual VP households planning for 20 families in 4 villages of Sraeung commune and 5 families in one village of Tipo commune

1.3.3 Support and monitor VPs in ▪ Budget, staff, materials implementation of household plan

KPT Village Based Community Development

▪ Community people joined

▪ On going support VP to

implement family development plan for 18 families in 6 villages

Annual_FY08_Logframes

▪ The household planning is

in part of the family assessment plan, it is just listed down important points not making detail plan yet ▪ Project supported small

grant for income generation and project staffs are monitoring their activities

134

▪ 25 VPs' household plan in 5

villages supported and 2 small funds for income generation were granted 1.3.4 Conduct workshop on family assessment to 120 VPs Output 1.4: Improve literacy and numeric among 9 target communities

Activities 1.4.1 Coordinate with Provincial/ District Non-formal Education to select and train literacy teachers with 30% women

▪ Budget, staff, materials

▪ Not done

▪ Workshop will be done

in the next semester ▪ 9 literacy teachers selected and

trained ▪ 180 illiterate people (50% women) able to read and calculate ▪ 9 literacy classes in 9 villages functioned well ▪ 20 sets of community mobiled libraries established

▪ Project report, attendant list ▪ Project report, examination

result ▪ Monitoring report, student list,

teachers' record ▪ Community mobiled libraries

CWS's Inputs ▪ Budget, Project staff, materials

Actual Output ▪ Coordinated with district

education office, as result deputy chief of district education office is assigned as partner with CWS-project

Variances/Remarks ▪ 3 literacy teachers are

identified, in Beng, Thmey and Tomnub villages (1 woman) and Anlung Slen will be identified in January

▪ 11 Non-formal teachers were

selected under the facilitation of VCD and VL in 11 target villages ▪ 1 training on pedagogical skill provided to 11 literacy teachers (3 women): 4 teachers from 4 villages in Tipo Commune and 7 teachers from 7 villages in Sraeung Commune under the cooperation with PDoE

KPT Village Based Community Development

Annual_FY08_Logframes

135

1.4.2 Assess illiterate people in 9 villages

▪ Project staff

1.4.3 Conduct 9 literacy classes for 180 students (50% women)

▪ Project staff, budget

▪ Not done

▪ Refer to 1.4.2

1.4.4 Collaborate with WFP to provide food to students and teachers

▪ Project Manager/ Coordinator,

▪ Not done

▪ Refer to 1.4.2

1.4.5 Support education materials to 180 students and 9 teachers

▪ Budget, Project staff, education

▪ Not done

▪ Refer to 1.4.2

1.4.6 Cooperate with Education Office to organize International Day of Literacy

▪ Budget, Project staff

▪ Not done

▪ literacy classes not open at

1.4.7 Support 20 sets of community mobiled libraries

▪ Budget, Project staff

1.4.8 Support allowance and per-diem

▪ Budget, Project staff

to Non-formal Education Officer

to attend monthly meeting in Phnom Penh

KPT Village Based Community Development

▪ 3 trained literacy teachers in

coordination with VDCs selected 69 illiteracy people (51 women) in one village of Sroeng Commune and 2 villages of Tipou Commune

▪ It was late to identify illiteracy

people in all villages when NFE teacher's training was just done in May 2008 by PDoE

Program Officers, budget, vehicle

materials, illuminating materials, community yet. So project planned to open classes first. So project was cancel to organize International Day of Literacy. ▪ Not done

▪ This activity was not completed

because the project did not open NFE class yet in this year ▪ 1 district NFE Officer attended

4 NFE monthly coordination meetings held by MoE in Phnom Penh and supported by CWS.

Annual_FY08_Logframes

▪ The present of the Kompong

Svay District Officer in the meeting started in March 2008

136

Theme 2: Meeting Basic Need and Building Self-reliant, Sustainable Livelihoods OBJECTIVE Improve access to basic social services and amenities and improve overall food security of vulnerable people Output 2.1 Improve overall community health status and individual health condition

▪ 40 trained TBAs are able to provide

▪

▪ ▪

▪

▪

pre and post natal care consultation to pregnant and lactating women 40 TBAs refreshed and updated their knowledge and skill on pre and post natal care consultation one time TBA quarterly meeting organized in cooperation with health centers Approximately 1000 villagers improved birth spacing, mother/ child health through awareness and/ or consultation 40 trained VHVs are able to provide awareness on primary health care, avian flu, malaria, dengue fever, and HIV/ AIDS 1000 people from 30 villages were aware of HIV/ AIDS and sexual transmitted diseases prevention

▪ OD/ HC report, project report

▪ Commitment of TBA,

and OD/ HC staff ▪ OD/ HC report, project report

▪ HC report, project report ▪ HC report on birth rate, birth

▪ Commitment of villagers

spacing, mortality, and mobility rate ▪ HC report, project report

▪ Commitment of VHVs and

health center staff

▪ Project report, monitoring

report

▪ 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 influenza prevention ▪ World AIDS Day was organized for 300 people

KPT Village Based Community Development

report ▪ Project report

Annual_FY08_Logframes

137

Activities 2.1.1 Cooperate with OD to provide primary health care training to 20 field staff

2.1.2 Cooperate with VDCs to select 40 TBAs in 30 villages

CWS's Inputs Project staff, budget, materials

Actual Output ▪ Not done

Variances/Remarks ▪ The cooperation with OD

required the MoU between CWS and PDoH; however, the agreement in the MoU was not found yet. The Project has spent much time to get an agreement and expected to be done in the next semester ▪ Project staff, budget

▪ 24 TBAs in 12 villages

identified by the cooperation of Project staff and VDCs.

▪ 21 existing TBAs were selected

by HCs and 3 TBAs were newly selected.

2.1.3 Cooperate with OD/HC to provide ▪ Budget, training materials, project training to TBAs on safe delivery, staff, vehicle delivery, pre and post natal care consultation to pregnant and lactating women and provide TBA kit (as request from health center)

▪ Not done

▪ Refer to 2.1.1

2.1.4 Coordinate with OD/ HC to provid ▪ Budget, training materials, project refresher training to 40 TBAs staff, vehicle

▪ Not done

▪ Refer to 2.1.3

2.1.5 Coordinate with health center staff to organize TBA quarterly meeting

▪ Budget, project staff

▪ Not done

▪ Refer to 2.1.3

2.1.6 Support TBAs to provide awareness on birth spacing, child health to 1,000 people

▪ Budget, project staff

▪ Not done

▪ Refer to 2.1.4

KPT Village Based Community Development

Annual_FY08_Logframes

138

2.1.7 Cooperate with VDCs to select 40 VHVs in 30 villages

▪ Project staff, budget

▪ 24 VHVs (15 women) identified

2.1.8 Cooperate with HC to provide training to 40 VHVs on primary

▪ Budget, training materials, project

in 12 villages through the the cooperation between staff and VDCs ▪ Not done

staff, vehicle

▪ 17 VHVs were existing and

selected by HCs and 7 VHVs were newly selected ▪ OD/HC need CWS to prepare

MoU agreement first. So it was late as 2.1.1

health care, avian flu, malaria and

dengue fever, HIV/AIDS 2.1.9 Support material and IEC to VHVs to provide awareness to 1,000 people in 30 villages on HIV/AIDS and STD prevention

▪ Budget, IEC materials, project staff

▪ Not done

2.1.10 Coordinate with HC to conduct

▪ Budget, project staff

▪ 1 quarterly meeting was conducte▪ There was a misunderstanding

in cooperation with Chhouk HC for 9 VHVs from 9 villages of Sraeung Commune

quarterly meeting with 40 VHVs

▪ Refer to 2.1.8

between OD/HC and Project to wait for MoU agreement with PDoH to implement activities in commune level and Project staff spent time discussing and understanding each other at the end of May.

2.1.11 Support 40 VHVs to conduct awareness on primary health care to 2,000 people in 30 villages

▪ Budget, IEC materials, project staff

▪ Not done

▪ Refer to 2.1.8

2.1.12 Support 40 VHVs to conduct awareness on dengue fever, malaria and avian influenza to 2,000 people in 30 villages

▪ Budget, IEC materials, project staff

▪ 362 people (305 women) from

▪ VHVs did not receive training

KPT Village Based Community Development

9 villages in Sraeung Commune received awareness raising on dengue fever conducted in cooperation with Chhouk HC.

Annual_FY08_Logframes

from HC yet, so the Project facilitated HC staff to provide the awaress raising to the people with assistance from VHVs.

139

2.1.13 Coordinate with OD/HC to organize World AIDS Day with 300 participants

▪ Coordinated with CC and HC

▪ Budget, project staff

Question-answer asked for 57 participants 60% could answer. 30 participants who could answer received 30 Sarongs and another 27 participants received soaps Output 2.2 Improve knowledge and practice of target communities on food nutrition, and health status of malnourished children five years and under

Activities 2.2.1 Support 40 VHVs to provide awareness on nutrition to 2000 people in 30 villages.

▪ Done in the first semester

organized AIDS day in Sraeung commune with 198 participants from 5 villages

▪ 2000 people applied nutritious food

▪ Project report, growth for their children and family members monitoring report of VHV after awareness ▪ 360 malnourished children under ▪ Project report, growth five years in 9 villages monitoring report of VHV improved health condition

CWS's Inputs ▪ Field staff, budget, IEC materials

Actual Output ▪ 1,211 women in 12 villages

understood basic needs of nutrition through awareness raising

▪ They could provide 60%

of correct answers.

▪ Communities' participation

▪ Communities' participation

Variances/Remarks ▪ More women are interested in

receiving food from WFP through our support than we expected.

from VHVs 2.2.2 Collaborate with VHVs to provide nutrient food to 360 malnourished

children in 9 villages

KPT Village Based Community Development

▪ Field staff, budget, IEC materials

▪ 319 childrens, 49 pregnant

women, 106 lactating mothers and another 313 mothers received nutritious food from WFP through our project

Annual_FY08_Logframes

▪ The project received

nutritious food from WFP for distribution to children under 2 years old every month

140

Output 2.3 Improve access to safe water and household sanitation and reduce incidence of water-borne diseases in target communities

▪ 120 families benefited from ▪ ▪ ▪ ▪ ▪

▪

▪

Activities

construction of 40 open wells 100 families benefited from construction of 20 aprons 150 vulnerable families benefited from 150 ceramic filters distribution 800 people improved household sanitation condition 40 families benefited from construction of 40 household latrines 750 school children and teachers in 5 primary schools can access to clean drinking water 750 school children and teachers from 5 primary schools educated on water and sanitation World Water Day organized with 300 participants

2.3.2 Cooperate with VDCs to support

▪ Project staff, budget, construction

KPT Village Based Community Development

▪ ▪ ▪ ▪

▪ Road is accessible to target

areas ▪ Road is accessible to target

areas

▪ Project report, monitoring

report ▪ Project report, monitoring

report Actual Output

Variances/Remarks

▪ 40 households in 2 villages of

▪ Project staff

wells and aprons

▪

report Project report, monitoring report Project report, monitoring report Project report, monitoring report Project report, monitoring report Project report, monitoring report

CWS's Inputs

2.3.1 Cooperate with VDCs to select families benefits from 40 open wells and 20 aprons

beneficiaries to construct open

▪ Project report, monitoring

Tipou Commune were selected to benefit from 8 open wells. 40 households in 4 villages of Sraeung Commune were selected to benefit from 8 open wells. materials, vehicle, ring moles

▪ 4 open wells were constructed

at Cham Thnanh village and 4 at Trapaing Trom village in Tipou Commune, which benefited 40 families

Annual_FY08_Logframes

▪ Open well construction was not

done yet in Sraeung Commune because of staff turnover.

141

2.3.3 Cooperate with VDCs to select

▪ Project staff

▪ 21 vulnerable families were

selected from 3 villages of Sraeung commune

150 vulnerable families to receive

water filter in 30 villages 2.3.4 Provide 150 water filters to 150

▪ Project staff, budget, vehicle

2.3.5 Support VHVs to provide water and sanitation education to 800 people in 30 villages

▪ 21 VPs received 21 ceramic

water filters in 3 villages in Sraeung commune (10 water filters were provided to Boeng Khvek, 5 to Tumnob and 6 to Along Sleng village)

vulnerable families in 30 villages

▪ Project staff, budget, IEC materials

people (44 women) at Chamboeng

village ▪ Project staff

2.3.7 Support beneficiaries in latrine construction

▪ Project staff, construction materials,

2.3.8 Cooperate with school masters and teachers to provide water filters and how to maintain

▪ Project staff, budget

KPT Village Based Community Development

▪ 5 VPs were selected from 4

villages of Sraeung Commune and 3 VPs were selected from 2 villages of Tipou Commune budget

because of staff turnover ▪ The same vulnerable families

targeted in 2.3.3

▪ 172 people (87 women) received ▪ The awareness raising was

awareness raising on water and sanitation: 74 people (43 women) at Beng village and 98

2.3.6 Cooperate with VDCs to select 40 vulnerable families benefit from 40 latrine constructions

▪ Only 3 villages were targeted for this activity, but not in other 8 villages

▪ 8 household latrines were

constructed in 5 villages: (3 in 2 villages of Tipou Commune, 5 in 4 villages of Sraeung Commune ▪ 3 water filters were provided to

Beng Primary School, 4 to Trapaing Trom Primary School and 6 to Chamboeng Primary School

Annual_FY08_Logframes

done by Project staff because VHVs were not trained yet, and only 2 villages were targeted for this activity, not for other villages because of staff turnover ▪ Because of staff turnover, the Project

could not target other villages

▪ Less than planned, the reason

refers to 2.3.6

▪ Other target schools had

water filters supported by UNICEF, and project supported only 3 primary schools

142

2.3.9 Support HC to provide water and sanitation awareness to 750

▪ Project staff, budget, IEC materials

received awareness raising on water and sanitation from Project staff: 53 (23 girls) in Trapaing Trom Primary School, 74 (43 girls) in Beng Primary School and 98 (44 girls) at Chamboeng Primary School

school children and teachers in

5 primary schools

2.3.10 Cooperate with PDRD to organize the World Water Day with 300 participants

Output 2.4 Children of vulnerable families have the necessary materials to attend primary schools Activities 2.4.1 Cooperate with VDCs to select

▪ Project staff, budget, IEC materials

▪ Not done

▪ The Project activity on water

and sanitation has limit in this semester, so the Project will implement this activity in FY09 ▪ 100 children (60% girls) of vulnerable ▪ Project report

families received education materials and motivated to attend school

▪ Project staff

families

2.4.2 Cooperate with District Office of ▪ Project staff, budget Education to provide education materials to 100 children (60% girl) from vulnerable families

▪ Parents supported their

children to go to school

CWS's Inputs

the school children of vulnerable

KPT Village Based Community Development

▪ 225 primary students (110 girls) ▪ Refer to 2.1.10

Actual Output ▪ 58 primary school children

(32 girls) of vulnerable families were selected from 12 villages

▪ 58 primary school children

received 58 kits of education materials

Annual_FY08_Logframes

Variances/Remarks ▪ 34 existing children were

selected in last semester and another 14 children in 4 villages were added ▪ The project supported school

education materials only one time a year and education material is different for students' grade

143

2.4.3 Encourage parents to keep on supporting their children's education

▪ Field staff

2.4.4 Cooperate with school teacher

▪ Project staff, budget

▪ Parents of 58 poorest children

were encouraged and motivated to send their children to school

▪ Not done

(60% up) targeted children

▪ At least 70% of 160 trained families

security and household income among

vulnerable people, self-help/ interest groups in target communities ▪ ▪ ▪ ▪ ▪ ▪

KPT Village Based Community Development

VDCs and VLs to regularly follow up and motivate them

▪ The project distributed

education materials to VP children on February 2008 and follow up children score in every semester. In this year teachers will prepare score for their students in July

to provide incentive to high score

Output 2.5 Improve agricultural productions, food

▪ Project staff coordinated with

▪ Project report, trip report

improved their livestock raising technique and increased numbers of livestock At least 60% of 40 trained families ▪ start raising fish At least 80% of 40 trained farmers ▪ practiced SRI in their rice plot At least 90% of 160 trained ▪ households have home garden 9 demonstration farmers are able to ▪ prepare 9 demonstration plots 9 Field Days organized for 270 ▪ farmers in 9 different demo plots 588 people introduced concept and ▪ advantages of self-help/interest group formation

▪ No epidemic diseases

Community participation

Project report, trip report

▪ Fingerling available

Project report, trip report

▪ No severe flood and drought

occurred Project report, trip report Project report, trip report

▪ Farmer's commitment

No migration Project report, trip report Project report, trip report

Annual_FY08_Logframes

144

Activities 2.5.1 Cooperate with VDCs to select 160 families in 30 villages for livestock raising training

▪ At least 49 self-help/interest groups

▪ Project report, trip report

▪ Community's participation

formed on their own initiative ▪ 30 self-help/interest groups funded as pilot activities

▪ Project report, trip report

▪ Groups qualified

and interest

CWS's Inputs

Actual Output

▪ 91 key people (60 women) were ▪ Because of staff turnover, the activity

▪ Project staff

selected from 3 villages of Sraeung Commune for livestock

2.5.2 Cooperate with PDoA to conduct ▪ Project staff, budget, training on livestock raising training materials to 160 selected families.

▪ 91 key people (60 women) in

2.5.3 Provide each target village of 10 ▪ Budget, fowl alternatives, livestock fowl alternatives and 2 livestock's and vaccines and vaccination to 160 families in 30 villages.

▪ Aminal raising awareness was

2.5.4 Cooperate with VDCs to select 40 families in 30 villages for fish raising training

▪ Not done

▪ Project staff

Variances/Remarks was only implemented in these 3 villages ▪ Refer to 2.5.1

3 villages of Sraeung Commune were trained on chicken and pig raising by PDoA

introduced to 58 families from Chamboeng and Thnot Chour villages and 282 cows were then vaccinated through the cooperation of the Project and PDoA

▪ Only 2 villages implemented this

activity while other villages has no such request.

▪ The target communities have

small number of pond and most of them belong to medium families

when the Project focuses on poor and vulnerable families. So project planned to support fish raising in plastic for next FY09

KPT Village Based Community Development

Annual_FY08_Logframes

145

2.5.5 Cooperate with PDoA to conduct ▪ Project staff, budget, training on fish raising to 40 training materials families in 30 villages.

▪ Not done

▪ Refer to 2.5.4

2.5.6 Provide fingerling and materials ▪ Budget, fingerlings, plastic net and to 40 families who raise fish plastic sheet in 30 villages

▪ Not done

▪ Refer to 2.5.4

2.5.7 Cooperate with VDCs to select 40 families in 30 villages for SRI training

▪ 20 key farmers (17 women)

▪ Because of staff turnover, the activity

▪ Project staff

selected in 4 villages of Sraeung commune.

was implemented in these 4 villages only

2.5.8 Cooperate with PDoA to conduct ▪ Project staff, budget, training on SRI to 40 families training materials in 30 villages.

▪ Not done

2.5.9 Provide rice seed to 40 families in 30 villages

▪ Not done

▪ Refer to 2.5.8

2.5.10 Cooperate with VDCs to select ▪ Project staff 160 families for home gardening in 30 villages

▪ 26 key farmers (18 women)

▪ Due to staff turnover, the activity

2.5.11 Cooperate with PDoA to conduct ▪ Project staff, budget, training on vegetable growing training materials to 160 families in 30 villages

▪ 26 farmers received training on

KPT Village Based Community Development

▪ Budget, rice seed

▪ PDoA was sending trainers late

for SRI training due to their staff's time constraints till July. So the activity will be implemented in the next semester

selected in 4 villages of Sraeung commune.

was implemented in these 4 villages only

▪ Refer to 2.5.10

home gardening conducted at Tamnob village by the PDoA

Annual_FY08_Logframes

146

2.5.12 Provide vegetable seed to 160 families in 30 villages

▪ Budget, vegetable seeds

2.5.13 Cooperate with VDCs to select 9 demo farmers in 9 villages

▪ Project staff

▪ Not done

▪ The home garden training

was done at the end of June, and project will support seed to 26 trained farmers in next semester ▪ 8 demo farmers were selected

in 8 villages of Sraeung Commune and in one village of Tipou Commune

2.5.14 Cooperate with PDoA to conduct ▪ Project staff, budget, training on IFM to 9 demo farmers training materials in 9 villages.

▪ Not done

2.5.15 Provide seeds and materials to 9 demo farmers in 9 villages

▪ Not done

▪ Refer to 2.5.14

2.5.16 Organize field day in 9 places with ▪ Project staff, budget 9 demo farmers for 270 people

▪ Not done

▪ Refer to 2.5.14

2.5.17 Conduct community meeting on ▪ Project staff, budget SHG and the advantages of group formation in 30 villages

▪ 4 individual and small group

▪ The SHG concepts were

KPT Village Based Community Development

▪ PDoA was sending trainers late

for IFM training due to their staff's time constraints till July. So the activity will be implemented in next semester

▪ Budget, seeds, materials

meetings in 4 villages were conducted with 125 people (86 women)

Annual_FY08_Logframes

introduced in all meetings but there was not much interest because they have similar groups who are supported by PDoA

147

2.5.18 Form 49 SHG/ interest group at ▪ Project staff and materials least 12 members of each group

2.5.19 Conduct workshop in SHG concept and the advantages of group formation for 588 participants

▪ Project staff, budget,

2.5.20 Provide training on SHG bookkeeping to 245 participants

▪ Project staff, budget,

2.5.21 Provide grant support/ WCA to 30 SHGs/ interest group

▪ WCA grant

▪ 3 SHGs were formed in 2

▪ Due to staff turnover, the activity

villages with a total of 62 members 2 SHGs in Thmey Village with ▪ 50 total members and 1 SHG Boeng Khvek village with 12 members ▪ Not done

was implemented in 5 villages. Since they are new group, the Project has spent a lot of time to encourage the people individually and in group

▪ Due to staff turnover and lack

training materials

of time, the activity was limited to group formation only ▪ Not done

▪ Refer to 2.5.19

▪ Not done

▪ Refer to 2.5.19; and the Project

training materials

could not grant WCA yet to the newly formed group. It required the maturity of the group before such support can be given

Theme 3: Strengthening Civil Society OBJECTIVE Strengthen target community understanding and practice of peace building and restorative justice Output 3.1 Community key persons (CCs, VDCs, VLs, elderly, monk) play an active role in peace building, responding to conflict, and utilizing LCP approaches in their communities

KPT Village Based Community Development

▪ 100 key people ( teacher, VDC, VLs, ▪ Training report,

elderly, TBAs, VHV, monk) trained in project report understanding conflict ▪ 48 CC members received reflection ▪ Workshop report, workshops on Working for Peace project report ▪ 40 VDCs, VLs and CC members ▪ Training report, trained on LCP concept project report

Annual_FY08_Logframes

▪ CC members and VLs were very

busy with election campaign ▪

148

Activities

CWS's Inputs

Actual Output

Variances/Remarks

3.1.1 Conduct 4 training courses on ▪ Program coordinator/officer, Understanding Conflict to 100 key project coordinator, budget, training material persons for 24 villages

▪ 24 CPV (12 women) were

3.1.2 Conduct 2 Reflection Workshop ▪ Program coordinator/officer, on Working for Peace to 48 CC project coordinator, budget, training members. material

▪ Not done

3.1.3 Conduct 2 training courses on LCP concept to 40 participants

▪ Not done

▪ Refer to 3.1.2

▪ An International Women Day

▪ During VDC's workshop, there

▪ Program coordinator/officer,

elected by the respective villagers in 12 villages under the facilitation of the Project staff

village, training could not be conducted before the selection of those CPV, which was conducted in May ▪ The Project staff requires

supports from Program staff. On the other hand, the Program and the Project agreed to move this activity to FY09 due to time constraints and staff turn over

project coordinator, budget, training material was organized in Sroeng village, with 177 participants (114 women) to introduce woman rights and domestic violence ▪ 2 training courses on gender

and domestic violence were provided to 72 people (48 women): 35 (22 women) in Tumnob Villages, 37 (26 women) in Thmey Village, under the facilitation of PDoWA

KPT Village Based Community Development

▪ As CPV is the focal person in the

Annual_FY08_Logframes

was a suggestion from villager, especially from Sroeng Commune, to CWS and PDoWA to provided training courses on domestic violence and other necessary intervention to help reduce the domestic violence in their communities.

149

Theme 4: Emergency Response and Preparedness OBJECTIVE To 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 4.1 Village Disaster Volunteers function

▪ 48 VDVs (24 female) selected in 24

actively, commune and village disaster

preparedness plans developed and implemented in target communities

▪ ▪

▪ ▪

▪

Activities

villages 60 VDVs and CCs received CBDRM training 200 interested key people in 24 villages received echo training on CBDRM 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.

▪ Training report, project report ▪ Training report, project report

▪ Project report ▪ Project report

▪ Meeting minute, project report

CWS's Inputs

4.1.1 Cooperate with VDCs and VLs to ▪ Project coordinator, budget select 48 VDVs in 24 villages

KPT Village Based Community Development

▪ Project report

Actual Output ▪ 25 Red Cross Volunteers

(13 women) were selected from 12 target villages through democratic election under the facilitation of PRC and the Project

Annual_FY08_Logframes

Variances/Remarks ▪ In stead of calling VDV, the

disaster volunteer at village level are called Red Cross Volunteer (RCV) because they are officially recognized by CRC and its branch and facilitated the election by the provincial branch in cooperation with CWS

150

4.1.2 Coordinate with PRC to provide ▪ Program/Project coordinator, budget, ▪ Not done 2 training courses on CBDRM to training materials VDVs and CCs.

▪ There was a delay for RCV

4.1.3 Support VDVs to conduct echo ▪ Project coordinator/staff, budget, training on CBDRM to 200 intertraining materials ested key persons in 24 villages

▪ Not done

▪ Refer to 4.1.2

4.1.4 Support VDVs to conduct disaster ▪ Project staff, budget, IEC materials preparedness awareness in 30 villages for 1000 interested people.

▪ Not done

▪ Refer to 4.1.2

4.1.5 Facilitate VDVs, VLs, VDCs and ▪ Project staff CCs to develop village disaster mitigation plans.

▪ One water gate proposal was

▪ Village disaster mitigation plan

4.1.6 Support VDVs, VDCs, VLs and CCs to implement 5 disaster mitigation projects.

▪ 1 water gate was granted to

▪ Budget

developed by RCV, VDC and VL in Thnot Chour Village

Thnort Chuor village with 63% project contribution plus 37% of community's.It was expected to benefit 24 families or 120 people (58 women) in the village for rice irrigation and 3 neighboring villages

4.1.7 Organize and facilitate semester ▪ Program/Project coordinator, budget, ▪ Not done meeting for 100 key persons workshop materials

KPT Village Based Community Development

Annual_FY08_Logframes

election so the Project could not facilitate with PRC to provide such training

was not developed because there was no training provided in advance to RCV, VDC and VL ▪ The construction is still on the

way because there was late identifying RCV as the focal person for such planning

▪ Refer to 4.1.2

151

Output 4.2 Improve capacity of VDVs to provide first aid services to emergency victims and most vulnerable people Activities

▪ 48 VDVs trained on CBFA and

▪ Training report, project report

equipped first aid kit

CWS's Inputs

Actual Output

4.2.1 Coordinate with PRC to provide ▪ Program/Project coordinator, budget, ▪ 24 Red Cross Volunteers from 2 training courses on CBFA to training materials 12 target villages were trained 48 VDVs on CBFA by PRC Output 4.3 Respond well-being of vulnerable people ▪ 500 vulnerable people and disaster victims received commodities and disaster victims in times of assistance emergency Activities

CWS's Inputs

4.3.1 Provide emergency relief to 40 ▪ ERP Coordinator, Project staff, VPs and disaster victim families budget, vehicle in affected areas

▪ Project report, beneficiary

list

▪ There was good coordination

with PRC

▪ Resource from outside was

available and local authority participantion Resource from outside

▪ Provided food to 30 flooded

affected families in 3 villages each family received 25 kg of white rice, 2 bottles of fish souse, 2 bottles of soy souse 1 bottle of vegetable oil, and 1 kg of iodine salt. ▪ 7 food shortage families in

Thmey Village of Sroeng Commune received 7 food kits

KPT Village Based Community Development

Variances/Remarks

Annual_FY08_Logframes

Variances/Remarks ▪ The distribution on 27 Aug in Boeng Khvek, Thnot Chhour and Anlung Sleng

▪ The whole emergency food kit

include 250 Kg of rice, 7 cans of canned fish, 7 packs of iodine salt, 7 bottles of vegetable oil, 7 bottles of fish sauce and 14 bottles of soya sauce

152

4.3.2 Support food assistance to 500 flood and or drought victim families in target areas.

▪ ERP Coordinator, Project staff,

budget, vehicle

▪ Rice seed provided to 115

▪ In Nov 08 each family

flood affected families in 5 villages with total of 2300 kg for dry season rice growing ▪ Proposal will be submitted from PRCs in Jan 08 ▪ Not done

received 20 kg of rice seed

▪ No major drought and flood

during this second semester 4.3.3 Support emergency kits to PRCs

▪ Budget, project coordinator/manager ▪ Project distributed emergency

▪ The kits include 70 scarfs, 25

response and preparedness kits to CRC Kompong Thom on 18 February 2008

mosquito nets, 25 blankets, 25 pots for cooking rice, 25 pots for cooking soup, 10 blue tents, 10 sarongs, and 20 mats

Theme 5: Project Development, Management and Supervision OBJECTIVE Effective and efficient program management and functioning; enhance community development planning and practice Output 5.1 Monitor and support field staff and field operation in appropriate manner

▪ Monthly project monitoring visits

(monitoring of project management and implementation and field staff performance) ▪ Semester monitoring visit for M&E system

Activities 5.1.1 Field visit to monitor project management (12 times)

KPT Village Based Community Development

▪ Trip report

▪ M&E report

CWS's Inputs ▪ Project Manager, Program Officers,

vehicle

▪ Unexpected work occurred

Actual Output ▪ Project manager and deputy

Project manager monitored

Annual_FY08_Logframes

Variances/Remarks ▪ Coaching given on training

PRA presentation, stay

153

PRA, VDC selection, trainings and stay overnight for 9 times ▪ 12 times of field visits by the

5.1.2 Field visit to monitor project implementation and staff performance (24 times)

▪ Project Manager, Program Officers,

vehicle

Project Manager to monitor VDC quarterly meeting, community monthly meeting, VDC integration planning workshop, RCV election, VP assessment training, and sport check of CDWs' activities ▪ Project coordinator monitored staff performance for 19 times and project manager monitored for 6 times ▪ Project Manager monitored

staff performance for 5 times

5.1.3 Conduct monitoring & evaluation ▪ Project manager / coordinator ▪ Project manager, coordinator system two times per year vehicle, Program officers/coordinator and project staff participated Program manager monitoring system conducted by FMER program

▪ Not done in this semester yet

overnight, and learning ▪ Coaching and advice were given

to project field staff on village work plan, participatory tools, methods for training, and meeting

▪ Coaching and advice were given

to field staffs on SHGs, VDCs working with VPs, village plan, training, selection of beneficiaries ▪ Coaching and advice were

given to project field staffs on team work, VP assessment, training plan, and selection of beneficiaries ▪ Monitoring system was conducted

first time by FMER focusing on planning. Six months, quarterly and monthly planning need to be improved. ▪ As planned by M & E unit

the 2nd monitoring will be done in September 2008

KPT Village Based Community Development

Annual_FY08_Logframes

154

Church World Service Cambodia Log-frame Annual FY 08 Report Project Name: Preah Vihear Village Based Community Development Project Project No.

Narrative Summary

Objectively Verifiable Indicators

Actual Output

Variances/ Remarks

Overall Objective: To develop the communities' capacity to define their development direction and improve them to meet their basic need; access to basic social services; sustainable livelihood opportunities and food security. Theme 1: Capacity Building for Development Planning OBJECTIVE 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 Output 1.1: Enhance program coordination with sectoral forums (PROCOCOM) provincial departments (PDRD, PDoA, PDoE, PDoH), district authorities and CCs

▪ At least 4 coordination meetings with ▪ ▪ ▪ ▪

related provincial departments 5 coordination meeting with 3 district authorities and related offices 18 meetings with commune councils from 6 communes 6 meetings with PROCOCOM At least 2 coordination meeting with PLAU for training/workshop for CCs.

Activities 1.1.1 Attend coordination meetings with PDRD, PDoA, PDoE, PDoH

▪ ▪ ▪ ▪ ▪

CWS's Inputs

Actual Output

▪ Project Manager, Project Coordinators

Program Officers

▪ One Coordination meeting with

PDRD staff as resulted the Project plan for VDC election and training in new target areas for 18 villages in Choam Khsant District. ▪ Another coordination meeting with

PDRD was organized during this reporting period on VDC election and training for the new VDCs in Yeang commune.

PvH Village Based Community Development Project

Annual_FY08_Logframes

Variances/ Remarks ▪ PDRD agreed to cooperate firstly

with elected VDCs in 12 village, in Rumor Sre, Teuk Kraham and Chorm Khsant Commune. ▪ Two PDRD staff were provided to

coordinate the election and training with CWS Cambodia.

155

▪ One coordination meeting conducted

with PDoH in which the Director PHD agree to coordinate

▪ PDoH Director asked CWS to

follow her agreement form for MOU

▪ Two meetings with PDoH to discuss

the coordination framework and MoU between PDoH and CWSC

1.1.2 Organize semester meetings with district authorities and agriculture, education, rural development office and OD/HC

▪ Project Manager, Project Coordinators Program Officers, budget, vehicle

▪ Meeting with district authority and

informed them of CWS project in new target areas, 18 target village in four Communes of Choam Khsant District

▪ The district authority welcomed

CWS's presence to support them

▪ Meeting with educational district authority ▪ The district Education

to inform CWS educational activity such as support students from poorest families and Non-Formal Education

1.1.3 Organize quarterly meetings with commune councils for 6 communes

▪ Project Coordinators, field staff,

1.1.4 Attend PROCOCOM monthly meeting

▪ Project Manager, Project Coordinators

budget

▪ PDRD, DOoE, Chhouk HC and District Governor were invited and participated in the VDCs' Annual Workshop.

▪ Relationship has been built not only

▪ Four quarterly meetings were

▪ Quarterly meeting at commune

conducted by project staffs with VDCs, VLs and CCs at village level.

level was replaced by village level meeting so that other key persons can participate

▪ Not done

Program Officers

PvH Village Based Community Development Project

Officer welcome CWS activities and help to support

between those departments and offices and CWS but also the VDCs, CCs and VL.

▪ The meeting was held in the

Province and the Project staff who mostly stay in the village could not attend

Annual_FY08_Logframes

156

1.1.5 Network with PLAU

▪ Project Manager, Project Coordinators

▪ Program Officer and Project

coordinator conducted meeting with PLAU for training to CCs

Program Officers, vehicle

▪ One project staff attended

integrated commune plan workshop in province ▪ No task with this department has been set

during this reporting period Output 1.2: Strengthen leadership among local partners and community structure to better understand and implement community development principles and processes

▪ 80 participants (60 VDCs and ▪ ▪ ▪ ▪

20 CCs) attended quarterly meetings 100 VDCs, VLs, and CCs participated in annual planning workshop 120 VDCs, VLs, CCs trained on leadership skills (women 40%) 120 VDCs, VLs, CCs trained on CD concepts (women 40%) 700 vulnerable people in 30 villages awared on CD concepts

Activities 1.2.1 Conduct VDCs/CCs quarterly meeting for improving and strengthening capacity of VDCs/CCs in target areas

▪ Meeting minutes

▪ Communities' commitment

▪ Participant list, village plan

▪ Communities' commitment

▪ Project report, attendant list

▪ Communities' commitment

▪ Project report, attendant list

▪ Communities' commitment

▪ Project report, attendant list

▪ Communities' commitment

CWS's Inputs ▪ Budget, Staff, materials

Actual Output ▪ Quarterly meeting was not

organized but project staff have meetings with individual VDCs and CCs every month in target villages ▪ 6 quarterly meetings at commune level

were conducted in 3 communes with participation from VDCs, VLs and CCs to share their achievements, challenges and best practices on development of their community.

PvH Village Based Community Development Project

Annual_FY08_Logframes

Variances/ Remarks ▪ Quarterly meeting will start in

January 2008 due to the Project staff met CCs for coordination of of activities and VDCs were busy in village planning ▪ 75 people (29 women) including

15 VLs, 9 CCs and 51 VDCs participated in 3 meetings of the 2nd quarter in 3 communes and 31 people (6 women) including 9 VLs,

5 CCs and 17 VDCs participated in 3 meetings of the 3rd quarter in 3 communes.

157

1.2.2 Conduct annual planning ▪ Budget, Staff, materials workshop for VDCs, VLs and CCs in 30 villages

▪ Project staff coached VDCs develop

village development plan, resulted 18 Village Development Plan developed for 18 target villages

▪ The capacity of VDC to do village

plan is very young so Project staff need more time to coach them.

▪ One-day VDC's Annual Reflection

Workshop was conducted with the participation of 47 people (15 women) including VDCs and VLs of 18 villages, CCs of 4 communes, District Governor, PDRD, District Office of Education and HC to share the Project achievements and development plans 1.2.3 Coordinate with PDRD to conduct training in leadership, role & responsibility to 120 CCs and VDCs

▪ Budget, Staff, materials

▪ Coordinated with PDRD organized

VDCs election in 12 target villages, resulted 60 VDC members (24 women) selected ▪ Coordinated with PDRD provided

training on roles and responsibilities to 60 VDC members, 12 VCs from 12 villages and six CC members from three communes

▪ VDC members are elected

and 2 women members integrated in each village

▪ 2 trainers from PDRD provided

three training courses to new VDCs members, VCs and CCs

▪ 2 two-day training courses on role

and responsibility of VDCs, communication and minute writing were conducted for 33 VDCs (11 women) by PDRD. 1.2.4 Conduct training on CD concept to 120 participants (VDCs, VLs and CCs)

▪ Budget, Staff, materials

PvH Village Based Community Development Project

▪ Conducted training on simple

proposal, village development plan for 74 VDC members (22 women) in 12 villages

Annual_FY08_Logframes

▪ The CD concept training

move to February 2008 because VDC need village plans

158

▪ Provided stationeries; 12 items

to VDCs in 12 villages for village plan and other reports, proposal, files ▪ 4 two-day training courses on

CD concept were provided to 77 participants (21 women) including 51 VDC (18 women) 8 CC and 18 VLs (3 women). 1.2.5 Conduct community meeting on CD concept to 700 VPs in 30 villages

▪ Budget, Staff, materials

▪ Baseline survey (PLA) used

14 tools conducted for 12 villages with a total participants of 557 (400 women) ▪ Not done during this reporting period

Output 1.3: Vulnerable families better able to plan and manage household resources, leading to improvement in overall living conditions

planning and family assessment which is under the Output 1.3.1

▪ Community people joined

discussion actively and they wanted to share their living condition and problems to be solved ▪ The courses on CD Concept were provided late and the Project could not assist VDC to conduct village meeting to introduce the concept to VPs.

▪ 60 vulnerable families in 30 villages

coached on household planning ▪ 120 VPs from 30 villages trained on

family assessment

Activities 1.3.1 Conduct training on household planning and family assessment to 60 VDCs

▪ The topics included household

CWS's Inputs ▪ Budget, staff, materials

Actual Output ▪ Project staff build relationship

with 27 VP families in 12 villages and support them to make home gardening and plant vegetables

Variances/ Remarks ▪ Assessment was not conducted because the project wanted to respond

to 27 VP families who needed to improve their living condition

▪ The training's topics were combined

with CD Concept training under 1.2.4

PvH Village Based Community Development Project

Annual_FY08_Logframes

159

1.3.2 In coordination with VDCs, organize small group meeting with VPs to develop household planning

▪ Budget, staff, materials

▪ VP household planning for individual

families for 27 families in 12 villages

▪ The Project staff in cooperation

▪ The household planning is only

for vegetable growing and household sanitation. ▪ Refer to the output 2.5.10

with VDC identified 20 vulnerable families. Several individual meetings done by staff and VDC have identified home gardening action plan. ▪ Support ideas and vegetable seeds

1.3.3 Support and monitor VPs in ▪ Budget, staff, materials implementation of household plan

to 27 VP families to grow morning glory 25 banchs, mustard 19 banchs. ▪ 20 families received local seed,

▪ Refer to the output 2.5.12

which was collected by staff from other villagers. 1.3.4 Conduct workshop on family assessment to 120 VPs Output 1.4: Improve literacy and numeric among 9 target communities

▪ Budget, staff, materials

▪ Not done

▪ 9 literacy teachers selected and

▪ Project report, attendant list

trained ▪ 180 illiterate people (50% women) able to read and calculate ▪ 9 literacy classes in 9 villages functioned well ▪ 20 sets of community mobile libraries established

PvH Village Based Community Development Project

▪ Refer to 1.3.2

▪ Project report, examination

result ▪ Monitoring report, student list,

teachers' record ▪ Community mobile libraries

Annual_FY08_Logframes

160

Activities 1.4.1 Coordinate with Provincial/ District Non-formal Education to select and train literacy teachers with 30% women

CWS's Inputs

Actual Output

▪ Budget, Project staff, materials

▪ Coordinated with provincial

education , as result the Non-Formal Education officer welcomed CWS Cambodia and as partner with CWS Cambodia Projects ▪ With the permission from District

Office of Education, CWS selected 13 literacy teachers (1 woman) 13 villages. ▪ 1 training on pedagogical skill

provided to 13 literacy teachers under the cooperation with PDoE held in KPT.

1.4.2 Assess illiterate people in 9 villages

▪ Identified literacy program will be

▪ Project staff

implemented in five villages; Au Ksan, Trapeang Thom, Svay, Veal Thom and Kork. ▪ 36 illiterate people were selected

from 4 villages by literacy teachers 1.4.3 Conduct 9 literacy classes for 180 students (50% women)

▪ Project staff, budget

1.4.4 Collaborate with WFP to provide food to students and teachers

▪ Project Manager/ Coordinator,

1.4.5 Support education materials to 180 students and 9 teachers

▪ Budget, Project staff, education

▪ Not done

Variances/ Remarks ▪ 5 literacy teachers are transferred

to join training in Kompong Thom Province

▪ CWS selected them only from the

Villages where there is no literacy class ▪ 5 of them resigned because

they were busy with their livelihood and could not attend the module 2 course while training were provided during the transparent season. ▪ Illiterate people assessment will

be done in January 08

▪ The Project has piloted the

activities with 4 villages first. ▪ 2 classes will start in August

2008 with 36 students. ▪ Not done

Program Officers, budget, vehicle

▪ No WFP's School Feeding

Project in Preah Vihear Province. ▪ Not done

▪ Refer to 1.4.2

materials, illuminating materials,

PvH Village Based Community Development Project

Annual_FY08_Logframes

161

1.4.6 Cooperate with Education Office to organize International Day of Literacy

▪ Budget, Project staff

▪ Not done

▪ International Literacy Day was

in September; however the Project has just started this activity in the target

areas for three months and did not accomplish it because no NFE teachers

NFE teacher and students were identified. 1.4.7 Support 20 sets of community mobile libraries

▪ Budget, Project staff

1.4.8 Support allowance and per-diem to Non-formal Education Officer to attend monthly meeting in Phnom Penh

▪ Budget, Project staff

▪ 28 Health Magazines (2 issues)

were distributed to 18 villages and 150 CEDAC's Farmer Magazines (monthly issue) were distributed to interested farmers. ▪ Not planned for PVH, it was

initially planned for KPT only.

Theme 2: Meeting Basic Need and Building Self-reliant, Sustainable Livelihoods OBJECTIVE Improve access to basic social services and amenities and improve overall food security of vulnerable people Output 2.1 Improve overall community health status and individual health condition

▪ 40 trained TBAs are able to provide

▪

▪ ▪

▪

pre and post natal care consultation to pregnant and lactating women 40 TBAs refreshed and updated their knowledge and skill on pre and post natal care consultation one time TBA quarterly meeting organized in cooperation with health centers Approximately 1000 villagers improved birth spacing, mother/child health through awareness and/or consultation 40 trained VHVs are able to provide awareness on primary health care,

▪ OD/ HC report, project report

▪ Commitment of TBA,

and OD/ HC staff ▪ OD/ HC report, project report

▪ HC report, project report ▪ HC report on birth rate, birth

▪ Commitment of villagers

spacing, mortality and mobility rate ▪ HC report, project report

▪ Commitment of VHVs and

health center staff

avian flu, malaria, dengue fever and HIV/AIDs

PvH Village Based Community Development Project

Annual_FY08_Logframes

162

▪ 1000 people from 30 villages

awared of HIV/ AIDS and sexual transmitted diseases prevention ▪ 2000 people from 30 villages awared of primary health care ▪ 2000 people in 30 villages awared of dengue fever, malaria and avian influenza prevention ▪ World AIDS Day organized for 300 people Activities 2.1.1 Cooperate with OD to provide primary health care training to 20 field staff

▪ Project report, monitoring

report ▪ Project report, monitoring

report ▪ Project report, monitoring

report ▪ Project report

CWS's Inputs

Actual Output

Project staff, budget, materials

▪ Program officer and project

coordinator contacted provincial health department ▪ No progress within this reporting

period 2.1.2 Cooperate with VDCs to select 40 TBAs in 30 villages

▪ Project staff, budget

▪ TBAs were selected by HU in

the previous year ▪ 19 TBAs existed in 9 villages

of the target communes. 2.1.3 Cooperate with OD/ HC to provide ▪ Budget, training materials, project training to TBAs on safe delivery, staff, vehicle delivery, pre and post natal care consultation to pregnant and lactating women and provide TBA kit (as request from health center)

▪ Program officer and Project

2.1.4 Coordinate with OD/ HC to provide ▪ Budget, training materials, project refresher training to 40 TBAs staff, vehicle

▪ Not done

PvH Village Based Community Development Project

coordinator contacted provincial Health Department. ▪ No progress within this reporting period

Annual_FY08_Logframes

Variances/ Remarks ▪ PDoH needs an MOU with CWS

due to new policy of MoH ▪ PDoH suggested CWS to

develop MoU with MoH/PDoH before the cooperation. ▪ Actually 20 TBAs are existing

TBAs selected by HCs and HU ▪ PDoH suggested CWS to

develop MoU with MoH/PDoH before the cooperation starts ▪ PDoH suggested CWS to develop

MoU with MoH/PDoH before cooperation.

▪ PDoH suggested CWS to

develop MoU with MoH/PDoH before the cooperation starts

163

2.1.5 Coordinate with health center staff to organize TBA quarterly meeting

▪ Budget, project staff

2.1.6 Support TBAs to provide awareness on birth spacing, child health to 1000 people

▪ Budget, project staff

2.1.7 Cooperate with VDCs to select 40 VHVs in 30 villages

▪ Project staff, budget

▪ Not done

▪ PDoH suggested CWS to

develop MoU with MoH/PDoH before the cooperation starts ▪ Not done

▪ PDoH suggested CWS

develops MoU with MoH/PDoH before the cooperation starts ▪ 43 VHVs (16 women) in 18

villages existed, and were selected by Health Unlimited.

2.1.8 Cooperate with HC to provide ▪ Budget, training materials, project training to 40 VHVs on primary staff, vehicle health care, avian flu, malaria and dengue fever, HIV/AIDS.

▪ Primary health care training was

2.1.9 Support material and IEC to VHVs to provide awareness to 1000 people in 30 villages on HIV/ AIDS and STD prevention

▪ Budget, IEC materials, project staff

▪ 43 counseling cards on MCH

2.1.10 Coordinate with HC to conduct quarterly meeting with 40 VHVs

▪ Budget, project staff

not provided; however, 2 threeday training courses on MCH were provided to 37 VHVs (18 women). were provided to 43 VHVs so they can educate mothers about MCH.

▪ CWS worked with that existing

structure. ▪ PDoH suggested CWS to

develop MoU with MoH/PDoH before cooperating with HC to provide training to VHVs. ▪ The health counseling cards

were provided by WFP

▪ Not done

▪ Refer to 2.1.8

2.1.11 Support 40 VHVs to conduct ▪ Budget, IEC materials, project staff awareness on primary health care to 2000 people in 30 villages

▪ Awareness raising on primary

▪ Refer to 2.1.8; the training for

2.1.12 Support 40 VHVs to conduct awareness on dengue fever, malaria and avian influenza to 2000 people in 30 villages

▪ 805 people (710 women) from

▪ Budget, IEC materials, project staff

PvH Village Based Community Development Project

health care was not done, however, 630 people (530 women) from 12 villages were introduced MCH awareness by cooperation of staff and VHVs.

15 villages in 4 communes received awareness raising on malaria and dengue fewer.

Annual_FY08_Logframes

other 6 villages will be done in 1st quarter of FY09.

▪ They were able to share

their knowledge on how to prevent themselves from the disease.

164

2.1.13 Coordinate with OD/ HC to organize World AIDS Day with 300 participants

Output 2.2 Improve knowledge and practice of target communities on food nutrition, and health status of malnourished children five years and under

▪ Budget, project staff

▪ 2000 people applied nutritious food

for their children and family members after awareness ▪ 360 malnourished children under five years in 9 villages improved health condition

▪ Project report, growth

▪ Project report, growth

▪ Communities' participation

monitoring report of VHV Actual Output

▪ Field staff, budget, IEC materials

▪ Communities' participation

monitoring report of VHV

CWS's Inputs

Variances/ Remarks

▪ This awareness raising on

nutrition combines with output 2.1.11

2.2.2 Collaborate with VHVs to provide ▪ Field staff, budget, IEC materials nutrient food to 360 malnourished children in 9 villages

Output 2.3 Improve access to safe water and household sanitation and reduce incidence of water-borne diseases in target communities

▪ World AIDS Day was in

December 2007; however because MoU between CWS and PDoH was not available, the activity was cancelled.

Activities 2.2.1 Support 40 VHVs to provide awareness on nutrition to 2000 people in 30 villages.

▪ Not done

▪ 120 families benefited from

construction of 40 open wells ▪ 100 families benefited from construction of 20 aprons ▪ 150 vulnerable families benefited from 150 ceramic filters distribution ▪ 800 people improved household sanitation condition

PvH Village Based Community Development Project

▪ Under WFP support, 1,733

▪ CWS as the Implementation infants (856 girls), 1,726 Partner of WFP on MCH 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 to rice, 1,345kg of vegetable oil, children with ages from 6 to 24 16,591kg of corn sugar blend and 3,705kg months; and lactating mothers of sugar. refers to mothers who feed their children from birth to 6 months.

▪ Project report, monitoring report

▪ Road accessible to target areas

▪ Project report, monitoring report

▪ Road accessible to target areas

▪ Project report, monitoring report ▪ Project report, monitoring report

Annual_FY08_Logframes

165

▪ 40 families benefited from construction

of 40 household latrines ▪ 750 school children and teachers in 5 primary schools can access to clean drinking water ▪ 750 school children and teachers from 5 primary schools educated on water and sanitation ▪ World Water Day organized with 300 participants Activities

▪ Project report, monitoring report ▪ Project report, monitoring report

▪ Project report, monitoring report

▪ Project report, monitoring report

CWS's Inputs

Actual Output ▪ Cooperated with VDC

2.3.1 Cooperate with VDCs to select ▪ Project staff families who benefit from 40 open wells and 20 aprons

identified 1 open well and 2 deep wells for 30 families in Svay village, Rumdoh Sre commune

Variances/ Remarks ▪ The construction will start in

January

▪ 50 vulnerable families were

selected as the beneficiaries of open well construction. 2.3.2 Cooperate with VDCs to support beneficiaries to construct open wells and aprons

▪ Project staff, budget, construction

2.3.3 Cooperate with VDCs to select 150 vulnerable families to receive water filters in 30 villages

▪ Project staff

2.3.4 Provide 150 water filters to 150 vulnerable families in 30 villages

▪ Project staff, budget, construction

materials, vehicle, ring molds

▪ 10 open wells were constructed

and benefited 50 vulnerable families in 5 villages.

▪ People responded positively

to our request for them to look for sands and gravels on their own

▪ 81 households were selected to

receive 81 bio-sand water filters

materials, filter molds, vehicle

PvH Village Based Community Development Project

▪ 81 bio-sand water filters were

distributed to 81 families in 12 villages

Annual_FY08_Logframes

▪ Beneficiaries attended water filters

construction led by CWS-SVR technical staff.

166

▪ The 81 beneficiaries were also

oriented with proper use and maintenance of water filters ▪ 1 bio-sand water filter was

provided to Teuk Krohom Commune and 1 was used in the commune office. 2.3.5 Support VHVs to provide water and sanitation education to 800 people in 30 villages

▪ Project staff, budget, IEC materials

2.3.6 Cooperate with VDCs to select 40 vulnerable families benefit from 40 latrine constructions

▪ Project staff

2.3.7 Support beneficiaries in latrine construction

▪ Project staff, construction materials,

2.3.8 Cooperate with school masters and teachers to provide water filters and how to maintain them

▪ Project staff, budget

2.3.9 Support HC to provide water and sanitation awareness to 750 school children and teachers in 5 primary schools

▪ Project staff, budget, IEC materials

▪ 120 well and bio-sand water filter

beneficiaries were introduced with water and sanitation awareness by staff in cooperation with VHV.

▪ Due to time constraints the

Project staff was able to target the beneficiaries of well and bio-sand water filters only.

▪ 5 families were selected as the

latrine beneficiaries.

budget

▪ 5 sets of household latrine

materials were distributed to 5 selected beneficiaries. ▪ Not done

▪ People participated in digging

latrine and contributed the materials for making roofs. The construction will start in FY09 ▪ There was no concrete study

yet; however the productivity of the water filter construction was still low due to the lack of technical staff. ▪ PDoH suggested CWS

develop MoU with MoH/PDoH before the cooperation starts

2.3.10 Cooperate with PDRD to organize ▪ Project staff, budget, IEC materials the World Water Day with 300 participants

PvH Village Based Community Development Project

▪ Not done

▪ Not done

Annual_FY08_Logframes

▪ Staff were busy with the

annual Project planning and staff training in March.

167

Output 2.4 Children of vulnerable families have the necessary materials to attend primary schools

▪ 100 children (60% girls) of vulnerable

▪ Parents support their

▪

families received education materials and motivated to attend school

Activities

children to go to school

CWS's Inputs

2.4.1 Cooperate with VDCs to select the school children of vulnerable families

▪ Project staff

2.4.2 Cooperate with District Office of Education to provide education materials to 100 children (60% girl) from vulnerable families

▪ Project staff, budget

Actual Output

Variances/ Remarks

▪ 60 school children of vulnerable

families selected from 12 Villages in three Communes of Choam Khsant ▪ School material such as

books, school uniforms and bag were given to 60 poor school children ( 32 girls) ▪ With permission from District

Education Department and school master, staff met 305 school children (140 girls) and 14 teachers (3 females) and encourage them to keep on their education despite of their difficulties 2.4.3 Encourage parents to keep on supporting their children's education

▪ Field staff

2.4.4 Cooperate with school teacher to provide incentive to high score (60% up) targeted children

▪ Project staff, budget

▪ Staff regularly encouraged

children's parents to support their children education ▪ Not done

▪ School teachers were

encouraged to motivate their students to attend classes.

▪ They responded positively

all children we support went to school regularly. ▪ MCH work was prioritized and

took much time and staff's energy to implement. So, some of the activities

were not done.

PvH Village Based Community Development Project

Annual_FY08_Logframes

168

Output 2.5 Improve agricultural productions, food security and household income among vulnerable people, self-help/ interest groups in target communities

▪ At least 70% of 160 trained families

▪ ▪ ▪ ▪ ▪ ▪

▪ ▪

improved their livestock raising technique and increased numbers of livestock At least 60% of 40 trained families start raising fish At least 80% of 40 trained farmers practiced SRI in their rice plot At least 90% of 160 trained households have home garden 9 demonstration farmers are able to prepare 9 demonstration plots 9 Field Days organized for 270 farmers in 9 different demo plots 588 people introduced concept and advantages of self-help/interest group formation At least 49 self-help/interest groups formed on their own initiative 30 self-help/interest groups funded as pilot activities

Activities

▪ Project report, trip report

community participation

▪ Project report, trip report

▪ Fingerling available

▪ Project report, trip report

▪ No severe flood and drought

occurred ▪ Project report, trip report ▪ Project report, trip report

No migration

▪ Project report, trip report

▪ Project report, trip report

▪ Community's participation

▪ Project report, trip report

▪ Groups qualified

and interest

Actual Output ▪ 4 families were selected in

▪ Project staff

2.5.2 Cooperate with PDoA to conduct training on livestock raising to 160 selected families.

▪ Project staff, budget,

2.5.3 Provide each target village of 10 fowl alternatives and 2 livestock's and vaccination to 160 families in 30 villages.

▪ Budget, fowl alternatives, livestock

▪ Farmer's commitment

▪ Project report, trip report

CWS's Inputs

2.5.1 Cooperate with VDCs to select 160 families in 30 villages for livestock raising training

▪ No epidemic diseases

cooperation with VDC.

Variances/ Remarks ▪ MCH work was prioritized and

the Project staff could implement this activity in only one village.

▪ Not done

▪ Refer to 2.5.1

▪ 16 hens and 4 roosters were

▪ Refer to 2.5.2

training materials

and vaccines

PvH Village Based Community Development Project

provided to 4 families in 1 village

Annual_FY08_Logframes

169

2.5.4 Cooperate with VDCs to select 40 families in 30 villages for fish raising training

▪ Project staff

2.5.5 Cooperate with PDoA to conduct training on fish raising to 40 families in 30 villages.

▪ Project staff, budget,

2.5.6 Provide fingerling and materials to 40 families who raise fish in 30 villages

▪ Budget, fingerlings, plastic net and

2.5.7 Cooperate with VDCs to select 40 families in 30 villages for SRI training

▪ Project staff

2.5.8 Cooperate with PDoA to conduct training on SRI to 40 families in 30 villages.

▪ Project staff, budget,

2.5.9 Provide rice seed to 40 families in 30 villages

▪ Budget, rice seed

▪ Not done

2.5.10 Cooperate with VDCs to select 160 families for home gardening in 30 villages

▪ Project staff

▪ 20 families were selected for home

2.5.11 Cooperate with PDoA to conduct training on vegetable growing to 160 families in 30 villages

▪ Project staff, budget,

2.5.12 Provide vegetable seeds to 160 families in 30 villages

▪ Budget, vegetable seeds

▪ Not done

▪ The target communities do not have

families who dig ponds. People used to catch fish from the stream and rivers. ▪ Not done

▪ Refer to 2.5.4

▪ Not done

▪ Refer to 2.5.4

▪ 9 farmers selected from

▪ The Project started with 9

training materials

plastic sheet

3 villages for SRI training

training materials

▪ 9 farmers were introduced the

SRI techniques and its advantages

interested farmers first. ▪ People showed interest in

the concept but hesitated to start

▪ Refer to 2.5.8

gardening in cooperation with VDC

▪ Not done

training materials

PvH Village Based Community Development Project

▪ There was no coordination with

PDoA from the beginning of the Project. Staff has shared their best practices and understanding on vegetable growing during household visits ▪ 20 families received local

seed, which was collected by staff from other villagers.

Annual_FY08_Logframes

170

2.5.13 Cooperate with VDCs select 9 demo farmers in 9 villages

▪ Project staff

▪ Not done

▪ MCH work was prioritized and

the Project staff could implement this activity.

2.5.14 Cooperate with PDoA to conduct ▪ Project staff, budget, training on IFM to 9 demo farmers training materials in 9 villages.

▪ Not done

▪ Refer to 2.5.13

2.5.15 Provide seeds and materials to 9 demo farmers in 9 villages

▪ Not done

▪ Refer to 2.5.13

2.5.16 Organize field day in 9 places with ▪ Project staff, budget 9 demo farmers for 270 people

▪ Not done

▪ Refer to 2.5.13

2.5.17 Conduct community meeting on ▪ Project staff, budget SHG and the advantages of group formation in 30 villages

▪ 95 people (54 women) from 12

▪ Budget, seeds, materials

2.5.18 Form 49 SHG/ interest group at least 12 members of each group

▪ Project staff and materials

2.5.19 Conduct workshop in SHG concept and the advantages of group formation for 588 participants

▪ Project staff, budget,

2.5.20 Provide training on SHG bookkeeping to 245 participants

▪ Project staff, budget,

2.5.21 Provide grant support/ WCA to 30 SHGs/ interest group

▪ WCA grant

villages were introduced to SHG concept. ▪ Not done

▪ It was not done as SHG was

not formed yet. ▪ Not done

▪ Refer to 2.5.18

▪ Not done

▪ Refer to 2.5.18

▪ Not done

▪ Refer to 2.5.18

▪ 50 fruit trees were provided to

▪ The support was CWS staff's

training materials

training materials

21 vulnerable families. ▪ 200 mango seedling grown

by staff in CWS PVH office

PvH Village Based Community Development Project

Annual_FY08_Logframes

initiative. ▪ The tree will be distributed to

the interested vulnerable people in the next semester.

171

Theme 3: Strengthening Civil Society OBJECTIVE Strengthen target community understanding and practice of peace building and restorative justice Output 3.1 Community key persons (CCs, VDCs, VLs, elderly, monk) play an active role in peace building, responding to conflict, and utilizing LCP approaches in their communities

▪ 100 key people ( teacher, VDC, VLs,

elderly, TBAs, VHV, monk) trained in understanding conflict ▪ 48 CC members received reflection workshops on Working for Peace ▪ 40 VDCs, VLs and CC members trained on LCP concept

Activities

▪

▪

▪

▪

▪

CWS's Inputs

Actual Output

Variances/ Remarks

3.1.1 Conduct 4 training courses on ▪ Program coordinator/officer, project coordinator, budget, training Understanding Conflict to 100 key material persons for 24 villages

▪ 16 Community Peace Volunteer

3.1.2 Conduct 2 Reflection Workshop on Working for Peace to 48 CC members.

▪ Program coordinator/officer,

▪ Not done

▪ Refer to 3.1.1

3.1.3 Conduct 2 training courses on LCP concept to 40 participants

▪ Program coordinator/officer,

▪ Not done

▪ In addition to providing training to the

(CPV) ( 3 females) selected from 15 villages.

▪ The Project staff requires

supports from Program staff. On the other hand, the Program and the Project agreed to move this activity to FY09 due to time constraints and selected CVP as the focal point of the village. ▪ Only 1 village has two CPVs because the village is big, and no right candidates found yet in other 3 villages.

project coordinator, budget, training material project coordinator, budget, training material

PvH Village Based Community Development Project

Annual_FY08_Logframes

community, 10 PVH staff received training on LCP concept from Peace Program Coordinator

172

Theme 4: Emergency Response and Preparedness OBJECTIVE To 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 4.1 Village Disaster Volunteers function actively, commune and village disaster preparedness plans developed and implemented in target communities

▪ 48 VDVs (24 female) selected in 24 ▪ ▪

▪ ▪

▪

villages 60 VDVs and CCs received CBDRM training 200 interested key people in 24 villages received echo training on CBDRM 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.

Activities

▪ ▪ ▪

▪ ▪

▪

CWS's Inputs

Actual Output

4.1.1 Cooperate with VDCs and VLs to select 48 VDVs in 24 villages

▪ Project coordinator, budget

4.1.2 Coordinate with PRC to provide 2 training courses on CBDRM to VDVs and CCs.

▪ Program/Project coordinator, budget,

4.1.3 Support VDVs to conduct echo training on CBDRM to 200 interested key persons in 24 villages

▪ Project coordinator/staff, budget,

▪ 31 Red Cross Volunteers (15

women) were identified from 17 villages. Among those there were 14 RCVs (1 woman) were selected in cooperation with VDC and VL. ▪ Not done

training materials

Variances/ Remarks ▪ 5 more RCVs will be selected

in the next quarter to make it 36 RCVs in 18 villages in cooperation with PRC.

▪ The selection was done late

in June, so the Project could not perform this activity. ▪ Not done

▪ Refer to 4.1.2

training materials

PvH Village Based Community Development Project

Annual_FY08_Logframes

173

4.1.4 Support VDVs to conduct disaster ▪ Project staff, budget, IEC materials preparedness awareness in 30 villages for 1000 interested people.

▪ Not done

▪ Refer to 4.1.2

4.1.5 Facilitate VDVs, VLs, VDCs and CCs to develop village disaster mitigation plans.

▪ Project staff

▪ Not done

▪ Refer to 4.1.2

4.1.6 Support VDVs, VDCs, VLs and CCs to implement 5 disaster mitigation projects.

▪ Budget

▪ Not done

▪ Refer to 4.1.2

4.1.7 Organize and facilitate semester meeting for 100 key persons

▪ Program/Project coordinator, budget,

▪ Not done

▪ Refer to 4.1.2

Output 4.2 Improve capacity of VDVs to provide first aid services to emergency victims and most vulnerable people

workshop materials ▪ 48 VDVs trained on CBFA and

Activities 4.2.1 Coordinate with PRC to provide 2 training courses on CBFA to 48 VDVs

▪

equipped first aid kit

CWS's Inputs

Actual Output

▪ Program/Project coordinator, budget,

▪ Not done

Variances/ Remarks ▪ The 17 existing RCVs were

training materials

already trained. The Project will provide refresher training course in the next semester.

Output 4.3 Respond well-being of vulnerable people ▪ 500 vulnerable people and disaster victims received commodities and disaster victims in times of assistance emergency Activities 4.3.1 Provide emergency relief to 40 VPs and disaster victim families in affected areas

CWS's Inputs

Actual Output

▪ ERP Coordinator, Project staff,

budget, vehicle

PvH Village Based Community Development Project

Variances/ Remarks

▪ 15 most vulnerable families from

8 villages received 650kg of rice 260 cans of canned fish, 26 bottles of cooking oil and 26 packs of iodine salt, and 3 of them received 3 mosquito nets.

Annual_FY08_Logframes

174

4.3.2 Support food assistance to 500 flood and or drought victim families in target areas.

▪ ERP Coordinator, Project staff,

4.3.3 Support emergency kits to PRCs

▪ Budget, project coordinator/manager

▪ Not done

▪ No flood and drought occurred

▪ Not done

▪ The Project and Program

budget, vehicle

Offices have built relationship with PRC on RCV election; however, the support was based on the demand of the PRC and there was no such request yet. Theme 5: Project Development, Management and Supervision OBJECTIVE Effective and efficient program management and functioning; enhance community development planning and practice Output 5.1 Monitor and support field staff and field operation in appropriate manner

▪ Monthly project monitoring visits

(monitoring of project management and implementation and field staff performance) ▪ Semester monitoring visit for M&E system

Activities 5.1.1 Field visit to monitor project management (12 times)

▪

▪

▪

CWS's Inputs

Actual Output

▪ Project Manager, Project Coordinator,

Program Officers, vehicle

▪ Program officers and project

coordinator conduct regular field monitoring. Support staff to conduct PLA, VDC selection, trainings and stay overnight together with field staff

Variances/ Remarks ▪ Coaching given on the job

training on PLA operation, stay overnight, and learning from each other

▪ Program Manager conducted

1 reflection meeting with all the staff to improve work effectiveness and efficiency

PvH Village Based Community Development Project

Annual_FY08_Logframes

175

5.1.2 Field visit to monitor project implementation and staff performance (24 times)

▪ Project Manager, Program Officers,

vehicle

PProgram officers and Project coordinator monitored staff performance every 2 weeks, totally 12 times in the first 6 months periods

▪ Coaching and advice were given to

▪ 2 Program Officers and a Project

▪ While staying in the project,

Coordinator conducted regular field monitoring, provided coaching and mentoring to the Project staff by staying at the village with them 2 weeks a month. 5.1.3 Conduct monitoring & evaluation system two times per year

▪ Project manager / coordinator

vehicle, Program officers/coordinator Program manager

▪ Program officers, project

coordinator, staff participated in monitoring system conducted by FMER ▪ Not done for second semester yet

field staffs on SHGs, VDC working with VP, village plan, training, selection of beneficiaries they supported staff with daily projects implementation

▪ Monitoring system was conducted

first time by FMER focusing on planning

▪ As planned by M & E unit

the monitoring will be done in September 2008.

PvH Village Based Community Development Project

Annual_FY08_Logframes

176

Church World Service Cambodia Log-frame End-Year FY08 Report Project Name: Svay Rieng Water Sanitation Cooperation Project Project No.

Narrative Summary

Objectively Verifiable Indicators

Means of Verification

Variances/Remarks

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 Planning OBJECTIVE Develop community capacity to engage with Government institutions define their development direction and manage their affairs in a participatory and democratic manner Output 1.1: Enhance program coordination with sectoral forums: provincial (PDRD, PDoAFF), district authorities and CCs.

•

Activities: 1.1.1

Strengthening relationship with Svay Rieng PDRD for implementing WatSan project

4 Quarterly meetings with provincial department; district authorities and commune councils organized

•

Minutes of meeting

CWS's Inputs •

Actual Output

Project Coordinator and Project staff • Two times meeting; once with motorbike, vehicle PDRD Director, and another with PDRD coordinator

Variances/ Remarks July-Dec. 07, Jan-Jun. 08 Select beneficiaries • Training • Filter, latrine and upgrade hand pump • •

• 6 meetings were held with Director

of SVR PDRD to discuss field visits arrangements, arsenic testing action plan, recognition certificate for WSUGs and the FY09 MoU.

SvR WatSan Cooperation Project

Annual_FY08_Logframes

177

•

1.1.2

Strengthening relationship with 2 district authorities and 6 communes in CWS target area

•

4 monthly meetings with 1 PDRD coordinator and 2 officers, who are the Project's cooperation staff to discuss monthly work plan and achievements

Project Coordinator and Project staff • 46 (13 women) of CCLs,CCs, motorbike, vehicle VCs, VDCs and VAs in five communes of Romeas Hek and Romdoul districts. •

Meeting for strengthening • and collaboration between authorities and CWS •

2 meetings with District Governor of Romeas Hek and Rumduol to report on Project's achievements

• 5 meetings were held with 25 commune

councils of the 5 targeted communes to discuss WSUG formation, preparing World Water Day, and other training plans of the Project. Output 1.2: Strengthen leadership among local partners and community structure to better understand and implement community development principles and processes

•

40 CCs/VLs (40% women) trained in Leadership skills/practice

•

40 CCs/VLs (40% women) trained in Com Dev concepts

• 300 vulnerable people from 15 villages

trained in CD concepts

SvR WatSan Cooperation Project

Annual_FY08_Logframes

178

Activities:

CWS's Inputs

Actual Output

Variances/ Remarks

1.2.1

Provide training on Leadership skill to 40 CCs/VLs in SvR

•

Credit Program Coordinator, PDRD budget, training manual, materials

•

10 CCs (2 women), 49 VLs • The participants were more prepared because this course (6 women) and 7 CDFs 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 to CCs/ VLs

•

Credit Program Coordinator, PDRD budget, training manual, materials

•

5 CWS staff, 3 PDRD staff • To build their capacity and 7 CDFs, 5 CCs (1 woman) knowledge in order for them received training on CD concept to echo such training to CCs and VLs next times

1.2.3

Assist the CDFs to conduct training course on Com Dev concept to 300 vulnerable people from 15 target villages

•

Credit Program Coordinator, CDFs, budget, materials

•

15 VLs, 99 WSUG members • The VLs and WSUGs are the (40 women) received training on core groups who will take CD Concept lead in development of their communities

Output 1.3 Vulnerable families are better able to plan and manage household resources, leading to improvement in overall living conditions

•

60 vulnerable people from15 villages •

•

were coached in household planning and

practice • 120 vulnerable people were trained on •

•

how to conduct family assessment Activities: 1.3.1

Support CDFs to coach 60 vulnerable families on household planning

SvR WatSan Cooperation Project

CWS's Inputs •

CWS staff, CDFs, budget, materials

Actual Output •

Not done

Variances/ Remarks • We still do not yet build capacity

for CDFs and this training will also include with family assessment

Annual_FY08_Logframes

179

1.3.2

Support CDFs to provide training on family assessment to 120 vulnerable people

Output 1.5: Successful withdrawal of CWS from selected communities; hand-over of selected programming to local actors (CCs, and VLs)

•

Conduct handing over of CWS assets to community members in 50 villages

SvR WatSan Cooperation Project

•

5 CWS staff, 3 PDRD staff 7 CDFs, 5 CCs (1 woman)

•

were trained on family assessment

•

Activities: 1.5.1

CWS staff, CDFs, budget, materials

50 villages successfully exited

•

CWS's Inputs •

Program and project staff, budget

CDFs will identify vulnerable families as the Project's beneficiaries and conduct household impact assessment in cooperation with CCs and the back up support for staff and PDRD.

Actual Output •

Not done

Annual_FY08_Logframes

Variances/ Remarks •

Phasing out from the village will be considered in FY09 because CWS is not yet ready and well prepared for the phasing out; however, the community needs more support on leading and managing before we can hand over the development task to them.

180

Theme 2: Meeting basic need and building self-reliant, sustainable livelihoods OBJECTIVE Improve access to basic social services and amenities and improve overall food security of vulnerable people Output 2.1 Improve overall community health status and individual health outcomes

•

500 people received awareness on primary health care conducted by CDFs with the support from CWS

•

•

•

500 people received awareness on • dengue fever and malaria conducted by CDFs with support from CWS

•

Activities:

CWS's Inputs

Actual Output

2.1.1

Support CDFs to conduct awareness on primary health care to community

•

Project staff, CDFs, budget, IEC materials

•

393 (241 women) from 15 villages including 43 teachers (6 women) and 1,384 school children (585 girls) in 5 communes of Romeas Hek and Rumduol Districts were introduced the primary health care, nutrition, dengue fever, malaria, and avian influenza.

2.1.2

Support CDFs to conduct awareness on dengue fever, malaria and avian influenza to community

•

Project staff, CDFs, budget, IEC materials

•

Refer to 2.1.1

•

500 people received nutrition awareness conducted by CDFs with support from CWS

•

Output 2.2 Improve understanding of good nutrition among target communities and health status of under and malnourish children

SvR WatSan Cooperation Project

Annual_FY08_Logframes

Variances/ Remarks •

The activity was combined with 2.1.2

•

181

Activities: 2.2.1

Support CDFs to conduct awareness on nutrition to 500 people in 15 villages

Output 2.3 Improved access to safe water and household sanitation; reduce incidence of water borne diseases in the target communities

SvR WatSan Cooperation Project

CWS's Inputs

Actual Output

•

Project staff, CDFs, budget, IEC materials

•

480 families benefited from 160 hand • pumps construction

•

•

250 families benefited from 50 aprons construction

•

•

•

14 well committees formed (40%, women)

•

•

•

14 well committees and 160 users • (40%, women) trained on hand pump maintenance

•

•

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

•

•

The participant is the same above number 2.1.1

Variances/ Remarks

Annual_FY08_Logframes

•

Same as 2.1.1

182

•

300 school children, and 8 teachers benefited from 2 hand pumps construction

•

•

750 students and teachers from 5 primary schools educated on water and sanitation

•

•

Approximately 300 children and 12 • school teachers improved their health condition through 2 demonstration latrines at 2 primary schools.

•

300 people participate in World Water • Progress report Day celebration

Activities:

CWS's Inputs

•

Actual Output

Variances/ Remarks

2.3.1

Collaborate with SvR PDRD in constructing 160 hand pumps for 480 beneficiaries in CWS target areas.

•

Project staff, PDRD staff, CDFs Budget

•

100 hand pump wells were constructed in 15 villages of 5 communes of Rumduol and Romeas Hek Districts benefited 637 (323 women) and 192 children (89 girls)

•

The output achievement is less than planned as the price of construction materials increased. The Project has focussed more on construction of bio-sand water filters.

2.3.2

Collaborate with SvR PDRD in in constructing/ upgrading 50 aprons of hand pump/ open wells benefited 250 families.

•

Project staff, PDRD staff, CDFs Budget

•

32 upgrade hand pumps were constructed benefit to 205 persons including 49 children (114 women and 24 girls).

•

Constructed in 15 new villages in 5 communes of

Collaborate with SvR PDRD in formation of 14 well committees in 15 villages

•

• 31 WSUGs with 155 members (79

•

2.3.3

SvR WatSan Cooperation Project

Project staff, CDFs, PDRD budget, materials

women) were established in 31 villages, 5 communes.

Annual_FY08_Logframes

Romeas Hek and Rumduol Dist.

31 WSUGs were included in FY06, 07 and 08 target villages.

183

2.3.4

Collaborate with SvR PDRD in • Project staff, CDFs, PDRD providing training on hand pump budget, training manual, spareparts maintenance to 14 well committees

•

2.3.5

Collaborate with SvR PDRD in providing 400 biosand filters to 400 families in 15 villages.

•

• Project staff, PDRD staff, CDFs, Budget, biosand filter molds

145 WSUG members (63 • The absence of 10 WSUG women) and 28 VLs were trained members from 155 members on hand pump well maintenance will be attending with the new members next year. 232 water filters benefited 1,285 people including 305 children

(659 women and 155 girls). •

12 water filters were installed in six pagodas benefited 49 monks, 105 laymen, 25 nuns and 10 children

•

One water filter was installed in one health center in Daung Commune benefited 8 staff (6 women);

•

One water filter was installed in Daung Commune benefited 11 commune councils and one clerk (2 women).

• 377 bio-sand water filters installed

for 377 families consisted of 1,909 people (975 women) including 451 children (217 girls)

SvR WatSan Cooperation Project

Annual_FY08_Logframes

•

Installed in 9 new villages of Daung commune in Romeas District for the first semester.

• The output achievement for the year is more than planned as we remarked in 2.3.1

184

2.3.6

Collaborate with SvR PDRD in providing training on bio-sand

• Project staff, CDFs, PDRD budget, training manual

•

513 (86 women) trained on water filter use and maintenance

•

Project staff, PDRD staff and CDFs trained in 15 villages,5 communes of 2 districts

Project staff, CDFs, PDRD budget, IEC materials

•

218 (111 women) educated on clean water and sanitation

•

Project staff, PDRD staff and CDFs trained in 15 villages,5 communes 2 districts

•

593 people (314 women) in 15 villages of 5 communes introduced clean water and sanitation practices.

•

The number was less than plan due people went out for daily wage in Viet Nam

• 51 latrines benefited for 276 families •

Constructed in 7 new villages, Daung commune of Romeas Hek District.

water filters use and maintenance to

400 people 2.3.7

2.3.8

Collaborate with SvR PDRD in educating clean water and sanitation to 800 people in 15 villages

Collaborate with SvR PDRD in supporting communities to construct 120 latrines

•

•

Project staff, PDRD staff, CDFs, Budget, construction materials

including 74 children (149 women and 33 girls)

• 69 latrines were constructed in 10 •

villages of 4 communes and benefited 69 families consisted of 359 people (172 women) including

Refer the reason of reducing numbers of latrine construction to 2.3.1

96 children (46 girls)

2.3.9

Install 25 bio-sand water filters in 5 • Project staff, PDRD staff, CDFs,

primary schools

SvR WatSan Cooperation Project

Budget, biosand filter molds, construction materials

• 27 water filters were installed in six • The location is in Romeas Hek

primary schools and onesecondary

District, Daung commune

school benefited 52 teachers (12 women), and 2,288 children (950 girls)

Annual_FY08_Logframes

185

•

74 filters installed in 9 primary and 3 secondary schools in 4 communes of Romeas Hek and Rumdoul Districts benefited 110 teachers (16 women) and 4,524 school children (2,062 girls)

•

Not done

• The primary and secondary schools are under the plan. UNICEF and PDRD already worked on that.

2.3.10

Collaborate with SvR PDRD in constructing 2 hand pumps for 2 primary schools in CWS target areas.

•

Project staff, PDRD staff, CDFs Budget

•

2.3.11

Collaborate with SvR PDRD in education on WatSan to 750 students and teachers

•

Project staff, CDFs, PDRD budget, IEC materials

• 64 school teachers (11 women) and •

778 students (341 women) in 6 primary

and one secondary schools

The output achievement for the year is more than planned as we provided to all the classrooms in each school gained from the reducing numbers of latrine and hand pump wells constructions

Trained in 9 schools of 5 communes of Romeas Hek and Romdoul Districts.

•

33 teachers (4 women), 472 school children (166 girls) from 8 primary and 2 secondary schools in 3 communes of Romeas Hek and Rumdoul Districts introduced the clean water and hygiene practices.

•

Less than planned as we provided to selected students only and they will share their understanding and knowledge to other students

2.3.12

Collaborate with SvR PDRD in constructing 2 school latrines for 2 primary schools in CWS areas.

•

Project staff, PDRD staff, CDFs, budget, construction materials

•

Not done

•

Refer to 2.3.10

2.3.13

Conduct refresher training on WatSan to 10 CDFs, and 3 PDRD staff

•

Program and project staff, CDFs, PDRD, budget, training manual

•

Not done

•

They are able to provide such training to beneficiaries independently.

SvR WatSan Cooperation Project

Annual_FY08_Logframes

186

2.3.14

Collaborate with SvR PDRD in celebrating the World Water Day

Output 2.5 Improve agricultural production, food security and household income among vulnerable people and interest groups in target communities

•

Project staff, CDFs, PDRD budget, materials

•

•

14 interest groups formed consist of 12 members in each group

•

•

160 vulnerable people trained on home gardening

•

•

168 people trained and supported on • Training report, monitoring concepts of group formation, and visit management

Activities:

Actual Output •

2.5.2

Coordinate with program staff in supporting CDFs to provide training course on home gardening to 160 vulnerable people

•

•

2.5.3

Conduct training on interest group concept and advantages of group formation to 168 people

• Program and project staff, CDFs, budget, materials

SvR WatSan Cooperation Project

Program and project staff, CDFs, budget, materials, vegetable seeds

•

Included 1 District Governor 2 CCs,16 VLs, 7 CDFs, 3 3 PDRD,7 CWS staff

Training report, monitoring visit

CWS's Inputs

Form 14 interest groups with at • Project and program staff, CDFs, least 12 members in each group budget

2.5.1

100 people participated in the celebration in Toul Takeo Village, Pong Toeuk Commune, Romeas Hek District

Not done

Variances/ Remarks • Only a few members interested

in revolving fund (saving and credit) 148 (41 women) were trained on • Beneficiaries from 15 home gardening. villages of 5 communes of Romeas Hek and Rumduol Districts were trained

• Not done

Annual_FY08_Logframes

• Refer to 2.5.1

187

Theme 5: Project Development, Management and Supervision OBJECTIVE Effective and efficient project management and functioning; enhance community development planning and practice Output 5.1: Field staff and field operation appropriately monitored and supported

•

Activities: 5.1.1

Regular field visits to project implementation areas, and field staff performance

SvR WatSan Cooperation Project

Monthly project monitoring visits (monitoring of project management, project implementation and field staff performance)

•

Monthly achievement report

CWS's Inputs •

Project coordinator

Actual Output •

Variances/ Remarks

24 monitoring visits including • 2 days a week and on a facilitating trainings and regular basis. monitoring the constructions by Project Coordinator.

Annual_FY08_Logframes

188

Church World Service Cambodia Log-frame End-Year FY08 Report Project Name: Partnership Program Office Project No.

Narrative Summary

Objectively Verifiable Indicators

Actual Output

Variances/ Remarks

Overall Objective: Theme 1: Capacity Building of CNGOs and Ecumenical Partners and Provide Small Grants to CNGO Partner OBJECTIVE. 1 Strengthen the capacity of holistic • CNGO & Small Project fund recipients • CFEDA and KNTO expanded practiced necessary organizational CNGO partners and small project their target and activities to the fund recipients to facilitate systems and technical capacity to new remote areas. program that will effectively and carry out effective community • Five partners developed their sustainably improve the living development interventions in support condition of the most vulnerable of the most vulnerable strategies • Four small grant partners (CSF,

 This was done during the first

mid-year

 100% achieved as planed • 100% achieved as planed

CFC, CHRAC,Vaddanak) received funds for advocacy campaign on child rights, human right & women day • CSF is strengthened by support

• 100% achieved

from CWS as member of board directors. Output 1.1: Matured organizational capacity for CNGO partners

• Defined V, M, G for 5 partners

• KORCD, CFED, CFEDA, KNTO &

PPS defined their VMGs • Developed strategic plan for 5 partner

• KORCD, CFED, CFEDA and

KNTO developed strategies • Phare Ponleu Selpak (PPS)

in Battambang developed the Strategic Plan

Partnership Program Office

• 100% achieved as planed

in FY08 • This is done during the first

mid-year • PPS works with vulnerable and

orphan children to develop life skills to earn income

• A staff interview on "organizational

• ICSO receives fund support

development" issues carried out by the Partnership team. The

from ICCO. This is a good opportunity that CWS can

Annual_FY08_Logframes

189

findings and recommendations were presented to their Board • Partnership Program Manager

as member of board director strengthened CSF on the org. management Activities: 1.1.1

CWS's Inputs

Actual Output

Support the Partnership Project • Program and Project staff, budget, BTB, BTM, KPT & Ecum. in training materials developing strategic plan for partners

• Program staff assisted the

Project staff to develop strategies for 4 partners (KORCD, CFED, CFEDA, KNTO) • The program staff facilitated the

• This was not in original plan but

it is opportunity for the program manager to expose and provide coaching and strengthen CSF organization Variances/ Remarks • This was done during the first

mid-year

• PPS is a non-funding partner

Strategic Planning Workshop for Phare Ponleu Selpkak in BTB known as artistic Organization with 46 staff (14 women) attended

of CWS who requested for support to develop their Strategic Plan in April-May 08

• The Partnership Team with support

• This was not in the original plan

from the Country Representative conducted interview to 30 staff of ICSO on organization development issues in late March 2008.The team consists of the partnership manager, OD program officer, KPT partnership project and peace building coordinator

of FY08 but ICSO needs urgent support. CWS team allocated time to help.

• The partnership program manager

was assigned to be a member of board of director for CSF started from March 2008. The program provided technical support and mentoring on organizational management. Two staff of CSF attended the Strategic Planning and Reflection workshop.

Partnership Program Office

support a partner who receives from the same donor

Annual_FY08_Logframes

• CSF needs CWS to help

strengthen their organizational management system and build capacity for their staff. This is not in the original plan

190

Output 1.2: CNGO partner matured in technical capacity

• Partners improved leadership &

management skills

• 24 partners received training on

"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 obtained

PRA documentations • Partners obtained TOT & CD skills

• Ecumenical partners obtained

Presentation Skills • "Community Based Org. and

Management" was organized in Kompong Thom Office. 21 participants (8 women) participated. • 24 staff of partners obtained TOT

skills Activities: 1.2.1

1.2.2

CWS's Inputs

Actual Output

Conduct training on "Management of Change" for all partners

• Program and Project staff, budget,

Conduct training on "Report Writing" for all partners

• Program and Project staff, budget,

materials

materials

• The Program staff conducted the

training "Institutional Management" in Kompong Thom Office on 21-25 April 2008 with 24 participants (3 women). • 21 participants (5 women) from

12 partners (4 holistic) participated in Report Writing course.

Of which, 2 CFEDA, 2 KNTO, 1 ADOVIR, 3 KORCD 1 CIDC, 2 CFC, 1 SAMAKY, 1 CFED, 3 CSCM, 1 ICA, 2 KCC, 2 Local Church.

Partnership Program Office

Annual_FY08_Logframes

Variances/ Remarks • Training topic changed as the

program observed that the partners need basic institution management at this stage and will conduct a "Management of Change" in FY09. • The program staff already

followed up with participants and outcome presented in the narrative.

191

• The partnership program launched

the proposal format to 23 partners (4 women) from 17 CNGOs, on 7-8 April 2008 at CWS Office • The Partnership Program provided

US$ 800 to CFC for 9 foster mothers and 6 staff to visit and learn more skills of handicraft from the good practitioners (Silk Lab, Waddanak Pheap, RCC, and Rachana) in Siem Reap from 26-30 March 2008. 1.2.3

Support the project staff to facilitate PRA training for partners

• Program and Project staff, budget,

materials, vehicle

by CWS Partnership Program for partners to fuilfill and submit the proposal to CWS for fund. • CFC adopted orphan children

in Srey Santhor and Prey Chhor Districts, Kompong Cham.

• Supported Partnership Project

Kompong Thom to conduct training on PRA for KORCD with 10 participants (6 from KORCD, 2 CSCM, 2 KCC). • Following the PRA training, 4

CSCM, 3 KCCs & 3 ICA staff conducted a field practice of PRAs in three target villages in Takeo Province. 1.2.4

• This format was developed

• Program and Project staff, budget, Conduct training on "TOT for Community Trainers" to partners materials

• Program staff also provided

coaching on data analysis of PRA

• The Program staff assisted

Ecumenical Project staff to facilitate a two-day training on Presentation skills, with 13 participants (3 women) participated. • The program staff conducted a

training on "Training of Trainers", on 18-22 February 2008, with 24 participants (8 women). 1.2.5

Support the project staff to facilitate CD Concept training

Partnership Program Office

• Program and Project staff, budget,

materials, vehicle

• The Program staff assisted

Partnership Project Kompong Thom to conduct Training on

Annual_FY08_Logframes

• KPT Partnership project staff

is able to provide CD training to its partners and VDCs in

192

"Community Based Org. and Management", in Kompong Thom Office. 21 participants (8 women) participated. Output 1.3 Increased Advocacy & Awareness Raising activities in partner's targets

• 3 CNGOs received small grant

KORCD target areas.

• Two partners (CSF & CHRAC)

received small grant. • Events conducted

• A campaign called 19 Nov

World Day for Prevention of Child Abuse under the theme of "Run Half Marathon to Stop All Forms of Child Abuse" was organized by CSF in Baloung District, Ratanakiri Province. • The Human Right Day, 10 Dec under

the theme of "We all have obligation to promote and defend human rights" organized by CHRAC in Phnom Penh • CSF received US$800 to organize

a public campaign of fighting HIV/ AIDS on Valentine's Day, 14 Feb 08 • Vaddhanak received materials

support from CWS for International Women's Day, 08 March 08

• The campaign conducted for

women garment workers

• Three partners (CSF, CFC, CC)

received small grants of USD 2180 for the International Children's Day 1 June 2008, with 3,896 participant (3,586 children). Activities: 1.3.1

CWS's Inputs

Provide small grants to CNGO • Program staff and budget partners to implement activities including Child at risk, women, ..etc

Partnership Program Office

Actual Output

Variances/ Remarks

• CSF organized a campaign called

19 November-World Day for Prevention of Child Abuse under the the theme of "Run half Marathon to Stop all forms of Child Abuse" in

Annual_FY08_Logframes

193

Baloung District, Ratanakiri Province. There were about 300 participants included school children, teachers, security police and relevant stakeholders. The event was preside d by the Provincial Deputy Gonernor, Police Chief, Director of Education Department. • CHRAC, with partial funding

support from CWS, organized the Human Right Day, 10 Dec under the them of "We all have obligation to promote and defend human rights" through Street Parade and rally in open and public area in Phnom Penh, with apprximately 5,000 people from 59 different human rights organizations, Union Federations and the Special Representative of Secretay General of the United Nations for Cambodia. • CWS granted CSF US$800 organiz

ed a public campaign of fighting HIV/AIDS on the Valentine's Day, 14 Feb 2008. CSF mobilized and trained 32 staff and volunteers as peer educators. The team provided peer education to approximately 3,000 young and adults who are at risk of HIV/AIDS and drug use. The program mainly reached to the university students.

Partnership Program Office

Annual_FY08_Logframes

• The campaign was known to

the public and many press and Radios asked CSF staff for interview for this interesting event.

194

• The Program provided materials

with a cost of US$ 471.00 to the partner, Vaddhanak based in Kompong Chhnang, organized the International Women's Day, on 8 March 2008, with 259 participant (239 women factory worker, 13 community representative and 7 delegates). • Three partners (CSF, CFC, CC)

received small grants for the International Children's Day, 1 Jun CSF:US$ 400 organized in Ksach Kandal, Kandal Province CFC:US$ 800 organized in Kompong Cham Province CC:US$ 980 organized in Poipet, Banteay Meanchey Province • CWS contributed US$ 2,700 to

Youth Star Cambodia for the fund raising awareness day through Collaborative Diner Party on 6 April 2008. There are approximately 50 NGOs, private sector, government ministers with 500 people in the event. Theme 2: Management and Supervision OBJECTIVE. 2 • CNGO Partners possess necessary Provide overall management, supervision and capacity building organizational systems and technical to Partnership Program field staff; capacity to carry out successful, develop & strengthen mechanism, quality community development practice, guideline and tools that will interventions improve the Partnership Program & lead to enhanced outcomes

Partnership Program Office

• KNTO was monitored twice and

• The event was conducted in

Sre Pring Village, Kompong Chhnang Commune, Kompong Chhnang District.

• All partners worked closely with

the local authorities and school teachers and child clubs to organize the Children's Day.

• This is an annual event for

Youth Star Cambodia to raise fund for supporting young people to develop their potential as civic leaders through volunteer service and hand-on experience working in underserved rural communities

• M&E team continues to monitor

feedback was given • CFED was evaluated and feedback was given • KNTO, CFEDA, CFED, ADOVIR, COWS & BFDK audited by CWS.

Annual_FY08_Logframes

195

• Strategies, mechanisms, guidelines,

• Proposal Appraisal Tool for

policies, tools developed, tested and updated

• TNA and Follow Up Tools for partner

capacity assessment were developed Output 2.1 Improved capacity of CNGO partners to plan, implement, monitor, assess & report outcomes

• At least 12 visits to holistic partners

• 7 field visits conducted to KORCD,

at least two times per partner/year

KNTO, CFEDA, ADOVIR, ACED, CFED, COWS and BFDK • 2 field visits to CFEDA in BTM with

accompany of CWS regional Director and to KORCD & CIDC in KPT with accompany CWSNZ International Program Coordinator Activities: 2.1.1

CWS's Inputs

Actual Output

Visit partners at least two times • Program staff, budget and time per year to monitor outputs

• The tools have been used

holistic partners existed • This was already in testing

to follow up staff capacity • This was done during the 1st

semester • This was done in April 08 and

May 2008.

Variances/ Remarks

• 3 field visits conducted to KORCD

for flood assessment and food aid • One visit to KNTO & CFEDA in

• •

•

•

Partnership Program Office

Banteay Meanchey for introduction and monitoring. One visit to ADOVIR and ACED Battambang for relationship building. One visit to CFED to present its final program evaluation and field visit to target community Lately, visited to COWS and BFDK (phased out partners) to learn their community work. One visit to CFEDA in BTM with accompany of CWS's Regional Director (Mr. Skip), in April 2008. The regional manager visited the new extension target villages of CFEDA and meeting with people.

Annual_FY08_Logframes

• The visit was accompanied by

CWS Cambodia's Country Representative, Director for Programming, BTB and BTM project manager & partnership program manager.

196

• One visit to KORCD in May 2008 to

see the progress of KORCD in terms of organizational development and program.

2.1.2

Provide feedback to partners regarding programming

• Program staff, budget and time

with Mr. Rob Wayne, CWSNZ International Program Coordin. This visit is a part of building relationship between CWSNZ and KORCD and CIDC as CWSNZ prefers to provide direct funding to partners.

• After field visited to KORCD,

feedback meeting was done for the improvement regarding the field implementation and Self Help Group weaving program and new rice bank • Findings and recommendations

of field monitoring to KNTO was presented to their staff • A final program evaluation result of

CFED Svay Rieng was presented and feedback discussion was carried out among their staff. CWS Program partnership & finance unit still give technical support related to the financial management issues as Mekong Plus requested support from CWS Cambodia.

• After, the last field visits to CFEDA,

KORCD and CIDC, Partnership Program Manager gave some feedback related to strengthening SHG, weaving program and staff strategic plan & exit strategies

Partnership Program Office

• The visit was accompanied

Annual_FY08_Logframes

• M&E team will monitor to all

CWS partners in FY09 • CWS continue to provide

coaching & build their staff capacity. Mekong Plus is the donors of CFED, requested CWS to help monitor and build capacity of accountant and financial management of CFED. All financial reports need to be reviewed by CWS finance first before sending to Mekong Plus. • The project manager already

facilitated with partners for the exit strategy development. This will review in the next program meeting.

197

Output 2.2 Improved program implementation at field level; and improved staff management and development

• At least 2 visits to project field office

per year

• Provided coaching to the Project

Coordinator Kompong Thom for better planning, implemention & reporting • Provided coaching to the Project

Manager Battambang on strengthenning financial, and planning

• Provided technical support to OD

program officer for three times for the training curriculum. Activities: 2.2.1

Visit to project field office and target partners related to management issues

CWS's Inputs • Program staff, budget

Actual Output • 3 visits to Kompong Thom Project

Office and two visits to BTB/BTM Office. • One visit to KPT Project office in

May 2008 for sharing on funding from CWSNZ to support partners in KPT from FY08-11. The meeting also discussed about the future support for CIDC to be a holistic partner from FY09-11. 2.2.2

Provide feedback to project staff • Program staff, budget related to program management

• During the field office visits, meeting

with staff were carried out to ensure a sound management and financial issue. • The program manager provided

feedback related to the preparation of the new holistic partner (CIDC) and proposal development & report.

Partnership Program Office

Annual_FY08_Logframes

• The Project staff improved the

skills to work with partners and better understanding of report writing • The Project staff and partners

in BTB&BTM understand and improved skills of reporting & proposal writing and advised to partners. • This support was a part of field

visit to the participants and assisted the OD program staff. Variances/ Remarks • This was done in the first

semester • This is a part of the discussion

with CWSNZ who wants to provide direct fund to partners in KPT.

• This was done during the first

semester

• CIDC is a small grant partner

but it seems potential to be a holistic partner

198

Output 2.3 Improved program management and coordination

• At least 3 program meetings/year

• Two program meetings carried

out in Kompong Thom Project and Phnom Penh office. • MOU between CWSC, MCC, ICA

and AFSC developed for the future support of ICA. • 2 meetings with DCA&LWF for

• # meetings with POG & SMT • # meeting with other NGOs

ERP funding to the partners KCDA, CFEDA and KNTO) in BTB and BTM. • Attended seven POG meetings & eight SMT meetings • Attended 5 meetings with

CCC-NGO-GPP, Civil Society on Aid Effectiveness Dialogue, Community Organizing Dialogue and Farmer's Development Dialogue. • 15 meetings with Ecumenical

Partners of ICA, KCC & CSCM and small grant partners of CC, CSF & CHRAC as well as non-funding partners of CFC, Samaky & DPKS. Lately, meeting with MCC, AFSC and ICA to agree on the MOU for the support to ICA in future. • Meeting with LWF about the hosting

internship student & facilitating workshop on "the Buddhist and Christian Values" and translation of Diakonia and small Catechism

Partnership Program Office

Annual_FY08_Logframes

• One meeting at early FY08 was

missed as the new program manager just started his job. • The MOU outlines the roles

and responsibilities and communication channels for each support agencies. • DIPECHO will fund on ERP for

15 months for West region partners. • Continue POG & SMT

meeting • Continue meetings with

NGOs partners

• The meetings with partners will

continue next year

• This was done during the first

semester

199

• Facilitated the workshop on

"Relationship Building" for Indigenous Community Support Organization (ICSO) with 17 multi-faith staff in Ratanakiri Province, on 20-21 November 2007 Activities: 2.3.1

Conduct program meetings

CWS's Inputs • Program staff, budget

Actual Output • One program meeting was

conducted in Kompong Thom Project Office to agree on TOR, Project &Program plan FY'08 • One program meeting conducted

in Phnom Penh in February 2008, with 10 staff (2 women) attended 2.3.2

Attend POG & SMT Meeting

• Program staff, budget

• Attended 2 POG meetings

& two SMT meetings • Attended five POG meetings and

six SMT meetings 2.3.3

Attend the meeting with other NGOs (partners, donors, network)

• Program staff, budget

• Attended workshop on the

"Financial Management" was organized by CCC-NGO-GPP

• This was done during the first

semester

Variances/ Remarks • This was done during the first

semester

• One meeting at the beginning

of FY08 was missed due to the partnership program manager just started his job. • This was done during the first

semester • This is done during the second

semester • This was done during the first

semester

• Attended workshop on the " Aid

Effectiveness" organized by CCCNGO PhD student • Attended workshop on the "Civil

Society Organization Dialogue on aid effectiveness" organized by NGO Forum. • Attended workshop on the

"Community Organizing" was organized by ADHOC

Partnership Program Office

Annual_FY08_Logframes

200

• Attended regional workshop of

"Asian Zone Emergency and Environment Cooperation Network/AZEECON" was organized by the National Committee for Disaster Management and Lutheran World Federation. • Attended workshop on the "Development Dialogue" was organized by CEDAC. • Attended "Annual General Meeting"

organized by CCC. • Meeting with Ecumenical Partners

of ICA, KCC and CSCM to build and learn what can be partnered in the future. • Meeting with new small grant

partners: CC, CSF & CHRAC, to build relationship and seek deeper understanding about their organization before the small grants were released. • Meeting with non-funding partners:

CFC, Samaky and DPKS who approached CWS for capcity building to their staff. Four staff from above partners were invited for the training on " Report Writing & CBOs and Management". • CWS Cambodia also worked

in cooperation with the international NGO of Lutheran World Federation (LWF) to host the intern sutdent for

Partnership Program Office

Annual_FY08_Logframes

201

the research on the Ecumenical Partnership focusing on the women empowerment and youth group. • In addition, LWF asked CWS

Cambodia Partnership Staff to facilitate the workshop on the "Buddhist & Christian Value" session during Annual Retreat with 300 staff in Sihanuk Ville, August 27, 2007. • Attended workshop on Land

Titling and Poverty Reduction organized by Analyzing Development Issues (ADI) Output 2.4 Better informed programming & practice as result of periodic evaluations of CNGO partners

• # Program M&E to partners

• One M&E exercise carried out to

routinely

KNTO to learn and give feedback to the partner • Partnership reflection workshop

conducted with 34 CWS partners and staff Activities: 2.4.1

2.4.2

CWS's Inputs

Actual Output

Support the project manager to develop TOR for M&E

• Program/project staff, time, budget

Coordinate for internal or external M&E to partners

• Program/project staff, time, budget

Partnership Program Office

• Assisted Project Manager of BT &

BTM to develop monitoring tools for M&E workshop

FMER staff

• Cooperated with M&E team and

consultant to develop the M&E tools and conducted M&E exercise to KNTO for testing tools

Annual_FY08_Logframes

• Program and Project staff

continue to monitor the partners • This is the second time that

CWS partnership organized the partnership reflection workshop after 2003 (FY04). Variances/ Remarks • This was not done due to the

continuation of funding support to planned partners. This will be done in FY09. • Cooperate with M&E team

to continue monitoring to partners

202

• The program and project staff

organized the "Partnership Reflection" workshop on 11-13 Jun 2008, at Sihanouk Ville, with 35 people (4 women) who come from 16 NGOs (KNTO, CFEDA, ADOVIR, KCDA, KORCD, KCC, CSCM, ICA, CDA, CIDC, Adsu, CFED, CDA, CFC, CCC-GPP and CWS staff). Output 2.5 Defined partnership strategies and developed necessary tools for monitoring & assessing program capacity

• Developed new partner profiles

• A framework of Ecumenical

and create an opportunity for partners to meet together to reflect to the partnership work and analysis of SWOT and assess the efficiency, effective ness and impact of the project for individuals, organization and communities.

• This consultant is a local hired.

Partnership is clearly defined

• Developed "partner selection tool" and

"proposal assessment tool"

• Proposal Appraisal Tool was

• The tools were revised based

developed and presented to POG.

on the feedback from POG.

• POG approved the Appraisal Tools

and proposal assessment forms. The program and project already used to assess nine proposals from nine partners (three holistic & six small grant proposals). • Grant monitoring tools

• Grant monitoring tool was

developed and presented to the Country Director • M & E forms for partnership

• Monitoring forms of SHG,

Funeral Association, VDC, Partner Capacity Assessment were developed .

Partnership Program Office

• This workshop was to retreat

Annual_FY08_Logframes

• The tools were very helpful for

the funding committee to spend less time to assess proposal

• The program continued to use

this tool. • M&E team continue to monitor

to all partners.

203

Activities: 2.5.1

2.5.2

CWS's Inputs

Support project staff to compile • Project/program staff, budget new partner's profiles

Develop "Partner Selection & Proposal Assessment Tools"

• Project/program staff

Actual Output • The program hired a consultant

to document the history of the ecumenical and developed its framework for CWSC to set the boundary of Ecumenical work and clear directions in the future. At the end of assignment, the document was presented to the country representative. • Proposal Appraisal Tool for

holistic partner was developed and presented to POG to get feedback. The tool was used to appraise proposal of KNTO, CFEDA and ADOVIR for FY08 • POG approved the Appraisal Tools

and proposal assessment forms. The program and project already used to assess nine proposals from nine partners (three holistic & six small grant proposals). • The program also developed the

partner selection tool & presented to POG and POG approved. The form was used to assess KCDA in BTB for FY09-11 2.5.3

Develop Grant Monitoring Tool • Program staff

Variances/ Remarks • The consultant was local hired,

Mr Paddy, who used to work for CSCM in Cambodia, provide four-month consultancy.

• This was done during the first

semester

• The tools were very helpful for

the funding committee to spend less time to assess proposal

• This form was used to assess

the new holistic partner.

• Grant monitoring tool was

developed and presented to the Country Director. The form shared to the program staff.

Partnership Program Office

Annual_FY08_Logframes

204

2.5.4

Cooperate with M&E staff to develop M&E Forms for partnership

Output 2.6 Improved profiling & promotion of CNGOs partners to other donors for resource mobilizations

• Project/program staff, budget

• Monitoring forms of SHG,

• # Donor coordination meeting

• A donor meeting with Mekong

Plus and AusAID was carried out to discuss about CFED Svay Rieng Financial Issue. • Four partners (CFEDA, KNTO,

CFED&CIDC) requested support from CWS for reference for proposal submission to AusAID. Only CFEDA and KNTO received 12,000US$ each. Activities: 2.6.1

Coordinate meeting with other donors Mplus, AusAID, Hiefer,

• M & E Handbook developed

Funeral Association, VDC, Partner Capacity Assessment were developed and incorporated in the M&E Handbook

CWS's Inputs • Program staff

Actual Output • Partnership Program staff

coordinated a meeting with MekongPlus & AusAID as they are funding partners of CFED Svay Rieng. Meeting was focused on financial quality check. CWS internal audit conducted a global audit to CFED based on the request from Mekong Plus & AusAID.

• CFEDA and KNTO are strong

partners of CWS Cambodia.

Variances/ Remarks • Before Mekong Plus provided

fund support to CFED, they requested CWS to conducted an financial review and CWS agreed to build the capacity of CFED accountant and other staff. CFED received fund Mekong Plus.

• Within the partnership program

and finance unit provided technical financial support and capacity building to CFED staff.

Partnership Program Office

Annual_FY08_Logframes

205

• Supported four partners (CFEDA,

KNTO, CIDC&CFED) for proposal development to AusAID. At the end CFEDA and KNTO received fund with US$ 12,000 for each org. 2.6.2

Attend NGO/ donor forum

• Program staff

• Attended two meetings of NGOs

Forum as CWS nominated the partnership program manager to be candidate of CCCManagement Committee in 2008. Output 2.7 Staff development; effective training and mentoring of field office staff; enhanced capacity building of program office staff

• Program staff possess OD skill

• The nominations were not

successful.

• 6 Partnership Staff attended

• Project staff possess project cycle

• Ongoing coaching and follow

up the progress of project implementation to ensure the quality of work • OD Program Officer received

technical coaching for three times for the training curriculum. 2.7.1

partners of CWS Cambodia and they have many good achievements.

M&E system development

management skill

Activities:

• CFEDA and KNTO are strong

CWS's Inputs

• Program staff Provide on-going coaching to program and project staff on the OD & Project Cycle Management

Actual Output • Coaching meetings with

ecumenical Program officer and capacity building Program officer regarding the training course and approaches on how working with them more effectively.

• This support was a part of field

visit to the participants and assisted the OD program staff. Variances/ Remarks • The Ecumenical staff resigned

in April 2008. The program staff carried out extra responsibilities to implement the project and reporting

• Ongoing coaching to Project

Managers in Kompong Thom and Battambang regarding the approaches working with partners and exit strategies between CWS and partner and Partners with their communities

Partnership Program Office

Annual_FY08_Logframes

206

• Provided technical support to OD

Program officer for three times for the training curriculum development and also assisted in facilitating training and workshop. 2.7.2

Encourage Program & Project staff to learn necessary skills through internal & external training/ workshop

Partnership Program Office

•

Program/Project staff

•

Six Partnership staff attended the M&E Training early FY08 and carried out a field practice to test the tools developed by the team. As a result, staff understood definition, tools used and take ownership on M&E to the project in future

•

Sent KPT partner coordinator to attend VBNK conference, 2008 of community dialogue on "Make a different society for today and tomorrow", in Banteay Meanchey, 22-26 June 2008.

Annual_FY08_Logframes

• It was an opportunity for the

program manager to expose to the training and assess the capacity of the participants and provided support to the OD program officer

• This conference was continued

from 2007, and VBNK wants to CWS staff representative to join in this dialogue.

207

Church World Service Cambodia Log-frame annual Report FY08 Project Name: Kompong Thom Partnership Project Project No.

Narrative Summary

Objectively Verifiable Indicators

Actual Output

Variances/ Remarks

Overall Objective: To build strong communities that will impact positively on the standard of living of poor and vulnerable people, the equality of women and overall peace. Theme 1: Capacity Building of CNGO and Ecumenical Partners OBJECTIVE. 1 Strengthen the capacity of holistic CNGO partners and small project fund recipients to facilitate program that will effectively and sustainably improve the living condition of the most vulnerable Output 1.1: Matured organizational capacity for 1 CNGO partners

•

KORCD's Strategic Plan (VMG) developed

•

Strategy of KORCD exists

•

The strategy was reviewed by board of directors and is being used.

•

Annual Plan document developed

•

Annual plan with details of activities and timeframe was developed and being implemented

•

Staff used the annual plan as a milestone for implementing the organization activities.

•

CAT conducted for HAPO, COP and CIDC

•

Capacity Assessment conducted for HAPO, CIDC and COP

•

Staff conducted M&E to three Small Grant partners by using CAT

•

KORCD staff are able to use CAT

•

CAT training and practice was conducted for KORCD

•

Six KORCD staff are able to use CAT to evaluate their organization

•

KORCD's Admin & Staff policies reviewed

•

KORCD's Admin & Staff policies were reviewed

•

Documents are available

•

Training need assessment identified

•

Training Need Assessment was conducted for KORCD

•

Project staff and KORCD staff completed the training FY08

•

Staff policies implemented by KORCD staff

•

Staff policy was developed & being implemented

•

It was reviewed and being used

Activities: 1.1.1

Train KORCD staff on strategic plan (VMG)

KPT Partnership Project

CWS's Inputs •

Actual Output

Program and Project staff, budget, training materials

•

Project staff with support from partnership program officer conducted training on strategy

Annual_FY08_Logframes

Variances/ Remarks •

The strategy was reviewed by KORCD's board of director and is being used.

208

planning workshop for the six KORCD and two CSCM staff from 13-17 Oct 2007. 1.1.2

Assist KORCD to develop annual plan

•

Project staff, motorbike

•

After the strategy plan was developed, the 6 KORCD staff with support of CWS staff developed the Annual Plan of FY08

•

Plan of Action FY'08 is in use

1.1.3

Use CAT to evaluate HAPO, CIDC and COP

•

Program and project staff, motorbike, materials

•

CAT was carried out by HAPO on 20-21August 07 with full participation from partner's staff and 60 parents of of school children; and CIDC carried out its CAT on 24-25 Oct 07 with participation from partner's staff and 40 local authorities. COP was evaluated using CAT on 21-22 Jan 08 with participation from partner staff and six local authorities in three villages.

•

Project staff found that HAPO and CIDC achieved their plan and were good at office management COP was good at the field work, but lacks organizational management.

1.1.4

Provide training on CAT Assessment to KORCD

•

Project staff, budget, materials, motorbike

•

•

KORCD staff are able to use CAT to evaluate the organization by themselves for next year.

1.1.5

Coach KORCD staff to revise • Project staff, materials, motorbike administration system and staff policy

•

CAT training and practice were conducted for six KORCD staff in May 08 at KORCD's office from 17-18 June 08. Administration system and staff policy of KORCD were reviewed

•

KORCD staff were involved in revising administration system and staff policy

1.1.6

Conduct TNA for KORCD staff • Project staff, motorbike, materials

•

TNA was conducted for KORCD and put into staff development plan

•

KORCD and Project staff conducted training followed TNA plan

1.1.7

Monitor KORCD staff on plan • Project staff, motorbike implementation of annual and organizational management policies

•

Project staff monitored the KORCD staff and program four times per month to make sure the management system & activities were carried out as planned.

•

Project staff also stayed at the communities with partner staff to learn more about their livelihood

KPT Partnership Project

Annual_FY08_Logframes

209

1.1.8

Select Village Development committee (VDC) and Village Committee for Program Management (VCPM)

Output 1.2: CNGO partner matured in technical capacity

KPT Partnership Project

•

Project staff, motorbike, materials Provincial Rural Development Department (PRDD) and District Rural Development Department. (DRDD)

•

KORCD staff cooperated with PRDD and DRDD staff to select nine VDC leaders, 52 VCPMs and 12 Advisors in nine target villages of KORCD.

•

New VDCs and VCPMs attended training on roles and responsibilities, village plan and conflict resolution part I.

•

8 target villages of KORCD conducted and documented PRA

•

KORCD staff conducted PRA

•

PRA document of each village is in place.

•

KORCD staff have good team work

•

•

Continue to improve the effectiveness of program implementation

•

Financial report from KORCD is acceptable

•

KORCD submitted monthly & quarterly financial reports with acceptable quality Jul-Nov07

•

Project staff continue to monitor it closely

•

KORCD staff are able to train SHG committee members on bookkeeping

•

KORCD trained 8 SHGs on bookkeeping in the eight target villages.

•

Project staff will train KORCD staff to improve their bookkeeping skills

•

KORCD staff are able to present their work in the meeting/ workshop

•

KORCD staff slightly improved their presentation skill through meeting and workshop

•

•

KORCD staff are able to solve problems in their target areas

•

KORCD staff and 23 VDCs received training on conflict resolution on January 08.

•

KORCD staff are able to write report and submit it on time

•

KORCD submitted the report of FY08 earlier.

•

Study tour organized for 6 CNGO staff and 9 community members

•

The study tour on silk weaving of CFC and village work center in Kompong Cham was conducted to four KORCD staff and 30 weaving members on 26-27 May 08.

in nine target villages in three communes

& 286 villagers (214 women). KORCD staff have worked hard through consultation and participation with stakeholders

Annual_FY08_Logframes

Project staff provided coaching on the presentation skills to KORCD staff in every meeting/ workshop. • KORCD staff have continued to monitor its village conflict resolution committee in their target villages. Two KORCD staff were sent to attend report writing with Partnership Program. Project staff monitored the quality of the report. • After returning from study tour, KORCD staff and community have planned to review their weaving system and repair some looms •

210

•

Activities:

KORCD staff improved their community development work after the training.

•

Five KORCD staff and six CIDC staff received training on community development work on 21-22 June 2008

CWS's Inputs

•

Actual Output

KORCD and CIDC staff understood both theory and field practice of community development work. Variances/ Remarks

1.2.1

• Program and project staff, budget, Conduct PRA training for KOCRD staff and coach them materials, vehicle in the field

•

Project staff conducted a training on PRA for six KORCD, two KCC and two CSCM staff from 10-14 Sept 07. Participants were asked to practice the actual PRA in one village. KORCD completed its PRA in nine villages.

•

PRA document is in place KORCD staff are able to practice PRA in their new target villages.

1.2.2

Provide training on leadership • Program and project staff, budget, and management to partners materials, vehicle

•

Project staff conducted the Community-Based Org & management course from 11-15 Dec 07 with 21 people (6 KORCD, 2 KCC, 1 ICA, 2 CSCM, 2 CFC, 1 CIDC, 1 HAPO, 1 Adsu Church, 2 CDA, 1 DPKS & 2 teachers

•

Project staff will monitor and KORCD will train the same course to VDCs and village leaders

1.2.3

Provide echo-training on basic • Project staff, motorbike, materials financial management to KORCD finance staff

•

Project staff provided training on bookkeeping to KORCD staff and ongoing monitor financial report

•

Project staff will provide ongoing coaching and build strong financial management

1.2.4

Provide training on SHG and bookkeeping to KORCD staff

Project staff, motorbike, materials

•

Project staff conducted SHGBookkeeping to six KORCD staff and nine VDCs on 18-19 Dec 07.

•

Project staff will provide ongoing monitoring to SHG bookkeeping

1.2.5

• Project staff, motorbike, materials Coach KORCD staff on presentation and listening skills

•

•

Project staff will continue on-going monitoring

1.2.6

Conduct training workshop on • Program and Project staff, budget, Conflict Resolution to CNGO materials partners

•

Project staff provided coaching to six KORCD staff on presentation and listening skills in every meeting and workshop. Project staff provided conflict resolution training to six KORCD staff and 23 VDCs on Jan 08

•

The next training on conflict resolution part II will be carried out in first quarter of FY09

KPT Partnership Project

•

Annual_FY08_Logframes

211

1.2.7

Train KORCD staff on report writing

•

Program staff, budget and materials

•

Three KORCD staff were sent to attend the report writing in Phnom Penh organized by the Partnership

•

Project staff will check and give feedback to KORCD regarding quality of report

•

After the study tour, communities and KORCD staff have plan to review their weaving system and to repair some looms.

11 CNGOs partners staff (KORCD five and CIDC six) received training on CD concept for two days from Project staff on 21-22 Jun 08.

•

CNGOs staff were clear on CD theory and they practice it more with their community in facilitation skills

KORCD staff regularly attend the monthly meeting with CC. 103 families from eight vegetable groups have home gardens. They earned a total of 6,642,600 Riels Four poorest families in Vaing Cheung , Kang Meas cheung, Kang Meas Tbong and Tuol Chan village received three buffalos and one cow for raising

•

•

Three buffaloes and one cow were delivered to four poorest villages. Due to the price of cow increased, the group members contributed their money to increase KORCD's budget

18,332kg were borrowed from 90 families of rice bank members in nine villages.

•

KORCD will encourage other members to return rice to their rice bank. People reduced 80% borrowing rice seeds from the rich families.

Program 12-16 Nov 07. KORCD staff are

1.2.8

Conduct study tour to 6 CNGOs • Project staff, budget, materials

•

staff & 9 community members

1.2.9

Train 10 CNGO staff on CD concept

Output 1.3 Matured practice among partners

•

Program and Project staff, budget, materials

•

Good relationship between CNGO • staff and CBO, CC and local authorities • Target beneficiaries of the partners • have home garden, animal raising compost making, Kroma weaving group and rice bank •

•

•

KPT Partnership Project

able to write report and submit to CWS on time. Partnership Project Kompong Thom also provided small funds for two staff of CCDC & COP to attend training course on M&E organized by VBNK Study tour on weaving program was conducted for two days for four KORCD staff and 30 communities on 21-22 June 08.

Annual_FY08_Logframes

CC members were happy with KORCD participation • Project staff encouraged KORCD staff to mobilize villagers to plant plant vegetables for reducing poverty.

212

Activities: 1.3.1

1.3.2

•

103 families received home garden training & planted the vegetable. They earned a total of 6,642,600 Riels selling vegetables

•

•

134 kromas from two weaving groups were weaved& solved

•

417 families were reported using mosquito nets, 257 families drink boiling water. 25 pregnant women received safe birth spacing, (15 at health center & 10 women at home). Four open wells were dug in Vaing Cheung, Kang Meas Cheung, Kang Meas Tbong and Tuol Chan village.

•

Mortality rate caused by preventable disease reduced (%)

•

•

Number of target groups of partners received awareness on gender, human rights and peace building conducted by partners with support from CWS

•

Semi-automatic looms used were quicker than the traditional ones \ • KORCD will continue to monitor community health No one died from the simple diseases (diarrhea, malaria and typhoid fever..)

•

gender and human rights on Women's Day

350 people (245 women) attended the workshop.

CWS's Inputs

Actual Output

Encourage CNGO partners to • Project staff, motorbike build relationship with CBOs, CCs, VDC and authorities

•

• Project staff, motorbike Encourage and support KORCD staff to train target communities on home garden,

•

KORCD engaged all village leaders,

•

KORCD will continue to engage local authorities in all development process

•

KORCD will continue to encourage other villagers to plant vegetables.

•

Four poorest families are happy to raise buffalos and cows

meeting & other important events. 103 families received home garden training & planted the vegetable. They earned a total of 6,642,600 Riels to

Kroma weaving, and rice bank •

alleviate one part of poverty in their families. Four poorest families in Kang Meas Cheung, Kang Meas Tbong, Tuol Chan and Vaing Cheung received three buffalos and one cow for raising.

Annual_FY08_Logframes

KORCD will continue to integrate gender and human rights extension in every village meeting. Variances/ Remarks

commune councils, elderly people in the

animal raising, compost making,

KPT Partnership Project

KORCD provided extension on

KORCD will continue to encourage other villagers to plants vegetables.

213

1.3.3

1.3.4

Two groups with 21 members (20 women) of Krama weaving were formed in Kangmeas Tbong & Kangmeas Cheung village and the weaving is in progress. 134 Kramas were made and sold to neighbors.

•

The weaving activities were impressed by community people There were two women from Tang Krasang and two from BFDK to learn weaving from them.

KORCD raised awareness on basic health for 417 people ( F=340) in the target villages. 257 people using mosquito nets, drinking boiled water. 77 pregnant women received safe birth ( 45 at the health center and 32 at home). 30 women still received birth spacing. Four open wells dug in Vaing Cheung, Kang Meas Cheung, Kang Meas Tbong and Tuol Chan village. KORCD integrated concept

•

KORCD will continue to monitor community health progress

•

KORCD will continue to integrate gender, human rights extension in every meeting with community.

•

CIDC and Atsu Church evaluated their activities in June 08.

Support KORCD in providing primary health care to communities

•

Project staff, motorbike

•

Support KORCD to provide

•

Project staff, motorbike

•

training on gender, human rights,

of gender, human rights into the Women's

and peace building to the target communities

Day on 7th March 08 in Kang Meas Pagoda. 350 people (245 women) attended.

Output 1.4 CNGOs, CBOs, CCs and VDCs are to implement small projects in support of the most vulnerable in their communities Activities: 1.4.1

•

•

Two small project grants approved

CIDC& Adsu Church have finished the Small Project grant project with support from CWS, but their activities are still going on.

CWS's Inputs

Select two small project grant • Program and project staff partners

KPT Partnership Project

•

Actual Output •

Variances/ Remarks

CIDC received SPG support to • The children's parents were happy 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 17 bicycles from CIDC. Their parents in 70 families received vegetables seed.

Annual_FY08_Logframes

214

Output 1.5 Vulnerable people receive emergency relief through CNGO partners

•

85 vulnerable/ victim families in KORCD target areas received ontime emergency relief

•

Adsu Church received CWS support to • Adsu church is good at repair the weaving venue and two marketing their products to clients semi-automatic looms. The activities of weaving are on going.

•

339 families in Santuk & Baray district of KORCD target received food assistance such as

•

50 kgs of white rice, 4 cans of canned fish,

2 kgs of Iodine salt per family

Activities: 1.5.1

Assessment of emergency situation

CWS's Inputs •

Actual Output

Project staff, motorbike

•

Flood caused by overflowing floodwaters from Stung Sen & Stung Chinit river due to new construction of dams KORCD encouraged them to plant vegetables and plant the dry season rice. Variances/ Remarks

Project staff with support from the • 390 flood victims Partnership & Emergency Response requested food program staff in cooperation with assistance, but the assessment KORCD & local authorities was able to give 339 most conducted food assessment for two vulnerable families steps concerning food hunger. Finally, 82 families for the 1st step and 257 families for the 2nd step received 16,950 kgs of white rice, 1,356 canned fish, 678 kg (ration: 50Kgs of white rice ,2kg of Iodine salt, 4 cans of canned fish)

1.5.2

Provide grant (USD1000.00) and conduct field monitoring

Output 1.6 Increased advocacy awareness in KORCD target areas

•

Project staff, budget, motorbike

•

•

Women's Day awareness organized

•

Partnership project contributed USD2,068 for the two responses in addition to the budget from Emergency Response office Phnom Penh

•

The project budget could only respond to the first food distribution.

Women's Day awareness

•

350 people (245 women) understood about gender, women rights and domestic violence.

organized by KORCD with support from

CWS on March 08 in Kang Meas pagoda.

KPT Partnership Project

Annual_FY08_Logframes

215

Activities: 1.6.1

Support CNGO partner to organize Women's Day awareness

CWS's Inputs •

Project staff, budget

Actual Output •

Variances/ Remarks

350 people ( 245 women) • People and government officials from nine villages attended were interested in this workshop, Women's Day at Kang Meas pagoda. They understood about women The workshop was in the honor of rights, domestic violence through Baray deputy District governor on role-plays and questions7th March 2008. answers session.

Theme 2: Management and Supervision OBJECTIVE. 2 Improve program design; effective and efficient implementation; enhanced program outcomes Output 2.1 • 72 field visits to CNGO partners • 72 field visits to holistic and small grant • Project will continue to Improved capacity of CNGO partners to plan, implement, conducted CWS partners in Kampong Thom. monitor the activities of partner monitor, 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 partner staff to improve their capacity on community development work. Activities:

CWS's Inputs

Actual Output

2.1.1

Conduct field monitoring/ visit • Project staff, motorbike to partner 4 times to the field & 2 times at the office

•

2.1.2

Attend monthly and quarterly meeting with partner

Project staff, motorbike

•

KPT Partnership Project

•

Variances/ Remarks

72 field visits to partners office and • Project will continue to monitor their work. At the office, project monitor activities of the partner staff provided training, coaching on staff. organizational management At the field, coaching the partner staff on facilitating skill in the real meeting with communities and the presentation skill and provided the useful ideas. Project staff attended monthly • Project staff will continue 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.

Annual_FY08_Logframes

216

Church World Service Cambodia Log-frame Annual FY 2008 Report Project Name: Battambang and Banteay Meanchey Partnership Project Project No. Narrative Summary

Objectively Verifiable Indicators

Actual Output

Variances/ Remarks

Overall Objective: Theme 1: Capacity building and support of holistic CNGO partners OBJECTIVE 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: ▪ FY 2008 grants were approved and Emerging organizational capacity for 3 newly engaged CNGO partners provided to 3 partners (CFEDA, and maturing organizational capacity KNTO & ADOVIR) to implement ICD for 3 established CNGO partners. program in remote villages. ▪ 3 new CNGOs selected as holistic

partners. ▪ CFEDA, KNTO and ADOVIR

obtained 3 year- strategic plans and proposals. ▪ 3 partners (CFEDA, KNTO and ADOVIR) obtained revised financial, administration & staff policies/ guidelines.

BTBTM Partnership Project

FY 2008 grants were provided to CFEDA, ADOVIR & KNTO to implement ICD program in 41 remote villages. One CNGO: KCDA was selected as holistic partner. CFEDA & KNTO obtained 3 year- strategic plans & proposals. Policies/guidelines (finance, Admin, staff, community pond & school) of CFEDA, KNTO & ADOVIR were revised and created.

Annual_FY08_Logframes

▪ The programs benefited

directly 3,668 families (18,888 persons) and indirectly benefited 3,400 families. (16,788 persons). ▪ No other potential CNGOs that met criteria of target area selection ▪ ADOVIR will finalize their

3 year- strategic plan in August 2008. ▪ The guidelines have been improved

and reflected the current situation & change within the organizations & their communities.

217

▪ 3 partners (CFEDA, KNTO &

ADOVIR) improved & created village profiles, monitoring tools & reports. ▪ 6 partners (CFEDA, KNTO & ADOVIR) and 3 new partners assessed capacity needs and developed capacity building plan. ▪ ADOVIR assessed organizational performance by using CAT. ▪ V, M, G & core values of 3 new

partners defined. Activities: 1.1.1.

1.1.2

1.1.3

Assess & appraise proposals and plan of CFEDA, KNTO and ADOVIR. Select 3 new holistic CNGO partners.

Prepare agreement and disburse grants for CFEDA, KNTO, ADOVIR and 3 new CNGO partners.

BTBTM Partnership Project

CFEDA, KNTO and ADOVIR improved & created monitoring tools/forms and reports.

▪ Monitoring of the program

Capacity building needs for CFEDA, KNTO and ADOVIR were conducted & capacity building plan were prepared. ADOVIR was assessed organizational growth by using CAT. KCDA defined VMG & core values.

▪ Will assist a new partner,

CWS's Inputs ▪ ▪ ▪ ▪ ▪

Holistic grants Project and Program staff Transportation Training fund/materials. Training room.

Actual Output Assessed and prepared proposals & plans of CFEDA, KNTO & ADOVIR for FY 2008. Met KCDA team and visited their target villages to learn about their program and selected them as holistic CNGO partner. Provided FY 08 grant disbursement to CFEDA, KNTO and ADOVIR. Prepared agreements of FY 2009 grants for ADOVIR & KCDA. First disbursement of FY 09 grant was given to them.

Annual_FY08_Logframes

activities has been improved.

KCDA to prepare capacity building plan in the first semester of FY 2009. ▪ The result was incorporated with plan for improvement. ▪ KCDA focuses their program

on supporting vulnerable in postconflict & remote areas. Variances/ Remarks

▪ KCDA implements ICD

program in 13 villages in the former Khmer Rouge controlled District; Samlout, BTB. ▪ USD 86,130 was disbursed to 4 partners; (USD 28,731 for CFEDA, USD 22,171 for KNTO, USD 28,227 for ADOVIR & USD 10,000 for KCDA).

218

1.1.4

1.1.5

Conduct meetings with CFEDA, KNTO, ADOVIR and 3 new partners to explain partnership operation guideline. Conduct financial monitoring for 6 partners.

1.1.6

Provide mentoring, coaching and field monitoring regarding organizational strengthening & program implementation. 1.1.7 Provide training & coaching to partner staff (CFEDA, KNTO & ADOVIR) to develop strategic plan and proposals. 1.1.8 Provide coaching and mentoring to partner staff (CFEDA, KNTO & ADOVIR) to revise financial, administration & staff policies/ guidelines. 1.1.9 Provide coaching and mentoring to partner staff (CFEDA, KNTO & ADOVIR) to develop and improve village profiles, monitoring tools and reports. 1.1.10 Conduct capacity building need assessment for KNTO, CFEDA, ADOVIR and 3 new partners & prepare capacity building plans. 1.1.11 Conduct CAT to evaluate ADOVIR organizational growth.

BTBTM Partnership Project

Arranged meeting with CFEDA, ▪ Partner staff understand KNTO, ADOVIR & KCDA to about the guidelines & timeframe explain CWS Partnership of partnership with CWS Operation Guidelines. Conducted two-monthly financial ▪ Partners continue to improve monitoring for CFEDA, & KNTO finance system (report, and and monthly for ADOVIR. management). Provided coaching, mentoring ▪ Partners have strengthened & follow-up to CFEDA, KNTO & their program aspects. ADOVIR related to program direction and implementation. Conducted workshop & coaching for ADOVIR, KNTO & CFEDA to develop strategic plan and proposal. Provided coaching to CFEDA, KNTO & ADOVIR to revise guidelines & policies.

Provided coaching to CFEDA, KNTO & ADOVIR to improve & create monitoring tools/forms & reports.

▪ will improve village profiles

Conducted capacity building need assessment for KNTO, CFEDA & ADOVIR & prepared capacity building plan. Used CAT to assess ADOVIR Organizational growth.

▪ will assist KCDA to prepare

Annual_FY08_Logframes

in the first quarter FY 2009.

capacity building needs in the first semester of FY 09.

219

1.1.12 Provide coaching to 3 new partners to define V, M, G and core values.

Output 1.2 Emerging technical capacity among 3 newly CNGO partners, maturing technical capacity among 3 established

CNGO partners.

Provided training/coaching to KCDA on organization VMG, Values, CD approach & community situation analysis. Facilitated them to define VMG & core values. ▪ At least 2 training courses (LCP,

conflict resolution, CAT, & PIA) organized and provided for 40 CNGO partner staff (20 staff/ course).

Three workshop/training on strategic planning and CAT, what organization is and values were organized and provided for 32 staff (13 women) from ADOVIR, CFEDA, KNTO & KCDA

▪ At least 2 workshops related to program implementation organized

for 30 partner staff.

▪ At least 5 CNGO partner staff supported to attend relevant training

& workshop.

One learning exchange workshop regarding programming

organized and facilitated for 15 staff (6 women) from CFEDA, KNTO & KCDA & ADOVIR. Thirty nine partner staff (8 women) of CFEDA, KNTO, ADOVIR & KCDA were supported to attend relevant training and workshop on TOT for community trainer, institution

management, proposal orientation, partnership reflection & report writing. A trip was arranged for 16 partner staff & community key persons (5 women) from CFEDA, KNTO & ADOVIR

▪ ADOVIR, CFEDA, & KNTO

used the gained knowledge to prepare their 3 yearstrategic plan. ADOVIR used CAT to assess their organization growth. ▪ Key learning were identified

by partner and use it to improve their program.

▪ Partner staff identified that

the training and workshops were useful and they use knowledge/experience gained to improve their program & organization.

The peace walk received fund support from Peace Building Unit, PHN.

to join two-day peace walk from

18-19 March 2008 in Takeo

BTBTM Partnership Project

Annual_FY08_Logframes

220

▪ One exposure visit organized for 12

CNGO partner staff.

Province, organized by Dhammayietra BTM. Its purpose was to raise culture of non-violence & promote peace among villagers. A five-day exposure visit was organized for 14 staff (6 women)

from KCDA, ADOVIR, CFEDA & KNTO to learn experiences regarding ICD program of KNTO

▪ Internship organized & facilitated

for 4 CNGO partner staff.

& CFEDA and Old People Association of DYMB. Three staff (one woman) from ADOVIR & KCDA were supported & facilitated to have

▪ CNGO partners use gained

experience to strengthen their program, especially funeral associations and village structure.

▪ Partner staff increased

experience to improve their work.

one-week internship with KNTO ▪ One refresher training course

to learn CD work. Not achieved.

organized for 15 VLAs from target villages of CNGO partners.

BTBTM Partnership Project

Annual_FY08_Logframes

▪ Plan was revised to fit with

the need of VLAs & strategy of ADOVIR. ADOVIR was mentored and advised to link VLAs in Ampil Pram Daeum commune with Bavel District Animal Health Office through support of the VLAs to organize vaccination campaign of cattle against hemorrhagic septicemia. As a result, 1,800 cattles received vaccination.

221

Activities: 1.2.1

Organize and provide training &

training follow-up to partner staff.

1.2.2

1.2.3

1.2.4

1.2.5

Organize & facilitate program related workshops.

Coordinate with relevant network & institution for partner staff to attend training & workshop. Organize and facilitate exposure visit for partner staff.

Organize internship for CNGO partner staff.

BTBTM Partnership Project

CWS's Inputs ▪ Fund for training, visit , workshop ▪ ▪ ▪ ▪

and internship. Project and program staff/time. Transportation. Training materials/documents. Training room.

Actual Output Provided a two-day training on CAT & what org. is & values for 13 staff of VFEDA, KNTO & ADOVIR. Organized a five- day training on strategic planning for 11 staff of CFEDA & KNTO. The training was provided by partnership program staff. Organized a three - day workshop on strategic planning for 8 staff of ADOVIR & KCDA. Organized and facilitated workshop for 4 holistic partner staff to exchange learning related to program activities. Coordinated with Partnership Program and partners staff to send 39 partner staff to attend training & workshops. Coordinated and organized a visit for 14 partner staff to learn experiences with KNTO, CFEDA & DYMB.

Variances/ Remarks ▪ Project staff provided follow-

up and coaching to partner staff to apply the gained knowledge into practice.

▪ The workshop was

organized at BTM office.

▪ The training and workshops

were organized by Partnership Program Office. ▪ Partner staff shared the

learning with their team and incorporate it within their program.

Arranged internship for staff of new partner; KCDA and new staff of ADOVIR to learn program experience with KNTO in BTM.

Annual_FY08_Logframes

222

1.2.6

Coordinate with VLA trainer of DAHP & organize VLA refresher training.

Output 1.3: Developing practice among 3 newly engaged CNGO partners & maturing practice among 3 established CNGO partners.

Not done

▪ Plan was revised and VLAs

in ADOVIR target commune was linked with District Vet. through cattle vaccination campaign. ▪ CFEDA and KNTO increased

capacity in providing capacity to VCPM regarding to rights based, leadership, domestic violence etc.

Capacity of CFEDA & KNTO increased related to building capacity & support to VCPM.

▪ CFEDA and KNTO able to support

CFEDA & KNTO were able to CCs to explain CCDM sub-decree support CCs regarding CCDM for VCs, VDCs & VDVs and provide sub-decree explanation to key refresher training for VDVs. villagers (VCs, VDCs & VDVs).

▪ ADOVIR able to support a need led

CBOs ( funeral associations and well groups etc). ▪ ADOVIR able to integrate gender, human rights and peace building in programming. Activities: 1.3.1

1.3.2

CWS's Inputs

▪ Holistic grants Provide coaching & mentoring to CFEDA & KNTO staff related ▪ Project and Program staff to capacity building for VCPM. ▪ Transportation ▪ Training fund/materials.

Provide coaching to CFEDA & KNTO staff to support CCs related to CCDM sub-decree extension & provide refresher

BTBTM Partnership Project

ADOVIR increased capacity in support of CBOs; funeral association & community pond. ADOVIR increased capacity in integration of gender, peace building in their ICD program. Actual Output Provided coaching to CFEDA & KNTO regarding training provided to VCPM on meeting facilitation, communication, proposal writing and bookkeeping. Provided coaching to CFEDA & KNTO to support CCs related to CCDM sub- decree explanation.

Annual_FY08_Logframes

▪ Partner staff have confident

in support and strengthening capacity of VCPM and work with less assistance from CWS staff. ▪ CCs appreciate the support provided by partners. 137 (27 women) key persons from 4 communes received the explanation. ▪ The capacity of CBOs has strengthened. ▪ Their program has more

benefit for communities. Variances/ Remarks ▪ Field follow-up was provided

to partner staff when they organized training for VCPM.

▪ Partner staff increased

capacity on CBDRM.

223

1.3.3

1.3.4

training for VDVs. Provide coaching to ADOVIR staff to form and support needs led CBOs.

Provide coaching to ADOVIR staff to integrate gender, human rights & peace building in their program.

Output 1.5: Resources mobilized in support of CNGO partners.

Activities: 1.5.1

Share funding information & establish link between CNGO partners and potential donors. Output 1.6 CNGOs, CBOs, CCs are to implement small projects in support of

the most vulnerable in their communities.

BTBTM Partnership Project

Provided coaching to ADOVIR to provide & organize training for funeral association committee on leadership, bookkeeping & association guideline.

▪ 26 committee members

Assisted and coached ADOVIR staff to prepare program & strategy by integration of gender, & peace building as cross cutting issues.

▪ The program and strategy of

▪ At least one CNGO partner received CFEDA & KNTO were assisted

fund from other funding agency.

to prepare DAP proposal FY 09 & submitted to Australian Embassy.

CWS's Inputs

Actual Output

▪ Project and Program staff

Shared funding information with CFEDA and KNTO.

▪ At least 3 small projects approved

Three small project grants were provided to 3 small grant partners: DYMB implements HIV/AIDS focused program in support of Building New Life Center income generation project (BNLC). DYMB supports BNLC staff to improve skill &marketing on flower craft and bead-jewelry making to earn income for

and implemented (health, peace building, community development, food security and HIV focused program etc.).

Annual_FY08_Logframes

( 4 women) from 8 associations received training from ADOVIR.

ADOVIR are more holistic & responds more to the need of communities.

▪ Australian Embassy

provided DAP grants to KNTO & CFEDA. Variances/ Remarks

DYMB works in 158 villages of Mongkol Borei district in BTM. The grant period starts from March 2008 and will finish in February 2009

224

support of SHG members of PLHA. DYBTM implements peace focused activities through organizing of workshops on conflict resolution for CCs & key villages in Mongkol Borei District, BTM and education of BTM prisoners on Buddhist precepts & health prevention. DYBTB implements weekend peace making project for school children in Pouk Chmar Primary school, BTB.The project aims to promote peaceful heart and ideas of loving kindness & compassion toward others among the school children through organizing of weekend workshops for them to learn peace related topics & concept. Activities: 1.6.1

Conduct appraisal of proposal and field assessment.

1.6.2

Prepare agreement and grant disbursement.

1.6.3

Monitor project implementation.

BTBTM Partnership Project

CWS's Inputs ▪ Project staff ▪ Transportation. ▪ Fund for small project.

Actual Output Conducted assessment and appraisal of proposals of DYBTB, DYBTM and DYMB. Prepared agreements and disbursement of grants

Conducted field visit to monitor the project implementation of DYBTB and DYMB.

Annual_FY08_Logframes

The activities started in June 2008 & will finish in May 2009

120 school children (72 girls) from grade 3-6, between 1015 years old have opportunity to learn peace. The project period is from February until September 2008

Variances/ Remarks ▪ The proposals received

approval from funding committee. ▪ USD 7,318 was disbursed (USD 1,668 for DYBTB, USD 2, 350 for DYBTM & USD 3,300 for DYMB). ▪ Feedback and advice was provided to improve the program.

225

Output 1.7 Vulnerable people provided emergency relief through CNGO partners.

Activities: 1.7.1 1.7.2

Conduct assessment of emergency situation. Provide grant & monitoring.

Output 1.8 Increase public awareness raising activities through CNGOs & Govt. Departments. Activities: 1.8.1

Provide grant, materials and transportation.

BTBTM Partnership Project

▪ At least USD 700 made available

and disbursed through CNGOs for emergency relief.

Through ADOVIR, distributed food and blanket materials to 45 vulnerable families, who faced food shortage & house fire in 4 villages; Sthapor Pi, Beng Popoul, Beng Snoul & Kop in BTB. Totally, 3,600 kg of white rice, 270 bottles of soy sauce, 180 packages of iodine salt, 45 bottles of cooking oil, 9 mats, 18 mosquito nets, 27 blankets 18 cooking pots, 45 plates, 18 soup bowls, 108 spoons, 9 scoops, 9 kettles & 9 water filters were distributed.

CWS's Inputs ▪ ER fund. ▪ Project staff. ▪ Transportation.

Actual Output Conducted assessment to study situation and needs. Distributed food and materials food shortage families.

▪ At least USD 300 contributed to

BTB Women Affair Dept. CNGOs and Govt. Dept for organizingsupported to organize of awareness raising events. International Women Day celebration in BTB province. CWS's Inputs

▪ Fund. ▪ Materials & transportation. ▪ Project staff/time.

Actual Output

▪ 240 people (122 women &

102 children) of 45 victim families received support.

Variances/ Remarks ▪ Prepared proposal and

submitted to ER Unit. ▪ USD 1,860 of grant received

from ER unit to respond to the situation. ▪ The Dept. was able to raise

awareness on the International Women's Day. Variances/ Remarks

Contributed 20 boxes of drinking water to BTB Women Affair Dept.

Annual_FY08_Logframes

226

Theme 2: Management and Supervision OBJECTIVE Improve program design; effective and

efficient implementation; enhanced program outcomes. Output 2.1 Better informed programming and practice as result of periodic evaluation of CNGO partner achievements.

▪ External evaluation organized for

2.1.1 2.1.2 2.1.3 2.1.4

Prepare/organize external evaluation. Conduct evaluation. Present evaluation result. Conduct monitoring for KNTO

BTBTM Partnership Project

▪ Plan was postponed & will be

reconsidered in FY 09.

▪ Internal monitoring conducted for

KNTO

Activities:

Not achieved.

CFEDA and KNTO Seven-day monitoring was conducted for KNTO to assess their organization and program.

CWS's Inputs ▪ Program and Project staff ▪ Transportation ▪ Evaluation fee

Actual Output Not done.

▪ Its result had incorporated

in FY 2008 plan for strengthening of their organization and program. Variances/ Remarks ▪ Plan was postponed & will be

reconsidered in FY 09. Not done. Not done. Six members of Partnership Program team conducted monitoring of KNTO.

Annual_FY08_Logframes

▪ Monitoring feedback was given to KNTO staff.

227

Church World Service Cambodia Log-frame End-Year FY08 Report (July 07 - June 08) Project Name: Ecumenical Partnership Project Project No.

Narrative Summary

Objectively Verifiable Indicators

Actual Output

Variances/ Remarks

Overall Objective: Theme 1: Capacity Building of Ecumenical Partners OBJECTIVE Strengthen the capacity of ecumenical partners CSCM, ICA and KCC and small project fund recipients to facilitate program that will effectively and sustainable improve the living condition of the most vulnerable Output 1.1: Matured organizational capacity for three Ecumenical partners

Ecumenical Partnership Project

•

Strengthening of Ecumenical partners in:

•

VMG and Core Value of three Ecumenical partners reviewed and defined

•

KCC's VMG and Core Values were revised during the general assembly and CSCM revised during the workshop organization strategy

•

Done in the previous reporting period

•

Training Need Assessment and follow up training conducted for all partners

•

The follow up training was done for KCC, ICA, CSCM

•

Training need assessment will be reviewed in next reporting period

•

Monthly and Quarterly meeting conducted for programming reflection

•

•

Continue to conduct the ecumenical partner meeting

•

Governance and managing governing boards of three ecumenical partners encouraged and coached

Three quarterly meeting with all ecumenical partners to follow up the progress report and do planning • The general assembly was carried out to vote the KCC executive committee for the 5 years of third mandate

•

KCC committees still young to manage their organization, partnership program will spend more time to provide technical support on management

Annual_FY08_Logframes

228

•

Financial, administrative, staffing system and policies reviewed

•

Partners ICA was installed • CSCM is limited in financial the financial system, CSCM was management, and will be aware of the budget transaction further continued in the next reporting period FY 09

•

Strategic plan & proposal developed; and project designed

•

CSCM and KCC have the organization strategic paper in place

•

This document will be reviewed next year

•

Three ecumenical partners coached on project implementation, monitoring, reporting, staff supervision and financial management.

•

CSCM and ICA were coached on proposal format & writing for small grant proposal

•

Continue to support them if they still require

•

Two meetings with Church Development Association and ecumenical partners to review their plan FY 08

•

Not done

•

CAT conducted for CSCM

•

Ecumenical project staff resigned during the report period.

Activities 1.1.1 Conduct partnership workshop to three ecynebucak partners VMG and Core Values

Ecumenical Partnership Project

CWS's Inputs •

Program staff, budget, training materials and transportation

Actual Output

Continue to provide coaching to all partners on ecumenism concept 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 stakeholders of the 7 staff invited, with the through the visits of the same manner KCC was done subordinated churches during its general assembly for 60 members involved and including 11 committees •

A day meeting with partners to provide orientation on VMG Core Value to 19 propel, 6 women (3 from DCA, 8 from

Variances/ Remarks

Annual_FY08_Logframes

•

229

1.1.2 Conduct Training Need Assessment and follow up training to all partners

•

Program staff, budget, training material and transportation

1.1.3 Conducted monthly & quarterly • Program staff, budget & transportation meeting for programming reflection

1.1.4 Provide quarterly coaching & • Program staff and transportation mentoring to maintain a functioning governing board of three partners

3 partners CSCM, ICA, KCC • Will continue and plan were interviewed on the impact to do training need of the training delivered by assessment in the first program for 9 people (ICA : 2, quarter FY 09 CSCM : 4 and KCC : 3) • 3 meetings on the reflection • Done regularly and will and update the progress continue report and the activities plan of ecumenical partners with 7 participants each time (CSCM:2, ICA:2 & KCC:3) • 3 meetings with 8 committee • Just started functioning members of KCC on role function of executive board and the organizing process of general assembly for KCC •

•

KCC general assembly was carried out from 60 voters to vote the new 11 executive board committees with 5 permanent committees.

1.1.5 Coach three partners to review • Program staff and transportation financial, administrative and staffing systems and policies

•

In collaboration with Field Accountant Unit to do the accounting review for ICA, CSCM was oriented half day on budget transaction by program staff

1.1.6 Assist partners to develop strategic plan and proposal, and design project

•

The program staff consulted • Will continue to provide CSCM to develop 2 proposals coaching on the incorrect for Women's Day and Children's Day, with the same manner for ICA proposal on Cambodia Vietnam dialogue

Ecumenical Partnership Project

•

Program staff, training material, budget and transportation

Annual_FY08_Logframes

•

Staff collaborate with field accountant to conduct the accounting review with CSCM and KCC

230

•

1.1.7 Provide coaching on project • Program staff and transportation implementation, monitoring, reporting, staff supervision and

Output 1.2: Matured technical capacity for ecumenical partners

Ecumenical Partnership Project

Partnership program staff facilitated the two workshops on organization strategy for 7 CSCM staff in Jan 08 & another for KCC in June 08 with 9 people from executive committees, 6 project staff involved.

•

CSCM, KCC do not complete the five years log frame, partnership program will continue to complete the 5 years log frame in the next report period FY 09

2 separate meetings with • Project staff continues ICA, CSCM provided coaching them on report 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 income generation •

Training of ecumenical partners in: •

Nine partners staff trained on PRA

•

Nine partners staff trained on Strategic Planning

•

12 partner staff trained on CD Concept and Community Organizing

3 partners CSCM, ICA and CDA with 12 people were oriented PRA tool/techniques • 2 partners CSCM with 7 staff and KCC with 15 people received the organizational strategic plan •

•

8 people from CSCM, ICA, KCC and local church were sent to attend the training on CBO and management in CWS Kompong Thom

Annual_FY08_Logframes

•

CDA will continue to practice in other villages

•

Staff continue to apply their knowledge to make strategic plan

•

Project staff will follow up their applied the knowledge

231

•

12 partner staff trained on Basic Financial Management

•

Not yet done

•

Staff collaborate with Finance Unit to conduct this training

•

12 partner staff trained on Presentation and Facilitation Skill

•

13 partner staff from CSCM, ICA, KCC received training on the presentation skills

•

They used facilitation skills for the staff meeting and community training

•

3 partners with 6 staff from KCC, CSCM, CDA received training on ToT in Battambang

•

8 ecumenical & Local Church partners attended training on Report Writing at CWS office

•

Project staff ensure gender in all training sessions

•

2 CSCM partners staff attend training on Peace Building at Preash Vihear

•

This is an ongoing support

•

Ecumenical Partnership Project

12 partner staff trained on Report Writing, Gender Awareness and Peace Building

•

12 partner staff trained on Simple Proposal Writing

•

3 ecumenical partners CSCM, KCC, ICA with 5 senior staff were oriented the proposal writing

•

The project staff follow up about the quality

•

Study tour organized for three ecumenical partner staff

•

3 local church partners from Svay Rieng were sent to join the study tour with COWS partner Kompong Thom

•

Done during the last semester

•

Internship organized for three ecumenical partner staff

•

Failed to do it

•

No staff to coordinate this as the project staff on sick leave

Annual_FY08_Logframes

232

Activities 1.2.1 Provide training on PRA to 12 partner staff

1.2.2 Provide training on Strategic Planning to 12 partner staff

CWS's Inputs •

•

Program staff, budget, training material and transportation

Program staff, budget, training material and transportation

1.2.3 Provide training on CD concept • Program staff, budget, training and CO to 9 partner staff material and transportation

Ecumenical Partnership Project

Actual Output •

CSCM conducted PRA and field practicum in Takeo Province with 10 people from (3 KCC, 3 ICA and 4 CSCM staff)

•

CDA conducted PRA and field practicum in Svay Rieng Province with assistance from (4 CSCM, 2 ICA) included 6 local resources CDA

•

Sent 2 CSCM staff, 1 woman received training of actual strategic planning for KORCD at CWS Kompong Thom

•

In Jan 08, CSCM conducted strategy workshop for 7 staff 2 female, in June 08 another course was conducted by KCC for 15 staff, 4 females which was facilitated by program staff

•

Sent 7 ecumenical partners to join the CBO training conducted by partnership of partners (2 from local church Svay Rieng, 2CSCM, 2 KCC and 1 ICA)

Annual_FY08_Logframes

Variances/ Remarks •

Recently DCA used PRA manual document for proposal development submitted to donor and KCC

•

The same training will be conducted for ICA in FY 09

•

CSCM and KCC took some topics and delivered in training to their community

233

1.2.4 Train 12 staff of partners on Basic Financial Management

Program staff, budget, training material and transportation

•

Finance Manager provided • Finance continues to coaching & set database for ICA support ICA

1.2.5 Train 12 staff of partners on • Program staff, budget, training Presentation and facilitation skill material and transportation

•

With Program staff, conduct Presentation skills to 12 staff of Ecumenical Partners (3 ICA, 4 CSCM, 2 KCC and 3 local churches)

•

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 Report Writing Skills, Gender material and transportation Awareness and Peace Building

1.2.7 Train 12 staff of partners on Simple Proposal Writing

Ecumenical Partnership Project

•

Program staff, budget, training material and transportation

•

Most of the trainees have more confidence in public communication and they have improvement in developing session materials

Sent 8 Ecumenical Partner staff (3 women) to attend Report Writing Training conducted by Partnership Program

•

Partners staff used report format in producing report time to time with a quality

•

Sent 2 CSCM staff to attend Peace Building training which conducted by Peace Unit of Direct Service Program

•

CSCM took some topics for their students fellowship session

•

Sent 5 senior partner staff (KCC :2, CSCM :1, ICA :2) to attend a 2 day training course on proposal writing which is conducted by partnership program

•

Partner have submitted proposal to CWS funding committee

Annual_FY08_Logframes

234

1.2.8 Organize and facilitate study tour for three partner staff

•

Program staff, budget and transportation

•

Organize 3 staff of CDA SVR to field study on home garden with COWS, BFDK, and KORCD in Kompong Thom

•

They continue to apply what they learnt from the field

1.2.9 Organize internship for three partner staff

•

Program staff, budget and transportation

•

None

•

This was not achieved due to staff on sick leave.

•

Assisted 2 partners CSCM, CDA to document their profiles of PRA

•

CSCM, CDA will use PRA result for planning and develop their proposal

Output 1.3 Matured practice among the ecumenical partners

Ecumenical Partnership Project

Mentoring partners: •

Three partner profiles and baseline data developed and reviewed

•

Three partners applied their knowledge • 3 partners CSCM, KCC, ICA for training workshop conducted training workshop on different topics to their staff stakeholders & communities

•

Partners continue next year

•

30 farmer families prepared home gardening by CSCM

•

35 SHAG members formed by CSCM to plant the plastic bottle for vegetable growing

•

CSCM staff will continue to follow up gardening activity

•

12 partner staff coached and mentored on gender, human rights, and peace building

•

Provided the advise to partner KCC, ICA, KCC on cross culture work and the concept of ecumenism

•

Will support peace building activities to ICA and student fellowship to CSCM

Annual_FY08_Logframes

235

Activities

CWS's Inputs

1.3.1 Assist 2 partners to compile the • Program staff, budget, training PRA document profile in the material and transportation villages of their target areas

1.3.2 CSCM, KCC, ICA conducted training workshop to community

•

Program staff, budget, training material and transportation

Actual Output •

CSCM had documentation of village profile of three target: Smanmany, Tamoung and Dong of Takeo Province from PRA data collection

•

CDA had documentation of village profile of two targets : Phoum Thmei, Thnal Kruos of Svay Rieng Province from PRA data collection

•

CSCM conducted 3 training on the technique of vegetable growing and compost making and SHG/CD concept with 47 participants per times who are from Dong, Smanmony and Tamoung village of Takeo Province

•

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 team conflict and resolution skill, influence and facilitation skill for 40 subordination church members ( Phnom Penh :18, Province : 22)

and stakeholders

Ecumenical Partnership Project

Annual_FY08_Logframes

Variances/ Remarks •

CSCM use this document for planning, CDA use for proposal

•

They have knowledge in develop training materials and design session plan well for community training level only, but they need to be improve for people who has high education

•

Project staff will continue to coaching them on the technical in deliver training

236

1.3.3 Form grouping villagers and • Program staff, budget &transportation field coaching on the technique of home gardening to the beneficiaries

1.3.4 Coach and mentor partners on awareness of gender, human rights, and peace building

Ecumenical Partnership Project

•

Program staff, budget &transportation

•

3 SHG with 35 members formed by CSCM to plant the plastic bottle for vegetable growing (Smanmony :12, Dong :12, Tamoung :11) and start saving deposit to SHG 1000 riels per one from April, 2008

•

Project staff will continue to follow up

•

2 visiting field operation of CSCM target area Prey Kabas of Takeo Province with CSCM staff to monitor the implementation of vegetable growing project

•

With advise from ecumenical partnership, in a whole year ICA staff were to mobilize resources with 40-50 dollars to help 80-100 street children and young victims

•

Since Jan, 08 to present, totally 280 students from different universities have supported food program, one friend committed to support 5 years further

•

ICA organized the 4th of the Cambodia Vietnam Dialog on strengthen relationship by listening and understanding the past with respect & trust for 27 Cambodian students (11 females), 25 Vietnamese (15 females)

•

Will encourage ICA to work more on this issues

Annual_FY08_Logframes

237

Output 1.4 Increased advocacy awareness raising activities in target areas

•

Woman Right and International Children Day organized by partners

Activities 1.4.1 Support Ecumenical Partners to organize or involve with woman right & International Children day

•

CSCM every month organized the students fellowship with between 15-20 students attended this event to discuss on the topic related to peace, justice and conflict resolution

•

The project also encourage ICA staff to do the same

•

One ecumenical partner organize the IWD and ICD

•

None

CWS's Inputs •

Program staff, budget

Actual Output

Variances/ Remarks

•

CSCM conducted the International Women's Day in Dong village of Takeo Province with 83 women of 124 Participants, and another event is the International Children's Day in Dong primary school with 136 students (57 girls) of 148 participants

•

None

•

Regular visits to partner office and their target areas

•

will continue to visit other partner' target areas

Theme 2: Management and Supervision OBJECTIVE Improve program design; effective and efficient implementation; enhanced program outcomes Output 2.1 Improved capacity of Ecumenical partners to plan, implement and monitor, assess and report outcome

Ecumenical Partnership Project

•

At least one visit per month to each partner

Annual_FY08_Logframes

238

Activities

CWS's Inputs

2.1.1 Conduct field monitoring/ visit • Program staff, transportation to partner one time to the field and one time to the office

Output 2.2 Defined strategies & development of tools to monitor and assess programming capacity

Variances/ Remarks

•

4 visits in CSCM's target area with 5-6 beneficiaries, 3 committee in one village on project achievement and two field visits to Local Church Svay Rieng with 25-30 people and discussed CD concept and initiatives to make project

•

The target vegetable group applied the new technique of growing vegetables and few other villagers learnt from them

•

Three Ecumenical partner profiles developed

•

Documents of the organization of KCC, ICA and CSCM exists

•

None

•

Relevant evaluation tools of three partners developed

•

None

•

Use CWS M & E tools

Activities 2.2.1 Search and compile Ecumenical partner profiles

Actual Output

CWS's Inputs

Actual Output

Variances/ Remarks

Program staff

•

None

•

None

2.2.2 Coach and mentoring partners • Program staff to develop relevant evaluation tools

•

None

•

Project staff will cooperate with M&E Team to use monitoring tools

Ecumenical Partnership Project

•

Annual_FY08_Logframes

239

APPENDIX III

CWS – CAMBODIA PROGRAM PERSONNEL LIST

CHURCH WORLD SERVICE – CAMBODIA

CWS – CAMBODIA PERSONNEL LIST (Jan – Jun 2008) PHNOM PENH OFFICE 1. Ms. Josephine Barbour 2. Mr. Chhouk Chantha 3. Ms. Romdoul Kim

Country Representative Director for Programming 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 8. Ms. Lieng Oubol Leakhena 9. Ms. Prum Leakhena 10. Ms. Sar Chanyadeth

Interim Finance Manager Deputy Finance Manager Finance Assistant I (Promoted on: 1-Jan-08) Finance Assistant II (Promoted on: 1-Jan-08)

ADMINISTRATION DEPARTMENT 11. Ms. Chum Jany 12. Mr. Moun Ratha 13. Mrs. Ly Sothea 14. Mr. Ly Bandith

Administrative Officer Administrative Assistant (Resigned 16-Jun-08) Administrative Assistant (Recruited on: 09-Jun-08) Information Technology Officer (Resigned on 15-Jan-08)

15. Mr. Keo Serai 16. Mr. Soeur Kemsy 17. Ms. Has Vicheka 18. Mr. Oum Vanthy 19. Mr. Oun Vibol 20. Mr. Om Lim 21. Mr. Kong Phal 22. Mr. Sermat Sary

Senior IT Administrator (Rehired on: 04-Feb-08) Information Technology Assistant Receptionist/ Librarian Driver Driver Driver Day Guard and Grounds Keeper Guard at Country Representative’s house (Recruited on: 01-Jan-08)

23. Mrs. Huon Phon 24. Ms. Son Sophy

Cleaner Cleaner (Recruited on: 01-May-08)

FIELD ACCOUNTANT UNIT 25. Ms. Toun Sokheng FY08_2nd End -Year_Personnel List

Field Accountant (End Contract: 07-Feb-08) 240

FMER Unit (Funding, Monitoring & Evalution, Reporting) 26. Mr. Heng Kun 27. Mr. Uon Vichetr 28. Ms. Pon Pagna Vattey

Monitoring and Evaluation Officer Reporting & Proposal Development Officer Data Management Officer (Recruited on: 01-Apr-08)

DIRECT SERVICES PROGRAM 29. Ms. Mao Sophal 30. Ms. Tauch Norneath 31. Mr. Pich Phourith 32. Mr. Koh Chhina 33. Mr. Nao Sok 34. Mr. Hong Reaksmey 35. Mr. Min Vannak

Program Manager Program Coordinator for Peace Program Officer Credit / Income Generation Coordinator Program Officer Com Dev & Peace Emergency Response & Preparedness Coordinator 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 38. Ms. Soth Nanita

Program Assistant Volunteer (Recruited on: 09-Jun-08)

PARTNERSHIP PROGRAM 39. Mr. Mot Sana 40. Mr. Sar Paulerk

Program Manager Program Officer – Ecumenical Partners (Ended contract on: 4-Apr-08)

41. Mr. Kong Sedth 42. Mr. Choun Mony Roath

Program Officer – Organization Development Volunteer (Transferred from Direct Service Program to Partnership Program on: 01-Apr-08)

KOMPONG THOM – COMMUNITY DEVELOPMENT PROJECT 1. Mr. Kong Socheat 2. Mr. Kao Vanny 3. Mr. Khem Sophal 4. Mr. Chheang Sok Mao 5. Ms. Kim Van Thoeun 6. Mr. Man Sarat 7. Mr. Te Huy Leang 8. Ms. Tek Thidamuny 9. Mrs. Path Chha ViVorn

FY08_End -Year_Personnel List

Project Manager (Resigned on: 28-Feb-08) Project Coordinator Project Manager (Promoted on: 28-Feb-08) Project Coordinator (Recruited on: 02-Apr-08) Finance Officer Office Assistant Community Development Worker (Resigned on: 31-May-08) Community Development Worker (Resigned on: 31-Jun-08) Community Development Worker (Recruited on: 19-May-08) 241

10. Mrs. Khem Ratha 11. Mr. Thong Chhen 12. Ms. Surn Meng 13. Mr. Ou Vannkea 14. Mr. Dy Sovann 15. Mr. Leang Seng Hourng 16. Mr. Chan Haksokhom 17. Ms. Mak Sreyny 18. Mr. Chey Pisith 19. Ms. Ay Satya 20. Mr. Bun Sakhan 21. Mr. Chan Sam Ol 22. Mr. Hiek Chhai Ny 23. Ms. Peng Soungy 24. Ms. Samreth Amara 25. Mr. Chan Savat 26. Ms. Eang Thida

Community Development Worker (Recruited on: 19-May-08) Community Development Worker (Recruited on: 09-Jun-08) Community Development Worker Community Development Worker Project Coordinator (Promoted on: 7-Aug-07) Community Development Worker Community Development Worker Community Development Worker Community Development Worker Community Development Worker Community Development Worker Community Development Worker (End employment: 2-Mar-08) Community Development Worker Community Development Worker Community Development Worker Driver 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 2. Mr. Chhum Piseth 3. Mr. Phy Pha 4. 5. 6. 7.

Mr. Teng Phearom Mr. Ven Vannavuth Mr. Lim Kok Mr. Chheng Kosal

8. Mr. Vean Vansy

Project Coordinator Office Assistant (Resigned on: 24-Mar-08) Finance and Office Assistant (Recruited on: 01-Apr-08) Community Development Worker Community Development Worker Community Development Worker Community Development Worker (Recruited on: 17-Mar-08) Community Development Worker-Water Sanitation and Health (Recruited on: 17-Mar-08)

BATTAMBANG/BANTEAY MEANCHEY – PARTNERSHIP PROJECT 1. 2. 3. 4. 5. 6.

Mr. Lee Bun Kun Mr. Meach Sothea Ms. Nou Vary Mr. Chourn Narith Mr. Penh Saro Mr. Tim Vanna

FY08_2nd End -Year_Personnel List

Project Manager Deputy Project Manager Project Coordinator Office Assistant II Project Assistant Driver

242

ANNEX A:

CHURCH WORLD SERVICE – CAMBODIA ORGANIZATIONAL CHART End -Year Report, Fiscal Year 2008

ADMIN/ FINANCE AND HUMAN RESOURCE

PEACE BUILDING

EMERGENCY RESPONSE

FUNDING, MONITORING, EVALUATION & REPORTING

CWS-CAMBODIA PROGRAM

VBCD-ACTIVITY KOMPONG THOM VBCD-ACTIVITY PREAH VIHEAR

DIRECT SERVICES WATSAN COOPERATION PROJECT SVAY RIENG NOTICE Manage Support

PARTNERSHIP

FIELD ACCOUNTANT

PP-ACTIVITY BATTAMBANG/BANTEAY MEANCHEY PP-ACTIVITY KOMPONG THOM ECUMENICAL 243

ANNEX B:

CHURCH WORLD SERVICE - CAMBODIA GEOGRAPHICAL IMPLEMENTATION END-YEAR REPORT, FY 2008

Banteay Meanchey Partnership Project partners: ƒ Holistic Support: CFEDA and KNTO ƒ Small Project Fund: DYMB, DYMTB ƒ MAG Demining

Preah Vihear Village Based Community Development Project partners: ƒ Government Departments (PHD, PDRD, PDEYS) ƒ CBOs/ VDCs/ VHVs/Literacy Teachers

Project Beneficiaries: [27 villages] ƒ Direct families: 2,286 + 30 (MAG) [P: 12,814, W: 7,023] ƒ Indirect families: 2, 127 [P: 10,103, W: 5,010]

Project Beneficiaries: [18 villages] ƒ Direct families: 360 (P: 1,800, W: 900) ƒ Indirect families: 800 (P:4, 000, W: 1800)

Battambang Partnership Project partners: ƒ Holistic Support: ADOVIR, KCDA ƒ Small Project Fund: DYBTB Project Beneficiaries: [27 villages] ƒ Direct families:1,632 (P: 7,201, W: 2,520) ƒ Indirect families: 1, 612 (P: 8,014, W:2,318) ƒ School Children: 120

Kompong Thom Village Based Community Development Phnom Penh

Emergency Response:

Project Beneficiaries: [13 villages] ƒ Direct families: 778 (P: 3,890, W: 2, 336) ƒ Indirect families: 587 (P:3,083, W:1,201)

ƒ Direct Beneficiaries: 45 families ( P: 240, W: 122)

KPT Partnership Project Partners: ƒ Holistic Support: KORCD ƒ Small Project Fund: CIDC,COP, HAPO ,Adsu Project Beneficiaries: [8 villages] ƒ Direct families: 711 (P:3,555, W:2,239) ƒ Indirect families: 897 (P:5,260, W:2,261)

Project partners: ƒ Government Departments (PHD, PDRD, PDAFF, PDEYS) ƒ CBOs/ VDCs/ VHVs/ TBAs/VDVs/ Literacy Teachers ƒ Self Help Groups

Svay Rieng WATSAN Cooperation Project Project Partners: ƒ Government Departments (PDRD, PDoAFF, PDoH) ƒ CBOs (VDCs, WUSC, CDF) Project Beneficiaries: [29 villages] ƒ Direct Families :1, 911 (P: 9,954 , W: 4,354) ƒ Indirect Families :1,956 (P:8,684)

244

Target Villages of Kompong Thom Province No.

English

District Khmer

1

Baray

2

Baray

3

Baray

4

Prasat Sambour

5

Prasat Sambour

6

Prasat Sambour

7

Prasat Sambour

8

Prasat Sambour

9

Prasat Sambour

10

Prasat Sambour

11

Prasat Sambour

12

Prasat Sambour

13 14 15 16 17 18 19 20 21 22 23

Santuk Santuk Santuk Santuk Santuk Santuk Santuk Santuk Santuk Santuk Santuk

English

ប យណ៍

Tnaot Chum

ប យណ៍

Tnaot Chum

ប យណ៍

Tnaot Chum

ប

ទសំ បូរ

Sraeung

ប

ទសំ បូរ

Sraeung

ទសំ បូរ

Sraeung

ទសំ បូរ

Sraeung

ទសំ បូរ

Sraeung

ប ប ប ប ប ប ប

សនទុ ក សនទុ ក សនទុ ក សនទុ ក សនទុ ក សនទុ ក សនទុ ក សនទុ ក សនទុ ក សនទុ ក សនទុ ក

Kompong Thom Province

ទសំ បូរ

Sraeung

ទសំ បូរ

Sraeung

ទសំ បូរ

Sraeung

ទសំ បូរ

Sraeung Ti Pou Ti Pou Ti Pou Ti Pou Pnov Pnov Tang Krasang Tang Krasang Tang Krasang Tang Krasang Tang Krasang

Commune Khmer

V_Code

Village English

េ ន តជុំ

06011709 Kang Meas

េ ន តជុំ

06011701 Tnaot Chum Ti Muoy

េ ន តជុំ

06011705 Pnov

េ សង  េ សង 

06050402 Anlong Slaeng 06050404 Beng

េ សង  េ សង 

06050403 Boeng Khvaek 06050409 Choam Boeng

េ សង  េ សង 

06050412 Sraeung 06050405 Svay

េ សង  េ សង 

េ សង  ទេព ី ទេព ី ទេព ី ទេព ី េពន េពន ង ំ ក ង ំ ក ង ំ ក ង ំ ក ង ំ ក

06050411 Thmei 06050401 Tnaot Chuor 06050410 Tumnob 06070907 Choam Thnanh

ំង ំង ំង ំង ំង

06070905 06070903 60709011 06070603 06070602 06070808 06070801 06070802 60708010 06070805

Annual_Target_Villages_FY08

Samraong Thmei Trapeang Trom Kang Meas Pnov Thomm Neath Prampir Meakkakra Tang Krasang Veang Khang Cheung Tuol Chan

Khmer កងមស េពន

េ ន តជុំទី ១ អនង់ែសង េបង

បងែខក ឹ ំ ឹ ជបង េ សង  យ ថមី

េ ន តជួរ ទំនប់

ំ នញ ជថ សំ េ ង ថមី តពំង តំ កងមស េពន ធមមនថ ៧មក ង ំ ក ំង ំ ងខងេជង  ទួលចន់

245

CWSC Target Villages in Preah Vihear Province No.

District English Khmer

1

Choam Khsant

2

Choam Khsant

3

Choam Khsant

4

Choam Khsant

5

Choam Khsant

6

Choam Khsant

7

Choam Khsant

8

Choam Khsant

9

Choam Khsant

10

Choam Khsant

11

Choam Khsant

12

Choam Khsant

13

Choam Khsant

14

Choam Khsant

15

Choam Khsant

16

Choam Khsant

17

Choam Khsant

18

Choam Khsant

Preah Vihear Province

Commune English Khmer

ំ ន ជក

Choam Ksant

ំ ន ជក

Choam Ksant

ំ ន ជក

Rumdaoh Srae

ំ ន ជក

Rumdaoh Srae

ំ ន ជក

Tuek Kraham

ំ ន ជក

Tuek Kraham

ំ ន ជក

Yeang

ំ ន ជក

Yeang

ំ ន ជក ំ ន ជក

Yeang

ំ ន ជក

Choam Ksant

ំ ន ជក

Rumdaoh Srae

ំ ន ជក

Rumdaoh Srae

ំ ន ជក

Tuek Kraham

ំ ន ជក

Tuek Kraham

ំ ន ជក

Tuek Kraham

ំ ន ជក

Yeang

ំ ន ជក

Yeang Yeang

Village

V_Code

English

ំ ន ជក

13030102

Kouk Sralau

ំ ន ជក

13030103

Veal Pou

ំ ន ជក

13030104

Veal Thum

រ ំេ

13030402

Kouk

រ ំេ

ះែ ស

13030403

Rolum Thma

រ ំេ

ះែ ស ះែ ស

13030401

Srae

ះែ ស

13030404

Svay

ទក ឹ កហម ទក ឹ កហម

13030202

Chat Tang

13030205

Ou Khsan

13030203

Sangkom Thmei

13030204

Trapeang Thum

ទក ឹ កហម យង

13030201

Tuek Kraham

13030505

Choam Antil

យង

13030506

Choam Srae

យង

13030504

Kampeanh

យង

13030502

Kong Yaong

យង យង

13030503

Reaksmei

13030501

Yeang

រ ំេ

ទក ឹ កហម ទក ឹ កហម

Annual_Target_Villages_FY08

Khmer េគក សេ លេពធ លធំ

េគក

រលំ ថម ែស

យ

ចត់ ង ំ អូរខ ន សងគមថមី

តពំងធំ

ទក ឹ កហម ំ ិល ជអនទ ជែំ ស

កំពញ

គង់េយ៉ង រសមី យង

246

Target Villages of WatSan Cooperation Project No.

District English Khmer

1

Romeas Haek

2

Romeas Haek

3

Romeas Haek

4

Romeas Haek

5

Romeas Haek

6

Romeas Haek

7

Romeas Haek

8

Romeas Haek

9

Romeas Haek

10

Romeas Haek

11

Romeas Haek

12

Romeas Haek

13

Romeas Haek

14

Romeas Haek

15

Romeas Haek

16

Romeas Haek

17

Romeas Haek

18

Romeas Haek

19

Romeas Haek

20

Rumduol

21

Rumduol

22

Rumduol

23

Rumduol

24

Rumduol

25

Rumduol

26

Rumduol

27

Rumduol

28

Rumduol

29

Rumduol

Svay Rieng Province

Commune English Khmer

រមសែហក

Doung

រមសែហក

Doung

រមសែហក

Doung

រមសែហក

Doung

រមសែហក

Tras

រមសែហក

Doung

រមសែហក

Doung

រមសែហក

Doung

រមសែហក

Kokir

រមសែហក រមសែហក រមសែហក រមសែហក រមសែហក រមសែហក រមសែហក រមសែហក រមសែហក រមសែហក រ ំដួល រ ំដួល រ ំដួល រ ំដួល រ ំដួល រ ំដួល រ ំដួល រ ំដួល រ ំដួល រ ំដួល

Tras Tras Tras Tras Tras Tras Kokir Kokir Kokir Doung Bos Mon Pong Tuek Pong Tuek Pong Tuek Pong Tuek Kampong Ampil Pong Tuek Pong Tuek Bos Mon Bos Mon

Village

V_Code

English

ដូង

20040719

Chea Theach

ដូង

20040705

Kampong Thna

ដូង

20040718

Kranhung

ដូង

20040722

Thlok Pring

ដូង

20040711

Thmei

ដូង

20040720

Trapeang Rumpeak

ដូង

20040712

Trapeang Svay

គគរី តស់

20040904

Trapeang Skon

20041604

Mreak Teab

20041607

Popel

20041613

Trapeang Banteay

20041602

Voat

20041606

Ta Suos

20041605

Tras

20041611

Serei Ao

20040902

Prey Kdei

20040905

Kokir

20040903

Ta Veang

20040721

Svay Pok

20030107

Srama

20030702

Bos Touch

20030705

Trapeang Ph'av

20030704

Prey Ta Yoan

20030701

Andoung Krasang

20030507

Ta Tae

20030707

Sek Yum

20030706

Trapeang Thkov

20030104

Bos Svay

20030105

Bos Phlang

តស់ តស់ តស់ តស់ តស់ តស់ គគរី គគរី គគរី ដូង បុសមន ពងទក ឹ ពងទក ឹ ពងទក ឹ ពងទក ឹ កំពង់អំពល ិ ពងទក ឹ ពងទក ឹ បុសមន បុសមន

Annual_Target Villages_FY08

ជធជ

Khmer

កំពង់ថន

កញង ូ ថក ី ុ ពង ថមី

តពំងរ ំពក់ តពំង

យ

តពំងសគន ់

មក់ទប

ពេពល

តពំងបនទយ វត សួ ស តស់ េសរេី ៃ ពកី គគរី ំ ង យពក សម៉ បុសតូច តពំងផវ ៃ ព យ័ន អណូ ង ក ំ ង ែត េសកយំ តពំងថកូ វ បុស យ ំ បុសផង

247

Target Villages in Battambang Province No.

District English

1

Bavel

2

Bavel

3

Bavel

4

Bavel

5

Bavel

6

Bavel

7

Bavel

8

Bavel

9

Samlout

10

Samlout

11

Samlout

12

Samlout

13

Samlout

14

Samlout

15

Samlout

16

Samlout

17

Samlout

18 19 20 21 22 23 24

Samlout Samlout Samlout Samlout Bavel Bavel Bavel

Battambang Province

Commune Khmer

Khmer

English

បេវល

Ampil Pram Daeum

បេវល

Ampil Pram Daeum

បេវល

Ampil Pram Daeum

បេវល

Ampil Pram Daeum

បេវល

Ampil Pram Daeum

បេវល

Ampil Pram Daeum

បេវល

Ampil Pram Daeum

បេវល សំ ឡត ួ

Ampil Pram Daeum

សំ ឡត ួ

Ta Taok

សំ ឡត ួ

Ta Taok

សំ ឡត ួ

Ta Taok

សំ ឡត ួ សំ ឡត ួ សំ ឡត ួ សំ ឡត ួ សំ ឡត ួ បេវល បេវល បេវល

Ta Taok

Ta Taok

សំ ឡត ួ

Ta Taok

សំ ឡត ួ

Ta Taok

សំ ឡត ួ

Ta Taok

សំ ឡត ួ

Ta Taok

English

Khmer អំពល ិ

អំពិល បំេដម 

02040503

Ampil

អំពិល បំេដម 

02040506

Buo Run

អំពិល បំេដម 

02040501

អំពិល បំេដម 

Dangkao Kramang ដេងក កម៉ង

02040507

Doung

អំពិល បំេដម 

02040502

Siem

អំពិល បំេដម 

02040504

Sthapor

អំពិល បំេដម 

02040508

Sthapor Pir

អំពិល បំេដម  េ ក

02040505

Ta Khiev

02090108

Ou Krouch

02090105

Ou Nonoung

02090107

Ou Tateak

02090102

Ou Traeng

02090106

Peam

02090101

Peam Ta

02090109

Phnum Rai

02090104

Ta Taok

02090103

Veal Rolueum

02090403 02090401 02090702 02090705 02040506 02040607 02040613

Kandal Sung Muoy Prey Rumchek Ta Sanh Tboung Buo Run Thmei Boeng Sangkae

េ េ េ េ េ េ េ

Sung Sung Ta Sanh Ta Sanh Ampil Pram Daeum Kdol Ta Haen Kdol Ta Haen

Village

V_Code

ក ក ក ក ក ក ក

េ ក ស៊ុង ស៊ុង ញ ញ អំពិល បំេដម  កល ែហន ុ កល ែហន ុ

Annual_Target_Villages_FY08

ប៊រួ ុន ដូង

េស ម ថ ពរ

ថ ពរ ២

េខ វ

អូរ កច

អូរនេនង អូរ

េទ ក

អូរែ តង ពម ពម ភនៃំ រ ៉ េ

ក

លរលម ឹ ក ល ស៊ុង ១ ៃ ពរ ំេចក ញតបង ូ ប៊រួ ុន ថមី បងសែងក ឹ

248

Target Villages in Banteag Meanchey Province

1

District English Khmer ម៉ៃឡ Malai

2

Malai

No.

3

Malai

4

Malai

5

Malai

6

Malai

ម៉ៃឡ

Commune English Khmer Tuol Pongro Tuol Pongro

ម៉ៃឡ

Tuol Pongro

ម៉ៃឡ

Tuol Pongro

ម៉ៃឡ

Tuol Pongro

ម៉ៃឡ

Ou Sampor

ម៉ៃឡ

7

Malai

8

Malai

ម៉ៃឡ

Ou Sampor

9

Ou Chrov

អូរេ ជ

Koub

10

Ou Chrov

11

Ou Chrov

12

Ou Chrov

13

Ou Chrov

14

Ou Chrov

15

Ou Chrov

16

Ou Chrov

17

Preah Netr Preah

18

Preah Netr Preah

19

Preah Netr Preah

20

Serei Saophoan

21

Serei Saophoan

22

Serei Saophoan

23

Serei Saophoan

24

Serei Saophoan

25

Serei Saophoan

26

Serei Saophoan

27

Serei Saophoan

Ou Sampor

អូរេ ជ

Samraong

អូរេ ជ

Samraong

អូរេ ជ

Samraong

អូរេ ជ

Samraong

អូរេ ជ

Samraong

អូរេ ជ

Samraong

អូរេ ជ

Samraong

ពះេន ត ពះ ពះេន ត ពះ

ពះេន ត ពះ សរេ ភ័ណ ិ ី សរេ ិ ី សរេ ិ ី សរេ ិ ី សរេ ិ ី សរេ ិ ី សរេ ិ ី សរេ ិ ី

Banteay Meanchey Province

ភ័ណ ភ័ណ ភ័ណ ភ័ណ ភ័ណ ភ័ណ ភ័ណ

Rohal Rohal Rohal Bos Sbov Bos Sbov Bos Sbov Bos Sbov Bos Sbov Bos Sbov Bos Sbov Bos Sbov

ទួលព ង

Village

V_Code

English

01090504

Banteay Ti Muoy

01090502

Kaoh Snuol

01090503

Khla Ngoab

01090506

Ou Ambel

01090505

Santepheap

01090304

Banteay Ti Pir

01090303

Kbal Tumnob

01090301

Ou Sampor Muoy

01050209

Ou Chrov

01050508

Anhchanh

01050501

Banlech

01050507

Bat Trang

01050503

Samraong

01050505

Thmei

01050506

Thmenh Trei

01050509

Voat

01040607

Popel

01040609

Ruessei

01040605

Snay

បុសសបវូ

01060113

Khchas

បុសសបវូ

01060115

Khu Svay

បុសសបវូ

01060116

Khvav

បុសសបវូ បុសសបវូ បុសសបវូ បុសសបវូ បុសសបវូ

01060117

Tbaeng

01060113

Khchas

01060115

Khu Svay

01060116

Khvav

01060117

Tbaeng

ទួលព ង ទួលព ង ទួលព ង ទួលព ង អូរសំ ពរ័ អូរសំ ពរ័ អូរសំ ពរ័ កូប

សំ េ ង សំ េ ង សំ េ ង សំ េ ង សំ េ ង សំ េ ង សំ េ ង រ រ រ

ល ល ល

Annual_Target_Villages_FY08

Khmer បនទយទមួ ី យ េកះសនួ ល ខងប់ អូរអំបល ិ

សនភព ិ

បនទយទពរ ី ី

កបលទំនប់

អូរសំ ពរ័ មួយ អូរេ ជ

អញចញ បនច ិ

បត់ តង់ សំ េ ង ថមី

េធមញ តី វត

ពេពល បញស ី

នយ

ខចស់ ឃូ

ខវ

យ

ែតបង

ខចស់ ឃូ យ ខវ ែតបង 249

Target Villages in ODDAR MEANCHEY Province No.

District English

1

Banteay Ampil

2

Banteay Ampil

3

Banteay Ampil

4

Banteay Ampil

Khmer បនទយអំពិល បនទយអំពិល បនទយអំពិល បនទយអំពិល

Oddar Meanchey Province

Commune English Khmer អំពល Ampil ិ Ampil Ampil Ampil

V_Code

Village English

22020113

Chob Kokir Khang Kaeut

អំពល ិ

22020114

Chob Kokir Khang Lech

22020122

Kouk Prech

អំពល ិ

22020121

Tbaeng Thmei

អំពល ិ

Annual_Target_Villages_FY08

Khmer ជប់គគរខងេកត ី  ជប់គគរខងលច ី ិ េគកេ ពច ែតបងថមី

250

CWS – CAMBODIA CURRENT DONORS/FUNDING PARTNERS CWS – CAMBODIA FY08 FUNDING PARTNERS