End-year Fy09 Report

CAMBODIA COUNTRY PROGRAM

END-YEAR REPORT

“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.”

FISCAL YEAR 2009

END-YEAR REPORT FISCAL YEAR 2009

Writing and Compiling: Program/Project/Field staff Editing and Modifying: Uon Vichetr, Chhouk Chantha, and Paddy Noble Layout designed: Uon Vichetr 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 2009, Church World Service Cambodia (CWS Cambodia) 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, 2009 Published by Church World Service Cambodia This book is not for sale through commercial channels.

Acknowledgements This document was compiled from extensive reports provided by partner NGOs, CWS Cambodia field staff, project officers and managers, as well as field visits by the three members of the Funding, Monitoring, Evaluation and Reporting unit: Mr. Uon Vichetr (Reporting and Proposal Development Officer); Mr. Heng Kun (Monitoring and Evaluation Officer); and Ms. Pong Pagna Vattey (Data Management Officer). The FMER unit of Church World Service Cambodia would like to express our deep appreciation to all CNGOs Partners, as well as our field staff, program officers and managers, Director for Programming and Country Representative for their valuable contributions and assistance in compiling and reviewing this report. We are especially grateful to the residents of the villages where CWS Cambodia and our partners work who were eager to discuss the challenges and opportunities they face, and the effectiveness and constraints of our work. Their valuable feedback has been the primary source of direction for our programming as well as this report.

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ABBREVIATIONS Acronym

Full names

ADOVIR AIDS BTB BTM CAT CBDRM CBFA CBO CC CCC CCDM CD CDF CDP CDW CFEDA CIDC CSF CHART CNGO Com Dev CRC CWS DAP DCA DCDM DIPECHO DSP DYMB DYBTM DYBTB ECHO EED ERP FMER FY GPP HC HIV HVCA ICA ICD ICDP IDP INGO KCDA KCC KM KNTO KORCD KPT LCP LWF

Association for Development and Our Villager’s Rights Acquired Immune Deficiency Syndrome Battambang Province Banteay Meanchey Province Capacity Assessment Tool Community Based Disaster Risk Management Community Based First Aid Community Based Organization Commune Council/Concilor Cooperation Committee for Cambodia Commune Committee for Disaster Management Community Development Community Development Facilitator Commune Development Plan Community Development Worker Cambodian Family Economic Development Association Cooperation for Indigenous People and Development in Cambodia Children Support Foundation Creative, Holistic, Action Research for Relationship Transformation Cambodian Non-governmental Organization Community Development Cambodian Red Cross Church World Service Direct Aid Project Dan Church Aid District Committee for Disaster Management Disaster Preparedness of European Commission Humanitarian Aid Office Direct Services Program Dhammayietra Mongkol Borei Dhammayietra Banteay Meanchey Dhammayietra Battambang European Commission Humanitarian Aid Office Evangelischer Entwicklungsdienst Emergency Response and Preparedness Funding, Monitoring, Evaluation and Reporting Fiscal Year or financial year Good Principle Project Health Center Human Immunodeficiency Virus Hazard, vulnerability and Capacity Assessment Initiatives for Change Association Integrated Community Development Integrated Community Development Programme Internally Displaced People International Non-profit Organization Khmer Community Development Association Kampuchea Christian Council Kilometer Kumnit Thmey Organization Khmer Organization for Rural Community Development Kompong Thom province Local Capacity for Peace Lutheran World Federation ii

MCH M&E

Mother and Child Health Monitoring and Evaluation

MEDICAM

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 National Committee for Disaster Management Non Government Organization Oddar Meanchey Province Operational District/Organization Development Old People Association Project Coordinator/ Program Coordinator Provincial Department of Agriculture Provincial Department of Education Provincial Department of Health Provincial Committee for Disaster Management Provincial Department of Rural Development People living with HIV/AIDS Provincial Facilitation Team Participatory Rural Appraisal Provincial Coordination Committee Project Manager/Program Manager Program Officer Program Oversight Group Partnership Program/Project Participatory Rural Appraisal Provincial Red Cross Preah Vihear Province Red Cross Volunteer Self Help Group Support Mother and Child Health/Support Maternal Child Health Senior Management Team Integrated System of Rice Intensification Sexually Transmitted Diseases Svay Rieng province Traditional Birth Attendant United States Dollar 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 Disaster Volunteer Village Health Volunteer Village Leader Village Livestock Agent Vulnerable People Water and Sanitation Working Capital Assistance World Food Programme Water and Sanitation User Group

MoH MoEY MoU MRD NCCA NCCC NCDM NGO OMC OD OPA Pc PDoA PDoE PDoH PCDM PDRD PLHA PFT PRA PROCOCOM PM PO POG PP PRA PRC PVH RCV SHG SMCH SMT SRI STD SvR TBA US$ VBCD VBNK VC VCPM VDC VDV VHV VL VLA VP WATSAN WCA WFP WSUG

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Table of Contents Page Acknowledgements ………………………………………………………………………………………..…i Abbreviation or Acronym……………………………………………………………………………………ii Table of Contents……………………………………………………………………………………………iv Direct Services Program 1.1

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

1.2

KPT Village Based Community Development Project……………………………………15

1.3

PvH Village Based Community Development Project……………………………………25

1.4

SvR Water and Sanitation Cooperation Project…………………………………………..34

Partnership Program 2.1

Partnership Office………………………………………………………………….…………42

2.2

BTB/BTM Partnership Project…………………………………………………….…….…..49

2.3

KPT Partnership Project………………………………………………………….……….…61

Phnom Penh Central Office 3

FMER, Finance, Administration, and Human Resource Management………….…….69

Appendices Appendix I

: Summary of Finances…………………………………………….……………….86

Appendix II

: Annual Outputs/Log-frame………………………………………………………108

Appendix III

: CWS/Cambodia Personnel List…………………………………………………204

Annexes Annex A

: Organizational Chart……………………………………………………207

Annex B

: Geographical Implementation Areas………………………………… 208

Annex B

: Target Villages ………………………………………………………… 209

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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 Introduction The Direct Service Program office was established in 2006 to solve coordination and communication problems faced by the Community Development Program and Strategic Support Unit. The solution was to merge these two groups at our central office in Phnom Penh, and as a result we have been able to streamline and strengthen the provision of technical and managerial support in the field. Our aim of delivering the most effective and sustainable solutions to meet the most urgent needs faced by rural Cambodians, especially those isolated in poverty, has been enhanced. During this reporting period, as usual, the DSP office still plays a very important role in supporting and mentoring to the Kompong Thom and Preah Vihear Provincial Village Based Community Development Projects, and the Svay Rieng Water and Sanitation Cooperation Project to ensure that they can achieve, on-time, their prioritized work plans. Technical and managerial support is the core and important duties implemented by the Office staff to enable projects to have a success rate to date. Health, peace, income generation and agriculture officers regularly visit the field as well as assist the Project staff to conduct research, training and other workshops providing ongoing mentoring and coaching from time to time.

CWS C AMBODIA ’ S D IRECT S ERVICES T ARGET A REAS

Direct Services Program 1

In addition, during the current tensions at the Thai-Cambodia border concerning the world heritage Preah Vihear Temple and related border areas have also put the CWS staff, who are members of the CWS Security Committee, to assess and work closely with authorities to maintain an update on the current security problems that have arisen since the conflict. The CWS Security Committee have consulted with the local authorities to gain reliable information thus visiting areas of high risk before making a final decision in consultation with other committee members before allowing staff to return to the work areas they have previously been working in. The current situation related to the Thai-Cambodia boarder near the Preah Vihear Temple has reignited a long disputed section of the border between the two countries which has now escalated to the northwest province which has displaced over 500 families with the numbers continuing to rise. According to the Cambodian provincial authorities, over 520 families (1,660 individuals) are currently taking shelter in a camp for displaced persons in Sra-Em village, about 20 kilometers from Preah Vihear. The displaced people include 277 families from Prasat Village whose houses were burned to the ground, and another 243 families from Kor Mouy and Svay Chum Villages, many of whom were vendors from a market burned to the ground in the initial fighting; also there are military movements on both sides of the border and the populations of two villages in Banteay Meanchey, Banteay Ampil District are also affected and fleeing their villages to safety. CWS staff on the ground report that their rapid assessment of the situation (as of April 13th 2009) for the most affected displaced families reveals an urgent needs action plan for the worst affected displaced families, which include emergency shelter, food, non-food relief items, hygiene promotion, latrines and health services. In coordination with other organizations and government authorities, through the Provincial National Disaster Management Authority and Cambodian Red Cross, CWS has today submitted a request for approximately US$ 22,453 from the ACT Rapid Response Fund to support a two month response supporting 520 of the most vulnerable IDP families with food packages, kitchen sets, tents, water containers, mats, mosquito-nets as well as ceramic water filters.

A LONG THE WAY TO GO K AONG Y AONG VILLAGE , 3 HOURS 16KM TRAVELED BY M OTORBIKE Direct Services Program 2

Our Objective: To improve communities' capacity for peace building, emergency response, and disaster risk management, and facilitate their ability to define their development direction in a participatory and democratic manner.

Major Accomplishments and Changes Emergency Response in Sra-Em Village The tension between Thailand and Cambodia over a disputed area of Preah Vihear temple and other areas along the border has overshadowed us for almost one year. Many people living along the border suffer from this potential armed conflict situation escaping from the military to find safety in other areas. Three villages (Svay Chrum, Kor Mouy, Prasat) located near Preah Vihear temple evacuated to Sra-Em IDP camp which is about 20km far from the disputed hot spot area of conflict due to sporadic military conflict since April 3rd 2009. CWS Cambodia took immediate action to respond to this conflicting situation to provide relief assistance to the IDPs. For the accuracy and timely response to this emergency a rapid assessment was done between April 20 and May 08 to find out the most needed people requiring assistance. The assessment team met with local the authorities to gather statistics of IDPs visiting and interviewing each individual IDP family to verify numbers and to find out the gap from the previous assistance provided by other agencies and the government. The assessment took quite longer than expected as the numbers provided by local authorities did not match with the actual number of people living in the camp. The team had to ensure that no one suffered from this distribution by ensuring adequate and efficient statistics and findings. To complicate the situation it was also obvious that many people were not able to return to their homeland within the oncoming future during the conflict therefore the government is in a process of setting a new resettlement villages for IDPs. Also after making an assessment, in cooperation with government authorities, 338 families were identified as the most in need for assistance providing them with an ‘Assistance Card’ before distribution of support to the most vulnerable to avoid duplication when support is provided. The number of IDPs is lower from the first assessment as the people in Svay Chrum village returned home after few weeks after the April 3rd 2009 conflict. On May 19, 2009, CWS Cambodia from the funding support from Action by Churches Together (ACT) - International distributed emergency aid to 338 families. The families received this aid based upon their actual size, history of previous assistance and current needs: 306 tents, 3,755 canned fish, 341 ceramic water purifiers, 450 mosquito nets, 338 mats, 676 pieces of soap, 338 packs of detergent, 527 each Sarongs and scarves, and 283 blankets. The distribution was held in Sra-Em pagoda located about 700 meters from the camp, under the support of Mr. Ros Heng, Action District Governor, Mr. Hem Thon, Head of District Sub Branch and the Provincial Branch of Cambodian Red Cross and Commune Chief.

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Peace building is a fundamental principle of all CWS Cambodia’s work therefore Mr. Hong Reaksmey, CWS ERP found new ways with his team to ensure transparency and help curb risk of misuse when providing help and assistance. A presentation of the exact nature and quantity of help was presented banners that explained the distribution and numbers of items that respective families received This was to enable everyone to see how the distribution was made to ensure a fair and responsible manner allowing people to see who and what they were receiving according to their individual needs. Mr. Ros Heng was proud of the CWS Cambodia’s commitment and spirit of cooperation with the authorities as well as the process that allowed him to be accountable to his people.

Mr. Chan Sovan Chai, 40, said: “At the beginning, I do not expect too much support from CWS. On May 8 when I received the distribution card, which indicates clearly the different items that my family will get, I was very happy because I knew what I am going to get. I think that CWS is very thoughtful to provide us with the clothes and a water filter”. He also said that the fact that CWS listed the items in the distributing card was significantly reducing jealously among people and they learned what it meant to be equitable, honest and transparent when giving aid relief to each family. Chai’s family of 6 members received 15 cans of canned fish, one plastic sheet, 2 mosquito nets, one sleeping mat, one ceramic water filter, two pieces of body soap and one pack (0.9kg) of detergent. His wife, Ms. Moeut Thy, 35, also shared her appreciation with how CWS responded to her family and other IDPs: “Our clothes were completely destroyed in fire. During the fighting on April 03, because we were in a hurry. I could only take two sets of clothes with me while my husband could take 3 sets. I have only two sets of clothes and it is very difficult as I had to change quite often because of the rain and dirt. Now with two more Sarongs, I now feel relief as I can change my clothes as needed. I want to thank CWS for giving our family the basic needs at the right time”. Direct Services Program 4

Chhai and his wife Thy have 2 sons and 1 daughter. They lived in Prasat Village for 6 years as a tour guide to Thai tourists at Preah Vihear Temple he could earn about 2,000 Riel (USD 0.5) per day. Unfortunately, due to border tension especially after June 2008 and after the fighting on October 15th 2008, and the conflict again in April 3rd, 2009, he could not earn anything to support his family. “I have to depend on relief the government provided”, said Chai. Alike all IDPs in the camp, Chhai’s family faced severe problems concerning health, unclean water, mosquitoes, insufficient sleeping material, insufficient food supplies, adequate schooling for the children and clothing. In the story of Chhai and his wife reflects the common problems that all IDPs endured since April to May 2009. Ms. Tith Chantha, 34, who lives with a 3 year daughter and her soldier husband at Prasat village, located just in front of the Preah Vihear temple, moved to the camp on the same day of the conflict. She is now living with her daughter in the IDP camp. Her husband visits her and her daughter 1-2 times a month as he is placed at the front line at the temple. Sometimes, she goes with her daughter to the border to visit her husband 2-3 days so that she can cook for her husband and his comrades. Ms. Tith Chantha’s family house was burnt down and destroyed by the DK of Thai soldiers on the April 3rd and she was not able to take any property out of the house saving only her daughter and some clothing. She expresses her sincere thanks to CWS for the various kinds of assistance and the transparency of providing equitable distribution to the people in need. Chantha mentioned that “These assistances are very helpful to me and the rest of the IDP especially mosquito nets, mats and plastic sheet. I can see the qualities of those items are also very good”. At that moment few people who are waiting for their name called said together that all the items are good commenting on the good quality of the items given to each family. Ms. Chantha and the people we spoke with also commented that the water filter is very good given that the water in the camp is currently contaminated with high lime content making the water unfit for use. According to the discussion with 6 IDP and the district and commune authority, rice and other food items are needed as most of the IDP people depend on assistance from the government.

Peace Building Efforts Peace either at community or national level cannot exist without someone’s effort. There must be the contributory cause that eventually brings about peace. The people are the most important element in a peace building process. Therefore, peace building is about the people and their potential to be a peace builder and enlarge their influence. Effective peace programs need to enlarge the influence of both individual key people and other people involved in the process. In the CWS principles and context we regard our staff and Commune Councils as key people for the reason that they are in a position to influence people in leadership and decision making. Individual villagers and VDCs are considered “more people” and “key people” contribute to the changes that need to be made in the community to bring about peace.

Direct Services Program 5

The following peace related actives: Peace Training for Community Peace Volunteers, Village Leaders and Village Development Committee, sending people to participate in Dhammayietra Peace Walk, conducting LCP training and assessment practice for CWS Cambodia staff, and assisting commune councilors to understand the concepts of Local Capacity for Peace can and have contributed to the peace building process in Choam Ksant district. Therefore it is expected that positive change in an individual can impact the change at family and at community level.



At staff level

Local Capacity and LCP assessment practice The concept of “Local Capacity for Peace and Do No Harm” grows out of the lesson and insight that, for development to be effective and successful, the development agencies need to take both develop activities and resource transferring, as well as, the people’s relationship, into their consideration when they implement activities1. In other words development assistance and resource transferring in community development work gradually becomes part of the context and reality of the community enabling the community to take responsibility to be able to use their local traditions, understanding and methods of developing their own capacity building projects and development process. It builds upon a sense of trust and cooperation among the people and allows the agencies and government and the affected communities to show trust and transparency in their work. This process is to enable and equip CWS project staff that their contribution to improve long term community relationships, through the way we implement Community Development and Water Sanitation Projects, CWS Cambodia’s Peace Program Coordinator and Program Officer for Peace, and Community Development by conducting a six day training on LCP assessment practice to 22 staff from the Preah Vihear, Kompong Thom and Svay Reing projects.

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Do No Harm: How Aid Can Support Paece – Or War: Mary B. Anderson

Direct Services Program 6

The main objectives of our training program is to enable staff to experiment and practice the LCP tools2 to analyze the development activities that are implemented in our Preah Vihear project. The staffs involved in this project were divided into three different groups and conducted a participatory analysis process based on three examples: Water Well Construction, Home Gardening Agricultural Activities, and Provisions for School Materials for Poor Students. It took us two days to conduct the analysis project with participants using the LCP tools to analyze their respective communities among 111 people (68 females) living in three different villages. On the second day the participants presented their findings to the community analyzing together to identify the areas of the community that may need improvements in the future with 86 people (48 women). The participants were able then to consolidate their findings and working with the community to find ways of implementing their findings to enable a practical and sustainable process for community development. Miss Samreth Amara, CDW said: “while leading discussion with the people in Choam Ksant, my mind goes to the villages in Kompong Thom where I come from, and consider what can I do to change ways to enable me to help my village for a better future”; while Mr. Bun Sakhan, CDW of Preah Vihear stressed: “using LCP assessment tools to analyze and help us understand the weaknesses and opportunity to improve and ensure a better future.” At the end of the LCP training the thoughts, experiments, theoretical and practical learning’s doesn’t just finished at the end of the training program, the follow up is just as important, both Amara and Sakhan have integrated the LCP concepts in every possible ways they can in their work and communities. Throughout their work in CWS Cambodia they also have to ensure the people and key people are involved in process of decision making. The knowledge and concepts gained in the LCP training alongside that of other workshops and training provided by VBNK for Community Development Worker, Commune Councils and Village Development Committees from nine different provinces also shared the LCP concepts. Emphasizing that development intervention must be inclusive which means that they need to look into the area beyond responding to people’s needs for example, building solidarity amongst people and trust building relationship projects. Amara noticed that all participants showed their interest in the concepts that she raised and addressed in her insight for the needs of her own village and community. Building Peace in Our life training to CWS Staff CWS staff held a three-day training course on “Building Peace in Our life” in attendance of 24 staff (12 women): Field & Support Staff; House Keeping staff (cleaner); Driver; Office and Financial Affairs Director; from 19-21 May 2009 Preah Sihanouk province. The objectives were to help CWS staff understand the theories and issues surrounding various forms

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LCP analysis tools are : Timeline, Ten seed to priority conflict , Power level :to identify different people with different power level, Trust mapping to see whom people trust and whom people don’t , Community relationship mapping: illustrate the quality of relationship between people and other institutions , Venn diagram : to help staff to connection among different people to community

Direct Services Program 7

of conflict, an unenviable part of human life, and focus on how we can find practical and constructive forms of dealing with conflict. Another contributing factor to this workshop was designed to help staff reflect on their own values, behaviors, and attitudes toward conflict in daily life both on the personal and organizational value based context thus building self confidence in order to become part of the wider peace building context. Contextualizing this concept in the staffs’ families, community and overall Cambodian society as a whole enabling both personal reflection and attitude change among the staff and the people they are in contact with everyday. The staff who participated in this training program showed profound interest in the course and expressed that it was very helpful for both their personal and professional life expressing that the topics discussed were related to real life experiences. Mr. Mat Sary a Cambodian Muslim staff who works as a security guard expressed that he felt very honored and happy when Josephine Barbour (CWS Cambodia Country Representative) called out participants according to their faith identities, allowing all participants identity with respect and sensitivity making him feel included and important to the group when he identified himself as a Muslim. For him, as the only Muslim who experienced prejudice and stereotypes made by other people, he saw that other participants of the training program showed their respect to his identity. “It made me very happy and I took pride on my identity” he said. Miss Pon Pagna Vattey, CWS Data Management Officer also expresses her thoughts on this training program: “I used to read peace documents produced by CWS and I thought peace work was just for the conducting of a workshop or training. My thought was wrong when I had the chance to attend the workshop. I saw many of the works related to the peace projects that CWS had provided alongside organizing workshops or training to CWS staff. In reference to the training content, I used to hear from the staff about prejudice but unfortunately I didn’t understand about this. In conclusion I learnt and understood its meaning – to pass judgment about people or other situations without having solid evidence and normally having the wrong judgment”. For Vattey this wasn’t just about learning but also putting her understanding and learning gained into practice in her own personal life. In her personal time she also shares her learning and understanding as she also noticed there were prejudices and stereotypes among friends using this opportunity to challenge and correct misunderstandings in a respectful tone. Her friends are impressed with Vattey maturity and ability to be more analytical matters of peoples identities.

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Peace training provides to CNGOs Partnership Staff

Peace building training provided to CNGOs Partnership Staff The Program Officer for Peace and Community Development work with the Direct Service Program Manager, Peace Coordinator and Program Coordinator organized and conducted a three-day training program on “How we see conflict” for 22 Cambodian NGO staff (10 women) from four CNGOs. Two CNGOs from Battambang Province and two CNGOs from Banteay Meanchey Province, some of these CNGOs work closely in post conflict communities with a mixture of Cambodian people from diverse backgrounds: former refugees, former Khmer Rouges Families, and migrants who migrated from different provinces. Direct Services Program 8

In the diversity of the population also saw a high level of various discriminations, stereotypes and prejudices amongst the people leaving cause for a deep sense of mistrust amongst the community. This training was organized for those staffs in which they work directly with the people in diversely populated communities of people who found themselves living together for various reasons. The objectives for the Peace Building Trainings was to assist participants to: (1) discuss the importance of communication and networking, (2) discuss about the flow of communications and information in our daily life, (3) reflect on their own values, behavior, and attitude in responding to daily conflicts and an organizational values in our daily life, (4) appreciate and respect the values of others and their identities in dealing with conflict and challenges that arise, and (5) Build self confidence to carry their responsibility and commitment to peace building within the NGOs they work in and society at large. The participants expressed that the training and content of the training provided them with a sense of deep interest and found it useful for them and the community illustrating how this can be part of their daily lives, experiences and context. Josephine Barbour (CWSC Country Representative) illustrated the concepts of reintegration and reconciliation and explained that reconciliation is very important for Cambodia society. The explanations lead the participants to express their interest to learn more about reconciliation to further their knowledge in this field and to improve their capacity to work with people with different backgrounds and identities when conflicting situations may arise from time to time.

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Training at Community level

LCP Training provide to CCs, VLs and VDCs The Local Capacity for Peace, using the ‘DO No Harm Tools’ illustrated by Mary Anderson, helped people who work closely in the field of development helped them analyze how their resources can also affect the existing confliction and heighten the tensions already existing in the community. After having some understanding of how resources are delivered into the community it will eventually affect the community we work in therefore we had to assess and create ways of how these resources maintain a minimal or nonexistent negative impact. Direct Services Program 9

In cooperation and support from the project staff to promote peace in the community as well as improve staff capacity we held five courses of a three-day training on Local Capacity for Peace: From 14-16 January, to 18 Commune Councilor (two women) from four communes (Tuek Kraham, Yeang, Choam Khsant and Rumdaoh Srae) at Choam Khsant District, Preah Vihear Province. From 19-21 January, to 22 VDCs and CPVs (10 women) at Sraeung Commune, Kompong Thom Province. From 28-30 April, to 19 CCs, VLs, VDCs, CPVs, and police (five women) at Tipo Commune, Kompong Thom Province. From 25-27 May, to 29 VLs, CDFs, WSUGs (10 women) at Doung Commune, Svay Rieng Province. From 29-31 May, to 31 VLs, CDFs and USUGs in Bos Mon Commune, Svay Rieng Province. CWS believes that the Commune Councilors and Local Authorities, who are responsible for their communities and have access to the villages, see that the training at the commune level will significantly improve their work if they follow what they have learnt and discussed. Vorn Sarom, Tuek Kraham commune councilor said: “The course is very helpful for me. After the training I used the LCP concepts to solve land conflict between some people in my commune. I want to improve relationships amongst them. I meet them individually and separately, study their needs and demands and then I brought them to talk to each other. I asked them to think about the consequents that they will get if they used violent conflict. In my observation, they normally choose to solve conflict in peaceful and understanding manner”. Mr. Phy Chhorn, village leader of Bos Mon village: “When I look back at what I have done in the past, I see that I have already applied some of the concepts in my work. However, sometimes I know that I put pressure the conflicting parties to accept my idea without studying their needs. The new Knowledge is like the light that shows me the way.”

Direct Services Program 10

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Peace Building through Dhammayietra Peace walk

CWS Cambodia is very active in supporting the Dhammayietra Peace Walk every year by providing a small grant to support some of necessary cost for the walk. This year CWS Cambodia granted $1000 USD to publish the teachings of the Buddha leaflets and distributed them to the participants of the peace walk. During this 19th peace walk, which lasted for 16 days, and journeying through 10 districts, 53 schools, 29 Pagodas covering 176 square kilometers. The participation of the CWS Staff was (one woman); 22 community people (13 women) from the Kompong Thom, Preah Vihear and Battambang projects joined and were divided into two small groups. One group had two CWS staff and eight community people walked from 17-19 March and another group walked from 19-23. Joining the walk did not simply mean to literally walk but to walk with a purpose and discipline. The daily tasks started with chanting the Dharma text, and a ‘Loving Kindness Meditation’, followed by domestic help and cleaning the venues that the participants were billeted in before commencing the walk. The walk normally started at 5:30 am for two hours taking a break for breakfast. At this point, our team met people along the road and exchanged conversation. We then continued walking until 10:30 or 11 o’clock and we stopped for lunch and stayed overnight at the nearest Pagoda en route to our final destination. Each day was similar in process and preparation with the monks sharing a sermon among the people usually in large numbers of about 200 people. Our team would also take time to listen to the sermons and reflect on what was being said among the people. The following two quotes are from people who found this walk challenging and help understand the stereotypes and perceptions that they had about other people. Mr. Pan Sophean, Community Peace Volunteer of Ou Khsan village said: “I used to hear about the stereotype and prejudice against people in Prey Veng province that they are beggar. However, when I met them, they are so friendly and even invited me to lunch at their home. Furthermore, I saw that people are industrious and they planted a lot of trees along the roads. Related with Dhammayietra, I have never known or heard it before. Now I know about the Buddha teaching on five precepts.” Similarly, Mrs. In Yeng, Commune Councilor of Rom Das Sre commune said: “I keep asking myself since the time I left from Choam Khsant- what is it? What are they doing? Having directly being involved in the walk, now I know what Dhhmayietra is and what they are trying to do. Along the way we walked and passed people I saw that people planted many trees along the way. I also saw that people’ houses built with old fashion and I was interested in seeing their houses.”

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When Mrs. In Yeng returned home she and two other people from Svay Village, who participated in the walk, shared what they had learnt from the five day walk in Prey Veng. They also chose to share about the Buddhas teachings on the five precepts3 by emphasizing that if people followed these teachings they can live happily in this life. In addition they talked about sanitation, domestic violence and tree planting to 150 people (79 women) and 30 students. In conclusion, sending the people to join Dhammayietra peace walk was very beneficial. It helped them change their perspective and address the deeper issues of having stereotypes that are perceived of other people in this case the stereotypes of people from Prey Veng province.

Major Challenges 

The border and ancient Preah Vihear temple4 tensions caused the CWS Preah Vihear Project to postpone many activities including the Peace Training to the CPV, VDC and VL in Yeang commune. Since CPV in Yeang commune was formed in 2008, we hadn’t met them in a formal gathering regarding their role and responsibilities and to provide adequate training given the conflict between the Cambodian and Thai dispute of the Preah Vihear temple. Therefore our staff have met informally on an individual bases to give informal training and discussions explaining certain roles and responsibilities. In response to this the peace Staff and have asked the Project staff to meet informally to given an orientation on of their roles and responsibilities in the community. We hope to conduct the formal training process in the next semester.

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ERP Program, BTB-BMC Partnership Project and CNGO partners have done a consultative plan for CBDRM Project activities. However, due to the delay of the Project launch and Cambodian-Thai prolonged conflict, all the activities were delayed. There was little flexibility in changing the plan as those activities were in succession from each other. Nonetheless both the dates and times were changed from the 1st to the 15th of August 2008 and the dates made in our proposal on the single form from to DIPECHO were also changed accordingly. However we maintained the content, concept and action plan in its original form as we only had to change dates to deal with the constraints caused by the conflict.

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We lacked a guideline to implement the integration of DRR plan into CDP/CIP is also a challenge we had to face. CWS’s CBDRM model is implementing a new initiative in the establishment of the linkages of village disaster management mechanism to commune development planning mechanism. There was no documentation or methods illustrated to help us find ways of sharing the best practices on the initiative of DRR integration into a Commune Development Plan.

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Most of TBAs are illiterate and they are not able to read the lessons that provided concerning child birth and health. Nonetheless although they could not read their ability to process and grasp the understanding of the lessons through pictures and illustrations gave them the tools, and also with the help of asking literate relatives to gain a clearer meaning and understanding. They are also able with the help of literate relatives put together a report form system to send to HC and CWS Cambodia separately. Also another challenge is due

3

Buddha teaching on five precepts is: abstain from killing, abstain from taking property without being given, abstain from having sexual misconduct, abstain from taking drug and alcohols and abstain from telling lie. 4 The 11th-century Hindu temple, which sits on Cambodia's northern border with Thailand, was awarded to Cambodia in 1962 by the World Court. Last year the UN's cultural body UNESCO added Preah Vihear to its World Heritage List, a move that rankled Thai nationalists who still contest the ownership of the site.

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to heavy flooding during the rainy season the TBAs are faced with inadequate transportation to help pregnant women to deliver their babies at the nearest health clinic. To counter this problem the TBAs requested the health clinic to provide delivery kits unfortunately given that the TBAs have no legal status through the ministry of health and in situations where delivery is eminent and there are no official midwives available, there has to be communications made to help the TBAs work in restricting systems. For example the midwives have to work with the TBA over the phone to help in delivering babies even when they have to travel in remote areas on the boats. Lessons Learned 

The Involvement of the Ministry of Planning and NCDM in training deliveries to disaster management committee structures and to the district and provincial facilitator team is an outstanding initiative. The MoP is the owner of local planning process and has designed the process having a clear understanding in the steps needed to enable DRR to be integrated into that process. More importantly, MoP and NCDM together have an enormous influence to CCDM, DCDM, PCDM and PFT/DFT to communicate and enable the mainstreaming process.

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Since government plays long term role in the social development, disaster risk reduction measures are difficult to sustain, when NGOs do not collaborate with authorities at all level (via Disaster Management Committees). Otherwise, the plan does not belong to or is not owned by the government, so that budget may not be allocated because it is not inside the government development plans. Moreover, commune council, who is at the same time inside the CCDM, can help mobilize resources from communities when they are involved in the process. This is also a learning curve to both NGOs and Government authorities in that we are sharing information, training and concepts to help us work in the community that benefits all parties among the NGO and Government integrated process.

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In working with the Village Volunteer of the Red Cross at district level we found that that there needs to be a clear guideline and process so that CWS and other NGOs do not enter a village and copy the same system doubling up on the work already established by the Red Cross. According to the Red Cross guidelines they selected a Village Volunteer to assist in disaster management systems and committees nonetheless some villages do not have these systems. Therefore CWS works with the Red Cross to process the same system in villages that may not have these volunteers. This ensures that there is no establishment of duplicated multilayer’s and parallel systems arising from other NGOs using a similar system. This also enables Red Cross Cambodia to work more effectively and become accountable to the people involved in disaster management.

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Vulnerable communities need agricultural related disaster risk reduction measures to ensure fertile and practical sustainability for the people at risk.

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Engaging and participation of all stakeholders from all factions of the community ie NGO, Government, Leaders and concerned communities provides people to gain responsibility in order to achieve a sustainable project implantation.

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Providing both conceptual and practical hardware support to the communities is important because their capacity have been built through project implementation through a step by step process such as bookkeeping, budget planning, community planning, follow up processes to monitor activities, and develop guidelines for the specific project etc.

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Issues Not addressed Concerning the conflicting problems between the Cambodian-Thai border communities are facing declining opportunities to generate income at farms in Thailand. The border tension also created immense demands in communities for the limited resources offered by CWS and other support provided by NGOs and the Government. The prolonged Cambodian-Thai border conflict also has limited CWS and CNGO partner’s to intervene and provide support to the communities. For example KNTO’s target focus in Ampil Commune, Banteay Ampil District in Oddor Mean Chey Province is located in the disputed area, especially Chup Korki Leach and Chup Korki Koeuth villages. Field based operation was suspended from 14 October until 07 November 2008. As a result of the gun fire conflict, most of villagers had left the villages living in scattered areas amongst the hills and neighboring forest areas. Having seen the capacities and abilities of CCs in solving conflict successfully using the concepts and guidance they learned through training courses provided by CWS Cambodia, Choam Ksant district governor was very impressed. He approached CWS Cambodia to provide the same training to all village leaders in 26 villages of six communes in Choam ksant district in which CWS is currently working in only 18 villages of four communes. CWS Cambodia has provided training to VDCs, CPVs and VLs in 12 villages and is going to conduct another course next year for six remaining villages of Yeang commune. But sadly, CWS Cambodia isn’t able to respond his request to conduct a training course on “Understanding conflict and building peace in our lives” within eight different villages that are presently not in our prioritized target. However, next year we will take this concern into consideration. Future Plans                

Conduct project monitoring, report writing training to Community Peace Volunteers and provide training to project staff on STI, HIV/AIDS, MCH, health activities implementation guideline and WatSan Manual. Draft quarterly newsletters Conduct training courses to strengthening capacities field staff regarding micro business. Coordination with project field staff to conduct refresher training on SHG book keeping, reflection workshop on SHG activities, and coordinate project staff to conduct training on community tree nursery and animal raising. Monthly follow up field activities to each project and provide coaching field staff of the food security and income generating activities. Assist staff to organize World AIDS Day and World Water Day, provide refresher training course to VHVs on MCH, STIs and HIV/AIDS, and to coordinate with HC and VHVs on WatSan education to school and communities Attend network meeting with MEDICAM, Watsan Sectoral Working Group meeting, SMCH Quarterly Coordination Meeting and attend VHV and TBA quarterly meeting at HC Finalize all outstanding of program implementation policy/guideline Continue to provide Echo training on CBDRM concept to RCV exchange visit and Public Awareness and education by RCV/VDC CCDM full member meetings and commune development planning follow up RCVs Commune Coordination Meeting National, provincial or district coordination meeting with stakeholders (on-going process) Provincial Disaster Risk Reduction Forum, provincial DRR Action Plan development and to host Cambodia Disaster Risk Reduction forum Support local leaders to mobilize local resources and implement small-scale mitigation project based on village DRM plans. Coordinate with technical provincial departments or specialized NGO to provide technical support and /or organize training to villagers on mitigation non structural initiatives in accordance with the village DRM plans and commune development plans Direct Services Program 14

1.2. KOMPONG THOM VILLAGE BASED COMMUNITY DEVELOPMENT PROJECT Introduction The CWS Cambodia Village Based Community Development Project in Kompong Thom is a development of work that we began in 1993 following the signing of the Paris Peace Agreement in 1991. Initially we focused on humanitarian relief, specifically, the re-integration and mobilization of repatriated refugees from camps along the Cambodian-Thai border. As the needs of the people evolved our work shifted to Community Development in order to effectively respond to the changes that were happening during the resettlement of families alongside that of the families who had remained during and post civil conflict. Over time the VBCD model took on a new approach which is now our four year VBCD Project in which implemented in Kompong Thom from July 2007.

Currently, as this report is being written, during the VBCD project we noted that the Commune Councils and VDCs are working more cohesively together if we compare this to our earlier work. Both the Commune Councils and VDCs work together to develop their respective communes and villages, by discussing, brainstorming and working on community development initiatives which involves the participation of the villages addressing the basic needs for their community. Over time more people have both learnt and became involved in the process of development and are able to participate in the project cycle that they have implemented. Also this project provides training with the content related to development work in order to strengthen the capacity of local development agents like VDCs, SHGs, CPVs, RCVs, VHVs, TBAs, Rice banks and NFE groups, gaining confidence and the capacity required to manage development activities. KPT Village Based Community Development Project

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The VBCD works on a rate of 6 to 10 absolute poor families per CDW therefore the project has selected 50 absolute poor households to build their capacity to bring themselves out of poverty. Each family produced their own household’s development plans and practical expectations participating in training courses, awareness raising events, village meetings, and village development activities. They are beginning to reconnect with their society and raise their concerns. Many of them were given access to social and technical support to create working opportunities in both farming and non farming activities. There are VDCs in eight target villages enabling them to manage and lead the development of their communities. Most of the VDC members have carried their responsibilities, and the major roles and duties required from them, conducting regular monthly meetings, village development plans, and also developing a simple project proposal implementing activity plans and problem solving with satisfactory results. In the Beng and Choam Boeng villages they were able to raise funds from external agencies mobilizing local resources to achieve their development program with the participation of the local community. Unfortunately some VDCs in 4 villages continue to have limited capacity to mobilize and manage local resources. Some VDCs have failed to manage regular community meetings, while in other areas some members did not take on their responsibilities of the role and duties required from them. Therefore the VDCs that have not being able to work for various reasons are still heavily reliant on external assistance for the development of their villages. They also require full support from CDWs to make project proposals and motivate the people to participate in their development activities. In the VBCD project in Kompong Thom we continue to maintain important cooperation and relationships with the Local Health Authorities which have also improved the health services in the target villages that we work in. The local Health Authorities monitors and support local health structures at village level equipping the health clinic staff with technical support so that they are able to provide adequate services to the community. The services covered are basic health care, family planning, vaccination to children and pregnant mothers, safe delivery of children and an awareness of malaria and dengue fever. Finally as part of our overall activities we also provide training and technical support to 12 Self Help Groups in which they are able to create their own income initiatives to support 195 members of the group. Over time the SHG members could also borrow and take out loans to help improve their small business initiatives using the profits for better housing, education for the children, agriculture, furniture for the home and other material for the home, and contribute to the village development activities. We will discuss this further in our report.

Major Accomplishments and Changes 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. Strengthened solidarity among community to respond residents’ needs An important aspect of our capacity building initiatives during the fiscal year of 2008 was our community based project to help facilitate the electoral process to elect Village Development Committees and Community Based Organizations in 12 target villages. We have seen that villagers tend to vote for popular people who are already active in the community and show a KPT Village Based Community Development Project

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common sense of support with the people’s knowledge and reputation in the community. Other qualities that the community looks for is the peoples sense of having a positive attitude, willingness to work and provide a sense of mutual understanding, possessing adequate education, and having wider experience and understanding of what is needed in their respective communities. As a follow up these elections the VDCs and CBOs are provided essential trainings programs and tools in key areas: village development, administration, financial management, simple proposal and grant writing skills, and community planning. These key programs and tools are designed to ensure that the key people involved with the work of VDC and CBOs are given a clear sense of understanding their roles and responsibilities in the community. One of the key task that the VDCs and CBOs are requested to work on is a needs assessment of the community identifying problems within the community whilst maintaining a consultative process with the community to help them identify what they see should be included in their village development plan; this also enables an participatory approach to happen among the whole community to build the needs and interest of the people.

The VDCs, Village Leaders, Local Authorities and CBOs work together to administer the development activities and to seek solutions concerning various social conflicts that arise from time to time. It is both a learned and shared approach based on their community’s experiences and concerns by actively responding to the real issues of the people. This has improved the feelings of trust, bringing restorative justice among community members, as well as mutual understanding providing help and assistance to each other. We have seen 60% of residents in the targeted villages strengthen their solidarity and mutual respect and understanding towards themselves and others in the villages. This is seen through the successful execution of the SHGs, Rice banks, NFE classes, and other CBOs working together.

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In addition communities have also worked in solidarity when members have struggled with various disasters in their homes and villages: house fires, food shortages, sicknesses and other problems. For example the VDCs and residents of Boeng Khvaek village organized a meeting to raise funds to help a family that endured a case of serious illness and the loss of their property from a house fire. In Mr. Pork Ban’s family there are eight children. They live in Trapeang Trom village, Tipou commune. Mr. Ban, 42, suffered a serious illness that his family needed money urgently to transport him to the Kompong Thom Provincial hospital to receive proper care. Nonetheless due to the poor living conditions and suffering hunger his family wasn’t able to send him to the provincial hospital. Without the support and help among the community members he would not have been able to get adequate health care to ensure his survival. The VDC members and village leaders held a fundraising activity meeting with all the villagers to draw their attention to Mr. Pork Ban’s problem asking them to donate whatever money they could give at the time. Subsequently the community was able to put together a contribution of 310,000 Riel (US$ 78) which was enough for the family to get him adequate health treatment. Mr. Ban recalls he would have died if his family didn’t have this cash donation: “My family and I thanked VDCs and the village leader for their kindness and help.” The residents of Beng village, Sraeung commune are repeatedly challenged with long term droughts almost on a yearly basis having to struggle with a continuous lack of food supplies and other resources. Even though there is a water dam constructed by the Khmer Rouge in the earlier period of conflict in Cambodia near these villages, it does not serve its benefit as the water flows away from the rice field. Therefore the village has to rely on the rain water to compensate for the need of water for the rice fields unfortunately droughts are regular forcing the villages to find alternative ways to solve this problem. CWS was able to help build a sense of solidarity among the village enabling the construction of a dam; throughout this year the villagers worked for 4 months building a new dam (845 meters long) with a small water gate. The work in itself would have been very difficult to achieve nonetheless with the help of 79 families finding solutions to their drought problems. Mr. Dol Dorn, VDC member said: “If CWS Cambodia didn’t build a sense of solidarity among villagers in advance, building mutual help amongst the villages, it will not have been possible to achieve building a very good dam in the duration of 4 months. We can do all things if we do it together!” The villages have also developed stronger relationships between VDCs and Local Authorities through community participation, contributing to the development of activities, according to the needs of the villages from time to time. As a result many local initiatives have been successfully implemented including the construction of roads, bridges, culverts, village meeting halls, water gates, reading shelters and dams. The relationships between the VDCs and Local Authorities have also influenced and strengthen the cooperation from the community to the Commune Councils. An example of the relationships developed with the VCDs, Local Authorities and Commune Councils became evident in the building of an 8 meter bridge that was repaired with the participation of villages in Sraeung Commune where it involved the work and cooperation of all people to achieve this task. Improvement of Economic conditions among the absolute poor families Despite recent improvements in the economic growth and reduction in the numbers of people living in absolute poverty, Cambodia remains one of the poorest countries in South-East Asia, with extreme cases of poverty in the rural areas. The Cambodian government, NGOs and other support systems are not responding enough to provide social services, health care and adequate sanitation to those most affected. Women, children, the disabled, elderly people, and ethnic minority groups are particularly affected by the extremity of absolute poverty. Women, for

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example have significantly lower educational levels with high illiteracy rates and lack of access to public services in comparison to men. People, who are landless, living with disabilities, and women who are heads of their household are not always reached by the social services provided to them. Many humanitarian based activities provided by NGOs are usually struggling to provide adequate support to these communities to meet the basics needs of providing daily food for children. Due to the short term response from the NGO community and government it is not enough to curb the hunger and problems of the most vulnerable and absolute poor families. Also at most times these absolute poor families would not participate in the activities proposed by NGOs, in the development of their communities, as they stressed that the NGO projects would not provide them with their immediate needs, which was food as they were suffering from hunger and starvation. Therefore CWS Cambodia’s assessment and experiences with the absolute poor by living and building relationships with them, gave them ways to help find practical ways to meet their immediate needs focusing on 334 absolute poor families in our target villages. As we focused on the above situation we also did a PRA and realized that most of the absolute poor could not improve their living conditions just from farming. Also the employment and income generation opportunities were not always the best system, given that many of the people lacked any kind of skills, knowledge and education, to develop any concept or ideas for small business projects for an income generation. Nonetheless over a period of time and with continuous support of CWS in both training and raising awareness, of how the absolute poor households could find practical solutions, they were able to create an annual development plan for 2009. Within a 6 month period the absolute poor families applied their learning’s, training and awareness raising, and capacity building activities provided by our VBCD project enabling the families to become more proactive in taking control of local and household development work. As a result the families produced their own development plans and putting them into action helping families to participate in community meetings and community development activities. For example, three absolute poor families in Beng village in Sraeung commune produced 9 household development plan activities: well construction, home gardening, household latrine, chicken shelter, sanitation and cleaning household compound, planting of fruit trees, water filters, small businesses, and participate in non-formal education classes. Mrs. Phuong Torn, 38, married with six children living in a small thatched house in Beng village said: “Before 2009, my family faced food shortages from 8-10 months every year. My family borrowed money from the neighbors and worked on their rice fields in exchange. The Project supported my family to raise chickens and begin home-grown vegetables.” After Torn and her husband attended a chicken raising program conducted by CWS staff in their village she expressed that; “When my family received six chickens, crop seeds such as long beans, water melon, eggplant and pumpkin seeds. Now we have more than 23 chickens and some remain left over from the sales that we make. Our garden produces vegetables for domestic consumption as well as selling to neighbors and the surplus vegetables are sold in the market. Our daily profit from home-grown vegetables is from 1,000-2,000 Riels (US$ 0.25-0.50). For the last two months, we earned 110,000 Riels (US$ 27.5) from selling the chickens.” My family no longer worries about food shortage now.

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An example of Mrs. Phuong Ton’s success in developing a small income for her family is credited to the SHG programs that we have been working with providing training and technical support enabling the members of the SHG to find practical ways of making a small income for their families.

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

The reduction of maternal and infant mortality “Each day almost five women die in Cambodia due to pregnancy related complications. Each year this amounts to around 1,800 women dying giving life in Cambodia.”1 From 2008 the VBCD Project in collaboration with the Provincial Department of Health and District Authorities provided basic health care, and safe delivery of pregnancy training to 23 TBAs and 25 VHVs, improving their capacity to ensure they can provide adequate health services in their respective communities. The training and refresher training programs provided to 23 TBAs enable them to work in a professional manner to educate expected mothers and families ensuring the preparation of sufficient transport are available to go for regular checkups throughout their pregnancy term at their local health clinic. The VHVs also improved their services in close coordination with the Health Clinic staff by providing training and advice to their communities focusing on poor hygiene, sanitation, and nutrition. The services emphasized the importance of raising an awareness of hygiene matters amongst pregnant women and children and this is important when doing family planning, also addressing the need to have access to clear information about the safe deliveries of their children when giving birth. This project also collaborates with commune health clinics to provide vaccination in all target villages for children under the age of 5 to prevent illnesses that affect children, and also protect expecting mothers from tetanus, lack of iron and ensure the proper vitamins required during their pregnancy. “My people have been participating in the Support Maternal Child Health activities since 2008 and have gained a lot of knowledge about health care, especially feeding with a variety of vegetables for better nutrition for pregnant women and under-five year old children. Now they go to health clinics benefiting from the enormous advice provided to ensure the safe delivery of children and adequate care for their new born babies.” Ms. Cheng Srey Ni explains. CWS Cambodia also works in collaboration with the UN World Food Program, through its Mother and Child Health Project in the target villages of the Kompong Thom and Preah Vihear provinces. The Project focuses on providing food supplements for children between 6 to 24 months and their mothers, pregnant women, and lactating mother. In the first stages of this project the UN WFP provided training programs for CWS staff which subsequently enabled the staff to share and work closely with the VHV. The training provided focused on child growth monitoring, use of weight and age charts to help mothers and families understand how to

1

http://www.unicef.org/eapro/media_10039.html

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prepare supplementary food, nutrition and child care education given from the UN WFP. The support and transport of food aid to all the target communes is given on a monthly basis with the VHVs being responsible for the distribution, education, monitoring and supervision of the food aid given. In conclusion we have observed that 60% of children in the program gained weight normally with the remaining 40% were under weight due to chronic illnesses. The child mortality rate and risk of problems occurring during child birth was also was also reduced. The SMCH program has shown that the advice, skills and knowledge to ensure both mother and child health care are maintained, using sufficient food preparation practices. This also helps people understand and become aware of how to take care of their children by monitoring the growth rate, nutrition and providing important health care from time to time. Mrs. Chhoen Savorn, 20, lives in Sraeung village comments: “I was pale, weak, and always sick; I participated in SMCH activities since 2008 and have gained a lot of knowledge on how to take care of my child. Now my child is healthy and grown. I apply my knowledge to daily life by maintaining a home garden with green vegetables, sweet potato, cassava, corn and bananas.” Greater Acceptance and use of Health Services and Preventative Measures “Expenditure on health care is one of the main reasons people are pushed into poverty- they have to sell off assets to pay for services”2 Poor health comes at a high price in Cambodia. On average Cambodians spend $33 per person each year to treat illnesses if we compare this with the government health expenditure of just $2 per person. People often pay unqualified pharmacist, untrained natural healers, or freelancing government health workers to help deal with illnesses that arise from time to time which in most cases are either too expensive and destroys the homes and lives of the community. Prior to the 1995 Health Sector Reform, the government policy was to have a clinic in each commune, a hospital in each district capital and a provincial hospital in each provincial capital (Ministry of Health, 1995). However, the system provided did not meet the essential health needs of the populations, as most clinics at commune levels were non-existent or had been demolished and staffs were poorly skilled and motivated to keep the clinic running. Over time CWS Cambodia began its collaboration with commune health clinics to support and strengthen the existing health system, and establishing an effective community health network in the village. The networking process included TBA and VHV providing health awareness of the basic health services for the community working in collaboration with local health authorities and commune health clinics and the provincial health department. The meetings organized by the provincial health department are regularly attended by the Project staff using this opportunity to share concerns and finding ways of solving problems in a consultative process in our target areas. The other reasons for this consultative process is so that CWS Cambodia can raise issues and draw the awareness and attention to the local, commune and provincial authorities ensuring the efforts to provide effective health services from both the Government and NGO community.

2

Indu Bhushan, Principal Project Economist, ADB Mekong Department.

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Self Help Groups The VBCD Project also provides capacity building for the SHG committees focusing on the training of their roles and responsibilities, management, recording and monitoring, and book keeping. This enables the SHGs to create a saving mechanism to develop a small loans system for an income generation project either on agricultural or non agricultural small business development. Furthermore the participation within the SHGs helps to increase both solidarity and trust when implementing other community development work within their respective villages. Currently we have a total of 12 SHGs with 195 members established from mid 2008. Within the SHGs 10 the 12 groups are operating smoothly since 2009 as most of the members now understand the concept of the SHG system. Following the bylaws and policies developed by each group has improved the daily living conditions of the members of the group minimizing food shortages, purchasing rice seeds and agriculture tools, renovations, and sending their children to school. The success of the SHGs came from the capacity building training and commitment of the members which has resulted in an increase of capital earned within the group enabling them to extend their services to help other poor families in their communities. About 90% of the poor families, who are SHG members, now access to the loans provided in the SHGs to help run and develop local income generation activities to improve their standard of living. Therefore the dependence that the poor family had on moneylenders has significantly decreased. Based on staff’s observation during this reporting period almost all SHG members had doubled their profits through efficient business practices. With improved self-confidence to manage a successful business, members are regularly taking out loans from the SHGs with a 90% repayment rate thus increasing retained profits and continued savings among the 12 groups. Some members of the SHGs are now using their own resources from accumulated capital to expand the membership of the SHGs without financial assistance. To ensure both the success and monitoring of the SHG system CWS field staff regularly conducts a self assessment process as a tool to help evaluate and gage the process of this project. To evaluate and assess the SHGs progress and monitoring 4 groups are made up of the following: (group 1) made up of VDCs; (group 2) SHG members; (group 3) SHG Committee members; (group 4) CWS field Staff. In these groupings we have developed a score system from levels 1 to 4 (lowest, medium, improved, and advanced) with each group rating 3 on the chart indicating signs of improvement throughout their growth. We did not expect this improvement given that CWS does not provide any financial capital to assist the groups to date but it has shown the importance of how each SHG needs to work together to achieve the best results.

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Major Challenges Natural disasters (flooding, droughts, and torrential rain) continue to affect the target areas that we work putting many villages in need of regular emergency relief. At the same time the Government Disaster Management structure continues to find ways to strengthen both human and capacity building resources to meet the needs of the people. The challenge is to implement an annual disaster risk management action plan, with disaster alleviation projects, to be integrated into the village development plans. Responding to this challenge, the project works with communities, local and national authorities including VDCs, commune councilors, district and provincial authorities, CRC, DCDM, CCDM, and to organize, train, plan, implement community based disaster management plans in a participatory and precautionary manner. Three Community Development Workers from the VBCD resigned leaving the responsibility to the remaining CDWs increasing the work load putting them in a situation where some components of the disaster management plan were not developed in the time expected. In response, the VBCD project with the help and support from the Program and Human Resource Manager, new staff were recruited to meet and follow up the needs of the disaster management project. The Project also faces the challenge of adequate services not reaching the most vulnerable and poorest of families both from the NGO community and Government Services and the services provided by the VDCs and CBOs. There is also the continuous struggle and fight for survival to get food that the absolute poor are living from hand – to – mouth without the initiate to participate fully in their community. As the need for survival is eminent the CWS project staffs try to motivate the absolute poor families to participate in the life of the community by conducting home visits and finding ways of making developments plans to provide the immediate basics need for the people affected by this problem. Issues not addressed From mid 2007 CWS Cambodia selected two remote rural communes, Sraeung and Tipou, to build its VBDC project. Sraeung is amongst one of the remote rural communes of Prasat Sambuor where the road to this commune is difficult for vehicles to travel on and gain access. It is also difficult for the people of this commune to gain access to services provided from the Government and NGOs leaving the residents isolated from adequate resources. Fortunately last year the roads were repaired with the improvements of various rural infrastructures of roads, bridges, culverts and village roads providing accessibility to schools, health centers, clean water and other social services have improved. In this sense CWS uses a very different approach in community development work by helping the poor create projects to ensure that their needs for the future will be sustained in a community and participatory manner empowering the people. CWS Cambodia is the first humanitarian organization to select target communities to work on this process of community development. Unfortunately the negative impact has been the influence of outside parties that either overlap the same idea or system, the lack of coordination among various agencies and the government which causes competition among the overall community. It therefore causes problems rather than solves problems for the community. CWS Cambodia will be organized a coordination meeting to deal with the issues.

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Future Plan                          

Organize four coordination meeting with CC members in Sraeung and Tipou communes and District Authority and relevant department in Prasat Sambuor and Santuk districts Support CCs to develop 12 annual village development plans and implement development activities in target communes. Organize LCP training to Commune Councilors in target communes. Organize training on Accountability/Anti-Corruption to CCs, VLs, VDCs Provide awareness raising on Gender and related law to community members Organize Peace event in four target villages of Tipou commune Support materials for formation of one prayer group Conduct two quarterly meetings with VLs, VDCs, and CCs from 12 target villages Conduct annual VDC workshop with VDCs, VLs, CCs, and government agencies Conduct a training on leading and managing to VDCs, VLs, and CCs in eight target villages of Sraeung commune. Conduct trainings on ToT to 12 CCs and key persons and VP guideline to VLS and VDCs Conduct a training on VP guideline to VLs and VDCs Conduct semester meeting for literacy teachers and VLs from eight target villages Support District Department of Education to monitor six literacy classes and distribute literacy materials to those classes. Support materials and monitor the implementation of VP household development plan of 50 absolute poor families in 12 target villages Conduct a training on home-grown organic vegetables to 15 key farmers, IFM to 12 demo farmers Provide hens to VP families in 12 target villages, crop seeds to 34 VP families and other malnourished families, and fruit nurseries and materials to two target villages Provide training on micro-business to target beneficiaries from 12 target villages Provide office supplies to six SHG committees and capital assistance to four SHGs in two target communes Support VHVs and TBAs to conduct primary health care awareness in 12 target villages Support HCs to organize quarterly meeting with 25 VHVs and 23 TBAs Support construction materials for open well, upgraded/ Apron construction, household latrines, and household water filters Conduct a training on CBDRR and planning to 26 RCVs Support First Aid kits to 26 RCVs in 12 target villages Conduct two quarterly meetings for CCDM on CBDRR in two target communes Support RCV, VDC, and VLs to implement micro mitigation project

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1.3. PREAH VIHEAR VILLAGE BASED COMMUNITY DEVELOPMENT PROJECT Introduction CWS Cambodia began its Village Based Community Development pilot project in Preah Vihear and Kompong Thom Province from July 2007 divided into 2 stages to simplify monitoring and support. The target communes in Preah Vihear VBCD Project operates in 4 remote rural locations: Choam Khsant, Rumdaoh Srae, Tuek Kraham, and Yeang in Choam Khsant District. We are now working on stage 2 of our project focusing on ‘Strengthening Livelihood’ currently we in the last 6 months of our 2 years of working in this province. Subsequently with the high degree of commitment from our staff positive changes have become evident in the community through networking and local capacity building programs alongside that of local peace building initiatives. To help us achieve the success of our work in this district we draw on the work and concepts of ‘Do No Harm’1 as the foundation of all projects implement by CWS Cambodia.

T HE P REAH V IHEAR VBCD P ROJECT ’ S T ARGET M AP

Preah Vihear is located in the North of Cambodia bordering Thailand and Laos from the North, Stung Treng to the East, Kompong Thom, Siem Reap to the South and Oddar Meanchey to the West. The area of the province is 15,000 square kilometers. The topography is undulating forested uplands and lowlands for much of its area, with the Dangrek Mountains to the North along the Thai Border. Preah Vihear is classified as a rural province.2 Sources also indicates that the mortality rate among children of the Preah Vihear Province indicates that over 2,700 1 2

Do No Harm: how aid can support peace or war, by Mary Anderson www.maff.gov.kh

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children under the age of 5 years died prematurely, and 270 infants died under the age of 1 from the year 2000 onwards.3 From the period that CWS Cambodia worked on the VBCD Project in Choam Khsant District we found that both the mothers and children’s health have improved; the people also have access to safe water as well as participate actively in the projects proposed to help develop their respective communities. Many of the achievements that we have accomplished in the two year services that we have provided included the construction of bridges, bringing communities together, constructing community halls where the local people can participate in discussions, bringing people of different religions and other community groups, together. The VDC are the local grass root development agents the lead their own development initiatives of the community in consultation and collaboration with CWS Cambodia. Over time the VDCs have gained a deep sense of confidence regarding their accomplishments enabling them to work directly with the people in leading their respective development projects. In conclusion to-date there are no clear signs of the conflicting tensions ending in a peaceful manner between Thailand and Cambodia in the vicinity of the Preah Vihear temple as the two countries continue to discuss this issue and find solutions to solve this problem. It is in this context that I would like share that the CWS staff have worked under unpredictable and unsecure situations where the risk of a full scale conflict may arise at any time. However the CWS Security Team closely monitors the situation in Preah Vihear and makes recommendations to ensure the staffs safety and wellbeing is their priority. From April 4th to May 25th 2009 the CWS office in Choam Ksant closed for almost two months due to the tensions arising between the Thai and Cambodian border.4 There will be more detailed explanation under major challenges. Major Accomplishments and Changes 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. Support local initiatives CWS Cambodia’s Com Dev Model is currently in the second stage and it is expected that the Communities role and responsibilities in this project will increase from 40 to 70% while the decrease of initiatives by staff is from 60 to 30%. This means that the community is progressively taking on a larger degree of work and initiatives in their community keeping them empowered. It also illustrates and reflects the work that CWS staff does in building relationships, mentoring, training and planning, project proposal development and grant writing, mobilizing and implantation of resources when needed from the Choam Khsant District. Currently 11 community projects (5 community meeting halls; 3 newly constructed bridges and bridge repairs, and the repairing of water dikes) proposed in the fiscal 2008 fiscal year were completed 3 of the initiatives set (2 bridge construction and a bridge repairs). The completion of the projects set out by the community from the Construction Committee, VDC, and villagers illustrate their ability to develop their own initiatives and mobilize resources needed 3

(Sources: Estimates calculated from CDHS 2000 & NIS 2004). The tension started from 15 July 2008 one week after UNSECO World Heritage Committee registered Preah Vihear temple in the world heritage list. Since then at least 3 bouts of conflict arose leaving casualties on both sides of the border with the latest conflict rd on April 3 2009. 4

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to complete goals and objectives whilst assigning tasks and responsibilities to each other. Another important aspect of these local initiatives is their confidence to communicate to the government institutions seeking permission from the forestry department to cut wood needed to build bridges and the meeting halls. With practical experience and local initiatives CWS Cambodia believes that this will help improve self confidence and show encouragement to their communities.

M R . P ICH P HOURITH , P REAH V IHEAR P ROJECT M ANAGER ROD FOR J OSEPHINE B ARBOUR , CWS C AMBODIA C OUNTRY R EPRESENTATIVE W ITH A MEETING APPOINTMENT W ITH K ONG Y AONG RESIDENTS W HICH IS FAR THAN THEIR REACH 16KM ALONG MUDDY ROAD 3 HOURS TRAVELED .

Community Meeting Hall Construction In Cambodia the Buddhist Monastery or Wat is the center of many Khmer people’s lives where they can meet to organize religious ceremonies, discuss development ideas and meet both formally and informally. Nonetheless for many communities that live further away from the local Wat they would normally meet under the shade of trees or under people’s houses.5 At times meeting under the shade of trees or people’s houses would not always work given that it would rain, disturb the house owner and there may not be enough mats for people to sit on. 5

Traditional Cambodian House are raised on stilts leaving a large shaded space below for people to gather

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Nonetheless over time and experience the idea of constructing community meeting halls, salas, would help solve their problem enabling a sufficient place to gather. With the support of CWS Cambodia we provided partial financial support to construct 4 new community meeting halls and the repairs of an existing hall. Two community halls in Yeang and Kong Yaong 9 x 9 sqm2; Veal Thum and Veal Pou sized 7 x 5 and 7 x 6 sqm2. To complete the construction also required the joint efforts of the Construction Committee, VDCs and villages to mobilize resources either in donations, money and labor contribution. Given that the peoples living conditions varied from each other their contribution also varied and differed. In Veal Thum residents donated trees that they had originally planned for future construction of their own houses while in Kong Yaong and Kampeanh worked together to get permission from the forestry department to get wooden materials for their project and transport them to the construction site. In other cases the villages from Veal Pou used leftover wooden materials from their previous bridge construction. Due to the different contributions that had been collected from the community members CWS Cambodia provided a grant to meet the difference of funds that they were not able to collect. Finally at the completion of construction in April the communities have used the community halls at least 10 times for different purposes, village meetings, health awareness, and the gathering of mothers to meet for various issues. In addition the meeting halls are also used as shelters for sellers who move around the province to sell their goods in Chaom Khsant District. Dike Repairs Two dike water reservoirs in Ou Khsan Village of Tuek Kraham and in Choam Antil Village of Yeang Commune were partially destroyed due to lack of proper maintenance and years of abandonment since 1994, in Ou Khsan, and 1996 in Ou Kaek and Choam Antil Villages. These reservoirs cannot maintain water for the use of the villages during the dry season which affects the health of people and animals. In response to the water problems the VDCs and villagers worked together to repair the dikes of 15 x 4 x 0.6 meters in diameter; CWS Cambodia provides 27 bags of cement, 1,500 pieces of bricks and 10 liters of petrol, while the community members contributed their labor and soil to help repair the damages. It took about one week to complete the dike repairs with the community members participating in various ways of construction whilst the elderly women helped to cook food for the laborers. Prior to the repairs of the dike, the water was leaking, leaving the level of water low and shallow. Subsequently in completion of the repairs the water level is now suitable for fish to reproduce and serve the needs of the community.

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Teuk Kraham, Outup and Konkok bridge constructions The successful construction of Teuk Kraham, Otup and Konkok bridges is another major accomplishment achieved by the community giving them a sense of pride and self-confidence throughout the completion process. CWS was able to contribute some of the cost needed to complete the construction of the bridges. It was also made clear that the support from CWS in conjunction with the contribution of the community was fair and ensured that community use their local initiatives to gather the resources needed. During the construction of the Teuk Kraham, Outup and Konkok bridges, CWS Cambodia granted different amounts of support to each bridge project based on the sizes and availability of resources. The construction of the Konkok bridge 30 x 4 x 5 meters meant the Construction Committee could only gather the resources needed at about $2000 USD whilst CWS Cambodia supplemented $180 USD to complete the construction process. During the construction of the Outup Bridge sizes 22 x 3 x 4 meters the resources gathered by the Construction Committee was about $500 USD whilst CWS Cambodia granted $286 to complete the construction. The grants provided were used to purchase additional construction material, gasoline, transport and food.

Mr. Sam Lourn a Teuk Kraham resident expressed his satisfaction of having a bridge, “I am now a sixty year old man and all my life I have swum across this river for almost 50 years. Now we have a bridge I feel very happy with it here.” Similarly Mr. Nget Sak from Rumdaoh Srae Commune Councilor also from the bridge construction committee stressed: “Before having this bridge, women who brought food for their husbands who ploughed their rice fields on the other side of the river would wait for their husbands to swim across the river to take their meal. The women were frightened to walk across a temporary unsafe crossing made by loose timber. In one they would recall a child falling into the water. Now we have a secure and safe bridge.”

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The comments made by the community reflects the hardships that each members struggled with concerning the crossing of one side of the river to the other and how their feelings have changed for the better now that they have a new bridge. The successful construction of Outup bridge enabled the Construction Committee to pave the way for 40 villagers in Chat Taing and Trapeang Thum Village to work together to build one more bridge without the support of CWS. The Ou Russey Bridge is 17m in length, 3m width and 3.5m in height using the leftover construction material from the Outup bridge to help in their new bridge construction project. In conclusion to the construction of new bridges the VDC also developed the initiative to repair a bridge that was 30 meters in length, 3 meters in width and 5 meters in height as it was deteriorating with 4 of the 12 pillars partially damaged. The wooden materials used for the bridge flooring was also deteriorating making it difficult for people to cross. Without any repairs done the condition of the bridge would continue to deteriorate making it unfit for use. Therefore with a grant supported by CWS Cambodia of $165 USD to buy construction material whilst 160 families in Veal Pou raised a little over $150 USD they were able to begin repairing the bridge. The men of the village were responsible for the repairs made, which took about one week to complete, whilst the women came together to cook and prepare food for the workers. During the inauguration ceremony of the bridge everyone expressed their joy and happiness for this collaborative achievement.

Water and Sanitation The percentage of households not having access to safe drinking water in Preah Vihear Province was 39% slightly higher than the national average of 34% in 2004. With the growing figures we realized that there needs to be more done to curb the risks of unsafe water and sanitation problems, and access to safe drinking water in this province to reduce levels of child sicknesses and malnutrition to combat the low life expectancy of children. The Chaom Khsant is one amongst seven districts of the province characterized by streams. Although the rain falls are frequent it is not producing enough water for the standard of people in this province. The access to rivers and streams to gather water is about 1 kilometer away from the villages where people have to gather water to meet their needs for 6 months, enduring poor road conditions, and unclean water. Some residents of the village had to dig a water saving hole to store rain water for the dry season (March, April, May) but it is still not enough to meet their needs throughout this period. In response to the needs of the community CWS Cambodia provided 12 villages with 16 open wells and 9 hand pump wells supporting the installation and construction of these wells. In some villages it was not possible to dig wells as it was blocked by stone and rock requiring a drilling machine and installing hand pumps for the people to access water.

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The 24 wells have provided to 230 households with adequate water also the Choam Khsant High School received a hand pump well benefiting approximately 200 students (70 girls) and 9 teachers. This has enabled the people to enjoy the services offered by the wells and hand pump wells nonetheless we see that the community needs to gain ownership of their resources and ensure that it meets everyone’s needs. CWS Cambodia also sought the help and support of the villagers to contribute whatever they could to the Water and Sanitation Project by providing labor, resources, and practical ways of giving support. Over time the community has enjoyed the services of providing adequate water supplies for their basic needs. Now that the community can have access to adequate water from the wells they are now growing vegetables without waiting for rainy season as was customary to do before. Mr. Roeurn Ros in Chhugn sub-village of Ou Khsan stressed: “I became proud at the same time the hand pump was completed. If we compare March to May the month we would start our planting we would not have the benefits we have now. Now I have already harvested two hundred fruit trees which I consume and sell the surplus to my neighbors…” Some villagers are now beginning to grow vegetables and other fruit trees using water from the wells. The International Tropical Timber Organization that works to protect the forest and wildlife in Preah Vihear also distributed 750 fruit trees; mangoes, jack fruit, and lemons trees to 47 Chhugn households. The objective of this is to minimize villagers logging trees and trapping wildlife. Water from the provided wells is enough for watering the distributed fruit-trees in dry season some villagers commented on.

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Major Challenges In reflection to the concluding observations and concerns made in the introduction of this report, the Cambodian-Thai tensions along the border continue to escalate into armed conflict and the military standoff between the two countries has caused the greatest concern for staff’s safety and wellbeing. When CWS staffs return back to work at the end of the conflict, when it is safe to do so, they have to work in difficult circumstances and under pressure to complete the delayed activities they had plan to develop their previous projects. At times the CWS projects are not achieved in time span given during the dry season as many of the villagers have to tend to their farms and rice fields to meet seasonal needs of rice planting and harvesting. Therefore both the border conflict and meeting the needs of the community on a rice planting seasonal system have brought many delays where both the staff and the community have to find alternative ways of reaching their project goals.

Lessons Learned Through the border conflict between Cambodia and Thailand we learnt that helping the VCD improve their self confidence and gain a sense of pride, when mobilizing people and resources, to help in their development projects is important. Given that at times CWS could not always be available to help the communities from time to time the sense of confidence and pride from VCD to ensure the initiatives and goals of their community is achieved. In some villages the VCD help coordinate work done with the forestry department to try and meet their needs when they needed wooden materials for their construction projects. It provides them with a know-how process when approaching the forestry department for help. Another lesson learned that we drew from this incident was to gain trust from other people, we need to be honest, sincere and follow-up our commitments. The sense of trust that the VDC have gained from working with the Forestry Office will help them in future projects.

Issues Not addressed Farmers in Choam Ksant district traditionally raise their livestock by setting them free to eat grass and forest leaves in the mountainous areas near their villages. They let the livestock live freely like wild animals until they need them to assist their farming works. In the rainy season this year, they went to get their livestock back as usual unfortunately some farmers had lost their livestock due to various diseases. In comparison the increase of cattle death has risen with the owners unsure about what has been happening. Even though villagers struggle with the death of their cattle CWS Cambodia does not have the staff in this field of expertise to help the villages understand the proper care needed for their livestock. Although we hope that we are able to help find solutions to this problem.

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Future Plans               

Follow up SMCH project Work with health center to conduct TBA refresher course Conduct refresher course on CBDRR and HVCA to RCVs Conduct fish raising training Organize world literature Day Organize world Aids Day Training on Report writing for Community Peace Volunteer Follow up VP and their household plan Conduct village planning for FY’ 2010 Conduct training on Communitarian and Facilitation to VDCs Work with beneficiaries to make platform around hand pump and open wells Conduct quarterly meeting with CCs and VDCs Conduct VDC annual workshop Initiate home-grown organic vegetable gardens Work with PDAs to conduct training on animal health

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1.4. SVAY RIENG WATER AND SANITATION COOPERATION PROJECT Introduction The lack of clean water and sanitation is costing Cambodia around half a billion dollars every year in poor health with a loss of tourists, a study has found. In a discussion titled, “Water is Medicine,” Jaehyang So, manager of the World Bank’s Water and Sanitation Program, said that a study commissioned by the organization on the economic impacts caused by the lack of water and sanitation shows that Cambodia, Indonesia, the Philippines and Vietnam lose around $9 billon USD every year. All of a sudden, the lack of sanitation became not a problem of the poor person that doesn’t have access to sanitation, but it became a real constraint to economic growth in the country, she told an audience of health experts and policymakers on August 3rd 2009 in Washington. In Cambodia the conceptual understanding, knowledge and access to sanitation and clean water is limited with less than 30% of the rural population having adequate latrines. People who have advocated for safe water and sanitation have enhanced their understanding of this issue due to the raising of awareness campaigns to ensure people understand the issues that arise from poor water and sanitation problems. Church World Service Cambodia started working Svay Rieng in 1992, with a focus to help the absolute poor and vulnerable people through an integrated community development project. The Project was successfully handed over to community based organizations, communities and provincial authorities in May 2005. By FY06 in partnership with the Provincial Department of Rural Development, CWS started a new initiative: the Water and Sanitation Cooperation Project, or WatSan. The WatSan initiative focused on the access to quality drinking water, environmental sanitation, health and hygiene development, wastewater use, use of household water filters, safe water storage with awareness to water-related diseases and other issues.

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This new imitative made possible under funding support from NCCA/AusAID and UMCOR since the beginning of project. With long-term vision is to fulfill the basic needs of the Cambodian people, provide for sustainable livelihoods, strengthen civil society and to be established as a Water Expertise and Training Centre (WET Centre), which is now on the process with CAWST. However, Act for Peace (former NCCA) phased out their support at the end of June 2009 which leaving project encounters with major challenges of funding shortfall after June 2009. Given to this funding crisis, the WatSan project is going to shutdown at the end of October 2009, if no other funding support to continue this excellent program. During this reporting period the WatSan Project distributed 902 bio-sand water filters to 882 households, 2 Primary Schools, 1 kindergarten, 4 Police Stations, and 1 pagoda. In total the direct beneficiaries amounted to 4,185 people (1,936 women) and 2,529 children (1,027 girls). In addition, 27 training courses were held on the effective use of bio-sand water filters, maintenance and repairs, latrine use, hygiene and sanitation practices with 762 participants (285 women). Moreover in cooperation with the DSP staff the Project we also conducted training programs on leading and managing rural organizations, roles and responsibilities, and local capacity for peace building initiatives to CCs, VLs, CDFs and WSUGs.

Major Accomplishments and Changes

Overall Objective: To expand the coverage of improved water and sanitation facilities to the under-served population of Romeas Haek and Rumduol District, Svay Rieng Province, and to improve health and hygiene practices related to water-borne diseases and sanitation. Bio-sand water filter construction and installation “Water and Sanitation has been identified as one of the major causes of the high diarrhea incidences in Cambodia… In particular the sanitation situation is very poor. Cambodia has in fact been classified as one of the countries in the world with the lowest sanitation coverage in the rural areas…”1 UNICEF estimates that only 16% of rural Cambodians have access to adequate sanitation and 65% to safe water. In urban areas the situation is much better nonetheless 80% of the Cambodian population resides in the rural countryside where much of the problems to adequate water and proper sanitation exist. Many rural households lack basic sanitation facilities and the awareness of good hygiene practices is limited. There is often no toilets or soap for washing hands at home or in school. Children are more likely than adults to touch unclean surfaces and are therefore particularly vulnerable to unhealthy environments.

1

UNICEF Cambodia Project Officer Hilda Winarta

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CWS Cambodia provided 902 filters to 20 Svay Rieng villages for people to use in 882 households, schools, pagodas, police stations and commune halls. The effort is part of a Water and Sanitation Co-operation Project by CWS Cambodia benefiting the poorest of the poor and most vulnerable in the remote areas. The community actively participates in each step of the process when constructing and installing water filters, either contributing in money donations, labor and other resources that might be needed. We have seen that through the monitoring and home visits by the CDFs and CWS Project Staff 606 families have kept the filters in good working conditions cleaning them when necessary as well as putting them in the appropriate areas of their houses and villages. The community is satisfied with the water filters enabling them to drink safe and clean water as they see the differences between filtered water and unfiltered water from the wells, hand pumps and local ponds. The community is no longer worried about bacteria and waterborne diseases from unsafe water and confidence with their water filters to ensure safe and healthy water. People have noticed a decline in health problems since the installation of water filters for their communities. Long Bora, 11 years, studies in 4th grade at Sra Mor Primary School shares his experience with using filtered water in his school and at home: “before I always drank water from the hand pump without boiling it or purifying it. I usually had typhoid confirmed by the health clinic. I would take sick leave from school to cure my typhoid. With this sickness my parents spent a lot of money for medicine and care. Since CWS provided education on using clean and safe water, hygiene and sanitation, as well as equipping water filters for our school myself, my schoolmates, and teachers are now able to access safe purified water….I am now becoming healthier…”

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Daung Commune Health Clinic Daung Commune Health Clinic was built in 1999 at Romeas Haek district about 40 kilometers from Svay Rieng provincial town. The clinic provides health care services to 2,538 families (11,999 people including 6,274 women) in 22 villages of Daung commune. The Health Clinic has a director and 11 health staff (six women) responsible for the daily running of the clinic: midwives, nurses, administration staff, and tuberculoses researchers. Mr. Toeuk Yi, Director of Daung Commune Health Clinic recalls: “The Clinic encountered many problems from 1999 to 2005 as we didn’t have enough staff, poor road conditions making it difficult to travel and transport patients to the district hospital or provincial hospital. The patients were suffering from infectious diseases, diarrhea, scabies, typhoid, stomach aches etc. The Clinic also formed a Village Health Volunteer to work in each village raising awareness regarding basic health care, general hygiene and sanitation, but people were not interested failing to participate in the events or immunizations campaigns for the community. It is very different now from 2005 the year that CWS Cambodia ran its WatSan Project. Even though I didn’t know what CWS Cambodia was doing at the time from my view point I was wondering why the water-borne diseases have decreased since then. We had an official meeting to gather the information about why the health problems were decreasing informing us of the work that CWS was doing to help us. CWS Cambodia helped us reduce the health problems arising. In 2005, 2,087 patients (345 children) sought our consultation and treatment from water-borne diseases, nonetheless due to the positive impact of the CWS Cambodia’s Svay Rieng WatSan Project, in 2009 we now have only 535 patients (92 children) showing a significant decrease in health problems.” Household Latrine construction According to the World Food Program the percentage of households not having access to sanitary toilets was 91% and not having access to safe drinking water within a 150 meter radius is 2% in the year 2004.2 Amongst these households, members and particularly children are exposed to poor hygiene and sanitation conditions which will increase the risks of infections including diarrhea and malnutrition increasing the risk of child deaths. If we compare this to the national level a higher percentage of households in this province did not have sanitary and adequate latrines. Therefore the need to promote sanitation in Svay Rieng, to reduce the risks of child deaths, and to reduce existing levels of child mortality and malnutrition, is important and should take priority within the community. CWS Cambodia’s WatSan Project provides education and raising awareness to the community members to ensure that they can understand the common problems that are affected breaking the habit of disposing human waste in the forest, rice fields and backyard gardens of their homes. We explain that maintaining good health and sanitary practices is very important for the community especially for the poor. It enables the community to see that this is an important preventative measure against chronic health problems emphasizing the need to save money.

2

http://www.foodsecurityatlas.org/khm/country/provincial-Profile/Svay-Rieng,

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Currently the construction and monitoring of 170 latrines in 23 villages of 5 communes the CWS staff are beginning to see the impact it has had on the community. When asked how useful the latrines are for them all the people said the latrines have helped them and their families in many ways. For example it was said that the latrines are helpful for women and young girls who are normally uncomfortable defecating during the daytime in an open space where other people may see them. This also reduced the contamination of germs particularly for children who would usually play barefoot outside. Also during the rainy season when there is a flooding of water around the houses and the fields, where people would defecate, the risk again, of germs and the contamination of their main drinking water sources would also be a problem. Therefore the latrines contributed to the reduction of diarrhea and other sicknesses. Finally an issue of safety for women was important as snake bites and cases of rape were evident in the remote rural areas. Recently a complaint was filed to the court regarding an incident where she was raped by her neighbor during the night whilst defecating in her backyard. Therefore it was easy to see how important the construction of the latrines alongside that of what it meant to curb much of the health problems arising in the community. Building Capacities to community members The WatSan project conducted 6 different training courses and 2 raising awareness programs to ensure that people understood the role and responsibilities of the Water and Sanitation User Groups (WSUGs): leading and managing rural organization, home-grown organic vegetables, local capacity for peace, latrine and bio-sand water filter use and maintenances, general hygiene and sanitation. In attendance to these training and raising awareness programs 2,395 people (1,078 women) including bio-sand water filter and latrine beneficiaries, WSUG members, VLs, CDFs, teachers and school children attended.

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One amongst the LCP training participants, Mr. Phy Chhorn, Sra Mor Village Leader in Bos Mon Commune, said: “I am the primary person who is in-charge in finding solutions among minor conflict problems. I made judgments based upon my knowledge and understanding what is right or wrong. I realized I sometimes make mistakes due to putting pressure on the disputing parties to halt the conflict without consideration of both parties needs. I am really excited with my present today as it made me more confidence, with more creative ideas, and I look at the deep root causes of the conflict such as their attitude, experiences and values. LCP training is a necessary weapon that can assist me to improve my work, he added.” Mrs. Eang Sanon, WSUG Leader in Thmei Village impressed commented: “when I was first invited to the LCP training, I kept asking myself why I needed to study peace while my responsibility is to educate people on sanitation. The result came up after a three-day training that I attended. I realized peace building is not for one person’s responsibility but everybody. The way I work with people can either bring peace or conflict.” Similar to Sanon, Mrs. Leuk Srei Tauch, WSUG Leader at Kompong Thna Village in Daung Commune, attended a training on Leading and Managing Rural Organization, Village Development Planning and Proposal Writing and Role and Responsibility commenting on the following: “the trainings I attended is very important to me as I am a leader in my village, so I need to know more on how to plan in the development of my village, write proposals, etc. We need to do many things to help develop our village starting from the development of a proper road infrastructure. I therefore found this training helpful in improving my knowledge to write and get money to do so. I will discuss with VLs to develop and submit proposals on community road, water gate, small canal, bio-sand water filter, new hand pump wells…” Major Challenges Unfortunately a CDW (Education and Training) staff resigned in January so the project was understaffed and we were not able to achieve the plans of education and training. Originally we planned to provide training programs to 1,000 villagers, since we have only one CDW responsible for training and education we were only able to work with 119 villagers.

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Another issue that arose is the distribution of bio-sand water filters. In previous meetings it was understood that the recipients of the bio-sand water filters would facilitate the construction of the filters, with CWS providing technical support, and other resources that might be needed. It was also agreed that a list of names be made, according to a criteria set out, identifying who would qualify for a bio-sand water filter. Unfortunately when the time came for constructing the biosand water filters not all people on the list would participate leaving other members of the villages, whose name were not on the list, would wait in the hope that there would an opportunity for them to receive a bio-sand water filter. They would ask the Project Staff if it was possible for them to gain a bio-sand water filter if the recipient on the list did not show up during the time construction. We are also challenged with the finding an adequate sand supplier given that the sand used is of a specialized quality in comparison to the common sand used for construction. At times the sand supplier did not have enough stock needed and could not produce what was needed especially throughout the rainy season. In response to this problem CWS needed to do another contract with a new supplier in Kompong Speu Province which is 170KM from project side therefore it took time from the signing of the contract until the sand had arrived for us to use in construction. Lessons Learned With the specialize fine sand experience we learned in that in our future work we have to assess the ability of the supplier, as well as their warehouses to ensure that they can produce the material needed on time especially in the rainy season. The Commune Development Facilitator at the time would make house to house visits and invite people to join their discussions and plans vebally. Unfortunately many people could not join given that they live from hand to mouth each day. The reality of living for their basic needs was daily where the finding of food was more important for survival then participating in the work of the community. Therefore the participation and receiving of gifts to improve their health standards were not always received by the absolute poor people. Nonetheless when the absolute poor saw their neighbors receiving help it also caused room for jealousies to erupt within the community causing people to blame each other for not ensuring that clear information and invitations were given to the people. We then realized that the Project needed to change how they would share information to the village and make sure invitations and proof of invitations were distributed throughout the community to avoid misunderstandings and conflict within the community. Issues Not addressed There are 23 poor households who are the beneficiaries of the WatSan Project who were affected by a storm that destroyed their houses. The WatSan Project was only offering water and sanitation facilities leaving the affected families with no other support during the storm. In another case 10 target villages in Tras Commune also struggled with a lack of water from a drought during the rainy season simply because the in parts of Svay Rieng there were not enough rain to meet the water needs of the people.

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Future Plans           

Organize staff meeting regarding beneficiaries data collection Arrange meeting with Provincial Department of Planning and/or Office to get the statistics Arrange meeting with PDRD on the coordination and inform the activities plan for FY’10 Arrange meeting with Provincial Executive Committee on other NGOs’ activities in target areas. Conduct coordination meeting with two district governors to inform the activities plan of FY’10 Arrange meeting with Commune Councils, Village Leaders, WSUGs or Village Development Committee to inform the activities plan for FY’10 Conduct rapid/needs assessment by meeting with focus group people such as CCs, VLs, WSUGs/VDCs, CBOs, elders, teachers. Select new beneficiaries and check the FY’09 beneficiaries Educating selected beneficiaries on bio-sand filter use, maintenance and sanitation Conduct market survey and choose supplier for construction materials Construct and install 1,000 Bio-sand water filter for 1,000 household in 15 villages

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PARTNERSHIP PROGRAM  BATTAMBANG & BANTEAY MEANCHEY PARTNERSHIP PROJECT  KOMPONG THOM PARTNERSHIP PROJECT

CHURCH WORLD SERVICE - CAMBODIA

2.1. PARTNERSHIP PROGRAM INTRODUCTION After decades of conflict, social dislocation and destruction of both economic and social capital, International and Cambodian NGOs are working cooperatively to alleviate poverty. CWS is one of the many NGOs that began working with the Cambodian NGO networks in Kompong Thom in 1996 to contribute to the process of poverty reduction eminent in this province at the time. However, without efficient capacity building initiatives on institutional development many CNGOs could not effectively implement their development programs or handle organizational management systems to reduce oppression, injustice and inequities. The CWS Partnership Program provides overall leadership and management to the Partnership Program Offices in Battambang, Banteay Meanchey, Oddar Meanchy, and Kompong Thom Partnership Projects to assist 6 holistic partners (KCDA, ADOVIR, CFEDA, KNTO, KORCD and CIDC), and 53 small grant and non-funding partners countrywide. In addition, at the Program level, the PP works at maintaining good relationships nationally and internationally with stakeholders, donor agencies and as well as networking with CCC-GPP, NGO Forum and other related program meetings and workshops.

CWS C AMBODIA ’ S P ARTNERSHIP P ROGRAM ’ S T ARGET A REAS

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The CWS Partnership Program Manager is a member of GPP working group working in close cooperation with the GPP team to review NGO Applications for the ‘Voluntary Certificates’ which assists the capacity development of the CNGOs that apply for this certificate. CFED was the first partner that received guidance and support to revise its financial policy, staff policy, salary scale guideline and ensure all related documents are were available when CFED needed to apply for the Voluntary Certificate. The PP continues to strengthen the capacity of its partners through varied approaches which included training, coaching and mentoring to strengthen their organizational development and programs. We also provide full or partial grant support as well as technical support to ensure our partners are able to achieve the goals and objectives that they set out for themselves, which in-turn, enables them help in the eradication of extreme poverty and hunger, promote gender equality and empowerment of women, reduce child mortality and improve maternal health, combat malaria, and meet the nine year universal standard of basic education.1 MAJOR ACCOMPLISHMENTS AND CHANGES Objective 1: Strengthen the capacity of holistic CNGO partners and small project fund recipients to facilitate programs that will effectively and sustainably improve the living conditions of the most vulnerable. Small Grant of CWS Cambodia enabled CFC to outreach more community people to be aware Gender equity and crimes Women farmers are responsible for producing over half of the world’s food and grow between 60 and 80 percent of the food in most developing countries. In nearly all of Africa and parts of Asia including Cambodia, this figure is closer to 90 percent. Women are also involved in post-harvest activities, such as threshing, cleaning, transporting, marketing, storing and processing food crops. Additionally, they play a critical role in livestock management with activities that include tending, caring for, feeding and milking the animals, as well as processing and marketing livestock products. Women are a repository of knowledge about the preservation of seeds and other genetic resource of the food they process from its origin. Women farmers are uniquely gifted to be true custodians of our world’s natural resources2. Despite their critical roles, women farmers receive little recognition working with few or no resources. Domestic violence, abuse, trafficking and discrimination against women and girls is also occurring a problem in Cambodia. Incidences of sex slavery are particularly high in Cambodia. It is estimated that there are close to 80, 000 to 100, 000 sex slaves and prostitutes in the country. Stated differently, 1 in 150 people are sex slaves or prostitutes. Sex trafficking of women and girls, including ethnic Vietnamese, is prevalent. The majority the women and girls end up in and around the urban areas of Phnom Penh, Siem Reap, and Sihanoukville where the demand is high. As we move into 2009, Cambodia remains a major receiving, sending and transit country for human trafficking. According to the most recent UNAIP report, many factors have contributed to the rise human trafficking in Cambodia. These include poverty, socio-economic imbalances between rural areas and urban centers, increased tourism, lack of unemployment, education, and safe migration; poverty being the most significant cause of trafficking. In a recent survey of trafficked victims who escaped from Thailand, conducted by the International Organization of Migration, 62 per cent reported that the original reason they left their homes was to find jobs to help support their family.3 1

The nine year universal basic education is to encourage children (both the boy and girl child) remain in school to meet their basic education needs. 2 http://www.developments.org.uk/articles/feeding-the-world/ 3 http://ssfcambodia.org/index.php?page=country-context

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In 2008, CWS Cambodia provided small grants to CFC organizing an International Children’s Day on 01 June in Prey Chhor, Kompong Cham province celebrating the 99th International Women’s Day on 09 March with at least 945 participants including 615 residents (375 women), 290 schoolchildren, 38 local authorities from Boeng Nai and Kor Communes of Srey Santhor district participated. The events celebrated aims was to increase the awareness of gender equity, violence, exploitation, abuse and discrimination against women and children, including commercial sexual exploitation, trafficking and child labor. Mrs Yan Poeun, commented on the Women’s Day that: “This celebration is very important to me and all participants as it provided us a lot of knowledge related to women’s rights and those illegal forms of violence, exploitation and abuse against women and children. I have received more knowledge learning about the critical position of the women within their families and society. It is also a way to make the men who participated to stop abusing their wives which is a common problem.” The Charity Foundation for the Children became a small grant and non-funding partner of CWS Cambodia in February 2008, six years after its official launching as a local NGO. CFC aims to assist children who are in situations of exploitation, preventing of exploitation, and improve the health care for children. Their Projects include peer education, the formation of children’s clubs and support for vulnerable families to prevent the conditions that allow child labor to exists, violence against children, sexual abuse and trafficking to thrive. CFCs approach is communitybased care including fostering and kinship, in which CFC train poor women to build sustainable livelihood through providing and updating vocational-skills trainings.

The vocational-skills such as sewing, weaving, poultries raising or home vegetable gardening are available to help women build an income for themselves. Once they are trained and are able to establish a solid business system enabling the women to care and help look after other vulnerable children within their communities. So far CFC has 246 foster-mothers [Phnom Penh and Srey Santhor and Prey Chhor districts of Kompong Cham province] and 435 orphans and other vulnerable children.

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Cambodian NGOs trust on CWS Cambodia’s Consultancy Services on Organization Development Assessment CWS Cambodia has recognized good governance was the most major challenges that Cambodian NGOs attempt to overcome. MyVillage is a new non-funding partner that serves many ethnic minority groups in the North-East Mondulkiri and Stung Treng provinces, Cambodia and Vietnam shared boarder. MVI programs focus on, Indigenous People’s Rights, Land Registration Project, Community Forestry, and Natural Resource Management. MVI stresses on the ownership and the participation of community members in a proactive approach to protect indigenous people’s land and natural resources within their communities. To enable this concept to happen there also needs to be effective capacity building projects for the local people to help them develop their ideas and thoughts for their project in a participatory manner. MVI was originally formed from the Strey Deumbei Santepheap and Pakrethan Women for Peace and Environment in 1997 educating indigenous communities in the forest regions conerning Forestry Law concerning their rights and obligations to the authorities. MVI was then established and officially registered with the Royal Government of Cambodia through the Ministry of Interior in January 25, 2007. During the transition from the earliest project MVI suffered a period of incompetent management, leadership problems, no clear goals and objectives, and unclear management and organizational structures. To maintain organizational development and build a better reputation as well as bring accountability and transparency within the organization, MVI Management team including Provincial Project Coordinator, Project Manager, Admin and Financial Officer and Executive Director was formed. While changing the management style, some tensions and stress was common nonetheless at times it would escalate bringing problems in the organization. The Partnership Program understood the problems that MVI was experiencing therefore we were able to help them guide a practical and structural system for them to follow and monitor from time to time to ensure the sustainability of the organizations management and daily operations.

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CWS assessment team Mr. Mot Sana, Partnership Program Manger, Mr. Kong Sedth, OD Program Officer, Mr. Choun Moniroth, Partnership Program Assistant and Mrs. Prak Vimeany, Partnership Project Coordinator carried out the institutional capacity assessment, MVI in Mondulkiri, from 18-23 May by using consultative workshops for team building, organizational diagnosis and determining preferred methods for deeper assessment. The assessment also conducted individual staff interviews and meetings with the target community people. The assessment team compiled all findings, MVI staff suggestions and recommendations and presented the findings to the MVI’s Board of Directors and Management Team. Through team building workshops, staff had the chance to express their feelings, feedback, open dialogue with each other, understanding the importance of communication, organizational management systems and building closer relationships among staff. MVI’s Board of Directors, management team and staff expressed their appreciation for this opportunity to help them see their strengths and weaknesses. The Board will present the findings from the assessment to their staff and donors.4 MVI staff indicated that “all recommendations are very important to enhance our organizational development and enable our staff to have more confidence and build sound relationships among each other”. The Executive Director added that, “I would like to say thank you to CWS team that spent their worthy time to help us and we must join hand for a good partnership work”. CWS Cambodia celebrated the 13/17 years of Social Change through Capacity Building to inform its successful partnership philosophy The CWS Square Table Meeting concept for 2009 was to bring people into a closer relationship with their funding partners and local partners. It was also to give the chance for the local Cambodian partners to engage and spend time with the organizations responsible for supporting their work within Cambodia through the services of CWS. The Square Table Meeting expressed the importance of how there was a need to have both the funding partners and local partners understand the roles that each play and the stories that bring light to these roles. It was also helping funding partners understand the unique story of CWS Cambodia and the people that they engage with each day alongside the social problems faced in Cambodian society today.

4

Refer to the report on Institutional Capacity Assessment, 18-23 May 2009

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Day one of the SQT was based on the theme ‘Partnership Model for Development: 13/17 Years of Success’ allowing funding partners and local partners to come together to meet and share with each other about their work and concerns, issues and celebrations. It was the first time that the Partnership Program alongside the Direct Services Program of CWS was able to bring both the funders and local partners together in a setting where engagement and understanding was highlighted and important. (The details of square table meeting are reported under organizational development section) MAJOR CHALLENGES During this reporting period, Non-funding partner CFED and holistic partner KORCD have requested CWS Cambodia to review their financial guidelines. CFED prioritized financial guideline revision and documents preparation as demanded from its donors and while this organization attempted to apply for GPP Voluntary Certificate. Unfortunately the Field Accountant resigned leaving the Partnership Program Manger to adjusted his timesheet to provide training and coaching to CFED and assisted in both organizations to review their financial guidelines. However, the financial guideline was not fully reviewed due to the time constraints therefore the task was handed on to the Finance Department. There was a delay in the follow up of technical support that the Partnership Program offers to the local partners due to the short notice given and resignation of the Partnership Program Manager which placed a delay on commitments prepared. CWS Cambodia’s Partnership Program received urgent requests from the Children’s Committee, Children Support Foundation and Kampuchea Christian Councils for strategic review. Due to time constraints during and after the Square Table Meeting, the Partnership staff could not respond to these matters. The Partnership Program aims to look at their requests in next fiscal year. LESSONS LEARNED With the support of the CWS Country Representative the Partnership Program staff was able to provide its consultancy work on the organizational development to support new non-funding partners. This consultancy work is not only an exercise for the partnership program staff but it is also sharpening OD skills to meet a more professional standard. It also increases the confidence and understanding about OD work as well as using the CAT developed by CWS Cambodia. Through consultancy work CWS Cambodia offers in the Partnership Program has strengthened and gained a positive reputation in organizational development work. The CWS Cambodia Square Table Meeting, Celebrating 13/17 years of Social change through Capacity Building in Partnership, enabled us to meet with all local and funding partners bridging the gap between the two groups of people. It was envisaged that this would strengthen relationships and give the local partners the opportunity to meet with funding partners and their respective organizations. We have learnt of the importance of building both personal and public relation mechanism to improve the work that CWS does in the community but also to strengthen relationships and allow local partners the space to share their concerns and ideas.

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ISSUES NOT ADDRESSED During this reporting period, the Partnership Program received four proposals from CC for Youth Conference; ICA for Youth Camp; CFC and CSF for International Children’s Day. The Partnership did not provide fund to these partners due to the delay of the budget commitment from the donors. FUTURE PLANS  Recruitment of Partnership Program Manager (replacement)  Provide training on Monitoring and Evaluation for the partners  Provide grants to the prioritized project partners  Conduct Full Partnership Program Meeting  Review Partnership Program Operating Guideline  Continue to assist partners for the financial review and strategic plan development  Continue to build capacity on technical aspects of financial system, strategic planning, management system as well as organizational development to partners (CSF, KCC, CC, ICA, and CFED)  LID Program Officer will assist CNGO partners to review and check all relevant documents and prepare for good applications for “voluntary certificate system” under NGO Code of Compliance of Cooperation Committee for Cambodia (CCC).  The Partnership Program will support CNGO partners, KORCD, ADOVIR, CFEDA and KNTO for project evaluation start from 01 September-30 November 2009.

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2.2. BATTAM BANG & BANTEAY MEANCHEY PARTNERSHIP PROJECT INTRODUCTION CWS Cambodia has deep roots in the western border provinces of Battambang and Banteay Meanchey where in the early 90s we helped the Department of Animal Health and Production improve vaccination of livestock (in collaboration with the Lutheran World Federation and the American Friends Service Committee). As our work expanded, knowledge and technology from foreign experts was gradually and carefully transferred to local residents through our Village Livestock Agent training program. By 1998 this vital program was handed over to government departments. In 1999 the BTB&BTM Project shifted its focus to the institutional development of Cambodian NGOs, a move that was in line with our countrywide commitment to for institutional development. CWS Cambodia was quick to recognize the vast potential of the dynamic and committed Cambodian NGOs that were emerging in the provinces despite minimal support from their international counterparts.

TARGET AREAS OF THE BATTAMBANG AND BANTEAY MEANCHEY PROJECT

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During this reporting period the BTB&BTM Project still supports ADOVIR, KCDA, CFEDA and KNTO to implement Integrated Community Development Programs, focusing on supporting and strengthening Self-Help Groups, basic health care education, community education, agriculture and animal raising, support to the absolute poor, and responding to the natural disaster. The BTB&BTM project also works to strengthen the social infrastructure, capacity building of Commune Councils, Village Chiefs, Village Development Committee, and community based organizations, rice banks, funeral associations1, and community ponds in 59 rural remote villages in the north-west provinces of Battambang, Banteay Meanchey and Oddar Meanchey. In addition, two small grant partners (DYMB & DYBTM) also support the work and implementation of HIV and peace education in Banteay Meanchey, whilst the Parent Association and local authorities in Kompong Lei village supported the construction of a well in the school consist of 168 young students including 76 girls. Beside the current planned activities, DIPECHO through Dan Church Aid granted CWS Cambodia 146,067.00 Euro to implement a joint Community Based Disaster Risks Management. CFEDA, KCDA and KNTO were selected as local implementing partners for the Project in 40 of their target villages. Eight training courses regarding Community Based First Aid, Community Based Disaster Risk Management, and Commune Development Plan was organized with 188 participants (48 women) who are RCVs, VCs, VDCs, CCDM, DCDM, PCDM, DFT and PFT attended. After the training programs, RCVs, VDCs and VCs of the target villages were able to assist and prepare village disaster mitigation plans for their respective villages. An estimate of at least 5,403 families (24,385 people including 7,913 women and 9,291 children) are the direct beneficiaries of the Project while other 4,055 families (21,024 people including 6,765 women and 7,105 children) have benefited indirectly. MAJOR ACCOMPLISHMENTS AND CHANGES Our objective: To strengthen the capacity of holistic CNGO partners and small grant recipients so they can facilitate programs that will effectively and sustainably improve the lives of the most vulnerable people. Provided Emergency Relief to Vulnerable People In the fourth quarter, through KCDA, CFEDA and ADOVIR, CWS Cambodia distributed 5,553 kilograms of white rice to 129 food shortage families, 607 household members in 12 villages of Ta Taok, Ampil Pram Dem, Toul Pongro and Ou Sampoar Communes. Each Member received from 7 to 10 kilograms of white rice based upon the food shortage situation of each CNGO partner’s target villages. Global economic and financial crisis had affected the value of agricultural products; especially between the Cambodian Thai border reducing farmers’ production. Also the poorest families lose daily labor work in the crop fields because of the reduction of production, drought, heavy rain fall and crops destroyed by wild animal. In May, through KNTO, CWS Cambodia distributed food and health materials to 135 displaced families (518 people including 265 women) in Chub Korki Koeut and Chub Korki Lech villages of Ampil Commune. 2 These families left their villages because of the confrontation between Thai and Cambodian armies regarding the dispute of the border and the temples. In total, 7,770 1

Funeral associations are a group of people in the village who coordinate people and help families whose loved ones have died and there is an urgent need for practical support. The coordination of people, collection of donations, food, money and other resources helps families cope with the death of a loved one among the village members. 2 Chub Korki Lech and Chub Korki Koeut villages locates on Dong Rek Mountain, along Cam-Thai border in Ampil commune, Banteay Ampil district, Oddar Meanchey with about 110 km to the north of Banteay Meanchey provincial town, known as Khmer

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kilograms of white rice, 86 bottles of cooking oil, 172 bags of iodine salt, 430 bottles of fish sauce, 430 cans of canned fish, 28 mosquito nets, 54 water buckets, 71 ceramic water filters and 28 plastic tents were distributed. Food and materials were distributed to each family based upon their needs and family. The families and village leaders thanked CWS and KNTO for their assistance to release this support especially under circumstance and fairness on what was distributed.

D ISTRIBUTION

OF RICE TO FOOD SHORTAGE FAMILIES IN M ALAI D ISTRICT .

B ANTEAY T I M UOY

VILLAGE ,

Capacity development of CNGO partners regarding SMCH, improvements and impact The BTB&BTM Project cooperated with DS Program’s Health Officer to organize a three-day SMCH training, March 31-April 02 to nine CNGO staff (six women) from CFEDA, KCDA, KNTO and ADOVIR. The training was aimed at increasing and improving the capacity and ability of CNGO staffs, especially KCDA focusing on the support of mother and child health projects. The KCDA staff formulated a demonstration project on SMCH in Ou Nornong village, Ta Taok Commune. Also 5 partnership staff members were given the chance to participate in an exposure trip to learn the practical experiences of SMCH development by the Kompong Thom VBCD Project, thus applying and incorporating their gained knowledge and experiences in their FY’10 plan. Moreover in June through KCDA, ADOVIR and CFEDA, CWS Cambodia also distributed health utensils; 460 mosquito nets, 210 ceramic water filters, 150 water kettles and 180 water buckets to 936 absolute poor families (4,056 people including 1,014 women) in 13 villages of Ta Taok and Ampil Pram Deum, Toul Pongro Communes. Each family contributed 1,000-4,000 Riels (US$ 0.25-1) for a water filter. Prior to the distribution of resources the partnership staff also trained the villages the benefits of preventing malaria and clean water, particularly the water filter use. Rouge controlled areas during the civil war until the integration of Khmer Rouge troops with the Government in 1998 and now they are in disputed areas with Thailand.

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Support school children and community schools In June, through KCDA and ADOVIR, CWS Cambodia distributed 60 used bicycles, 60 bags, 60 uniforms, and 60 kits of study implements (including six note books, one ruler, one pencil, three pens and one eraser each) to 60 poor and poorest students (25 girls) who study from grade 4-9 in seven schools of Ta Taok and Ampil Pram Dem Communes. The students did not have the proper resource material to go to school and the lack of adequate transportation to the local schools. Most of the students lived very far having to walk from home to school and return home on foot which can range from a 3 hour walk. In addition 127 students received uniforms.

D ISTRIBUTION

OF BICYCLES , SCHOOL FACILITIES AND UNIFORMS TO SCHOOL CHILDREN IN TARGET VILLAGES OF ADOVIR IN A MPIL P RAM D EM C OMMUNE , B AVEL D ISTRICT .

The Project also supported the Parents Association, and school teachers of Kompong Lei community school to construct water storage (20m x 30m x 3m) to store rain water for use during the dry season or when there is a drought. Another 27 ceramic water filters were distributed to the seven schools for safe drinking water promotion among school children. School Principles, CCs and local authorities and parents were very happy and thanked CWS Cambodia and its partners for their support to their children’s health. The holistic Partners integrated CBDRM Project into their ICDP KCDA, KNTO and CFEDA has integrated Community Based Disaster Risk Management project into their integrated community develop program receiving, through CWS Cambodia the financial support from Disaster Preparedness Program of European Commission’s Humanitarian Aid Department, and a financial contribution from the CWS, 40 target villages of KCDA (13), KNTO (15) and CFEDA (12) covered due to CWSs attention on the IDP families who left their homes during the Cambodia Thai border and temple conflict. Ongoing coaching and support from the Partnership and ERP staff in cooperation with the provincial Red Cross, CNGO staff are able to assist and coach VCs, VDCs and RCVs to conduct a two-day CBDRM follow up training to 496 selected villagers (278 women) from 34 amongst the target villages of KCDA, KNTO and CFEDA. As results the VCs, VDCs, RCVs from the target villages are able to ensure villages are prepared a disaster arise. The proposal was submitted to CWS through the partnership program for further support; in addition, CFEDA had also conducted a public awareness on DRR to 91 villagers (42 women) in two villages.

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CBDRM

TRAININING AT

KNTO

Improved capacity of holistic partners The BTB&BTM Partnership Program continues to assist its four holistic partners. The capacity building process applies to all 23 staff members (12 women) of the partners by mentoring, formation and monitoring of program planning implementation, proposal development, and financial management and reporting, and reviewing of guidelines and organizational structure. The Project has also worked closely with CWS Cambodia’s Emergency Response unit to build the capacity of CFEDA, KNTO and KCDA to understand and implement CBDRM in 40 target villages. The main objective of the Program is to increase the capacity of rural communities to prepare themselves more effectively and efficiently of natural disasters to alleviating the impact of disasters. Frequent meetings, discussions and field observations, have shown that the partners have increased their capacity in overall program implementation and organizational management systems. They have improved their cooperation and collaboration with Commune Councils, local authorities and government departments, and provincial Red Cross departments in health and education. Their program achievements, which include community wells and water storing, community school construction, have been praised by the local authorities. Khmer Community Development Association KCDA has five staff (two women) and implements an Integrated Community development Program to help improve the living conditions of people in 13 target villages of Ta Taok, Sung and Ta Sanh Communes. These communes were former Khmer Rouge strongholds which was integrated with the government in 1998. The Program has 665 families (2,839 people including 694 women and 1,330 children) while another 852 families (3,949 people including 1,060 women and 1,608 children) who have also benefited as a result from the overall support. Knowledge and expertise on program planning, organizational management, CD approach, Selfhelp group concepts and CBDRM is provided from the CWS Cambodia staff to KCDA, improving their financial report systems, bookkeeping, planning, facilitation of the meeting and relationship with local authorities, CCs and HC to achieve their VMG. Mrs. Kim Ly from Ta Taok commune BTB&BTM Partnership Project

53

chief said that she appreciates the assistances from KCDA given to her village during a meeting in the distribution of health materials to villagers to eradicate poverty and hunger.

SHG

TRAINING PARTICIPANTS IN

T A T AOK C OMMUNE , S AMLOUT D ISTRICT

KCDA also helps strengthen the community based organizations, for example the Self Help Groups developed. KCDA staff conducted a three-day training, 17-19 March, in Ta Taok village with 28 SHG committee members (25 women) of which 10 SHGs participated and learned the concepts and principles of SHG, bookkeeping, saving, and facilitation skills. KCDA supports 227 family members (189 women) 10 SHGs in 9 target villages of Ta Taok Commune. Each SHG has 15-30 members and they save between 500-1000 Riels (USD 0.12-0.25) per month. KCDA staff facilitated regular monthly meetings, where the members would monitor and discuss bookkeeping, saving and borrowing money from the group. They also discussed the challenges of income generation, disaster management, food shortage, health, mutual help, and solidarity. To monitor the ongoing progress of the SHGs, KCDA organized a one day reflection workshop with the participation of 33 SHG committee members (30 women) to share their lessons learned, and exchange the experiences of each group regarding successes and difficulties to enable a participatory approach to problem solving. KCDA noticed that the SHG committee members have improved bookkeeping and group principles. Communities have remarkably increased solidarity, and mutual assistance, particularly support to the absolute poor families when they face a shortage of food or serious illnesses. For example in March, SHGs in Phnum Rai village allowed Mrs. Yean Pee to borrow 20,000 Riels without interest for the transportation of a fiveyear child to receive treatment at the Health Center which is far from their village 30 kilometers. In addition, the group members contributed 10,000 Riel to support people living with HIV/AIDs, who were faced with a food shortfall. Having seen the usefulness of SHGs in helping each other, villagers in Steng Touch village, Kampong Lpov commune (neighbor commune of Ta Taok) initiated forming a SHG with 27 members requesting the help of KCDA to mentor them in this process.

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Cambodia is one of the least well served countries in the world for eye care.3 Cambodia, with a population of nearly 14 million, is one of the poorest countries in the world. Approximately 85% of the population lives in rural areas. The prevalence of blindness in Cambodia is estimated to be 1.2% which translates to nearly 168,000 people. The main causes of blindness and vision impairment are refractive error, cataracts, trachoma and glaucoma. Most of these are avoidable or preventable4. 20 oldsters (13 women) between the ages of 50 and 80 have received the gift of sight through cataract surgery at Battambang Ophthalmic Care in collaboration between BOC and KCDA. 17 of these men and women are ethnic Por living in a village neighboring Ou Nornong. In addition, a little girl, 15 years old, who was blinded by shrapnel from the same mine that killed her father while they were foraging in the forest for something to eat or sell. With money from the Mrs. Mey Meakea Fund for vulnerable children and many motor bike jurneys back and forth to the eye clinic Battambang Ophthalmologic Care, Van Thoeun has a new eye. Although she cannot see better, better she is seen. She now feels confident to go to school with the other children. Cambodia community forestry was first put into practice in 1994 in Takeo, a southern province where forest resources have been severely depleted in the past decades (Sokh et al., 2000). This approach of involving local people in forest conservation has proved successful. In the late 1990s the concepts of community forestry spread all over the country, in particular, the northern parts where local people depend more on forest resources for their livelihood. While the government of Cambodia still lacks financial and legal support on community forestry development on a national scale, nongovernment and international organizations play a crucial role in community forestry development. KCDA one of the NGOs cooperated with the Samlout District Forestry Office to disseminate community forestry sub-decree to 50 (41 women) community forestry members in Kandal village, Sung Commune. KCDA staff facilitated communities to select a community forestry committee which comprised of five members including two women. The purpose of the community forestry is to build the capacity of villagers enabling them to manage local forestry in a sustainable manner. Forestry Office staff also assisted community members to identify the boundaries of the community forestry land- 650 hectares. Association for Development and Our Villager’s Rights5 ADOVIR has become more effective at developing project proposals, report writing, financial reporting, management, governing, planning, monitoring and strengthening social infrastructures, community schools and ponds, funeral associations, VDCs and VCs. Their working relationship with government authorities from local to provincial levels have remarkably improved more effective. With field observation, CWS staff noticed that the absolute poor and vulnerable people and their children in those remote target villages have received more benefits from ADOVIR. In January, ADOVIR selected 25 families in Beng Popoul, Beng Snoul and Kop villages to support home vegetable gardens and chicken raising projects. Farming resources were distributed to individual families to farm for domestic consumption and income generation. The concept and production of farming will also help other families to improve daily consumption. Before the distribution of farming material, ADOVIR staff organized training for the families on 3

http://bjo.bmj.com/content/81/7/578.full 4 http://www.icee.org/where_we_work2/asia_pacific/cambodia_focus.asp 5 ADOVIR has five staff (2 women) and implements integrated community development in 14 post-conflict villages in Ampil Pram Daeum Commune, Bavel District. Direct beneficiaries: 1,549 families with 7,181 individuals (2,503 women and 2,703 children). Indirect beneficiaries: 1,292 families with 6,475 individuals (2,002 women and 2,504 children).

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chicken raising and home gardening techniques. So far this project has been successful. ADOVIR has noticed the food shortfall that was significantly decreased among the villages. ADOVIR continues to follow up this project and monitors the progress and problems that might arise. Over the past 10 years disease outbreaks have affected millions of poor households dependent on livestock for their livelihood and food security. In order to improve services provided by VLAs against the current upsurge of an epidemic that seems as though nothing could stop the foot-and-mouth disease which devastated Cambodia livestock.6 , ADOVIR through CWS grant had organized a two-day refresher training and follow-up in June with ten VLAs (four women) from ten different target villages in Ampil Pram Deum Commune attended. The training was provided by senior VLA trainer of DAHP BTB. In addition, ADOVIR supported District Government Animal Health staff to cooperate with VLAs to organize a cattle vaccination campaign against hemorrhagic septicemia. In this reporting period, 1,170 livestock in 10 villages were vaccinated. The strengthening of village-based funeral associations’ capacity, ADOVIR staff conducted a two day training on concept, management, principle, regulation and bookkeeping to 24 Association committee members (8 women) from eight villages. They also organized two separated reflection workshops for 60 Association committee members (18 women) to share experience on successful and difficulties in leadership and management of the associations. The committee members applied their learning to improve bookkeeping, regulation and solidarity in helping vulnerable people. In February, the funeral association in Boeng Snoul village provided Riels 50,000 to Mr. Phoeun Proeun family to celebrate funeral ceremony of his farther. They also allowed the family to borrow a loud speaker, and cooking utensils.7 ADOVIR cooperated with HC staff to organize one day workshop with the participation of 12 VHVs (5 women) from 11 villages sharing experiences on health activities and gathering health information in their villages. In addition HC staff also provided refresher courses and training on relevant disease prevention, dengue fever, malaria and diarrhea. ADOVIR supported HC staff to organize monthly immunizations for children and women in rural remote villages in Beng Popoul, Beng Snoul, Beng Arak and Kop. As a result, 981 children, 314 pregnant women and 345 women received vaccination against six common diseases for children and against Tetanus. The Chief of Ampil 6

th

Caroly Benigo, 29 FAO Regional Conference for Asia and Pacific: Global and Regional Emergency Issues (Trans-boundary Animal Diseases in the Region and at the Environmental Factors Affecting their Occurrence) Bangkok Thailand 26 – 31 Marh 2009. 7 Loud speakers are commonly used during the ceremonial process of Cambodian Funerals, memorials and other community public events. The speakers purspose is to inform the community as to what is happening so that people are aware and can partake in the process of mourning or remembering the loss of a family member.

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Pram Deum Health Center, Mr. Soung Soda noticed that the diseases caused by water contamination have been significantly reduced and the number of immunized children and women has been increased. He also highlighted that HC staff could not fulfill their role properly in the four remote villages without support from ADOVIR. ADOVIR also supported villagers in Beng Arak by constructing a community pond (20M x 40M x 3M). The community participated actively in the project by contributing labor and fencing for the pond. The pond stores rain water for villagers to use in the dry season. This also means the women and children of this village do not need to travel 3 kilometers to collect water for their families. Kumnit Thmey (New Idea) Organization KNTO has eight staff (three women) and implements an integrated community development program in 15 villages in three different communes of Preah Netr Preah and Banteay Ampil districts of Banteay Meanchey and Oddar Meanchey provinces. The direct benefits of KNTO is 1,264 families (5,798 people including 1,752 women and 2,243 children) while another 364 families (1,179 people, including 472 women and 674 children) are also influenced and received indirect support at various levels. KNTO has increased the capacity, ownership, commitment in program implementation and organizational management. They have improved their strategic direction and plan, project proposal development, report writing, planning, guidelines, program monitoring, organizational structure, and financial reporting and management. KNTO staffs are able to work by themselves with little assistance needed from the Project staff. Their program is more effective to help the absolute poor and vulnerable people in marginalized and under-served communities, particularly, Ampil Commune, Banteay Ampil district.8 So far KNTO has formed more than 31 self-help groups (391 members including 275 women) in 15 target villages (19 groups are in old target village in Banteay Meanchey). A two-day reflection workshop was held and organized by the KNOT staff with 35 SHG committee members (20 women) from 12 SHGs in seven villages of Ampil commune participating. The main purpose of the workshop was to enable SHG representatives to share and exchange learning and experiences regarding the strengths and weaknesses of the group looking at bookkeeping, mutual help, solidarity, problems and problem solving. After the workshop KNTO staff noticed that the committee members used the experiences shared by other group representatives to improve their groups bookkeeping. Relationship, solidarity, and mutual help in support of vulnerable families, in case of emergencies, such as food shortages, serious illnesses and funerals have improved. For example SHG committee members in Tbeng Thmey village, Ampil Commune contributed labor, money and rice to assist a funeral of a vulnerable widow Mrs.Vin Chean, who passed away in May. KNTO assisted Ampil HC staff to conduct a training program on the 28-29 May to 16 VHVs (eight women) from eight villages in Ampil Commune, Banteay Ampil District. The purpose was to enable VHVs on health topics regarding malaria, dengue fever, diarrhea, and clean water to the community. Based on the HC staff it was noted that the VHVs understanding of the topics and use of the concepts learnt helped improve their work among their respective villages. Similarly, KNTO continued to cooperate with HC staff and VHVs to support 25 malnourished children aged from 1 to 6 years (12 female) of 24 absolute poor families in Tbeng and Khu Svay villages of Bos Sbov Communes, Preah Netr Preah district. Besides the monthly progression on nutritious food and child feeding to villagers and their parents, KNTO also provided monthly supplement food to the parents to feed their child. VHVs and KNTO staff measures the growth of the children every month. 8

Banteay Ampil is a post-conflicted district and is one of the five districts of Oddar Meanchey province, consists of four communes and 46 villages, located in the north of Battambang, with a total population of 38,221 people (19,105 women).

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The Celebration of the International Women’s Day, on 04 March at Ampil Chas Pagoda, Ampil Chas village, Ampil Commune with 578 people (396 women) participants both students and teachers, VDCs, VCs, SHG and FA committee and key villagers in eight target villages participated. The objective was to raise awareness among communities on gender equity, imbalance between roles of men and women in society, domestic violence and discrimination against women. The CCs, key persons and villagers appreciated the celebration and they emphasized that this was the first time that the celebration was organized in their area. They shared what they learned through to their communities during the monthly SHG meeting.

CELEBRATION OF I NTERNATIONAL

W OMEN ’ S D AY IN A MPIL C OMMUNE , B ANTEAY A MPIL D ISTRICT , KNTO.

Cambodian Family Economic Development Association9 CWS project staff continues supporting and building the capacity of three Management Committee members of CFEDA regarding Organizational management and program implementation. CFEDA maintains good relationships cooperation with the local authorities, CCs and relevant Government Departments. They also work in close collaboration with MAG receiving a small project grant from MAG’s funding partner. CFEDA improved organizational guidelines, structure and program implementation. Their program and service has benefited the vulnerable, children and particularly in isolate communities of Malai district.10 Also with the support of CWS, CFEDA supported the Parent Association, VCs and communities in Banteay Ti Muoy village, Malai District to repair a three-room school (W9m x L18m) and also build a two-room latrine for 65 school children (31 girls). The repairs were completed on 12 June. The school children attend class from grade one to three with a monthly supplement salary for a volunteer teacher. Presently, the school children attend the class in a good condition and atmosphere. In addition, CFEDA supported the communities by building a 930 meters road and a culvert for 284 persons from 80 families to travel, especially children to go to school. Previously there was no road in the village so the people walk through the mud in the rainy season.

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CFEDA has five staff (4 women) and implements ICDP in 17 villages in samrong and Koub Communes, Ou Chrov District and Toul Pongro and Ou Sampoar Communes, Malai District of BTM. The program is direct benefit to 1,925 families (8,567 people including 2,964 women and 3,015 children) and indirect to 1,547 families (9,421 people including 3,231 women and 2,319 children). 10 Malai is a former khmer Rouge-controlled district and it integrated with the government in 1998. Malai is one of the eight districts of Banteay Meanchey province, consists of six communes and 38 villages. It is located in the western part of BTM. It has a total population of 35,428 people (17,805 women).

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A THREE - ROOM BUILDING GRANTED TO REPAIR BY C FEDA

With funding support from DAP through the recommendation of CWS, CFEDA provided support to villagers to dig three community ponds (W30 x L20 x H3m) in three different villages (Sante Pheap, Ou Ampil and Koh Snoul) in Malai district. The communities involved actively in the project by contributing labor, fence and land for digging the ponds. MAG cleared mines on the area of pond. These ponds store rain water for villagers to use in the dry season. By using water from the pond near their houses, villagers, especially women and children spend less time on water gathering. CFEDA provides coaching to 14 committee members (5 women) from five different SHGs on bookkeeping, saving and borrowing. Presently, CFEDA supports 35 SHGs in 14 villages (19 groups in target villages of Malai district and 16 groups in target villages of Ou Chrov district) with 473 family members (255women). CFEDA staff observed that SHG committee members have improved bookkeeping, facilitation of meeting and minute taking. Communities have remarkably increased their relationships, solidarity and mutual help, especially when community members face food shortfalls or serious illness. In January, communities in Banteay Ti Mouy village contributed 135,000 Riels (US$33) and 50 kilograms of white rice to transport Mr. Kao Yoeum to receive treatment at Banteay Meanchey Provincial hospital. CFEDA also contributed 40,000 Riel. CFEDA provides coaching on bookkeeping to 17 committee members (four women) of three village-based funeral associations in Banteay Ti Muoy, Ou Ampil and Ou Sa Om villages, Malai district. Presently, CFEDA works with four funeral associations in Malai district. The objective is to strengthen community solidarity and assistance to the poor and the poorest families. CFEDA also provided five cooking pots, 100 plates, 50 soup bowls, 24 glasses, 12 spoons, two knifes, four kettles to the funeral association in Banteay Ti Muoy village when it is needed. We have seen that the communities have increased solidarity and received more assistance from the associations. During the funeral of a child the funeral association in Ou Sa Om village cooperated with SHG committee members to assist funeral ceremony. The association contributed Riel 60,000 and 45 kilograms of white rice to the families. The Commune Councilors of Toul Pongro Commune, Malai District also supported the celebration of the International Women’s Day on 05 March at the Commune hall with the participation of 95 (55 women) from six different target villages. The objective was to raise awareness amongst communities on gender equity, imbalance between roles of men and women in society, domestic violence and discrimination against women.

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MAJOR CHALLENGES At times we continue to struggle with the lack of resources both monetary and other to meet the needs of our communities. For example many farmers have reduced production and some have found themselves in so much debt with no choice but to sell land or other property to survive. Therefore our response to this situation means that we distributing resources to families whilst struggling to stay afloat in the economic crisis. Selection of two new holistic CNGO partners was not achieved as planned. Project staff could not meet constraints due to the implementation of DEPICHO project, which consumed much time of CWS Cambodia’s Project staff.

LESSONS LEARNED Exchange experience and learning through reflection workshops or exposures visits among residents and community based organizations has seen as an effective method for community capacity building. In order to promote effective intervention of holistic CNGO partners, capacity building and support should be treated fairly for both organizational development and program implementation. Training or workshop and exchange study are essential and important to meet the needs of the community.

ISSUES NOT ADDRESSED Due to the border tensions from the 3rd of April 2009 between the Cambodian-Thai military in Oddar Meanchy Province have left the local people displaced from their homes resettling 5 kilometers away from the tensions of conflict border. CWS Cambodia and KNTO conducted assessment on the situation and respond to the emergency through distribution of food, hygiene utensils and plastic tents to 135 families (518 people).

FUTURE PLANS  Continue to implement DIPECHO project; support and coaching CFEDA, KNTO and KCDA staff to assist RCVs, VDCs, VCs to implement micro project in 40 villages. Provide coaching and support to partner staff to assist RCVs, VCs and VDCs to conduct awareness raising on CBDRM among villagers.  Continue to support and strengthen capacity of KCDA, KNTO, AFDOVIR and CFEDA.  To select two new holistic CNGO partners.  Arrange external evaluation for CFEDA, KNTO and ADOVIR.  Building capacity CNGO partners to establish program monitoring system for their internal organization.  Coaching and support KCDA staff to implement demonstration project on SMCH  Monitor and follow-up small project grants implemented by to DYMB and BTM for peace education and HIV focused program.  Conduct CAT of four partners; CFEDA, KNTO, KCDA & ADOVIR.  Organize program related workshops, internship and exposure visit for partner staff.

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2.3. KOMPONG THOM PARTNERSHIP PROJECT INTRODUCTION The Kompong Thom Partnership Project since 1996 has maintained its focus on institutional development and programming in multi-religious and ethnic minority communities. It also provides financial grants to CNGOs. In June 2007, three holistic partners (COWS, BFDK and APA) phased out from the Partnership Project receiving support from other funding agencies. This reporting period marks the second year of working with the Khmer Organization for Rural Community Development (KORCD) and the first year that the project selected the Cooperation for Indigenous People and Development in Cambodia (CIDC) as holistic partners. The CWS Project staff continues to provide capacity building initiatives for institutional development, with a focus on improving reporting skills, financial management and accounting, and enhancing administrative capacities. With the results, staff policies, financial & administrative guidelines of KORCD were reviewed. Furthermore, the Project Staff helped KORCD work on conflict resolution projects, non-formal education classes, enhanced agricultural techniques and the formation of the elderly association. KORCD’s Integrated Community Development Program covers 10 target villages of Santuk and Baray districts with 951 families (3,655 people including 2308 women) as direct beneficiaries and 3,425 families (19,414 people, 9,515 women) as indirect beneficiaries. In addition, CIDC is a holistic partner working on a Child Club pilot-project in three villages among 11 target villages of Phan Nheum and Sala Visai communes, Prasat Balangk district. The direct beneficiaries of the CIDC are 198 families (937 people including 535 women and 315 children) while 777 families (4,447 people including women 2,330) are indirect.

T HE K OMPONG T HOM P ARTNERSHIP P ROJECT ' S

TARGET AREA

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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. Improvement of writing skills regarding project proposal and budgeting CWS Project staffs continue to mentor and prepare one-on-one training for KORCD staff to ensure they can develop and prepare basic project proposal and budgeting [written in Khmer] with a minimum standard accepted by CWS Cambodia. Even though the capacity of KORCD staff is improving daily, either in program implementation or administrative works there is still much to do. Mrs. Prak Vimeany, with 10 years working experiences, is the resource person that KORCD communicates with daily. She devotes 70 per cent of her busy time to assist KORCD, CIDC and other small grant and non-funding partners in Kompong Thom province. Another important aspect of this project is the management of financial matters in line with the guidelines of CWS, KORCD requesting a financial review. A four-day workshop facilitated by the CWS Phnom Penh Office Financial Staff was held on the 21-24 of April. The Project staff consulted with the KORCD regarding recommendations made in order to improve their financial affairs in the future. In addition the Partnership Staff also motivated KORCD staff improve their capacity and for higher education to improve their work. Within this reporting period, KORCD financial staff is in the third year of their accountancy studies with Angkor Institution in Kampong Thom provincial town. Resolutions of the conflict first level The cruelties of the Khmer Rouge Regime and the subsequent years of turmoil have left deep scars in Cambodian society. Having mostly grown up in a world of terror, many Cambodians never experienced peace until the mid 90's of the 20th century and people have only recently started to deal with issues like trauma and reconciliation. In this troubled environment, CWS Cambodia has supported many efforts for peace and democracy building and we are proud to have witnessed a lot of positive changes. CWS Cambodia believes that in order for poverty relief to be effective, shaping a peaceful setting in which reconciliation is possible is crucial. We therefore define “peace” in broader terms than most other NGOs in Cambodia. Peace is not simply the end of war but rather a situation in which people can cooperate with each other in an equal and respectful way. Issues like corruption, trauma, restorative justice and mutual respect therefore also form important parts of our peace efforts. In the last five months the Conflict Resolution Team in four villages, village leaders, VDC members, village elders, and KORCD representative have used their skills gained to help solve six violent cases regarding domestic violence and land issues. Five cases (four domestic violent) are successfully solved while another land grabbing issue was transferred to commune councils as both parties faced physical harm and casualties.

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According to domestic violent statistics collected by KORCD during a PRA, there were 80 per cent of domestic violence excluding gang related violence, drug addicts and land confiscation that also existed within those target villages. So far with strong collaboration between all authorities from local to provincial level and KORCD, there is now five per cent of domestic violence with a significant decrease. Domestic violence happens everywhere in Cambodia society especially 40 per cent of population that is living with less than US$1.50 per day. When the community struggles with their basic needs for survival, plus the repayment of debt has increase leaving the families with stress which contributes to domestic violence. Since CWS Cambodia and KORCD established the Conflict Resolution Committee within their target villages. The residents are using the committee as their primary agent before they decided to file complaints to solve disputes before the administrative police, commune councils or courts. “I am, as well as my villagers so happy to cooperate with the Conflict Resolution Team to solve our conflict at village level. I thank CWS and KORCD who helped to establish local solution group as well as providing training until they can turn our problems into solutions.” Mr. Voi Song commented. Reduce insecure food and build better livelihood through amongst vulnerable families The annual per capita income in Cambodia is less than US$310, making it one of the least developed countries in Asia. Cambodia is predominantly an agrarian society. The agricultural sector provides more than 40% of the gross national product (GNP). Agriculture is the backbone of the economy; 80% of the total populations are involved in agriculture. Despite this, Cambodia does not produce enough vegetables to meet the needs of the population. It is estimated that, at present, local production meets only around 25% of total requirements. Therefore, vegetable production falls far short of meeting optimum nutritional needs. Based on the total vegetable production in Cambodia, the present daily per capita consumption is about 41g, which is much lower than the 200g per capita per day recommended by the United Nation’s Food and Agriculture Organization (FAO). Information Sourced: Helen Keller International/Cambodia (2003). Handbook for Home Gardening in Cambodia. There is a considerable amount of fallow land around homes and in the rice fields, which can be used for vegetable production. The production of fruits and vegetables provides the household with direct access to important nutrients that may not be readily available or within household economic reach. In addition, home gardening increases the diversity of foods available to households, which in turn leads to better overall utilization of nutrients, including calories. Vegetables and fruits often make other foods more palatable and can lead to an overall increased food intake. With the aim of improving the overall quality of the diet, home gardens address multiple micronutrient problems simultaneously. Equally important, home gardens have been shown to be a source of additional income for households through the sale of a part of the garden produce. Home gardening is especially important in overcoming seasonal unavailability of foods while promoting household self-sufficiency. KORCD began promoting and providing training on home-grown organic vegetables and organic compost making to the residents, especially vulnerable families in their ten target villages since 2005. In addition, KORCD provided one-time agricultural tools; water jars and water sprinklers and various crop seeds like cucumber, tomato, long bean, eggplant, morning glory, and garbage to 148 vulnerable families. As they received proper technical assistance on planting and making the compost from the KORCD staff thus all families are growing vegetable both seasons (dry & wet). Even though in the rainy season all household members [farmer families] are very busy with their rice field. The families have changed the way they work on their rice field by dividing their household members into two groups differently. Housewives and their young

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children stay at home and work on the garden while their husband and adults are going to the rice field. According to PRA statistics of Vaing Khang Cheung village, 95 vulnerable families were faced food shortage from four-six months a year. So far, only ten families amongst are faced with food shortage only. Mr.Chea Ly, VDC in Vaing Khang Cheung village said, “Thank you for KORCD and CWS that helped support vulnerable families to form self-help and vegetable groups in my village”. Through participation of the groups at least five vulnerable families are moving away from under poverty line and they are able to save enough money to buy wood for repairing or upgrade their houses.

HOME VEGETABLE GARDEN SUPPORTED BY

KORCD

Elder Association has fulfilled missing social welfare services The prolonged chronic wars for several decades in Cambodia had drastically deteriorated its social infrastructure, especially its culture, tradition, customs being devotedly practices by its people. The tragedy of family and relatives separations, the loss of human rights, honor and dignity as well as poverty of people has also left a heavy burden. All of these factors have affected the living status of all ages, health and the living conditions, in particular the indigent elderly without support. KORCD is trying to respond to the problem since it was developed as holistic partner of CWS Cambodia. So far, KORCD assisted 298 elderly (189 women) in six different pagodas in its target villages to establish an Elder Association. Elder Association is assisted by KORCD and has gained a well-known and reputation amongst the villagers living in each pagoda’s boundary, as well as other communities. To be a member of the Association wasn’t decided base upon the religion that they believe or affiliate. Even though 95 per cent of Cambodian people are Buddhist some people are also Christian and Muslim establishing their Elder Associations to help them curb social problems within their communities.

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K ANG M EAS E LDER

ASSOCIATION

Also the Kang Meas Association is actively participation in helping people who are struggling with poverty. They are also helping the youth to prevent them from being involved in drugs and gangsters. Therefore the formation of youth groups for help improve education, learning traditional music. So far the club has nine children (six girls) aged 12-14 years old, from absolute poor families to learn a course on Pin Peat music1. This club was able to open with financial contribution from the Kang Meas Association. Kang Meang Pagoda is one amongst the well-known associations recognized by the people. Other pagoda committee representatives always come and discuss the way how to begin such association. For instance, during this reporting period through KORCD, an organization called “Development Service for Disable in Pursat (DDSP)” accompanied with 14 delegators who are their staff and beneficiaries had conducted their first visit to learn from KORCD and Kang Meas Elder Association on 26 February. The delegates questioned many difficulties and challenges learning about the processes and steps that Kang Meas Association used. The Association Committee Leader answered clearly and frankly to the team with the hope that their insights will help others. Separately, On 22 March, Four foreign visitors; Mr. Rob Wayne, CWS NZ, Mr. Michael Koening, CWS Indonesia, Mr. Jonathan Lin and his wife from Australia, had conducted a field visit [before square-table meeting] to see the progress of a CNGO partner named KORCD. With coordination from Mr. Mot Sana, Manager of Partnership Program, all visitors had an opportunity to meet and discuss with beneficiaries of non-formal class, vegetable groups, Krama (scarf) weaving group, elder Association, and rice bank in Kang Meas village. 1

The Pin Peat orchestra or musical ensemble performs the ceremonial music of the former courts and temples of Cambodia. The orchestra consists of approximately nine or ten instruments, mainly wind and percussion (including several varieties of xylophone and drums), and accompanies court dances, masked plays, shadow plays, and religious ceremonies. It is one of the most ancient Cambodian musical ensembles and is closely associated with the Angkor period. Read more at http://en.wikipemedia.org/wiki/Pinpeat

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All visitors were happy to see these activities. In addition, Rob stressed, “From my last year visited and now, KORCD is improved so much, both in organizational Management and field activities. I am really happy to see the progress, he added.” New light of Indigenous Children The Project started in February aiming at offering education-for-all opportunity Kui ethnic children to ensure they can get better livelihood in the future. The Project focuses mainly on 617 years of age children where they can meet and discuss any children’s issue including their poor education and other social issues etc. CIDC wanted children to be involved education and class activities as much as they can, CIDC Executive Director said. With assistances from CWS Cambodia, CIDC was able to establish four community child clubs in three different target villages namely Smaonh, Sochol, and Trapeang Khnong-Phan Nheum commune, Prasat Balangk. The four clubs were divided into 25 small groups which are 315 children including 189 girls as club members. Seventy percent amongst the club members are Kui ethnic children. The clubs are led by 25 group leaders including six girls who are the committee members and another 20 including teachers and village leaders are the groups advisors.

S MAONH C HILD

CLUB

At just 6 months the clubs are still in the early stages of their activities. They are in the preparatory phase therefore the majority of the activities of CIDC and partnership staffs have made this a priority to develop a working system for the children’s club by training key people on the role responsibilities in how to prepare child club structures. In addition, three clubs amongst already received 804 story books, 460 reading books, 80 boxes of color pencils, eight ream of A4 paper and various sport tools and accessories like 40 balls (foot, hand, and volley), eight badminton’s racket.

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Smaonh village leader said, “Under support from CWS and CIDC, I am delighted to see the children in my village involved with the child club activities. They can read reading-books and play sports. He added they change from aggressive group’s involvement to education group now.” Furthermore, in collaboration with Prasat Balangk district Chef, the Education district leader, Phan Nheum commune chief, Principles of primary clustered school in Phan Nheum, and three village leaders, in June, CIDC staff distributed 18 used bikes, 49 school uniforms and various study materials including 300 backpacks, 2,362 note books, 2,260 pens, 1,606 pencils, 560 rulers, and 560 erasers and to 554 poorest students (girls 312) including Child club members as well. Additionally, one community school (11m x 5 m) is being built in Andas village. This school will serve as kindergarten and non-formal class for illiterate adults since this village has a high illiteracy rate. MAJOR CHALLENGES The Non-formal class is attempted to open during this rainy season and villagers who are illiteracy are very happy with this intended education gift but due to the rainy season and the farmers have to spend 100 per cent of their time investing on rice field thus class is impossible to open yet. The class will be opened after people are free from their rice growing. KORCD’s staff provides vegetable-seeds and training on home-grown organic garden and natural compost making skills and techniques to people in its target villages. 10 vegetable group members, totally 148 members including 139 women are directly benefit through. In addition, KORCD also distributed water jars and water sprinklers to water their crop yields. Even though KORCD works very hard dealing with food shortage they struggled with some members who are still not receiving any results from their home grown organic gardens that KORCD and CWS Cambodia initiated. During this reporting period, as the global economic crisis still threatened economic movement of Cambodia especially severely people living under poverty line or 40 per cent of population base upon their living consumption less than US$ 1.25 per day. CWS Cambodia and its partner beneficiaries see the struggle that the villages have endured with debtbs borrowed from moneylenders or microfinance institutions. For instance, two SHG family members in Barray district lost their houses and lands unpaid debts with the land being confiscated from the families. LESSONS LEARNED During this reporting period, the Project staff learned a lot from the Elder Association’s growth. Kang Meas pagoda Elder Association is initiated the ideas to help their grandchildren to avoid doing nothing to learn other skills like performing traditional music called Pin Peat. This contributes and prevents such wonderful music from being lost as well as keeping the children active so that they are not influence by gangsters. ISSUES NOT ADDRESSED There is no issue unaddressed during this reporting period.

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FUTURE PLANS           

Conduct annual workshop to feedback FY’09 activities and its report Assist KORCD staff regarding the informal translation of internal audit was conducted by CWS Cambodia’s Field Accountant. Conduct Training Needs Assessment to KORCD and CIDC To monitor, follow up, and mentoring partners’ activities, Attend Partnership Program meeting and meeting with CNGO Partners To monitor KORCD’s evaluation by external evaluator Conduct PRA training to CIDC staff and lead of practice it in their villages Participate the Project Monitoring training conducted Partnership Program Officer Attend staff retread, Review the strategic plan and other policies and guidelines of CIDC Review financial policy of KORCD

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FMER, FINANCE, ADMINISTRATION AND HUMAN RESOURCE

CHURCH WORLD SERVICE – CAMBODIA

3. PHNOM PENH CENTRAL OFFICE FMER, FINANCE, ADMINISTRATION & HUMAN RESOURCES Introduction The Central Office ensures the programs and projects we and our partners implement reach the absolute poor as efficiently and effectively as possible. To do so, staff provide a variety of support functions, including financial management, administration, proposal development for new funding, consolidation of program reporting for funding partners and government bodies, publicizing impacts of program activities, monitoring data collection and collation for the centralized information system, conducting bi-annual full program monitoring, overall management services and technical support for the entire organization. A transfer from each project to the central office covers the cost of these services. For this reason, we include this report with the program reports. The significant points during the reporting period were the amount of time required to prepare for the Ecumenical Funding Partners meeting (“Biannual Square-table Meeting”) and review salary scale and job descriptions of CWS Cambodia’s staffers. The preparation for these took more time and energy of our Senior Management Team than expected. Organizational Development

Square-table meeting with Funding Partners (CWS Cambodia celebrated the 13/17 years of Social Change through Capacity Building to inform its successful partnership philosophy) - The CWS Square-table Meeting concept for 2009 was to bring people into a closer relationship with their funding partners and local partners. It was also to give the chance for the local Cambodian partners to engage and spend time with the organizations responsible for supporting their work within Cambodia through the services of CWS. The Square Table Meeting expressed the importance of how there was a need to have both the funding partners and local partners understand the roles that each play and the stories that bring light to these roles. It was also helping funding partners understand the unique story of CWS Cambodia and the people that they engage with each day alongside the social problems faced in Cambodian society today. 

Day one of the SQT was based on the theme ‘Partnership Model for Development: 13/17 Years of Success’ allowing funding partners and local partners to come together to meet and share with each other about their work and concerns, issues and celebrations. It was the first time that the Partnership Program alongside the Direct Services Program of CWS was able to bring both the funders and local partners together in a setting where engagement and understanding was highlighted and important.

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Day two focused on the work that CWS does with the Government in both Partnership and Direct Services throughout the rural provinces of Cambodia focusing on the theme ‘Engaging with the Government and Living with the People’. Several highlights of this day was to enable the participants of the meeting to gain an insight to the Direct Services Program of CWSC in consultation with the Local Government to enable and support various resources and mentoring of community development projects in Kompong Thom, Battambang, Preah Vihear, Svay Rieng and other rural and remote areas of Cambodia.

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

Day three theme: ‘When there is No Table! Future Relationship with Old Friends’ highlighted and defined the relationships that CWSC has with the funding partners emphasizing issues of clear communications, future funding, the loss of funding support from donors but maintaining relationships, partnership and relationships as oppose to what it means to be just a funding organization. It was also a time to enable the story of CWSC to be heard in context to the daily issues that are faced by the Country Representative and Staff on all levels within the management and life of CWSC.

Throughout the SQT meeting local partner participants expressed their emotion when they saw their organizations work displayed on banners around the meeting room;  

Ms Oudom Vansivon, Dhammayeatra Bantey Meanchey expressed her pleasure in see the Dhammayeatra Banner celebrating the monks annual walk for peace program held yearly. Mr. Kao Long, Choam Khsant district governor since 1999, who has chosen to come to this CWSC meeting instead of a ceremony to receive a Government Gold Medal because of the importance of this relationship expressed: “Speaking for the Choam Khsant local authority, we fully support the CWS mission and also collaborate to support their work. The justice and humanity mission is parallel with the Cambodian Government in reducing poverty making CWS an important and unforgettable partner….candidly speaking, CWS staff know the village in more detail than we ourselves do because they work and stay overnight with the people.” He is very impressed with CWSC staff and the way they work. They have been to and live in villages that even he has not been to (in the ten years he has been there). He talked of a number of positive changes due to the CWSC- District partnership. These include: knowledge improvement, material changes and peace/conflict initiatives including family violence and support for the real poor. He hopes that CWS continues their mission in Choam Khsant with the vulnerable and poor people.



Equally passionate Mr. Mey Lun, Director of Svay Rieng Provincial Department of Rural Development comments: “Changing from Integrated Community Development to water and sanitation in this last three years has resulted in improved hygiene and health in the well selected targets. Increasing 16 per cent of latrine access in 2005 to 18 per cent in 2009 is also big part of CWS’s contribution. Provincial government offers profound thanks to CWS. Your contribution with villagers is trustable because you work and stay overnight in the community. We sincerely hope that CWS will be able to work in villages that have already been assessed. ” He spoke of the marked improvement of poor village people’s quality of life due to CWSC’s involvement. In hard times CWSC is sometimes asked to come back. The results of work done in very isolated border areas (with Vietnam) have been very worthwhile. Local people have seen new wells for schools, the repair of old wells, latrines built and learnt about hygiene and sanitation. He said that people are very happy about the plan for water bio-sand filters. He is very pleased with the way in which his staff and CWSC staff both train and work together. He can see that the village people trust CWSC staff especially if they stay in the village even on weekends. He is very keen to continue to work together with CWSC (in contrast to some other organizations which have been disappointing). He would like the work expanded to 2 new districts and especially one very desperate village.



Mr. Chou Vuthy (Provincial Dept Education, Youth and Sports, Kompong Thom) talked about the benefits brought by CWSC to post conflict areas. These included adult literacy and a school for displaced people. PDEYS provided a teacher to train and support a local literacy teacher. CWSC also provided encouragement in areas of health and leadership with literacy graduates taking positions at Commune and District levels.

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

Mr Yuong Houth (Commune Council, Choan Khsant District, Preah Vihear) also chose to attend this CWSC meeting instead of receiving a Government Gold Medal! He has been impressed with CWSC staff working in 3 villages in his area. CWSC’s very detailed baseline community needs study in late 2006 supported the Commune Council’s Development Plan. In fact it provided more information because it was based on a house by house and stay-in-the-village approach. CWS began to support and train local village leaders developing a close relationship, he said. “When village people see that CWSC staff do not have a watch they see that they are like themselves so they share (issues and problems)”, he noted. This approach is different to other NGOs. He also made a number of suggestions for CWSC follow-up. These included more training for CC members, including the developing of a win-win peace strategy/approach working outside of the court system. The CWSC approach connects village leaders, the village development committee and the village solutions committee “by giving people the same language (understanding/ideas)” .He asked that CWSC add another area to their programs, to help improve health and sanitation, water supply, ponds, rice banks, grain storage and a bridge. He believes that “His Commune is better off because the CC and CWSC go together”. There should be collaboration on funding because “one arrow can get two birds”.



Mrs Sophea (Watsan group, Thmey Village, Daung Commune, Romeas Hek District, Svay Rieng) listed some of the achievements made locally as a result of CWSC involvement. These included hand pumps, upgrading of wells, latrines and bio-sand filters which have led to better sanitation and hygiene, less water-borne disease, bad smells and improved home gardens and income.



Mr Um Mech (VDC, Kompong Thom) described how he had progressed from being a Village Health Volunteer to being a VDC member and then to being a Village Leader, with training and support from CWSC. He is also a national representative for the indigenous (Kuy) people who have been assisted by CWSC staff who helped to set up the VDC, a rice bank and a school.



All international visitors were impressed and inspired by the presentations. Ms Agneta from CWS Vietnam asked participants; “Where does your commitment come from?” This question allowed a time of sharing from all present. It was a very significant question which allowed people to share their life experiences and motivations. Many CWSC staff and others spoke from their hearts. They spoke of growing up in a poor village or learning from the poorest of the poor through their work or recalled particular incidents that changed their lives. It was a very moving, emotional and inspiring session.

In conclusion the CWS Country Representative reminded us of the need to spend quality time with all partners to know and learn from each other in the search and work for common dreams for the future. Planning Full month of March, each project develops an annual detailed work plan (annual logframes & budgets) showing how the program priorities were addressed in their location, and each supervisor develops an individual work plan together with the staff they are responsible for. Monthly meeting was held by CWS Program Oversight Group (POG) to identify strategic issues which are challenging the organization and develop specific action plans to deal with them.

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In these project and program level planning exercises, CWS chooses those options which…       

Address a major need of its target group, It has the greatest expertise in carrying out, Best fits its mission, goals, and the mandates of its major stakeholders, It can successfully acquire the resources to carry out, Do not duplicate what other organization are doing, Are most feasible to be duplicated by, or turn over to partners in the short term, Are the most effective use of its resources

The annual planning process includes a review of the situation in Cambodia and the appropriateness of the CWS goals and objectives. The lessons learned during the previous year are use to improve the types of activities that are given priority. Monitoring & Evaluation During this reporting period, the Monitoring and Evaluation Officer joined assessment with ERP team to conduct a second assessment verifying the target beneficiaries in order to ensure the assistance can reach target communities effectively. The first assessment, ERP team collected information through meeting with local authorities, other NGOs working within the areas, individual interview of intended beneficiaries and etc. The second assessment, the team had conducted a meeting with local authorities and individual intended beneficiaries to verify the list for whose will be benefited. The ID cards with beneficial names, items and numbers of assistance were distributed to individual family for keeping and showing during the distribution day. More detailed report can obtain in Direct Services Office report. Separately, after years of the establishment of monitoring and evaluation system, with monitoring conducted several times to every project and program, on 30 April, CWS Cambodia’s staff conducted a meeting to review and seek revision in the processes based upon the experience we implemented so far. With the meeting the result was agreed to change the purpose and scope of monitoring the following: Purpose of Monitoring The purpose of the monitoring is “to create learning opportunities and building capacity of staff, partners, and communities to take ownership in measuring progress, effectiveness and efficiency of the program toward improvement in decision making, accountability and project management”. Scope and boundary for future monitoring Previously, CWS monitored its partners by conducting the monitor of the progress, effectiveness and efficiencies from partnership program to partnership project; and from partnership project to partners and to their program implementation at field as well. This practice has been found too complicated and confused among the project team and partners. Two separated meeting were conducted to resolve this implication; one was held on April 30, 2009 with participations of Country Representative, Director for Programming, Direct Services Program Manager, and Partnership Program Manager. BTB/BTM Partnership Project Manager and M&E Officer, and another followed up meeting held on July 10 and 15 attended by Country Representative, Director for Programming and M&E Officer. The team has reviewed and agreed on the process that allows monitoring team to monitor only CWS project implementation that support capacity building to partners and project/program management. As learning organization, CWS will use the finding and recommendation/s to present and discuss in POG for solution and future lesson learned for improvement.

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Reporting Adding to the reports submitted in the first semester, there were another six reports submitted on to the following funding partners and government ministries; Semi-annual report for the first semester, six months audit reports for EED, two CDC quarterly reports for Royal Government, ADPlan report for Svay Rieng Water and Sanitation for NCCA/AusAID. Website CWS Cambodia intends to update its present website to a dynamical WebPages expecting to ease the flow of information whilst maintenance and updates would be done by the webmaster enabling an easy to read and navigation website system. Mr. Vichetr Uon, Reporting and Proposal Development Officer have drafted the contents and concepts of a sufficient web page. With the coordination from the Director for Programming, a presentation was organized to explain the advantage vs disadvantage and development of this new website with the presence of Country Representative. She asked all key staff of CWS Cambodia to review and contribute to the information needed in developing this task. This is due to the fact that there need the participation of all staff to make this happen. Three meetings conducted with key staff to seek comment and input. It is targeted to update in the first semester of FY10. Newsletter CWS Cambodia seeks to produce quality newsletters having the responsibilities of this newsletter divided among the staff concerning topics to their related work within CWS. Newsletter has changed from monthly release to bi-monthly due to the insufficient staff time to produce monthly. During this report period, three issues were published; in January, we stressed about safe water in Preah Vihear and Engagement is the key for partnership, in March was about Celebration of 13/17 years of Social Change, and in May was about Emergency Response to IDP in Sra Em Village. www.cwscambodia.org Proposal Development CWS Cambodia is aware of major funding shortfall beyond June 30, 2009 as the phase out support of Act for Peace (former NCCA) for WatSan project while highly demand from communities asking for more support, Partnership Program shortfall due to the cash flow problem from SED, and no funding support for Demining project. We have tried very hard with many potential donors to obtain funding support but still not met the expectation. During the second semester, four proposals (three revised, one new developed) were submitted to seek multiple years funding supports as the following mentioned below; 

 

Through Asia/Pacific Regional Office, two proposals were submitted; the Water and Sanitation project is submitted to Sandy River Charity Foundation, and Demining for Development submitted to SED and DCA. Demining proposal with SED and DCA did not get fund due to they run out the resources, while WatSan is still with SRF along with the project from Kenya office. Partnership Program proposal was submitted through Regional Office to SED for funding support FY10, this is the annual renewal of commitment. Food Security proposal was submitted to European Commission for the 2008 Food Security Programme for Cambodia to seek funding support for the period of three years cover two provinces; Preah Vihear and Oddar Meanchey. This is still waiting for the progress.

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Centralized Data Management system CWS Database has been functioning almost one year since CWS Cambodia team approved on 33 data collection forms and effective use since October 2008. The data are regularly collected especially from the Village Based Community Development and WatSan Projects about their beneficiaries, trainings and other capacity buildings that are provided to the beneficiaries or community people, and facilities distributed such as wells, latrines and water filers. After six-month pilot implementation, the output from the database system was disseminated and sought feedback from the data owners that are the Partnership project/program, Kompong Thom, Svay Rieng and Preah Vihear Projects. Through the result we found that it has many more tasks that needed to accomplish until the database can store enough data to use as evidence of the report writing and project proposal development. The goal of Reporting section of CWS Cambodia is expected that in the future the database will be able to produce accurate statistics for preparation of at least CDC report and can be referenced for project proposal development. As the village profile is also the major challenge for the data management. During this reporting period, we developed its profile and collected data more than 200 indicators from every village where we work. Each indicator is the key information for inserting into proposal and mostly is used by Country Representative and Programming Director. During this reporting period, CWS Cambodia also found some gaps regarding data collection of some activities that required the Data Management Officer to travel and work with the Kompong Thom project staff for finding the needs and to improve the database system. Through visiting, three new data collection forms were developed to keep the track of animal vaccination, general association and library in the village. For the future plan, there will be another database meeting which will be joined by field staff, project and program managers to discuss their expectations, concerns and gaps within the system. After the meeting we will create a mechanism of the database system. Finance During the last six months of fiscal year 2009 the finance department managed well on financial implementation, promoted financial transparency and resource mobilization in compliance with financial policies and procedures. We paid high attention and responsibility in safeguarding and maintaining of financial accounting data and systems in accounting software, on cash flow for programs and project operations, had good cooperation with all staff level throughout the organization. Finance department produced the accurate financial reports and met the deadline with the following type of report: Monthly financial reports to project and program and department managers Quarterly financial reports to Cambodia Development Council Mid-year Narrative report and Mid-year financial reports Six months audited Financial report for donor EED Preparation of year end for Fiscal Year 2009. However, the financial reports reflected with good variance by showing that we had good budget planning and financial operations with good communications with donors for all financial and funding aspects during the year. Prepared fiscal year 10 annual budgets for Phnom Penh central office and coordination in budget preparation and reviews for all projects/programs. The Finance department provided good cooperation to external auditors (PriceWaterHouse, cooper), in the result, there were no major problems with the CWS Cambodia annual audit and specific EED donor audit. In the result of this, it indicated that our financial and budget management standard is high and efficient. Phnom Penh Central Office

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The Field Accounting Officer conducted the financial review CNGO KORCD financial transactions and financial statements, and reviewed financial transactions and reports of CFEDA. Resulting in the trust gained from both CNGOs funding donors through our financial review reports. The new staff, Director for Financial Affairs is fully functioning from 24 April, 2009 by providing guidance and supports on overall financial management to finance department Phnom Penh. This new position is responsible for all financial matters ensuring that CWS Cambodia programs are compliance with general accounting standards, best practices, and CWS policy and also to improve systems and ensure finance staff competence. The Finance department counted the quarterly finance team meeting which was held at CWS Cambodia Phnom Penh Office, it was fruitful that finance staff had opportunity to share concerns and action taken on time and provided training on new finance staff on batch expense and bank records. CWS started implementing Community Based Disaster Risk Management (CBDRM) Project which funded by DIPECHO through DCA for 15 months and extend two months (Aug 08 – Dec 09). This donor required us with the following DCA’s guidelines on Procurement Manual such as finance staff attended the Procurement training that provided by DCA and we understood the methods for procurement. Finance staff went to BTB Project on 21 July 08 to present what we have learned on Procurement Manual of DCA & ECHO to all participants including CNGOs, BTB, BTM & some PNH staff. The purpose of our presentation was to make sure that procurement planning is considered and included in the project cycle and all key project staff understands how the timeframe for procurement will affect the project and all procurement requirements are planned for at the beginning of the project. Administration The Administration Office continues to provide a variety of support to CWS Cambodia programs, including the Phnom Penh Central Office. The office is responsible for purchasing of office supplies, equipment, vehicles, renewal of office contract, placing job advertisement and other necessities upon request. The transportation of staff and funding partners, whether using CWS or rental vehicles, is also under the office’s responsibility. It also contacts with government officials in renewal of MoUs as well as requesting vehicle acquisition and license plates, processing of visas and passport extension, logistics arrangement for external visitors, sending reports to CWS stakeholders and providing learning opportunities through internships for local partners for their personnel. Moreover, the office ensures that staff work comfortably, safety and effectively and that the integrity of the organization is maintained in all operations. Facilities, Assets and Technical Support Office space and outsourcing: The Administration Office manages all new and renewed contracts for office space for CWS Cambodia including contracts for consultants and internship/volunteers. During this reporting period, three field offices in Kompong Thom, Preah Vihear, and Svay Rieng 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, T-shirts, Hand gels for staff members in Phnom Penh and Projects. Office assets such as computers, printers, filing cabinets, computer desks, laptop, office chairs were also purchased for staff in Phnom Penh and in the provinces.

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Regulations and Formalities: Approvals from the relevant government ministries are necessary for vehicle acquisition and process of registering motorbikes and obtains appropriate license plates. In addition, the Administration office is responsible to coordinate with the Ministry of Foreign Affairs and International Cooperation in processing visas extension. 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 every report, newsletter, Christmas card, correspondence and shipment within Cambodia and abroad; arranges logistics for workshop inside and outside CWS Cambodia 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. 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, 18 intern women/men have got employment elsewhere after completing their assignments from CWS Cambodia. 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 Representative for Asia Pacific and CWS’ funding partners. Security: The AO fills out and sends CWS Cambodia’s security report to Representative for Asia Pacific every quarter. In addition, AO is also responsible to update on CWS Cambodia reporting structure for security situations. Vehicles Insurance: The AO is responsible to renew the contract of vehicles Insurance. All vehicle was renewed the contract of insurance in March and April 2009. Job announcement: During this reporting period, the Administration Office placed job advertisements in The Cambodia Daily newspaper, Bong Thom Website, Rasmei Kampuchea Newspaper, CWS’s board, and put in CCC boxes of each NGO member for the position of community Development Worker, Finance and Office Assistant, Program Officer for Consulting Service and Local Institutional Development, and Reporting and Communication officer, Field Coordinator for Village Based Community Development, Field Coordinator for Water and Sanitation, Community Development Worker for Water and sanitation, Community Development Worker for Agriculture, Community Development Worker for Community Health. Information Technology The IT Department is responsible for the daily operation of all IT infrastructures which other staff has no access to (the Internet, Fileserver, MailServer, Wiring, Network facilities etc), including the projects. Moreover, IT Department is also responsible of CWS/PNP inventory (computer only) and projects. Nevertheless, IT Department is ensuring a proper Maintenance in CWS-PNP and CWS Projects according to the IT Policy. IT Department is also providing the technical support to each project and partners such as computer problems, email/internet problems, network problem, virus, printer etc…

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Computer Server Security and System Upgrade New security setting has been applied since June to CWS Domain in order to filter the spam. According to the feedback of incoming, spam that collecting from the user it is, appeared that the filter is working and it a vast improvement so far. In June, the IT Department has starting to upgrade all computers that their memories are smaller, hard drives and CD-ROM drives had problems. In addition, during the month the domain name, www.cwscambodia.org also renewed its name and hosting package. Computer Maintenance and Full System Inspection in CWS/PNP Office From the second week of June, the maintenance has taken place in Phnom Penh central office. The purpose of the maintenance is trying to speed up the computer performance, managing hard disk space, scanned/fixed local hard drives, cleaned up registry, and full virus scan entire computer systems as well as external hard drives and flashes. Moreover, during the maintenance we also inspected that the system units require upgrading or replacing. Network and Internet Installation for CWS/SVR, CWS/KPT, CWS/BTB and CWS/BTM The IT Department has noticed each project about the problem with their emails. Previously, they used dialup connection with unstable speed of 6 kbps to 12 kbps to send and receive email. The speed is too slow caused the connection failure and lately the email wasn’t received through. Late 2008, with the price of internet is cheaper so CWS Cambodia decided replace dial up connection of Svay Rieng and Kompong Thom projects and Battambang office as well to ADSL. At the same time, the IT Department also built computer network for those projects and office as well. External Visitors Table below shows details of CWS Cambodia’s external visitors from January to June:

No.

Visitors’

Sex

Country Agency

Purposes

1

Mr. Marvin Parvez

M

CWS-Regional Office

Square Table Meeting

2

Mr. Rob Wayne

M

CWS-NZ

Square Table Meeting

3

Ms. Janet Cousens

F

NCCA

Square Table Meeting

4

Mr. Michael Koening

M

CWS-Indonesia

5

Ms. Agneta Dau Valler

F

CWS-VN

Square Table Meeting; and Regional meeting Square Table Meeting; and Regional meeting

6

Mr. Skip Dangers

M

CWS-Laos

Regional meeting

7

Mr. Pare Turei Patrick

Consultant

Documenter for Square Table meeting

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8

Mr. Jonathan Lin

M

Consultant

Facilitator for Square Table meeting

9

Ms. Elspeth Johnston

F

Visitor

Visit

10

Ms. Paulette Coburn

F

Consultant

Salary Review

11

Mr Keven

M

Visitor

Visit

12

Ms. Dafy

F

Visitor

Visit

13

Pastor John McConnell

M

CROP

Meeting with Country Representative

14

Mr. John McConnell

M

Consultant

Meditation & Healing

15

Ms. Sophie Louise Meredith

Consultant

Edit the story scribe written by CWS (the film on South Africa Reconciliation).

F

16

Mr. Vincent Mac Isaac

M

Consultant

Edit Mid-Year 09 report and peace book compilation

17

Ms. Susan Chilcott

F

Consultant

Edit Job Descriptions

18

Mr. Martin Coria

M

SED

visit

Country Context Affecting Operations Cambodia road traffic accident cases have been remarkably decreased. In February, a provisional number of 1,816 casualties were reported by the participating hospitals, health centers, private clinics and traffic police departments in the 24 reporting provinces, resulting from 670 accidents. Among them, 155 were fatalities and 526 were severely injured. 1,305 vehicles were involved in those accidents. Compared to February 2008, number of casualties decreased by 10% and the number of accident decreased by 23%. In Phnom Penh, 471 casualties were reported, 32% decrease compared to the previous month. Among them, 101 were severely injured and 21 died. This issue according to RTAVIS report on February. Lightning deaths have been remarkably increased. At the end of May, more than 90 people had been killed by lightning in Cambodia, matching the death toll reported for all of 2008, according to government officials. Lightning has claimed the lives of at least 93 Cambodian this year, according to Ly Thuch, second vice president of the National Committee for Disaster Management, which is the same number of people who were struck dead during all of last year. Mr. Thuch acknowledged that the true lightning death figure for this year was likely higher than the official total reported to the committee. Public-safety information about the dangers of lightning strikes remain scarce despite the mounting death toll, though Mr. Thuch said that NCDM officials have visited local authorities to tell them to warn the public about using radios and televisions during rainstorms. And send officials to educate villagers to protect themselves from lightning. This issue mentioned on Cambodia Daily on June 2, 2009, page 1 & 2.

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Dengue cases have been remarkable. The total of 2,032 reported dengue cases so far this year is higher compared to the same period last year, when there were 1,502 reported cases; however the number of fatalities, which had reached 16 by June 2008, is much lower this year, Dr. Ngan Chantha, the Health Ministry’s dengue program manager said. This issue mentioned on Cambodia Daily on June 10, 2009, page 27. 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 oversees staffing requirements to ensure the whole organization is functioning at optimum conditions. As the previous six month, Senior Management Team conducted a salary review which has surveyed six different international nonprofit organizations that have similar activities and programs to CWS Cambodia. During this reporting period, the SMT especially, worked seriously on the case starting from re-writing their subordinate Job Descriptions with a new format recommended by human resource specialist that contracted with CWS Cambodia as short-term consultant. This new job description format describes about individual staffs position, department, report to whom, job purpose, responsibility, occasional significant duties, job specifications on education, experience and skills. Each job description drafted group conducted meeting with the job holders, next line supervisor, other relevant management, consultants, Human Resource Manager with the full participation of the Country Representative. Those not reviewed in group sessions were revised by the consultant and reviewed again by the CWS staff and management and final comments. All 53 job descriptions had been edited, reviewed, and double checked approved by the Program Manager and Country Representative before scoring by the Job Committee and Consultant. Seven staff members from diverse departments and programs had been carefully selected as a Job Committee for benchmark 14 job descriptions from lowest to highest position. A Consultant had been providing a two-day training including the importance of clear and complete job descriptions, how to select criteria, weight the criteria, how to score job descriptions against the weighted criteria, select benchmark jobs, and reach consensus of the scores. JC members were asked to individually score each benchmark job according to the criteria and weight. An overall orientation was provided to as many staff as possible widely communicating the process, the possible outcomes, and management expectations. The presentation was translated and distributed to the staff present at the orientation before the Job Description was finalized and scored. Now we are in the process of comparing budgets of our new finalize data, draft salary scale, draft salary policy, and reviewing by the SMT and will included in the HR manual when approved. We expected to complete it in July 2009 and will report the concluding results in the next mid-year report. On 05 May, all central office staff and some other staff from the Projects of SvayReing, Kampong Thom and Preah Vihear had been invited to joint meeting on Swine Flu which is very sensitive new virus. The presentation presided by Mr. Khem Thann, Program Officer for Health basing on resources and handouts received from the World Health Organization. Hands cleansers were distributed to all staffers for cleaning their hands before meal when they had mission to the field or other places that they don’t feel safe. Within the office, due to concerning of using the same towel for drying the staff hands now requires us to use tissues instead.

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Personnel During this reporting period, Human Resource Department in cooperation with other related and associated departments/units of CWS Cambodia recruited eight new staff members to take over new positions and replace several staffers who did resignations, promotions and terminations. Table below shows exact numbers of employees who were newly hired and separate: New Employees No

Position

Start date

1

Program Assistant in Partnership

01 Jan

2

Disaster Program Coordinator

02 Feb

3

Finance and Admin Assistant in SVR

12 Apr

4

Director for Financial Affair

24 Apr

5

3 CDWs in KPT

15 June

6

1 CDWs in PVH

15 June

Resignations No

Position

Last Date

Reason

1

CDW in SVR

16 Jan

2

Finance and Admin Assistant in PVH

06 Feb

He returned to run business with his family, Get new job

3

2 CDWs in KPT-PVH

30Apr

Get new job

4

Field Accounting Officer PNH

06 May

Get new job

5

Program Manager in Partnership

29 May

Get new job

6

CDW in PVH

06 June

Get new job

End contract No Position 1

CDW KPT

Last Date

Reason

8 Feb

CWS not continue the 3rd contract

Promotion Promotion is to enable management to obtain the best available staff within the organization to fill more senior positions and to provide staff with the opportunity to advance their career within CWS community in accordance with the opportunity available and their own abilities.

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Three staff was promoted in Direct Service Program while another in Partnership program during this reporting period: No

Previous Position

Promotion to Position

Program

From

1

Program Coordinator

Deputy Program Manager

Direct Service

1 Jan

2

Project Manager

Direct Service

1 Jan

3

Project Coordinator in Svay Rieng Full time Volunteer

Program Assistant

Partnership

1 Jan

4

Program Assistant

Program Coordinator

Direct Service

1 June

Staff Development Human Resource is a key component in the functioning of an organization. In order to build strong foundation of the organization, capacity building to sharpen skills and knowledge development is needed. This due to one of the CWS core values is we are learning organization, all staffers are encouraged and supported to increase their capacity based upon their actual training needs to ensure they can perform their work effectively. Internal promotion is also a factor that encouraged staff persons to learn strongly by themselves regarding their daily implementation of the work as well as getting more opportunities studying at other colleges in the country or abroad with/without full sponsorship from the CWS. So, these are taken into considerations when necessary-each staff development plan is undertaken, looking at the possibility to help them gain more knowledge and skills to move forward their career. Internal CWS Training Local Capacity for Peace Assessment The Objective is to allow participants had opportunity to practice directly in the village regarding to conduct LCP assessment with using LCP tools and Framework to assess/analyses to review/improve project activities. Sphere, Accountability The objective of Sphere training is enabled all participation in (1) explanation of the contents and meaning of Sphere handbook, and (2) explanation of how to use Sphere handbook and the minimum standard in project cycle management and in general development work.  Anti-Corruption training Participants were able to explain on a form and other activities related to corruption. Leading and Management Training The objective is to increase understanding on different strategies of development and its benefit to whom, understand the main factor to assist absolute poor in remote area, improve capacity on management and components of management, maintains good points for manager, understand on leadership and known about relationship between power and Influence, and avoid on 24 key points for leader. Meditation Workshop On 03 March a full day workshop on meditation through Buddhist approach to heal anxiety was conducted Mr. John McConnell to 22 CWS staffers. Meditation had been practiced, with guidance and explanation by him with full attentions by all participants.

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Building Peace in our Life To off CWS staff understanding their own values, behavior, and attitude in order to address the response to an Organization values in daily life context and build self confidence, concrete responsibility, commitment, and also respect others’ values which be able to handle with any challenges. External Training Three different external trainings had been attended by five staffers, program mangers of Partnership and Direct Service Program, BTB& BTM project manager in, Direct Services deputy program manager, and BTB&BTM Finance and Administrative Assistant. External workshop or conference During this reporting period, 10 staffers were attended workshop on Do No Harm, Gender and Decentralization. Six from Direct Services program, three from partnership program, and one from administrative section. The list shows in the table 3 below: Scholarship support CWS provides partial and financial support to staff members for their academic study, which is relevant to their current work as well as for their future career. 3 staff members are continuing their academic study this semester, one for bachelor degree in Finance and Banking, one for English, and one for a Master degree on Art in Development, plus one in Business Management. The list of scholarship support shows in the table 4 below: Overseas workshop 6 staff from deferent sections (Project coordinator in KPT, Database Management Officer, Executive Assistant, Program Coordinator in Direct Service, IT assistant, and report writing Officer ) had attended a workshop in CWS Thailand on Story writing, designing and lay outing workshop with other CWS countries. The outcomes from the attending workshop are, logo use, how to make CWS yellow, learnt about layout designing, how to make CWS standard power point presentations, story writing, and communications skills and information gather from interviews. The list of training is in the table 5 below.

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Internal CWS Training Table 1: Summary tables of staff who attended Internal Training Courses 1- Internal CWS Trainings/Workshops

SvR

Date

PnP

Duration (Days)

KPT/PVH

Location

BTB/BTM

Description

Number of Staff Attended

LCP Assessment

Preah Vihear

6

26-31 Jan

15

3

5

Sphere, Accountability

CWS KPT Office

5

23-26 Feb

24

3

Anti-Corruption training

CWS KPT Office

1

27 Feb

20

3

Leading and Management Training

CWS KPT Office

2

12-13 Mar

18

1

Meditation workshop

CWS Officer

1

3 Mar

2

2

18

Building Peace in our life

Preah Sihanouk province

3

19-21 May

3

8

11

4

Table 2: Summary tables of staff who attended External Training Courses

A learning Journey for Facilitator of Social Change Processes Policy Advocacy and Climate Change Office Management

Duration (Days)

Date

VBNK

2

26-27 Mar

1

1

DCA

4

21-24 Apr

1

2

IHQ

3

20-22 May

1

PNP

Location

SRV

KPT&PVH

Description

BTB&BTM

Number of attended staff

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Table 3: Summary tables of staff who attended Workshop and Conference

Date

Panhasastra University

1.30 hour

18 Mar 09

1

GAD/C

Half day

26 May 09

2

2

5

SRV

Duration

PNP

Doing no Harm- Mary Anderson reflection on over 40 year of Humanitarian work Gender and Decentralization

Location

KPT&PVH

Description

BTB&BTM

Number of attended staff

Table 4: Summary tables of staff getting Scholarship

Master of Art in Development study (outside working hourM&E Officer ) Bachelor of English (outside working hourFinance Assistant I ) Bachelor of Arts in Accounting (outside working hour- Finance Assistant II ) Bachelor Degree of Business Management(outside working hourReceptionist)

Royal University of Phnom Penh

2 years

PUC University

4 years

Sovanaphum University

4 years

Build Bright University

4 years

Date

Nov 2008 Oct 2010 Oct 2007Oct 2012 Oct 2006Oct 2010

Jan 2009

SRV

Duration

PNP

Location

BTB/BTM

Description

KPT/KVH

Number of attended staff

1

1

1

1

Phnom Penh Central Office

84

Table 5: Summary tables of Staff attended Overseas Communication Training

CWS Thailand

Date

1.5

28 June-01 July

1

5

SRV

Duration (Days)

PNP

Story writing, designing and lay outing workshop

Place/Institution

BTB/BTM

Description

KPT/KVH

Number of attended staff

Implementation of Staff Policy All staff expected to understand the contents of the National Staff Policy to apply them fully when they deal with personnel issues. If they could not find any significant issue written in the policy or where the set policy cannot be implemented, staffers are encouraged to raise and consult the issue with the HR Manager or direct with their line managers and the appropriate actions to be taken. During this semester period, the new probation evaluation form had ready to use for probationary staff. Health Insurance and Accidents The Eight newly recruitments were informed about the benefits and conditions of Health and Accident insurance by the Human Resource Manager. During this reporting period, one field coordinator of Kampong Thom Project “Mr. Chheang Sok Mao” was sick of Cholecystitis, spending time in the provincial clinic for three days. The insurance company had been contacted and followed up for covering him. The process went smoothly and his expense was reimbursed. Now he was released and back to work as normal.

Phnom Penh Central Office

85

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 2009. STATEMENT OF THE MANAGEMENT’S RESPONSIBILITIES It is the responsibility of the management to prepare the financial statements for each financial year, in the preparation of this, the management requires to: Select the suitable and acceptable financial accounting format and adherently carry out consistently in compliance with the format and our existing policies. Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the organization will continue its operations. Make judgments and estimations with much more reasonably and prudently Also, the management is responsible for keeping proper accounting records accurately and timely at any time of the financial implementation of the organization and responsible for taking care of such steps as reasonably open to safeguard the assets of the organization and to prevent and detect fraud and other irregularities. BUDGET, INCOMES AND EXPENSES IN FISCAL YEAR 2009 Budget

: US$ 1,584,786.24

Income

: US$ 1,142,052.34

Expenses: US$ 1,364,187.83 The analysis of expenses, income and budget as reported above indicates the income is less than budget in amount of 442,733.90 (27.94%) and the expense is also less than budget plan in the amount of US$ 220,598.41 equivalent 13.92%. The financial report of incomes and expenses of fiscal year 2009 can be viewed as below: Opening fund balance : Incomes/Donations and transfers: Total funds available : Closing fund balance :

US$ 321,515.47 US$ 1,142,052.34 US$ 1,463,567.81 US$ 99,379.98

The following records below are tracked only income and expenditure from financial statements of each financial fiscal year: Description Income

2005 1,585,334

2006 1,442,603

2007 1,069,122

2008 1,330,339

2009 1,142,052

Expenses 1,320,897 Closing balance 264,437 Note: Over spent ( )

1,532,500 (89,897)

1,408,888 (339,766)

1,275,764 54,576

1,364,188 (222,136)

Financial Summary and Variance Analysis

86

STATEMENT OF FUND RECEIPTS AND DISBURSEMENTS FOR THE SIX MONTHS ENDED 30 JUNE 2009

Financial Summary and Variance Analysis

87

Church World Service – Cambodia Program Balance Sheet As at 30 June 2009

Note ASSETS Amounts receivable Cash on hand Cash at banks

4 5 6

TOTAL ASSETS LIABILITIES Amounts payable

7

TOTAL LIABILITIES ASSETS LESS LIABILITIES

30 June 2009 US$

30 June 2008 US$

5,287 68,822 755,834

2,527 18,701 876,228

829,943

897,456

730,563

575,941

730,563

575,941

99,380

321,515

1,437 47,836 11,374 266 31,226 (1,654) (3,256) 4,016 3,515 4,620 -

(56,425) (21,782) 147,737 4,426 193,344 61,817 (7,542) (60)

99,380

321,515

REPRESENTED BY: FUND BALANCES/(DEFICIT) OF CWS PROGRAMS Svay Rieng Watsan Program Ecumenical Partnership Kompong Thom Community Development Project Kompong Thom Partnership Banteay Meanchey Demining Project BTB/BTM Local Institution Development Project Phnom Penh Central Office Preah Vihear Community Development Project DIPECHO Program Emergency Response Program Appeal (NYERP) Emergency Response Program Appeal (ACT) ADPC Program TOTAL FUND BALANCE

8 9 10 11 12 13 14 15 16 17

Financial Summary and Variance Analysis

88

CHURCH WORLD SERVICE – CAMBODIA PROGRAM STATEMENT OF FUND RECEIPTS AND DISBURSEMENTS FOR THE YEAR ENDED 30 JUNE 2009

Note OPENING FUND BALANCE

30 June 2009 US$

30 June 2009 US$

321,515

266,940

148,955 194,876 60,431 234,250 231,735 146,980 93,942 8,450 22,433 -

112,386 568,393 73,188 77,505 235,357 230,374 33,137

Total incoming amounts

1,142,052

1,330,340

Total funds available

1,463,567

1,597,280

161,323 211,681 84,042 40,009 235,567 317,975 200,916 89,926 4,935 17,813 -

175,959 21,782 415,118 67,745 37,450 246,488 305,327 5,896

1,364,187

1,275,765

-

-

Add - Incoming amounts Svay Rieng Watsan Program Ecumenical Partnership Kompong Thom Community Development Project Kompong Thom Partnership Banteay Meanchey Demining Project BTB / BTM Local Institution Development Project Phnom Penh Central Office Preah Vihear Community Development Project DIPECHO Program Emergency Response Program Appeal (NYERP) Emergency Response Program Appeal (ACT) ADPC Program

Less - Outgoing amounts Svay Rieng Watsan Program Ecumenical Partnership Kompong Thom Community Development Project Kompong Thom Partnership Banteay Meanchey Demining Project BTB / BTM Local Institution Development Project Phnom Penh Central Office Preah Vihear Community Development Project DIPECHO Program Emergency Response Program Appeal (NYERP) Emergency Response Program Appeal (ACT) ADPC Program Total outgoing amounts Less: Fund Reserve CLOSING FUND BALANCE

8 9 10 11 12 13 14 15 16 17

8 9 10 11 12 13 14 15 16 17

99,380

321,515

Financial Summary and Variance Analysis

89

CHURCH WORLD SERVICE – CAMBODIA PROGRAM SUMMARY OF FUND RECEIPTS BY SOURCE AND DISBURSEMENTS BY PROGRAM CATEGORY FOR THE YEAR ENDED 30 JUNE 2009 Chart Program

Opening balance

Total Amount US$0FY08 12 months

Total Amount US$0FY09 12 months

266,940

321,515

302,128 65,298 23,244 37,766 446,965 69,050 49,975 144,637 33,138 9,222 5,954 1,862 875 15,705 1,146 123,375

134,022 87,057 24,793 59,507 308,921 ** 78,840 49,976 131,289 93,942 2,281 3,949 8,450 22,433 4,065 10,130 1,297 2,103 118,997

Local Institution Building Food Security Community Commune Cambodian Based Council Non-Gov'tal Food Income Organisat'n Support Organisat'n Production Generation US$ US$ US$ US$ US$ US$

Emergency Health Response Advocacy

US$

US$

US$

Natural Women's Resource Learning Peace Equity Management Organisat'n

US$

US$

US$

US$

Office Costs

US$

Add - Incoming amounts: CWSW/New York (SED) CWS Tool of Hope CWS ODD CWS Agent Reimbursement Christian World Service/NZ EED ICCO UMCOR NCC/Australia ADPC DIPECHO World Food Program Peace Tour Australia ERP Appeal NYERP ERP Appeal ACTER SHG Repayment WCA C. D discretionary funds Income others Mey Meakea memorial funds Interest-bank account and deposits Disposal general equipments Admin costs recovered CWS Total income

1,330,340

1,142,052

** EED funding income for July - September 2009 was not recorded as income account, was recorded in fund held in trust account in FY09 it will be reversed to funding income account in July FY10 because this funding income for the FY10 activities.

Financial Summary and Variance Analysis

90

CHURCH WORLD SERVICE – CAMBODIA PROGRAM SUMMARY OF FUND RECEIPTS BY SOURCE AND DISBURSEMENTS BY PROGRAM CATEGORY FOR THE YEAR ENDED 30 JUNE 2009 Chart Program

Less - Outgoing amounts Personnel - expatriate Personnel - national Technical support CWS staff development CWS organisational development Education and training for civil society Support for partners, c 'parts etc Credit and Self Help Groups giving out Community Watsan construction Grants and contributions Emergency response General office costs Vehicles and fixed assets

Administration charge Total expenditure Less - Fund Reserve Closing balance

Local Institution Building Food Security Community Commune Cambodian NonBased Council Gov'tal Food Income Organisat'n Support Organisat'n Production Generation

Emergency Health Response Advocacy

Peace

Natural Resource Learning Women's Equity Management Organisat’ n

Office Costs

Total

Total

Amount US$0FY08

Amount US$0FY09

12 months

12 months

US$

US$

US$

US$

US$

US$

US$

US$

US$

US$

US$

US$

21,558 493,090 36,259 39,522 33,370

24,807 542,659 38,815 10,062 32,716

-

55,659 2,542 705 5,797

9,328 40 681

94,335 200 1,433 1,352

20,454 82 1,066

23,502 87 2,035

81,902 3,291 364 7,699

43,597 123 1,574

6 -

28,780 6,099 3,384 7,397

6,104 14 942

-

61,410 908

97,054 16,970

-

8,170 1,878

407 -

23,026 -

2,038 95

1,406 -

11,408 3,410

44,351 11,587

-

5,526 -

722 -

-

-

-

50,498 192,211 139 174,040 49,385

47,643 189,828 20,157 178,339 46,140

-

5,746 15,664 4,674

934 2,149 728

110,318 30,708 6,762

2,457 5,107 1,538

1,060 5,265 1,570

47,643 8,916 22,503 10,053

43,164 20,157 20,379 6,727

22 3 1

11,627 11,428 3,074

235 982 442

83 21

5,349 64,068 10,550

1,152,390

1,245,190

-

100,835

14,267

268,134

32,837

34,925

197,189

191,659

32

77,315

9,441

-

123,375

118,997

-

15,125

2,140

40,220

4,925

5,240

29,578

8,664

5

11,597

1,416

-

1,275,765

1,364,187

-

115,960

16,407

308,354

37,762

40,165

226,767

200,323

37

88,912

10,857

-

-

-

0%

9%

1%

23%

3%

3%

17%

15%

0%

7%

1%

0%

321,515

99,380

US$

US$

- 24,807 78 178,914 - 26,683 3,830 399 3,774

581 317,975 87

-

668 317,975 0%

23%

** EED funding income for July - September 2009 was not recorded as income account, was recorded in fund held in trust account in FY09 it will be reversed to funding income account in July FY10 because this funding income which is for the FY10 activities.

Financial Summary and Variance Analysis

91

CHURCH WORLD SERVICE – CAMBODIA PROGRAM NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2009 KOMPONG THOM VBCD PROJECT

Chart Project

Total Amount USD-FY08 12 months Opening (deficit)/balance

(5,538)

Total Amount USD-FY09 12 months

Local Institution Building Food Security Health Community Commune Cambodian Based Council Non-Gov'tal Food Income Organisat 'n Support Organisat 'n Produc tion Generation Amount Amount Amount Amount Amount Amount Amount USD USD USD USD USD USD USD

Emergency Response Advocacy

Amount USD

Peace

Amount Amount USD USD

Natural Learning Women's Resource Organ Support Equity Management isation Office

Amount USD

Amount USD

Amount Amount USD USD

(2)

64,641

Add - Incoming amounts CWSW/New York (SED) UMCOR ICCO NCC/Australia EED World Food Program Disposal vehicle motorbike SHG repayment WCA C. D discretionary funds Disposal general equipment Income others Interest on bank account EED

102,791 24,988 436,511 119 185 1,115 2,684

24,988 163,322 900 1,578 98 3,573 417

Total Income

568,393

194,876

Less - Outgoing amounts Personnel - expatriate Personnel - national Technical support CWS staff development CWS organisational development Education and training for civil society Support for partners, c 'parts etc Credit and Self Help Groups giving out Community Watsan construction Grants and contributions Emergency response General office costs Vehicles & fixed assets

178,996 2,030 29,372 17,387 25,154 908 35,683 17 52,704 18,721

85,946 3,052 2,168 9,120 10,379 1,274 8,914 15,705 38,220 9,293

360,972 54,146 415,118 147,737

47,836

Administration charge Total expenditure Less Fund Reserve Closing balance

-

24,837 1,294 656 2,350 2,989 1,274 2,485 10,147 2,467

184,071

-

48,499

27,610

-

7,275

211,681

-

55,774

-

0%

26%

4,215 34 234 48 749 1,650 400

-

8,407 65 417 1,103 1,927 3,433 834

9,080 63 688 686 971 3,155 767

18,389 51 269 1,790 2,384 8,914 1,464 9,890 2,403

9,508 88 552 967 4,536 4,560 1,108

-

11,072 1,707 986 2,522 1,787 3,567 4,995 1,219

416 7 455 415 6 367 89

-

22 112 23 6

-

7,330

-

16,186

15,410

45,554

21,319

-

27,855

1,755

-

163

-

1,099

-

2,428

2,312

6,833

3,198

-

4,178

263

-

24

-

8,429

-

18,614

17,722

52,387

24,517

-

32,033

2,018

-

187

-

4%

0%

9%

8%

25%

12%

0%

15%

1%

0%

0%

0%

(2) The different balance between the closing fund balance for fiscal year 2008 and the opening fund balance for the fiscal year 2009 was due to the opening fund balance of Community Development Program for the fiscal year 2009 excluded an adjustment of amounting to US$116,883 or 70% carried forward from the fiscal year 2008 which is allocated to the opening balance of this Program. The program’s incoming and outgoing amounts for the current fiscal year 2009 were included in the Community Development Program’s incoming and outgoing amounting to US$33,787 in the proportion of 70% by category, based on the internal funding plan allocation of Church World Service – Cambodia program.

Financial Summary and Variance Analysis

92

KOMPONG THOM VILLAGE BASED COMMUNITY DEVELOPMENT PROJECT Annual Financial Variance Explanation FY09 1. National Personnel was under spent by $7,306.76 (-10.28%) as the first is salary adjustment is not spent due to the review and updated scale is not finished yet. Second, the income from Forte Insurance refund on health and accident insurance of three CDWs who end the contract with CWS. And third the some planning amount for provident fund sharing from CWS is not spent due to the new staff replacement started in mid June 2009. 2. Technical Support was under spent by $ 603.50 (-31.81%) as the consultation fee for Community Development model less than budget planned due to the consultant shorten her trip in the project. 3. CWS organizational development was over spent by $ 1,538.62 (25.01%) as the unplanned meeting and workshop but priority needed for project staff such as Job Description writing, Community Led Total Sanitation course, Food Security guideline and proposal; and organizational restructure. 4. Education and training for civil society was under spent by $4,883.59 (-39.64%) as first the training on Compost Fertilizer is not needed from community. Second, awareness raising on HIV/AID and STD, Avian influenza and primary health care were postponed due to the VHVs still have not feel confident to conducted it yet. Third, the expenditure for VHVs and TBAs meeting were less than budgeted due to one HC has fund to support this activity. Fourth the quarterly meeting of CCDM for CBDRR was conduct only one time due to restructure of Government on CBDRR. 5. Community Watsan Construction was over spent by $1,728.74 (24.06%) as the high interested and priority need from communities on community open wells, well aprons, water filters, and household latrine construction. 6. Grants and Contributions were under spent by $1,137.28 (-8.22%) as first is late request from CCs to implement development activities. Second, grant support to open literacy class was less then budget planned due to the contribution literacy books from PDE&P. Third, the Working Capital Assistance to SHGs were not provided due to the SHG is not ready for outside capital yet. 7. Office cost was over spent by $4,514.76 (16.08%) as first the actual need on internet network installation. Second the actual needed on transport, meals and accommodation for orientation of new project staff. And third the audit fee is planned to charge from PVH only.

Financial Summary and Variance Analysis

93

CHURCH WORLD SERVICE – CAMBODIA PROGRAM NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2009 PREAH VIHEAR VBCD PROJECT

Chart Project

Total Amount USD-FY08 12 months

Total Amount USD-FY09 12 months

Local Institution Building Food Security Health Community Commune Cambodian Based Council Non-Gov'tal Food Income Organisat 'n Support Organisat 'n Production Generation Amount Amount Amount Amount Amount Amount Amount USD USD USD USD USD USD USD

Emergency Response Advocacy Peace

Amount USD

Amount USD

Natural Women's Resource Equity Management

Amount Amount USD USD

Amount USD

Learning Organisation

Support Office

Amount USD

Amount USD

(7)

Opening balance

-

50,680

Add - Incoming amounts CWSW/New York (SED) CWS Tool of Hope Christian Aid NCC/Australia EED ICCO UMCOR SHG repayment WCA World Food Program Disposal general equipment Other (disposal general equipment) Interest on bank account EED

-

145,599 1,381 -

Total Income

-

146,980

Less - Outgoing amounts Personnel - expatriate Personnel - National Technical support CWS staff development CWS organisational development Education and training for civil society Support for partners, c 'parts etc Credit and Self Help Groups giving out Community Watsan construction Grants and contributions Emergency response General office costs Vehicles & fixed assets

-

98,942 3,886 1,545 13,497 9,967 604 9,835 12,094 16,786 7,554

-

23,118 1,248 38 3,416 2,503 604 3,050 3,854 1,700

5,113 6 447 359 185 499 328

-

10,006 13 649 695 530 1,266 605

11,317 20 1,347 455 89 1,520 659

20,980 76 46 2,502 2,699 9,835 2,863 3,694 2,036

10,186 13 1,019 608 291 1,324 612

-

12,672 2,562 1,402 3,463 2,469 4,857 4,031 1,265

5,517 7 487 179 229 563 340

-

33 167 35 9

-

-

174,710

-

39,531

6,937

-

13,764

15,407

44,731

14,053

-

32,721

7,322

-

244

-

Administration charge

-

26,206

-

5,929

1,041

-

2,064

2,311

6,710

2,108

-

4,908

1,098

-

37

-

Total expenditure

-

200,916

-

45,460

7,978

-

15,828

17,718

51,441

16,161

-

37,629

8,420

-

281

-

Less Fund Reserve

-

-

0%

23%

4%

0%

8%

9%

26%

8%

0%

19%

4%

0%

0%

0%

Closing deficit

-

(3,256)

(7) The opening fund balance for fiscal year 2009 amounting to US$50,680 or 60% of fund balance allocation from Phnom Penh Central to Preah Vihear Program, based on the internal fund allocation plan of Church World Service – Cambodia Program.

Financial Summary and Variance Analysis

94

PREAH VIHEAR VILLAGE BASED COMMUNITY DEVELOPMENT PROJECT Annual Financial Variance Explanation FY09 1- National Personal is under spent by USD 9,820.99 (-13.00%) as the first is salary adjustment is not spent due to the review and updated scale is not finished yet, second the 2 new CDW and one field coordinator are not in placed as planned due to the screening process is take time for the right qualification. 2- Technical Support is under spent by USD 1,002.50 (-44.56%) as the consultant fee for Community Development model less than budget planned due to the consultant shorten her trip in the project. 3- CWS Organizational Development is under spent by USD 3,652.74 (-24.34%) as Com Dev reflection workshop is not conducted as planned due to the project priority on Food Security proposal. The workshop will be conduct in August 09. 4- Education & Training for Civil Society is under spent by USD 10,056.99 (-64.44%) as first the commune council has their own fund for quarterly meeting. Second, the training on bookkeeping to SHG committees is not done due to only 2 SHGs formed. Third, the white ribbon campaign; project Management training is not done due to Cambodian-Thai border tension. Fourth, the meeting with CCDM is not done due to PCDM (government) not form CCDM in CWS target areas yet. Fifth, the International children day, the education on nutrition and the annual VDC workshop expenditure is less than budget plan due to the project shorten the course from two days to one day and third, the farming day is not done due to the farmers are busy in their rice field. 5- Support for partners & counterparts is under spent by USD 539.83 (-47.19%) as first grant support for Education Officer to attend Literacy meeting in Phnom Penh is not done regularly due to due to the schedule from the Government department and second, the monthly stipend for literacy teachers is less than budget plan due to the literacy class has just opened in February. 6- Community WatSan Construction is under spent by USD 3,900.66 (-28.40%) as the new open well construction, upgrade well apron and latrine construction is not done due to Cambodia-Thai border tension. 7- Grants and Contributions are under spent by USD 10,533.70 (-58.13%) as first the Commune Development Plan (CDP) is already conducted in June 08. The second is late proposal for dame rehabilitation from Commune Council. Third, office supply for SHG is not done due to only 2 SHGs formed. Fourth, the reserved fund for emergency response is not spent due to there wasn’t drought or flood affected. Fifth, materials for Literacy class are not spent due to the literacy class has just opened in February. 8- Office Costs is under spent by USD 4218.28 (-33.61%) because; firstly, most of office cost is not expensed with a reason of Cambodia-Thai border tension and the office was closed. And, secondly, the audit fee is charged from KPT instead of PVH. 9- Vehicles and Other Fixed Assets was under spent by USD 3,230.00 (-37.09%) with various seasons such as: the photocopy costed less than budget planned and the project hadn’t purchased two motorbikes as a result of transferring from other project instead. 10- Internal transfers is under spent by USD 5,822.91 (-25.11%) as this line item dependent on overall expenditures

Financial Summary and Variance Analysis

95

CHURCH WORLD SERVICE – CAMBODIA PROGRAM NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2009 SVAY RIENG WATSAN PROGRAM

Opening balance ADD - Incoming amounts UMCOR NCC/Australia ICCO CWS Tools of Hope CWSW/New York (SED) SHG Repayment WCA C. D discretionary funds Disposal vehicle motorbike Other income Total incomes LESS - Outgoing amounts Personnel – expatriate Personnel – national Technical support CWS staff development CWS organisational development Education and training for civil society Support for partners, c 'parts etc Credit and Self Help Groups giving out Community Watsan construction Grants and contributions Emergency response General office costs Vehicles & fixed assets

Administration charge Total expenditure Less Fund Reserve Closing (deficit)/balance

Chart Program Community Based Organisatn Amount Amount US$ US$

Local Institution Building Food Security Health Commune Cambodian Council Non-Gov'tal Food Income Support Organisat 'n Production Generation Amount Amount Amount Amount Amount US$ US$ US$ US$ US$

Total Amount US$0FY08 12 months

Total Amount US$0FY09 12 months

7,148

13,805(1)

24,988 67,132 19,335 853 78 -

24,988 121,932 77 525 1,433

112,386

148,955

56,964 870 1,368 5,695 10,932 50,498 2,090 7 17,848 6,736

61,663 4,994 1,022 4,962 11,116 3,410 28,894 3,431 13,826 6,963

-

7,704 11 31 2,678 211 1,663 507

-

-

2,014 3 240 394 97

3,105 4 265 590 145

153,008

140,281

-

12,805

-

-

2,748

22,951

21,042

-

1,921

-

-

412

175,959

161,323

-

14,726

-

-

3,160

-

-

0%

9%

0%

0%

2%

(56,425)

1,437

Emergency Response Advocacy

Peace

Natural Resource Learning Women' s Equity Management Organisation

Suppo Offic

Amount US$

Amount US$

Amount US$

Amount US$

Amount US$

Amount US$

Amount US$

41,260 3,164 5 3,399 6,325 3,410 28,894 17 8,252 5,495

2,350 3 210 448 110

-

5,036 1,830 996 1,412 1,270 3,203 2,402 590

171 128 52 13

-

23 120 25 6

-

4,109 100,221

3,121

-

16,739

364

-

174

-

15,033

468

-

2,511

55

-

26

-

4,725 115,254

3,589

-

19,250

419

-

200

-

2%

0%

12%

0%

0%

0%

0%

616

3%

71%

(1)

The different balance between the closing fund balance for fiscal year 2008 and the opening fund balance for the fiscal year 2009 was due to the opening fund balance of Community Development Program for the fiscal year 2009 excluded an adjustment of amounting to US$34,030 or 30% carried forward from the fiscal year 2008. The program’s incoming and outgoing amounts during the fiscal year 2009 were included in the Community Development Program’s incoming and outgoing amounting to US$36,200 in the proportion of 30% by category, based on the internal funding plan allocation of Church World Service – Cambodia program.

Financial Summary and Variance Analysis

96

Svay Rieng WatSan Project Annual Financial Variance Explanation FY09

1- National Personnel cost is under spent by USD 5,548.66 (-12.76%) as the first is the salary adjustment is not spent due to the review and updated scale is not finished yet. Second, new Finance and Office Assistant started with CWS in the middle of January on the temporary contract which is CWS not paid for her 13th month salary and third, the intern is not in placed due to unqualified. 2- Technical support is under spent by USD 3,040.00 (- 49.43%) as the cost for WatSan manual translation is outstanding to complete, the product expects to complete in the first semester of FY10. 3- CWS Organizational Development is under spent by USD 501.06 (-12.75%) as the staff retreat is moved to September, 2009 next fiscal year. 4- Education and Training for civil society was under spent by USD 2,422.16 (-23.33%) as the expenditure on some training is less than budget planned due to Project staff focus on data collection to prepare annual work plan and budget for FY 2010. 5- Community WatSan Construction is under spent by USD 852.85 (-2.87%) as the construction of Bio-Sand water filter and household latrines is paid less than budget planned due to the project focus on data collection to prepare annual work plan and budget for FY 2010. 6- Grants and contribution was under spent by USD 148.51 (-41.25%) as the crop seed cost of home gardening for vulnerable families is less than planned due to some is locally available for sharing to each other in the community. . 7- Office Cost is over spent by USD 520.29 (7.16%) as the Vehicle Motorbike Operating, Office Accommodation, Office Per Diem and Office E-mail cost is more than budget plan due to the project need to bring back the construction mold to the office during the rainy season. 8- Internal transfer was under spent by USD 523.88 (-3.43 %) as this line item depends on overall expenditures.

Financial Summary and Variance Analysis

97

CHURCH WORLD SERVICE – CAMBODIA PROGRAM NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2009

BTB & BTM PARTNERSHIP PROJECT Total Amount USD-FY08 12 months Opening balance

Natural Emergency Women's Resource Learning Support Local Institution Building Food Security Health Response Advocacy Peace Equity Management Organisation Office Community Commune Cambodian Based Council Non-Gov'tal Food Income Organisat 'n Support Organisat 'n Production Generation Amount Amount Amount Amount Amount Amount Amount Amount Amount Amount Amount Amount Amount Amount USD USD USD USD USD USD USD USD USD USD USD USD USD USD Chart Project

Total Amount USD-FY09 12 months

72,948

(5)

32,543

Add - Incoming amounts Christian World Service/NZ CWSW/New York (SED) NCCA ICCO EED Peace Tour CD. discretionary funds SHG repayment WCA Other income

30,000 132,008 60,828 3,110 696 8,250 465

266 134,022 9,357 78,840 3,949 2,700 5,116

Total Income

235,357

234,250

74,643 350 1,499 477 10,030 95,615 25,870 5,854

72,967 120 1,317 360 13,121 95 87,982 24,063 4,816

-

-

-

71,102 120 1,253 349 13,121 81,381 23,086 4,642

27 1 95 14 2

-

1,273 44 8 4,572 667 119

559 19 3 2,007 293 52

6 22 3 1

-

-

-

-

-

214,338

204,841

-

-

-

195,054

139

-

6,683

2,933

32

-

-

-

-

-

32,150

30,726

-

-

-

29,258

21

-

1,002

440

5

-

-

-

-

-

246,488

235,567

-

-

-

224,312

160

-

7,685

3,373

37

-

-

-

-

-

-

-

0%

0%

0%

95%

0.07%

0%

3%

1%

0.03%

0%

0%

0%

0%

0%

61,817

31,226

Less - Outgoing amounts Personnel - expatriate Personnel - National Technical support CWS staff development CWS organisational development Education and training for civil society Support for partners, c 'parts etc Credit and Self Help Groups giving out Community Watsan construction Grants and contributions Emergency response General office costs Vehicles & fixed assets

Administration charge Total expenditure Less Fund Reserve Closing balance

(5) The difference between opening fund balance for fiscal year 2009 and closing fund balance for fiscal year 2008 was due to the opening fund balance of the Partnership Program amounting to US$29,274 or 60% carried forward from the fiscal year 2008 which is allocated to the opening fund balance of this Program. The Program’s incoming and outgoing amounts for the current fiscal year 2009 was included Partnership Program’s incoming and outgoing in the proportion of 60% by category, based on the internal fund allocation plan of Church World Service – Cambodia Program.

Financial Summary and Variance Analysis

98

BATTAMBANG & BANTEAY MEANCHEY PARTNERSHIP PROJECT Annual Financial Variance Explanation FY09 1. Personnel National cost is under spent by USD 3,879.84 (-6.79%). The main reason is that budget allocated for staff salary adjustment was not used as planned due to the review and updated scale is not finished yet. 2. Staff Development cost is under spent by USD 2,550.17 (-68.62%) as budget allocated for external staff training was not used as planned. However, staff attended training and workshops, organized by CWS regarding with CBDRM and commune development planning; meditation, healing and peace building, which was more cost effective and fully coordinate program wide. 3. Education and training for civil society cost is under spent by USD 5,885.22 (-67.60%). The main reason is that training on Local Capacity for Peace and program related to workshop for CNGO partner staffs were not organized as planned, because project and partners were busy in implementation of CBDRM project (DIPECHO). In addition, budget allocated for support partner staffs to attend training on Participatory Program Monitoring with Partnership Program Office was not used as planned. The training is rescheduled in FY 2010. 4. Grant and contribution cost is under spent by USD 17,273.37 (-16.73%). The main reason is that budget of small project grant and contribution was spent less than budget allocated because cost of school pond digging, school facilities, bicycles and health materials for vulnerable school children and families were less than estimated budget. Moreover, budget allocated for Support Mother Child Health in KCDA target village (contribution from Peace Tour visitors) was not yet used. However, project and partner staff spent time to learn SMCH experience from Direct Service Program and prepared detailed plan/budget for its implementation in FY 2010. In addition, funding support to CFEDA was less than budget allocated because they required time to restructure their organization and they also implemented program with a part of grant received from DAP. 5. Office cost is under spent by USD 3,096.09 (-16.02%). The main reason is that part of some items of Office expenses such as Office telephone, rent, stationary, electricity, computer, printer repair and maintenance, vehicle fuel and operation cost were charged to DIPECHO budget. Moreover, they were also saved. 6. Administrative charge is under spent by USD 5,201.06 (-17.57%) as this line item is dependent on overall expenditures.

Financial Summary and Variance Analysis

99

CHURCH WORLD SERVICE – CAMBODIA PROGRAM NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2009 KOMPONG THOM PARTNERSHIP PROJECT

Chart Project

Emergency Health Response Advocacy

Local Institution Building Food Security Community Commune Cambodian Based Council Non-Gov'tal Food Income Organisat 'n Support Organisat 'n Production Generation Amount Amount Amount Amount Amount Amount Amount USD USD USD USD USD USD USD

Total Amount USD-FY08 12 months

Total Amount USD-FY09 12 months

Opening (deficit)/balance

(1,017)

34,985(3)

Add - Incoming amounts EED ICCO Christian World Service/NZ CWSW/New York (SED) CD. discretionary funds Other income & SHG repayment

7,345 7,766 8,222 47,994 464 1,397

59,241 1,190

Total Income

73,188

60,431

23,679 234 456 1,634

23,233 80 180 1,003

-

-

-

23,233 80 180 1,003

-

-

-

-

-

6,347 -

9,905 -

-

-

-

9,905 -

-

-

-

-

15,294 115 9,537 1,613

28,937 7,622 2,120

-

-

-

28,937 7,622 2,120

-

-

-

58,909

73,080

-

-

-

73,080

-

-

-

Less - Outgoing amounts Personnel - expatriate Personnel - National Technical support CWS staff development CWS organisational development Education and training for civil society Support for partners, c 'parts etc Credit and Self Help Groups giving out Community Watsan construction Grants and contributions Emergency response General office costs Vehicles & fixed assets

Administration charge Total expenditure Less Fund Reserve Closing balance

Amount USD

Natural Women's Resource Learning Support Peace Equity Management Organisation Office

Amount Amount USD USD

Amount USD

Amount USD

Amount Amount USD USD

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

8,836

10,962

-

-

-

10,962

-

-

-

-

-

-

-

-

-

-

67,745

84,042

-

-

-

84,042

-

-

-

-

-

-

-

-

-

-

-

-

0%

0%

0%

100%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

4,426

11,374

(3) The different balance between the closing fund balance for fiscal year 2008 and the opening fund balance for the fiscal year 2009 was due to the opening fund balance of Partnership Program amounting to US$30,559 or 40% carried forward from the fiscal year 2008 which is allocated to the opening balance of this Program. The program’s incoming and outgoing amounts for the current fiscal year 2009 were included in the Partnership Program’s incoming and outgoing amounts in the proportion of 40% by category, based on the internal funding plan allocation of Church World Service – Cambodia program.

Financial Summary and Variance Analysis

100

KOMPONG THOM PARTNERSHIP PROJECT Annual Financial Variance Explanation FY09

1. National Personnel is under spent $ 968.27 (-8.74%) as the salary adjustment is not spent due to the review and updated scale is not finished yet. 2. CWS Organizational Development is over spent by $ 138.65 (18.56%) as the Partnership Project Coordinator attended the in house meeting/workshop in this month more times than budget plan. 3. Education and training for Civil Society is under spent by $ 394.32 (-11.49%) as the Partnership KPT and Partnership Program postponed two training courses on Project Monitoring and Human Resources& staff management in this year. 4.

Office cost is under spent by $ 254.85 (-9.59%) as the partnership KPT saved from spending for the cartridge, office equipment and fuels during this year.

5.

Internal transfers is under spent by $231.05 (-3.31%) as this line item is dependent on overall expenditures.

Financial Summary and Variance Analysis

101

CHURCH WORLD SERVICE – CAMBODIA PROGRAM NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2009 BANTEAY MEANCHEY EMINING PROJECT

Chart Project

Emergency Health Response Advocacy

Local Institution Building Food Security Community Commune Cambodian Based Council Non-Gov'tal Food Income Organisat 'n SupportOrganisat 'n Production Generation Amount Amount Amount Amount Amount Amount Amount USD USD USD USD USD USD USD

Total Amount USD-FY08 12 months

Total Amount USD-FY09 12 months

153,289

40,275(4)

Add - Incoming amounts Christian Aid NCC/Australia EED Interest on bank account EED

77,505 -

-

Total Income

77,505

-

Less - Outgoing amounts Personnel - expatriate Personnel - national Technical support CWS staff development CWS organisational development Education and training for civil society Support for partners, c 'parts etc Credit and Self Help Groups giving out Community Watsan construction Grants and contributions Emergency response General office costs Vehicles & fixed assets

35,000 -

35,000 2,559 -

-

-

-

-

-

-

-

35,000 2,559 -

-

35,000

37,559

-

-

-

-

-

-

-

37,559

2,450

2,450

-

-

-

-

-

-

-

37,450

40,009

-

-

-

-

-

-

-

-

0%

0%

0%

0%

0%

0%

193,344

266

Opening balance

Administration charge Total expenditure Less Fund Reserve Closing balance

Amount USD

Natural Women's Resource Learning Support Peace Equity Management Organisation Office

Amount Amount USD USD

Amount USD

Amount USD

Amount Amount USD USD

-

-

-

-

-

-

-

-

-

-

-

2,450

-

-

-

-

-

-

-

40,009

-

-

-

-

-

-

0%

100%

0%

0%

0%

0%

0%

0%

(4)

The difference between opening fund balance for fiscal year 2009 and closing fund balance of fiscal year 2008 was due to allocation of fund balance amounting to US$153,069 to such programs: Phnom Penh Central, Svay Rieng, Direct Service Program and Kampong Thom Services.

Financial Summary and Variance Analysis

102

CHURCH WORLD SERVICE – CAMBODIA PROGRAM NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2009 Natural Learning Support Emergency Women's Resource Health Response Advocacy Peace Equity Management Organisation Office

Chart Project

DIPECHO PROJECT Total Amount USD-FY08 12 months

Local Institution Building Food Security Community Commune Cambodian Based Council Non-Gov'tal Food Income Organisat 'n Support Organisat 'n Production Generation Amount Amount Amount Amount Amount Amount Amount USD USD USD USD USD USD USD

Total Amount USD-FY09 12 months

Amount USD

Amount Amount Amount USD USD USD

Amount USD

Amount USD

Amount USD

Opening balance

-

-

Add - Incoming amounts DIPECHO

-

93,942

Total Income

-

93,942

-

20,994 -

-

-

-

-

-

-

-

20,994 -

-

-

-

-

-

-

-

42,566 11,587

-

-

-

-

-

-

-

42,566 11,587

-

-

-

-

-

-

-

1,330 8,604 4,845

-

-

-

-

-

-

-

1,330 8,604 4,845

-

-

-

-

-

-

-

89,926

-

-

-

-

-

-

-

89,926

-

-

-

-

-

-

Administration charge

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

Total expenditure

-

89,926

-

-

-

-

-

-

-

89,926

-

-

-

-

-

-

Less Fund Reserve

-

-

0%

0%

0%

0%

0%

0%

0%

100%

0%

0%

0%

0%

0%

0%

Closing balance

-

4,016

Less - Outgoing amounts Personnel - expatriate Personnel - National Technical support CWS staff development CWS organisational development Education and training for civil society Support for partners, c 'parts etc Credit and Self Help Groups giving out Community Watsan construction Grants and contributions Emergency response General office costs Vehicles & fixed assets

DIPECHO project was started in fiscal year 2009.

Financial Summary and Variance Analysis

103

CHURCH WORLD SERVICE – CAMBODIA PROGRAM NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2009 ACTION BY CHURCHES TOGETHER PROJECT

Natural Learning Support Emergency Women's Resource Health Response Advocacy Peace Equity Management Organisation Office

Chart Project

Total Amount USD-FY08 12 months

Total Amount USD-FY09 12 months

Local Institution Building Food Security Community Commune Cambodian Based Council Non-Gov'tal Food Income Organisat 'n Support Organisat 'n Production Generation Amount Amount Amount Amount Amount Amount Amount USD USD USD USD USD USD USD

Amount USD

Amount Amount Amount USD USD USD

Amount USD

Amount USD

Amount USD

Opening balance

-

-

Add - Incoming amounts CWSW/New York (SED) NCC/Australia Act ERP Appeal

-

22,433

Total Income

-

22,433

Less - Outgoing amounts Personnel - expatriate

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

Personnel - national Technical support CWS staff development CWS organisational development Education and training for civil society Support for partners, c 'parts etc Credit and Self Help Groups giving out Community Watsan construction Grants and contributions Emergency response General office costs Vehicles & fixed assets

-

15,222 2,591 -

-

-

-

-

-

-

-

15,222 2,591 -

-

-

-

-

-

-

-

17,813

-

-

-

-

-

-

-

17,813

-

-

-

-

-

-

Administration charge

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

Total expenditure

-

17,813

-

-

-

-

-

-

-

17,813

-

-

-

-

-

-

Less Fund Reserve

-

-

0%

0%

0%

0%

0%

0%

0%

100%

0%

0%

0%

0%

0%

0%

Closing balance

-

4,620

Action by Churches Together Project was started in the fiscal year 2009.

Financial Summary and Variance Analysis

104

CHURCH WORLD SERVICE – CAMBODIA PROGRAM NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2009 EMERGENCY RESPONSE PROGRAM

Natural Emergency Women's Resource Learning Support Health Response Advocacy Peace Equity Management Organisation Office

Chart Project

Total Amount USD-FY08 12 months

Total Amount USD-FY09 12 months

Local Institution Building Food Security Community Commune Cambodian Based Council Non-Gov'tal Food Income Organisat 'n Support Organisat 'n Production Generation Amount Amount Amount Amount Amount Amount Amount USD USD USD USD USD USD USD

Amount USD

Amount Amount Amount USD USD USD

Amount USD

Amount USD

Amount USD

Opening balance

-

-

Add - Incoming amounts CWSW/New York (SED) NCC/Australia NYERP Appeal

-

8,450

Total Income

-

8,450

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

4,935 -

-

-

-

-

-

-

-

4,935 -

-

-

-

-

-

-

-

4,935

-

-

-

-

-

-

-

4,935

-

-

-

-

-

-

Administration charge

-

-

Total expenditure

-

4,935

-

-

-

-

-

-

-

4,935

-

-

-

-

-

-

Less Fund Reserve

-

0%

0%

0%

0%

0%

0%

0%

100%

0%

0%

0%

0%

0%

0%

Closing balance

-

Less - Outgoing amounts Personnel - expatriate Personnel - national Technical support CWS staff development CWS organisational development Education and training for civil society Support for partners, c 'parts etc Credit and Self Help Groups giving out Community Watsan Construction Grants and contributions Emergency response General office costs Vehicles & fixed assets

3,515

Financial Summary and Variance Analysis

105

CHURCH WORLD SERVICE – CAMBODIA PROGRAM NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2009 PHNOM PENH CENTRAL OFFICE Total Amount USD-FY08 12 months Opening balance

Natural Emergency Women's Resource Local Institution Building Food Security Health Response Advocacy Peace Equity Management Community Commune Cambodian Based Council Non-Gov'tal Food Income Organisat 'n Support Organisat 'n Production Generation Amount Amount Amount Amount Amount Amount Amount Amount Amount Amount Amount Amount USD USD USD USD USD USD USD USD USD USD USD USD

Total Amount USD-FY09 12 months

67,411

84,586

65,298 23,244 4,530 875 13,021 26 5 123,375

87,057 24,793 8 880 118,997

Total Income

230,374

231,735

Less - Outgoing amounts : Personnel - expatriate Personnel - national Technical support CWS staff development CWS organisational development Education and training for civil society Support for partners, c 'parts etc Credit and Self Help Groups giving out Community Watsan construction Grants and contributions Emergency response General office costs Vehicles & fixed assets

21,558 150,142 30,289 6,827 8,176 4,860 67,014 16,461

24,807 178,914 26,683 3,830 3,774 5,349 64,068 10,550

305,327

317,975

-

-

-

-

-

-

305,327

317,975

-

-

-

-

0%

0%

(7,542)

(1,654)

Total expenditure Less Fund Reserve Closing deficit

Amount USD

Amount USD

(6)

Add - Incoming amounts CWSW/New York (SED) ICCO CWS ODD CWS agent reimbursement C. D discretionary funds Income others Mey Meakea memorial funds Interest on general bank account Other (Dis- general equipment, admin) Disposal vehicle Admin costs recovered CWS

Administration charge

Learning Organisa Support tion Office

Chart Project

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

0%

0%

0%

0%

0%

0%

0%

0%

0%

-

-

24,807 178,914 26,683 3,830 3,774 5,349 64,068 10,550

-

-

317,975

-

-

-

-

-

317,975

0%

0%

100%

(6) The different balance between closing fund balance for year 2008 and opening fund balance for fiscal year 2009 was due to opening balance of fund balance amounting to US$ 92,128 carried forward from fiscal year 2008 which is allocated to the opening fund balance of this Program, based on the internal fund allocation plan of Church World Service – Cambodia Program.

Financial Summary and Variance Analysis

106

PHNOM PENH CENTRAL OFFICE Annual Financial Variance Explanation FY09

1. Expatriate personnel costs are under spent by USD1,908.89 (-7.15%) as the major under spent of USD2,000 for home leave was not taken because of country representative’s schedule was too quite tight so that she could not have time for her home leave in this year. 2. National personnel costs is under spent by USD7,677.47 (-4.11%) as the first is salary adjustment USD5,946 is not spent due to the review and updated scale is not finished yet, and secondly, USD1,500 for staff contingency as the recruitment was not made because we have staff volunteer for help, and USD100 under line national staff maternity leave was not claimed by Admin Assistant in June 2009 as she was on maternity leave. 3. Technical support is overspent by USD9,553.27 (55.77%). These overspent were specifically for the consultancy fees USD6,868 for proposal development for EU and another of $2,685 for consultant who did the job evaluation and salary review for CWS Cambodia, this over spent happened due to the consultant fee rate per day was higher than what we had budgeted. 4. CWS organizational development is under spent by USD5,989.67 (-61.34%) as some activities were not happened such as senior management team (SMT) retreat USD1,156 and USD2,700 for workshop/conference and for regional meeting USD2,134 also not spent as we have sent only one staff to attend instead of two staff. 5. Grant and contribution is over spent by USD 653.00 (13.92%) as some gifts given to orphan and price of food for Christmas ceremony was more expensive than we had planned. 6. Office support costs are under spent by USD 9,777.06 (-13.24%). The major under spent as we saved from office building repair, fuel for vehicle consumed because most of staff took bus and taxi instead of using CWS vehicles, some printing and photocopy, vehicle, office equipments and office electricity were minimized in usage, meals and celebration, office telephone and CD phones less used this was the high commitment of staff willing to save cost, and the audit fee was less charged because some cost related auditor travels were not occurred so much during the auditing period. (Office telephone and CD phones were less used. This is the high commitment of staff willing to save cost and the audit feel was less changed because some cost related auditor travels were not much occurred during report period.) 7. Vehicles and other fixed assets is over spent by USD3,519 (50.06%) because the requirement to have three new desktop computers one for cash accountant and one for HR Assistant, and one new for IT comp-domain controller back-up due to the down time of our main server (crush).

Financial Summary and Variance Analysis

107

APPENDIX II ANNUAL OUTPUTS/ LOGFRAMES

CHURCH WORLD SERVICE/CAMBODIA

Church World Service Cambodia Logical Framework Report FY09 Project Name: Direct Services Program

Narrative Summary

Objectively Verifiable Indicators

Actual Output

Variances/ Explanation

Overall Objective: To enhance the communities' capacity to define their development direction and access to their basic needs, basic social services; sustainable livelihood opportunities and food security. Theme 1: Capacity Building for Development Planning OBJECTIVE Enhance networking with NGO and engage with government institutions to define their development direction and manage their affairs in a a participatory and democratic manner Output 1.1: Enhance program coordination with NGO and relevant Ministries

▪ 6 meetings with Medicam

▪ 6 times network meeting

▪ According to request made

▪ 6 meting with watsan working

▪ 6 times on WatSan working group

▪ According to request made

▪ 2 networking meetings GAD

▪ 2 formal meeting with district ▪ 1 time on GAD network quarterly

▪ There are several informal ▪ According to request made

group

meeting

meeting

▪ 1 meeting on district strategic

and availibility time

and availibility time

and availibility time

plan organized by Provincial office attended

Activities 1.1.1 Medicam Monthly Meeting

CWS's Inputs ▪ Program Officer for Health

1.1.2 Watsan Sectoral Working Group ▪ Program Officer for Health Meeting

Actual Activities ▪ Attended 6 meetings (4 meetings)

▪ Attended 6 WatSan WG meetings

Variances/ Explanation ▪ Meeting was attended

according to request made and availability ▪ Same as 1.1.1

108

1.1.3 MCH Q Coordination Meeting

PO & PM

▪ Attended 3 SMCH Coordination

▪ Meeting held on Sept 15, 08;

1.1.4 Other meetings/national events/ workshop 1.1.5 GAD networking meeting

PO & PC

▪ Meeting related to Health

▪ Program Coordinator for Peace

▪ 4 times(18,11,9 Dec & 27 Nov 08) ▪ 3 times(9 Jan; 7 Apr; 26 Jun 09) ▪ Attend GAD networking one time

▪ PM and PO

▪ Attended international event on

Other meeting/workshop

meetings

on quarterly achievement & plan

Feb 6 & May 22, 09

▪ According to request made

Sanitation impact, organized by World Bank and MRD. ▪ Attended International Day of sanitation organized by MRD ▪ Attended Pesticide impact workshop organized by NGO forum ▪ Attended small and Micro Business experience sharing, organized by NGO forum ▪ Attended meeting organized by CCSP Theme 2: Meeting Basic Need and Building Self-reliant, Sustainable Livelihoods OBJECTIVE Improve access to basic social service and amenities and improve overall food security of vulnerable people. Output 2.1 Improve overall community health status and individual health condition

▪ 18 project staff knowledge on prim-

ary health care, dengue fever, malaria and avian-influenza prevention.

▪ 15 field staff (6 women) that 7 from

KPT and 8 from PVH trained on Dengue Fever, Malaria, Primary Health Care and Diarrhea ▪ 17 proejct staff (7 women) trained on water cycle and water borned diseases ▪ 8 CNGO partner (1 KNTO, 1 CFEDA, 2 CDOVIR & 4 KCDA)

▪ All staff members are able

to transfer their knowledge to target communities

109

and 1 proejct staff trained on Basic Nutrition and Nutritional Outcome Measurement(SMCH) ▪ 18 project stafff (7 women) trained on CLTS ▪ 6 proejct staff and 9 CNGO staff trained on Low Cost Sanitation Training Activities

CWS's Inputs

2.1.1 Provide training on dengue fever ▪ Program Officer for Health, budget, malaria, avian-influenza materials prevention, and primary health care to 18 staff

Actual Activities

Variances/ Explanation

▪ Provide training on Primary Health

Care, Malaria, Dengue fever, and Diarrhea prevention to 15 staff ▪ Provide training on water cycle and water borned diseases to 17 staff ▪ Trained to 8 CWS Partners on Basic Nutrition and Nutritional Outcome Measurement (SMCH) ▪ Trained to 18 (7F) project staff on CLTS ▪ Trained to 6 CWS staff and 9 NGO staff on Low Cost Sanitation Training

Output 2.5 Improve agricultural productions, food ▪ 18 trained staffs are able to monitor ▪ 19 staff (6 women) that 10 from PVH, 9 from KTP trained on security and household income among and assist SHG committees on SHG concept and book keeping vulnerable people, self-help/interest book keeping and group managegroup in target communities ment ▪ 19 CNGO partners staff trained on SHG concept, bookkeeping and micro-business

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Activities 2.5.30

CWS's Inputs

Provide training on Bookkeeping ▪ CDW, CIG Coordinator to 19 staff

Actual Activities ▪ Provide a-3 day training on SHG concept and book keeping to 19 project field staffs (6 women) ▪ Cooperate with partnership project in BTB to provide a-5 day training on SHG concept and microbusiness management to 19 CNGO staffs (9 women)

Variances/ Explanation

▪ All CNGO staffs interested and request for next training and commit to apply in their area

Theme 3: Strengthening Civil Society OBJECTIVE Strengthen target community understanding and practice of peace building and restorative justice Output 3.2: Key persons in the community VLs, WSUG, CDF, CCs, old persons and monks play an important role in peace building, conflict resolution and use the LCP methodology in their community

▪ 19 project staff trained in Accountability (Anti-corruption) ▪ 19 project staff trained on Gender / Women equality ▪ 4 project staff have ability to conduct LCP assessment practice

▪ 28 project and program staff and 5 CNGO partners staff trained on Anti-corruption ▪ Not done ▪ 23 project and program staff (7 women) trained on LCP assessmment ▪ 18 staff (SMT, POG and core staff trained on Peace Building and Reconciliation ▪ 13 participants (5 women) from KPT and BTB-BTM and 11 (4 CPV from KPT and PVH, 3 NGO staff and 6 CWS youth staff) attended Youth and Reconciliation Conference in Siem Reap. ▪ 24 CWS staff (5 KPT, 2 PVH, 4 SVR, 3 BTB-BTM & 10 PNP) (12 women) trained on Building Peace

▪ Training provided in Feb 09 by program staff ▪ Plan and move it to FY 010

▪ Participants interested and suggested to have it in every 6 months ▪ Cambodian Youth feel happy and have opportunity to learn and share to other

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in Our Lives. ▪ 22 CNGO partners staff trained on ▪ Training provided in June 09 How We See Conflict. by program staff ▪ 40 people (17 women) comprising ▪ The training are divided of CPV, VL and VDC trained on into two batches. " Understanding Conflict and Peace ▪ It was very helpful for them in our lives" to know that peace start from them individually. ▪ 32 participants (13 women) in ▪ The training finished in 3 Timor Leste (10 CWS TL, 6 NGO modules as committed to partner staff and 16 youth) trained support CWS Timor Leste on Module III of Peace Building and Restorative Activities

CWS's Inputs

3.1.9 Provide training course on ▪ Budget, materials, PC for Peace, gender to 19 CWS staff 3.1.10Training course on Accountability ▪ Budget, materials, PC for Peace, to 19 CWS staffs 3.1.11Workshop on Trauma and Restorative Justice for 4 CWS staff in Kirirum Resort (4 days)

▪ Budget, materials, PC for Peace,

3.1.12Lead all field staff to conduct LCP Assessment

▪ Budget, materials, PC for Peace,

Actual Activities ▪ Not done ▪ Provide training on Anti-corruption to 28 project and program staff and 5 CNGO staff-KPT (12 women) ▪ Postponed because conflict schdule with participants ▪ Direct Service has translated and dub movie that can be used for trauma and restorative justices workshop in the future ▪ Provide training on LCP to 23 project and program staff (7 women) (KPT, PvH, SvR, PNH) received 6 days training on LCP assessment

Variances/ Explanation ▪ Postponed because of conflict schedule

▪ It will be done next semester " Long night Journey into Day" is a movie illustrating the reconciliation process in South Africa and the work of Truth and Reconciliation Committee. ▪ 111 people ( 68 women) from 3 villages participated in conducting LCP assessment with CWS staff. ▪ 86 people ( 48 women) participated in the presentat-

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tion of LCP assessment practice.

▪ Coordinate with CDRI to conduct Reconciliation workshop to 18 staff (SMT, POG and Core team) ▪ Support 13 participants ( 5 women) ▪ Youth have opportunity to (2 CPV from KPT, 2 CPV from PVH, learn from youth inside and 3 CNGOs staff from KORD and , outside country on CIDC, and 6 CWS youth staff) to reconciliation process. join Youth and Reconciliation conference which organized by Youth For Peace Organization ▪ Provided 3 day training on Building Peace in Our Life to 24 CWS staff. ▪ Provide 3 day training on How to See Conflict to 22 CNGO partners staff ▪ Provide 3 day training to 5 new CWS staff, 2 women (KPT, SvR) LCP introduction. ▪ Supported 19 people ( 8 women)BTB partnership project (8 FACs, 1 ADOVIR CNGO partner staff, 6 PVH and 4 KPT staff) participated in 7 days on Peace Walk (19th Dhammayietra ) in Prey Veng province. ▪ With support from CWS Country Representative, 32 participants (13 women) of Timor Leste including 10 CWS TL staff, 6 NGO partners and 16 youth provided Module III of Peace Building and Restorative Justice training

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Output 4.1 Red Cross Volunteers (RCVs) are actively functioning, commune and village disaster preparedness plans developed and implemented in target communities

Activities

▪ 19 staff trained on CBDRR and planning ▪ 19 staff trained on community first aid ▪ 19 staff trained on Sphere and Accountability (ERP) CWS's Inputs

4.1.8 Provide training on CBDRR to 18 staff

▪ 18 staff (6 women), 9 from KPT and 10 from PVH trained on CBDRR ▪ Not done

▪ Planned in next semester

▪ Not done

▪ Planned in next semester

Actual Activities

▪ Budget, materials, Program Coordinator and Assistant of ERP 4.1.9 Coordinate with CRC to provide ▪ Budget, materials, ERP Program training on First Aid to 19 staff

▪ Provide a three-day training on CBDRR to 18 staff (6 women), 10 from PVH and 8 from KPT project ▪ Not done

4.1.10 Provide training on Sphere and Accountability to 19 staff

▪ Not done

▪ Budget, materials, ERP Program

Variances/ Explanation

▪ The project prioritize to the other task and this is not the urgent needed ▪ Planned next semester

Theme 5b: Program Development, Management and Supervision OBJECTIVE Effective and efficient program management and functioning; enhance community development planning and practice Output 5.1b Field staff and field operation appropriately monitored and supported Activities 5.1.1bField visit of Program Manager to monitor project management

▪ Monthly project monitoring on:

12 project management 12 project implementation activities 6 staff performance CWS's Inputs

▪ PM, PO, PC

▪ 7 visit by Program Manager and

Deputy Program Manager

Actual Activities

Variances/ Explanation

▪ Regular field monitoring from

Program Office and rarely from Program Manager as time constraint ▪ 7 visit by Program Manager and

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Deputy Program Manager ▪ Program staff conducted 15 regular field monitoring in purpose of quality program implementation of Health, SHG, Food production, WatSan etc…… ▪ 12 regular visit by Program staff in purpose of quality program implementation of Health, IGA, Agri, animal raising and WatSan, etc… ▪ Program Manager conducted 2 one ▪ The one day meeting was improved knowledge of day meeting on Most Significant project staff on MSC concept Change meeting with all project and how to apply MSC in the staff of PVH, KPT and SVR. communities. ▪ Program Manager conducted 6 ▪ Coaching and advice was given to project manager times of field monitoring to projects, on staff performance and which 2 times in SVR, one time in project implementation. KPT and 3 times in PVH

5.1.2bField visit of Program staff to project implementation and

Output 5.2b Improved design, planning, manageent and monitoring capabilities of project staff

▪ On the job training & formal training/

capacity building of staff on:

▪ 1 VBCD/Com Dev reflection

▪ Commuity Development Reflection

▪ 19 project staff (9 KPT, 10 PVH)

▪ 10 PVH and 8 KPT staff trained

staff trained in leading and managing rural organization

Workshop conducted with 29 staff on Leading and Managing Rural Organization (5 women)

▪ 19 project staff (9 KPT and 10 PVH) ▪ Not done due to time constraint

staff trained in PM &E

and border tensions

▪ Through coaching and ment-

oring by program and project staff cound understand PM&E concept and applied in their field works.

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▪ 19 project staff (9 KPT, 10 PVH)

are able to facilitate training to communities ▪ 4 exposure visits

▪ Not done as staff learn from each

▪ 4 on the job trainings

▪ Not done as staff learn from each

▪ 4 tools development

▪ Not done as the program revised

Activities 5.2.1bOrganize VBCD reflection

5.2.2bOrganize annual reflection on CWS CD model

CWS's Inputs ▪ PM,Pm and PCs

▪ PM,Pm and PCs

5.2.3bProvide Leading and Managing ▪ Rural Organization Training 19 project staff (9 KPT and 10 PVH) 5.2.4bProvide Participatory Monitoring ▪ and evaluation training course to 19 project staff (9 KPT and 10 PVH) 5.2.5bProvide on the job training to KPT ▪ and project staff

Pcs, field Staff, Pm, budget, materials

Pcs, field Staff, Pm, budget, materials

PM,POs, Pm

other in the field other in the field CAT instead

Actual Activities

Variances/ Explanation

▪ Integrated VBCD reflection activities ▪ As the content of VBCD and

Com Dev model are similar. Therefore, VBCD and Com Dev model reflection will be discussed in the same workshop ▪ 27 staff attended a 3-day CWS ▪ The workshop help staff Com Dev model reflection workshop to reflect on their positive achievements and the (9 PVH, 9 KPT, 9 Prog. Office area they need to and one M and E Officer) improve more ▪ Conducted one training on Leading ▪ With knowledge , staff can support VDC, VL and Managing Rual Organization and CC in their managing for 18 staff (5 women) their work ▪ Not done, only coaching during Com Dev model reflection

▪ Program staff conduct on the Job

training to project staff during field visit and meeting

▪ Integrated plan of Program

office and project

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▪ Program Manager and Program

5.2.6bDevelop tool development for implementation (4tools)

▪ PO,Pm,Pc

5.2.7bOrganize exposure visit for KPT and PVH staff (4 times)

▪ Pm,PCs

Conducted Low Cost Sanitation training to CWS and other NGO staff

Budget, materials, Program Officer for Health

Conduct Community Led Total Sanitation Training to CWS field staff

Budget, materials

Output 5.3b Effective exit strategies, phase-out/ hand over guidelines/ tools, baselines survey instrument…developed, trialed and introduced

▪ Develop Food Security and VP

Guidelines ▪ Review guidelines of: in kind and in cash credit guideline, Health Activity Implementation Guideline, ERP contingency plan, ERP Guidelines, Village Phasing Out Guidelines, WatSan Guideline, and WatSan Manual

staff conducted three day meeting with all project, PVH, KPT and PVH staff to integrate FY09 planning of program and project. ▪ Develop 3 tools: VP monitoring book, database forms, and SMCH forms. ▪ Only 2 internal exposure visit in the target village area, SHG and VDC activities. ▪ Coordinate with CAWST to provide training to project staff and other NGO staff on Low Cost Sanitation which is 6 CWS (2 from KPT, 2 from PVH and 2 from SVR) and 9 other NGO staff ▪ Coordinate with MRD to provide Training on Community Led Total Sanitation to 25 staff (10 PVH, 9KPT and 6 SVR)

▪ The other tool will develop

next semester

▪ The external exposure visit

will be done in next semester.

▪ Unplanned, but it's necessary

for staff capacity enhancement to support their work quality

▪ Unplanned, but it's necessary

for staff capacity enhancement to support their work quality

▪ Developed and reviewed with

Will be submit to POG for participation from project staff approval ▪ In-kind and in cash credit guideline ▪ Will submit to POG for reviewed and send to project to use official approval ▪ Health Activities implementation guideline was presented to POG ▪ ERP contingency plan developed ▪ The ERP guideline drafted ▪ Phase out plan for SVR is in placed and implement from October 08

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▪ WatSan guideline reviewed ▪ WatSan manual drafted

Activities

CWS's Inputs

Actual Activities

Variances/ Explanation

5.3.1bDevelop food security guideline

▪ PO,PC

▪ Reviewed Food security guideline

▪ Will be in valid after POC

5.3.2bDevelop VP family guideline

▪ PO,PC

▪ Program staff develop VP

▪ The VP guideline will finish

5.3.3bReview in-kind and cash credit guideline

▪ PO,PC

5.3.4bReview Health activity Implementation guideline

▪ PO,PC

5.3.5bReview ERP contingency plan

▪ PO,PC

5.3.6bReview ERP guideline

▪ PO,PC

5.3.7bReview CWS Peace manual 5.3.8bDevelop village phasing out

▪ PO,Pm

5.3.9bReview water and sanitation guideline 5.3.10Review water and sanitation manual

on June 30th 2009 as plan

approval

to link with VP monitor in next monitoring book ▪ Reviewed in kind and in cash credit ▪ Send to project to use and guideline will be submit to POG for official approval ▪ Reviewed health Activity ▪ Have been submitted to POG member for the approval Implementation guideline on and will be finalized next 30 July 08 and presented to semester POG on 31 July 08 ▪ Reviewed ERP contingency plan ▪ Achieved as planned and presented to POG ▪ Draft ERP guideline but need ▪ This guideline will be in valid after POG approval approval from POG ▪ Reviewed Peace Training Manual ▪ Developed phase out plan after ▪ Planned was approved and implemented in Oct 08 until 2 consultation meeting with PM, Jun. 09 PC and PO and 1 meeting with CR DP ▪ Reviewed WatSan guideline and it ▪ Will present to POG next semester will be finalized in early next semester ▪ WatSam manual developed with ▪ Will present to POG next semester expert consultant

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Church World Service Cambodia Logical Framework Report FY09 Project Name: The Kompong Thom VBCD Project

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 aparticipatory and democratic manner. Output 1.1: Enhance program coordination with ▪ At least 2 coordination meetings ▪ 8 coordination meetings with ▪ Over planned sectoral forums (PROCOCOM) with PDRD, PDOH, PDoEY, PDRD, PDoH, PDoA, and provincial departments (PDRD, PDoWA, PDoA are conducted. PDoE were conducted PDoA, PDoE, PDoH), district authorities and CCs ▪ 2 coordination meetings with district ▪ Two meetings with district ▪ Achieved as planned officers of Prasat Sambour authorities and concerning government office are conducted and Santuk were organized ▪ 2 coordination meeting with CC ▪ Four quarterly meetings were ▪ Over planned conducted are conducted (2 meeting in each commune) Variances/Remarks Activities CWS's Inputs Actual Activities 1.1.1 Attend coordination meetings with PDRD, PDoA, PDoE, PDoH

▪ Project Manager, Project Coordin-

ators, Program Manager

▪ Organized one coordination

with PDRD and UNICEF to discuss collaboration of WatSan activities

▪ PDRD and UNICEF agreed to

allow community people from CWS target areas, Ti Pou commune, to join the training on water storage and hand washing with their beneficiaries

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▪ Program Officer for Health and

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

▪ Program Officer for Health and

Project Coordinator meet with Project Coordinator PDoH to discuss refresher training courses to VHVs and TBAs . Project Manager and Office . Meeting with PDoH on MoU for coordination health activities Assistant . Project Manager . Project Manager meet with PDRD two time to discuss on VDC re-election in five target villages, two communes . Deputy Program Manager for DS . Deputy Program Manager and and Project Manager Project Manager meet with PCDM to discuss on establish CCDM in CWS target area . Project Coordinator . Project Coordinator joined coordinator meeting on commune integration planning organized by PLAU/Excom ▪ Project Coordinator ▪ Project Coordinator meet with PDoA one time to discuss on Integrated Farm Management Training to demo farmers ▪ Program Manager and Project ▪ Program Manager and Project Manager meet with PDoE Manager Officers on supporting and monitoring NFE classes in six target villages, two communes ▪ Project Manager, Project Coordinators▪ Project Manager meet with two district governors of Prasat Program Officers, budget, vehicle Sambour and Santuk on CWS program and community development plan

▪ PDoH agreed to provide two

trainers to support project's activities

. PDRD agreed to provide two

officers from province and district to assessment VDC candidates in both communes . PCDM agreed with CWS and recomment for direct coordinate and discuss with DCDM in both districts . All participants agreed to apply integration process to target area ▪ PDoA agreed to provide one

trainer to discus on the topic and conducted the training

▪ PDoE provided two district

education officers from Prasat Sambour and Santuk district to cooperate and support the project. ▪ District governor understand CWS program and willing to integrate in Commune development plan

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1.1.3 Organize quarterly meetings with ▪ Project Manager, Project Coordinators▪ Project organized two quarterly meetings with participation of commune councils for Program Officers, budget, vehicle 2 communes 11 CC members, police officer, and key commune officers to discuss on collaboration and how to implement activities . Project organized two time quarterly meeting with DCDM member with participation of 31 CCDM members and 13 RCV members to discuss on role and workplan for CCDMs and RCVs

. CCDM members understand

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

More than expected as interested from community people ▪ Achieved as planned

▪ 43 VDCs, VLs & CCs attend 2 times ▪ 57 VDCs, VLs, and CCs from

meeting

12 target villages attended two VDC/CC quarterly meetings ▪ 13 VDPs developed by VDCs and VL ▪ Annual village development planning in 13 target villages were developed ▪ 63 VDCs & CCs attend annual plan- ▪ 56 VDCs, CCs, VLs and other ning workshop relevant district government officers (14 women) attended the annual planning workshop ▪ 43 VDCs, VLs & CCs (40%women) ▪ 36 VDCs and CCs (6 woman) trained in leading and managing from 10 target villages of both rural organization communes attended the training on leading and managing rural organization ▪ 43 VDCs, VLs & CCs (40% women) ▪ Not achieved as planned trained in Participatory Monitoring and Evaluation (PM&E)

on their role and responsible and support RCVs to prepare and implement disaster preparedness plan

▪ 89% of project plan achieved

Less number of participants but reach number of workshop

▪ Achieved 84 % of project plan.

as some VDCs and VLs absented and not attended the course as planned.

▪ Need resourse from program

staff and they postpone the training due to busy with emergency response activities

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at Phreah Vihea province

▪ 43 VDCs, VLs & CCs (40% women) ▪ 146 peoples (105 women) in 12 ▪ CD concept was a subject

trained in CD concept

▪ 43 VDCs, VLs & CCs (40%women)

trained in planning & proposal writing

Activities 1.2.1 Conduct 2 semester meetings with VDCs, VLs and CCs (2times/commune/year)

CWS's Inputs ▪ Pcs, field Staff, Pm, budget,

materials

1.2.2 Encourage VDCs & VLs in devel- ▪ Pcs, field staff, , materials oping VDPs in 13 villages

target villages received regular coaching on CD concept from project staff during community meeting

requiring more conceptualizing. Based on knowledge of VDCs VLs, and for more efficiency, project staff provided them regular coaching ▪ 23 VDCs, VLs, and CCs ▪ Achieved 50 % of project plan. (6 women) attended the training Not reach the number of on planning and proposal trainees due to not included writing VDCs, VLs, and CCs received individual coaching by CDWs at village level. Variances/Remarks

Actual Activities ▪ Four quarterly meetings were

▪ More than planned, because

conducted with 57 participants including VDCs, VLs and CCs to present achievement and next planning ▪ Project field staff, VDCs, and ▪ VLs worked together to organize 13 village general meetings to set up annual VDPs ▪ See 1.2.4

1.2.3 Encourage VDCs in 13 villages ▪ Pcs, field Staff, Pm,materials to integrate VPD into commune development plans 1.2.4 Organize annual VDC workshop ▪ Pcs, field Staff, Pm, budget, materials ▪ Organize the annual VDC to present achievement and next workshop with 56 participants planning to VLs CCs and (14 women) included VDCs, relevant stakeholders VLs, CCs, District Department of Education Officers, PDRD, PDoW officer, HC staff and

conducted per quaterly as more interested from VDCs, VLs, and CCs Achieved as planned

▪ Workshop present the village

achievement and annual plan 2009; and to integrate VDP into commune development plans

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project staff

1.2.5 Provide training course on Leading and Managing Rural Organization to 43 VDCs, VLs and CCs (2courses)

▪ Program Manager, budget, materials ▪ 36 VDCs, VLs, and CCs ( 6

▪ Less than planned due to

1.2.6 Provide training course on CD concept to 43 VDCs, VLs, CCs (2 courses)

▪ Pcs, field Staff, Pm, budget, materials ▪ Provide orientation to villagers

▪

1.2.7 Provide training course on PM & E to 43 VDCS, VL and CCs (2courses)

▪ Pcs, field Staff, Pm, budget, materials ▪ Not acieved as planned

▪

women) from 10 villages of two target communes attended training on Leading and managing rural organization and regular coaching to VDC CD concept to 146 people (105 women) in 12 target villages of two communes

1.2.8 Provide training course on ▪ Pcs, field Staff, Pm, budget, materials ▪ One training course on planning Planning and Proposal writing to and proposal writing with 23 VDCs, VLs and CCs (2courses) participants 1.2.9 Support local initiatives ▪ Materials, budget, Pcs, field staff ▪ Project provided supports to (community meeting hall, bridge, local initiatives such as one community road, culverts…) water pump machine, two community hall and one community latrine etc. 1.2.10 Provide training in gender to ▪ Materials, budget, Pcs, field staff ▪ Two training courses on Gender VDCs, VLs, CCs & CPVs and Domestic Violence were provided to 69 peoples (38 women) in Sroeung commune 1.2.11 Assist 2 commune councils to ▪ PO/PC/CDW ▪ Not done develop commune development plans

▪

▪

fewer key selected people absent during training time. Most of them go to outside village for earn individual income. CD concept was a subject requiring more conceptualizing Based on knowledge of VDCs VLs, and for more efficiency, project staff provided them regular coaching The resourse program staff busy with urgent assessment IDPs in Phreah Vihear camp during training schedule planned. Less than planned due to not conduct training in second semester. Based on annual village development plans

▪ Achieved as planned

▪ The commune development

plan was already developed by commune councils in June 2008 and will be conducted

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1.2.12 Support budget and materials for ▪ PC/CDW, budget, materials CCs to implement commune development plans

▪ Not done

in July 2009 for next year

▪ Refer to 1.2.11

Output 1.3: Vulnerable families better able to plan ▪ 130 VP families trained to understand▪ 146 community peoples (105 ▪ Over expectation and manage household resources, on Com dev Concept women) including absolute poor leading to improvement in overall living families attended the orientation conditions training on CD concept ▪ 30 VP families in 12 villages are able ▪ 50 absolute poor families were ▪ Over expectation to develop their household plans and developed household plan implemented Activities

CWS's Inputs

Variances/Remarks

Actual Activities

1.3.1 Orientation meeting on CD ▪ Budget, materials, Pc, staff concept to vulnerable and communities 1.3.2 Coordinate with VDC to select ▪ Materials, staff 65 families for training in houseplanning and family assessment

▪ See 1.2.6

▪

▪ With coordination of VDC and

▪ Higher than expected as more

1.3.3 Provide 2 training courses on ▪ Budget, materials, Pc, staff family assessment & household planning to 42 vulnerable families

▪ The training course on family

▪ More than planned because

1.3.4 Cooperate with VDCs to assist 36 VP families to develop their household planning

▪ PC, staff, budget

1.3.5 Support and monitor 30 VP

▪ PO/Pc/CDW, materials, budget,

field staff, 72 families were selected from 12 target villages

assessment and household and household planning were conducted to 72 absolute poor families ▪ With coordination of VDC and field staff, 50 absolute poor families were supported on household development planning ▪ Project staff provided regular

interested from community people

of interested from communities

▪ Achieved as planned

▪ Most absolute poor families

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▪ PO/PC/CDW, budget

supports and monitor to 50 absolute poor family to implement their household development plans ▪ Refer to 1.3.5

interested in improving their families living status and actively involved with project activity ▪ Refer to 1.3.5

▪ 11 trained literacy teacher (30%

▪ 8 literacy teachers were

▪ Not achieved as planed due to

families to implement household

plan

1.3.6 Support and encourage 12 vulnerable families to implement household plan Output 1.4: Improve literacy and numeracy among 9 target communities

Activities

women) are able to facilitate literacy class

success complete the training on pedagogy of Non-Formal Education training ▪ 100 literacy students (50% women) ▪ 124 literacy students (94 are able to read, write and calculate women) enrolled in six classes are able to read, write and numeracy ▪ 6 literacy classes consist of 120 ▪ 6 literacy classes with 124 students(50%women) functioned students (76% women) are well well functioned ▪ 200 people(120 students) participated▪ 450 community peoples and 183 students participated in in International Day of Literacy International Day of Literacy ▪ 12 community mobile libraries ▪ 5 community mobile established and functioned, libraries established with benefited to 240 readers 125 readers

CWS's Inputs

1.4.1 Coordinate with VDC and literacy ▪ CDW, materials teachers to identify and register literacy students for 6 classes

Actual Activities ▪ Support the graduated literacy

teacher to coordinate with VDC to select 124 students (94 women) to attend the NFE in 6 classes

3 literacy teacher candidates abandoned the class

▪ Over expectation

▪ Women are more interesting

in literacy class than men

▪ Over expectation

▪ Less than planned due to

project planned to establish library in village with NFE class Variances/Remarks

▪ Achieved as planned

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1.4.2 Coordinate with District NFE officer to monitor 6 classes

▪ Pc/CDW, budget

1.4.3 Provide school materials for running 6 literacy classes consist of 120 students (50%women) 1.4.4 Support stipend to 6 literacy teachers to process 6 literacy classes on a monthly basis. 1.4.5 Cooperate with PDoE to provide incentive to 30 literacy students who have high score from 1 to 5 (6 literacy classes and 3 times/ class) 1.4.6 Cooperate with District Education Office conduct meeting with literacy teachers (2 times/year)

▪ CDW, Pc, budget, materials

1.4.7 Cooperate with District Education Office to organize International Literacy Day with 200 participants (120students) 1.4.8 Enhance 12 mobile libraries and provide education books to those libraries for 240 readers

▪ CDW, Pc/PO, budget, materials

▪ CDW, Pc, budget

▪ District Education officer had

two time to monitor six literacy classes ▪ Provide school materials to 124 NFE students (94 women) in 6 classes ▪ Provide monthly stipend to 6 literacy teachers from July 08

▪ CDW, Pc, budget, materials

▪ Not done

▪ CDW, Pc/PO, budget, materials

▪ 23 literacy teachers, VLs, and

▪ CDW, Pc/PO, budget, materials

1.4.9 Support District Education ▪ Pc, budget officer to attend monthly meeting on NFE in Phnom Penh

▪ Achieved as planned

▪ Achieved as planned

▪ Achieved as planned

▪ Achieved as planned CCs from 8 target villages attended two time meeting to discuss issue and find solution to improve the classes ▪ Cooperated with District ▪ Over expectation Department of Education to organize an International Literacy Day ▪ 5 mobile libraries established ▪ Less than plan, because and functioned with 125 readers mobile libraries established in in five villages 5 villages which open literacy class ▪ Support the district education ▪ Based on the invitation from officer to attend the monthly Phnom Penh department coordination meeting on NFE at Phnom Penh 9 times

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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

▪ 26 TBAs trained in education & coun- ▪ 23 TBAs were trained on Pre

and Post Natal Care and Counseling ▪ 433 people (323 women) from ▪ Over planned 7 target villages attended awareness raising on mother and child health care ▪ 26 VHVs trained in education on prim ▪ 20 VHVs (9 women) from 12 ▪ 5 VHVs migrated other ry health care, avian, influenza, deng- target villages were trained on places for their income dengue dever, malaria, primary ue fever and HIV/ AIDS to the health care, diarrhea & communities pneumonia. ▪ 520 people from 13 villages received ▪ Not done ▪ As the HIV/AIDS & STD training awareness of HIV/ AIDS and sexual is still not provided to VHVs yet, transmitted diseases prevention the awareness raising will move to next year ▪ 520 people form 13 villages received ▪ 525 people (414 women) in ▪ Achieved as planned awareness of dengue fever, malaria Sraeung commune received awareness of dengue fever, prevention malaria prevention from VHVs and HC staff ▪ 520 people from 13 villages received ▪ Not done ▪ As the avian influenza training awareness of avian influenza is still not provide to VHVs yet, prevention project had discussed with HC and move to next year ▪ 200 people in Ti Po commune ▪ 197 peoples (138 women) in Ti Pou commune attended participated in International World International World AIDS Day AIDS Day selling on pre & post natal care to the communities ▪ 390 people from 13 villages received awareness on birth spacing, mother and child health care

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Activities 2.1.1 Cooperate with HC staff to provide refresher course to 26 TBAs

CWS's Inputs ▪ Program Officer for Health, budget,

materials

2.1.2 Support trained TBAs from 12 ▪ CDW, budget, materials villages to provide awareness on birth spacing, mother and child health to 390 people (30 people/ village) 2.1.3 Cooperate with HC staff to ▪ Program Officer for Health, CDW provide refresher training to 26 materials, budget VHVs on HIV/AIDS, dengue fever malaria and primary health care 2.1.4 Support VHVs in providing awareness on HIV/AIDS & STD to 520 people from 12 villages

▪ CDW, budget, materials

2.1.5 Support VHVs in providing awareness on primary health care to 520 people from12 villages

▪ CDW, budget, materials

2.1.6 Support VHVs in educating mala- ▪ CDW, budget, materials ria and dengue fever prevention to 520 people in 12 villages 2.1.7 Support VHVs to educate on avian -influenza prevention to 520 people in 12 villages

▪ CDW, budget, materials

Actual Activities

Variances/Remarks

▪ In cooperation with OD and HC

▪ There are only 23 TBAs in 12 staff, the program staff provided target villages a training course to 23 TBAs on pre and post natal care and counseling on 22-24 Sept 08. ▪ Support TBAs in 3 target ▪ More than expected as villages to organize and provide interest increased awareness raising on mother & child health to 433 community peoples (323 women) ▪ In cooperation with OD and HC ▪ 4 VHVs migrate to other villages staff, the program staff provide for earning income a training on dengue fever, malaria, primary health care diarrhea and pneumonia ▪ Not done ▪ As the training on HIV/AIDS & STD did not provide to VHVs yet, So the project move to implement next year ▪ Support VHVs to provide ▪ Based on capacity of VHVs in some target villages, the project awareness raising on primary health care to community plan to collaborate with HC staff and VHVs on this awareness in next year ▪ 525 people (414 women) in ▪ Achieved as planned Sraeung commune reveived awareness on malaria and dengue fever prevention ▪ Not done ▪ As the training on avianinfluenza prevention did not provide to VHVs yet, the project move to implement in next year

128

2.1.8 Cooperate with HC/OD to organize International World AIDS Day with participation from 200 people from 4 villages

▪ CDW, budget, materials

2.1.9 Cooperate with HC/OD to organize 3 times meeting for VHVs

▪ Pc, CDW, budget, materials

2.1.10 Cooperate with HC/OD organize ▪ Pc, CDW, budget, materials quarterly meeting for TBAs

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

▪ Achieved as planned World AIDS day with 197 participants (138 women) from target villages of Ti Pou commune ▪ Organized twice meetings with ▪ Less than planned due to HC/ OD to discuss issues and HC taff busy with their original find soluation planned. ▪ 23 TBAs from 12 target villages ▪ Less than planned due to HC attended one time meeting to staff busy with their original discussed issue and plan planned. to improve their work.

▪ Support to VHVs in providing aware- ▪ 1,179 peoples (1,150 women)

ness raising to 520 families

▪ 60 malnourished children under 5

years old from 6 villages received food supplement

Activities 2.2.1 Provide refresher training in nutrition to 26 VHV

▪ Organized an International

CWS's Inputs ▪ Program Officer for Health, CDW,

budget

2.2.2 Support VHVs to provide ▪ CDW, budget, materials education on nutrition to 520 families in 12 villages 2.2.3 Cooperate with VHVs to provide ▪ CDW, budget, seed

were educated on food nutrition and SMCH

▪ Women were much interesting

in MCH project as it could help improve health status of their family member

▪ 533 infants (246 girls) under

24 months from 12 target villages received nutrition foods

Actual Activities ▪ Cooperate with OD and HC

Variances/Remarks ▪ 4 VHVs are busy on their

staff to organize a training on food nutrition and SMCH to 20 VHVs (9 women) from 12 12 target villages ▪ Support VHVs to provide education on nutrition community ▪ Cooperate with VHVs to provide ▪

rice plating and the other 2 go outside village for earning income

Number of supports based on

129

seeds to parents of 60 children under 5 years to improve nutrient food 2.2.4 Coordinate with VHVs to provide ▪ PO, CDW, budget nutrient food to improve health of 60 children under 5 years in 13 villages 2.2.5 Cooperate with VHVs to provide ▪ CDW, budget ingredients of nutrition food for mother of malnourished children under 5 years Output 2.3 Improve access to safe water and household sanitation and reduce incidence of water-borne diseases in target communities

vegetable seed to 37 families who have children under 5 ys

malnourished children.

▪ Under FWP support 544 infants

(246 girls) from 6-24 months benefited from SMCH project

▪ 532 mothers of children 6-24

months received SMCH food from SMCH project

▪ 100 families from 12 villages benefit ▪ 24 open wells benefited to 144

from 20 new open well constructions families in 12 target villages of two communes ▪ 120 families benefit from 20 upgraded▪ 11 upgraded wells bebefited to wells 23 families in 3 villages ▪ 30 families benefit from 30 bio-sand ▪ 138 ceramic water filter were

▪ Over planned

▪ Less than planned due to late

local resourse contribution from communities

distributed to 138 absolute poor families with total 702 people (371 women) ▪ 270 families from 12 villages educated▪ 465 peoples (284 women) in ▪ Higher than planned, based on two communes attended on water and sanitation real need from communities water and sanitation awareness ▪ 20 families from 12 villages benefit ▪ 53 household latrines with ▪ Higher need from community 599 people (314 women) in 8 people from 20 latrine construction target villages of Sraeung and Ti Pou commune were constructed ▪ 800 school children and teachers ▪ Not done ▪ Most target schools had water from 7 schools benefit from 15 biofilters supported by other sand filters construction projects & UNICEF in last FY08 filters construction

130

▪ 800 school children and teachers

from 7 schools educated on water and sanitation

▪ 200 people were aware of clean

water using through World Water Day's participation

Activities

CWS's Inputs

2.3.1 Cooperate with VDCs to select ▪ CDW, budget families who will benefit from 20 new open wells 2.3.2 Cooperate with VDCs to support ▪ CDW, Pc, materials, ring molds the communities in constructing 20 open wells for 120 families in 13 villages 2.3.3 Cooperate with VDCs to select ▪ CDW, materials 120 families to benefit from 20 upgraded wells 2.3.4 Support materials to 120 families ▪ CDW, Pc, materials, budget to upgrade 20 wells 2.3.5 Cooperate with VDCs to select ▪ CDW vulnerable families who benefit from 30 biosand water filters 2.3.6 Cooperate with VDCs to provide ▪ CDW, materials, Pc education on WatSan and bio-sand filter maintenance to 30 VP families 2.3.7 Support 30 families to construct bio-sand filter

▪ CDW, materials, molds, PO

▪ 601 primary school students

(255 girls) were educated on water and sanitation by HC and project staff ▪ Not done

Actual Activities ▪ Cooperate with VDCs and VLs

to select 144 families in 12 target villages of Sraeung and Ti Pou communes to benefit from 24 open wells ▪ Support the VDCs, VLs, and beneficiaries to construct 24 open wells

▪ Less than planned due to

capacity of VHVs and HC staff busy with their original planned

▪ No planned in this year

Variances/Remarks ▪ Achieved as planned

▪ Over planned

▪ Cooperate with VDCs and VLs

▪ Achieved as planned to select 125 families to beneffrom 20 upgraded wells ▪ Provided upgraded wells ▪ Less than planned due to construction to 23 families for late contrinution local resourse upgrade 11 wells from communities ▪ Cooperate with VDCs to select 138 absolute poor families to benefit from ceramic water filter ▪ Support VDCs, VLs, and VHVs ▪ Higher than planned due to to provide awareness on water more interest from community and sanitation, and water filter people maintenance to 138 absolute poor families ▪ Provided 138 water filter to ▪ Refer to 2.3.5 and 2.3.6 138 absolute poor families

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2.3.8 Support & cooperate with VHVs to educate clean water and sanitation to 270 people in 13 villages

▪ CDW, materials, PO

2.3.9 Cooperate with VDCs to select 20 families from 13 villages to construct latrines

▪ CDW, materials, ring molds, Pc,

2.3.10 Support 20 families to construct 20 household latrines

▪ CDW, materials, molds, Pc, PO

PO

2.3.11 Cooperate with District Education ▪ CDW, materials, Pc, PO to identify number of school to receive bio-sand filters 2.3.12 Support teacher to construct 15 ▪ CDW, materials, molds, Pc, PO bio-sand filters for 7 schools (800 teachers and students) 2.3.13 Cooperate with HC to educate ▪ CDW, materials, Pc, PO on clean water and sanitation to 800 teachers and students

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

▪ 65 children (60% girls) from VP

families are encouraged to attend school by providing necessary school materials ▪ 80% of 65 supported children (60% girls) passed grade

▪ Support VHVs to provide

▪ Over planned due to intered awareness on clean water and from community people and sanitation to 465 people (284 women) in Sroeung and Tipou communes ▪ Support VDCs, VLs to select ▪ Over planned due to hight 53 families in eight target interest from community villages of Sraeung and Ti Pou people commune for household latrine construction ▪ VDCs, VLs, and beneficiaries ▪ Refer to 2.3.9 worked together to construct 53 household latrines Not done ▪ ▪ Most target schools had water filters supported by project and UNICEF in last FY08 ▪ Not done ▪ Refer to 2.3.11

▪ Collaborate and support HC

▪ Less than planned due to

▪ 58 primary school children (32

▪ Less than planned

staff to provide awareness on clean water and sanitation to 601 primary school children (255 girls)

girls) of absolute poor families were selected from 12 target villages for scholarship ▪ 58 primary school children who were supported education materials in previous semester passed the grade

capacity of VHVs and HC staff busy with their original work

▪ Achieved as planned

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Activities 2.4.1 Cooperate with VDC to select 65 children (60% girls) from VP families for scholarship

CWS's Inputs ▪ CDW, Pc, PO

▪ CDW, budget, school materials Support school materials to 65 children (60% girls) to go to school 2.4.3 Cooperate with teachers, VDC ▪ CDW to motivate children's parents to encourage their children to attend school 2.4.4 Cooperate with teachers to ▪ CDW monitor study situation of 65 supported children

2.4.2

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

▪ At least 65% of 40 fowl alternate /

livestock trained families improved their livestock raising technique and increased number of livestock

Actual Activities

Variances/Remarks

▪ Support VDCs to select 58

primary school children of absolute poor families in 12 target village for scholarship ▪ Support school materials to 58 ▪ The project supported school (32 girls) primary school children education materials only one of absolute poor families time a year ▪ Project staff, VDCs and school teachers regularly motivated parents to encourage their children to attend school ▪ Project staff coordinated with ▪ 58 primary school children who teachers to follow up children were supported education score in every quarter materials in previous semester passed the grade. ▪ 34 absolute poor families (27

women) trained on chicken and duck raising improved technique and increased number of livestock

▪ Number of innovative farmers

will be increased as they were much interesting in the techniques

▪ At least 60% of 25 fish raising trained ▪ 17 key people (13 women) from ▪ All 17 fish raising trained people

families start to raise fish

▪ At least 60% of 16 SRI trained

4 target villages in two target communes received training on fish raising ▪ 11 trained farmers praticed SRI technigues in their rice plots

were not raise fish yet due to not proper completed family ponds for fish raising ▪ Achieved as planned

farmers practiced SRI techniques in their rice plots ▪ At least 70% of 56 home gardening ▪ Project technical staff directed ▪ Higher than plan due to more trained families have home garden in coaching to field staff and key interested from community their plots farmers at village level. As the peole. result, 115 families have home garden in household componds

133

▪ 12 farmers practice IFM with supporte ▪ 12 trained farmers practice

pig raising with vegetable production. And 26 farmers practiced IFM through coaching from project field staff ▪ 10 families benefit from 10 family ▪ 11 family ponds were benefited ponds to 14 key farmers in two target communes ▪ 360 families oriented on SHG concep ▪ 471 community people (370 women) were introduced the and its advantage SHG concept ▪ 10 SHG with 250 members organized ▪ 12 SHGs consist of 195 members (158 women) formed and function and needed materials supported ▪ 42 trained of 14 SHG committees ▪ 36 SHG committees trained on SHG concept and book keeping have capacity in bookkeeping and and operate the group process ▪ 10 SHG used CWS' WCA to run ▪ Not done business for increasing their family income techniques/ materials/ seeds from CWSC

▪ 18 trained farmers increased rice

yield by using compost/ natural fertilizers for soil improvement

▪ 23 farmers trained farmers

are using compost/ natural fertilizers for increased rice yield.

▪ Higher than plan due to more

interested from community people.

▪ Over planned

▪ Over expectation

▪ Numbers of SHG is more than

plan but member in each group is less

▪ All 12 SHG committees had

limited capacity on bookking yet. So project staff are contiuning build their capacity in this year ▪ Over exspected

▪ 15 trained farmers increased family's ▪ 18 trained farmers praticed

▪ Achieved as planned

▪ 3 community tree nurseries created

▪ Less than planned one nursery

income from mushroom growing

and have fruit trees for vulnerable people

mushroom growing at household and incresed their income ▪ 2 community tree nurseries created and benefited to vulnerable in two commune

as one target village late to set up tree nursery committee

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Activities

CWS's Inputs

2.5.1 Cooperate with VDCs to select ▪ CDW 40 vulnerable families for animal raising training courses (20 for pig training & 20 for chicken) ▪ Budget, Program Coordinator for 2.5.2 Provide 2 training courses on fowl alternative and livestock Credit and Income generation, raising to 40 families (pig 1 CDW, Project Coordinator course & poultry 1 course)

2.5.3 Provide fowl alternative, fingerling ▪ Budget to 26 trained families (3 kg of hens/ fam)

2.5.4 Cooperate with VDCs to select 25 families for fish raising training courses

▪ CDW

2.5.5 Provide 2 fish raising training courses to 25 families

▪ CDW, CIG Coordinator

2.5.6 Cooperate with VDCs to select 16 families for SRI training

▪ CDW, CIG Coordinator

2.5.7 Provide training on SRI to 16 selected farmers

▪ Program Coordinator for Credit

and Income Generation

Actual Activities

Variances/Remarks

▪ Cooperate with VDCs to select

40 absolute poor families (32 women) from target villages for chicken and duck raising ▪ Provide training on duck raising to 22 absolute poor families (18 women) ▪ Cooperate with PDoA to provide ▪ Participants interest to the new training on chicken raising to technique and willing to apply 14 absolute poor families (9 women) ▪ Provide hen breed, which is 3 hens and one cock per each family, to 24 absolute poor families, ▪ Provide duckling, which is 15 duckling per each family, to 20 absolute poor trained families. ▪ Cooperate with VDCs to select ▪ The community people is more 17 key farmers (13 women) interested in livestock raising from target villages for fish than fish raising as the water raising training course resource is not available in dry season ▪ Program staff supported project ▪ Refer to 2.5.4 staff to provide one training on fish raising to 17 selected farmers Cooperate with VDCs to select ▪ Achieved as planned ▪ 17 key farmers in Sraeung commune for SRI training ▪ Coordinate with PDoA to provide SRI training to 20

135

participants (17 women) from.

2.5.8 Support 16 families to practice SRI in their rice fields

▪ CDW, CIG Coordinator

▪ 11 trained farmers praticed SRI

2.5.9 Cooperate with VDCs to select 56 families for home gardening training

▪ CDW

▪ Cooperated with VDCs to

2.5.10 Provide 2 training on home gardening to 56 families 2.5.11 Provide vegetable seed and materials to 40 trained families 2.5.12 Cooperate with VDCs to select 6 demo famers 2.5.13 Provide IFM training to 12 model famers (6 in FY08) 2.5.14 Provide seed and materials to 12 demo farmers 2.5.15 Cooperate with VDCs to select families to benefit from 10 family ponds 2.5.16 Support FFW to 10 families to dig 10 family ponds 2.5.17 Organize orientation meeting on SHG concept to 360 families in

in their rice plots through coaching from project staff

select 115 families for practice home gardening in their household compounds ▪ CDW, CIG Coordinator ▪ Not done, but project teachnical satff and field staff direct coaching to 115 key families for home gardening 86 absolute poor families in 12 ▪ Budget ▪ target villages received vegetable seed for home gardening ▪ CDW ▪ Cooperated with VDCs to select 6 demo farmers ▪ CDW, CIG Coordinator ▪ Cooperate with PDoA staff to provide training on IFM to 12 demo farmers Seed, fingerlings and other materials ▪ During IFM training, project provided 12 water baskets and vegetable seed to 12 demo farmers ▪ CDW ▪ Cooperated with VDCs to select 14 families for family ponds ▪ CDW, rice food for work, Pc ▪ Project provided FFW to 14 families from two targets communes for dig family ponds ▪ Budget, CDW, Program Coordinator ▪ Program staff coaching field staff to introduce SHG concepts for credit and income generation

▪ Other 5 families will apply

SRI technique in next year as their rice field not available for water ▪ Higher than planned as the real need from communty people ▪ Refer to 2.5.9

▪ As planned ▪ Achieved as planned

▪ Achieved as planned

▪ Achieved as planned

▪ Over expectation

136

12 villages 2.5.18 Support to form 10 SHGs and and materials supply

▪ CDW

▪ CDW, Program Coordinator for 2.5.19 Provide 2 training courses on book keeping to 14 SHG with 42 credit and income generation committee members

2.5.20 Provide WCA to 10 SHGs after ▪ CDW, CIG Coordinator, WCA evaluation ▪ CDW, CIG Coordinator 2.5.21 Cooperate with VDC to select 20 VP families for small business 2.5.22 Grant support to 20 VP families ▪ CDW, CIG Coordinator, budget for small business 2.5.23 Cooperate with VDCs to select 18 families for compost making training 2.5.24 Provide training on compost making to 18 families 2.5.25 Cooperate with VDCs to select 15 families for mushroom training 2.5.26 Provide training on mushroom growing training to 15 families

▪ CDW

2.5.27 Cooperate with VDCs to select 18 families for fruit tree nursery and tree planting training

▪ CDW

▪ CDW, CIG Coordinator ▪ CDW

▪ CDW, CIG Coordinator

to 471 community peoples (370 women) in all target villages ▪ Project provided needed materials for 12 SHGs in six target villages ▪ Program staff supported project staff in providing a three day training on SHG concept and book keeping to 36 SHG committees ▪ Not done ▪ Cooperate with VDCs and VLs

to select 34 absolute poor families for income generation ▪ Project provided grant for 12 small bisiness and 22 absolute poor families for chicken and duck raising ▪ Cooperate with VDCs to select 23 families for compost making training ▪ Provide training on compost making Cooperate with VDCs to select ▪ 15 families in 7 target villages for mushroom growing training ▪ 14 key farmers (12 women) received training on mushroom growing wich provided by program staff. ▪ Cooperated with VDcs to select 73 absolute poor families for fruit tree planting in their families

▪ Over expectation as the real

need from VP families

▪ Refer to 2.5.21

▪ Over expectation as the real

need from communities

▪ Refer to 2.5.23 ▪ Achieved as planned

▪ One key farmers absent during training time he goes to outside village for earn daily income ▪ Over than planned as the more

interested from communities

137

2.5.28 Provide training on tree nursery and tree planting to 18 families

▪ CDW, CIG Coordinator

2.5.29 Provide materials and seeds for ▪ Budget 3 community tree nurseries

▪ Project staff directed coaching

to 73 selected families for fruit tree planting ▪ Supported 2 community tree nurseries

▪ Refer to 2.5.27

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, ▪ 52 CPV, VL and VDCs trained in ▪ 32 CPVs, VDCs, and, VLs VLs, elderly, monk) play an active Peace Concepts learn from his were trained on peace concept. role in peace building, responding to activity and apply into her community training was cooperated with conflict, and utilizing LCP approaches program staff in their communities ▪ 70 villagers (49 women) received peace concept through awareness raising ▪ 189 villagers( 107women) received awareness on elimination of domestic violence on on women and children ▪ 38 CPV, VL, trained in LCP ▪ 22 people, 10 women (CPV, VDC) trained on LCP introduction ▪ 27 CCs and VLs trained on Local ▪ 19 people, 5 women (CPV,VDC VLs, CC, Police) trained on Capacity for Peace LCP introduction ▪ 27 CCs and VLs trained on ▪ Not done ▪ As the course late to provide Anticorruption (Anti-corruption) to project staff. It will be moved ▪ 4 key people in target villages ▪ 2 CPVs (1 woman) from Tipo commune joined a 5 day on involve in damayeatra and other International Youth Conference peace activities on Peace in Sieam Reap Province

138

▪ 4 CPVs, VDCs, CC (4 woman)

from two target communes joined Peace walk event at Prey Veng province

Activities 3.1.1 Conduct 2 training courses on Peace Concept to key people (1 course for CPV, 1 course for VDC, VL)

CWS's Inputs ▪ Budget, materials, Program Coordinator for Peace, CDW

3.1.2 Provide 2 training courses on ▪ Budget, materials, PC for Peace, Local Capacity for Peace to 38 Pcs, field staff VDCs, CPVs (1 course for CPV and 1 course for VDC, ) ▪ Budget, materials, PC for Peace, 3.1.3 Provide training on Local Capacity for Peace to 27 CC,VL ▪ Budget, materials, PC for Peace, 3.1.4 Provide 3 days training on Accountability to 27 CC,VL 3.1.5 Support Peace books to schools ▪ Budget, materials, PC, field staff and prayer group 3.1.6 Coordinate with PDoW to provide training courses on Domestic Violence to 52 VDCs and key people

▪ Budget, materials, PC, field staff

3.1.7 Support 4 people to join Peace relate in PNP ( damayeatra, white ribbon day…)

▪ Budget, materials, PC for Peace

Actual Activities ▪ Coordinate with Program staff to conduct two trainings on peace concept to 32 CPVs, VDCs and VLs. And 70 people (49 women) received peace awareness from CPVs and project staff ▪ Provide training on LCP to 45 CVPs, VDCs, VLs, and CCs

Variances/Remarks ▪ Achieved as planned

▪ Provide training on LCP to

▪ Refer to 3.1.2

CC and VL Not done ▪

▪ Supported peace and dhamma

▪ The course provided to project

staff lated. So project move plan to next year ▪ Achieved as planned

book and Buddha fold painting to prayer group in two villages with 38 members (30 women) ▪ Provide training on domestic ▪ Achieved as planned violence to VDC and key people ▪ Conduct white ribbon campaign with 189 people participated (107 women) ▪ Supported 6 people (4 women) ▪ Over planned as interested to join peace event at Siem from communities Reap and Prey Veng provinces

139

3.1.8 Form 2 prayer groups and supporting materials

▪ Budget, materials, PC for Peace,

▪ Project staff facilitated and

provided materials to organize two prayer groups in two target , villages with 38 members (30 women)

▪ Achieved as planned

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

▪ 24 RCV trained in CBDRR and

planning & are able to conduct HVCA ▪ 4 CC, 13 VL trained in CBDRR ▪ 12 villages have disaster preparedness plans integrated in Village Development Plan

▪ 17 RCVs (9 women) trained

▪ Seven RCVs were absent as

▪ Not done ▪ 22 disaster preparedness plans

▪ ▪

on CBDRR

were raised by CRVs in 12 target villages

▪ CCDM quarterly meetings conducted ▪ one time meeting

▪

▪ 240 interested (5 VDC, 1 VL, 1

▪

regularly

literacy teacher, 2 VHV and 11 other interested people) got echo training on HVCA by RCV

Activities CWS's Inputs 4.1.1 Provide training on CBDRR and ▪ Budget, materials, CDW, ERP Pro. Planning to 24 RCV

▪ Not done

they went outside the villages for income generation activities CCDMs were not formed yet Disaster preparedness plans is not conducted yet but the plan derived from VDPs based on community experiences on disaster Less than planned due to CCDM structure are not clear and review some members after second CC election The HVCA training provided late to CRVs and limited capacity of them for apply.

Actual Activities Variances/Remarks ▪ Provide a 3-day training on ▪ 7 RCVs were absent as CBDRR and HVCA to 17 RCVs they went outside the villages (9 women) from target villages for income generation activities

140

of two communes

4.1.2 Provide training on HVCA to 24 RCVs 4.1.3 Support 24 RCV in conducting HVCA in their respective villages in association with VLs & VDCs 4.1.4 Provide training on CBDRR and Planning to CCDM and VLs 4.1.5 Assist RCV to develop disaster preparedness plan and implement 4.1.6 Organize quarterly full member meeting of CCDM

▪ Budget, materials, CDW, Pc

▪ See 4.1.1

▪ Budget, materials, Pc, CDW

▪ Not done

▪ Budget, materials, Pc, CDW

▪ Not done

4.1.7 Support RCV to provide echo training on Disaster Preparedness to 108 ( 9 per village) interested people 4.1.10 Provide training on Sphere and Accountability to 9 staff

Output 4.2 Improve capacity of RCV to provide first aid services to emergency

Activities

ERP Prog. ▪ Budget, materials, Pc, CDW ▪ Budget, materials, Pc, CDW

▪ Refer to the above explanation

▪ Not done

▪ 32 CCDM members and RCVs

▪ Refer to 4.1.4

▪ Budget, materials, Pc, CDW

joined one time meeting to discuss on role of CCDM and reform new CCDMs as NCDM policy ▪ Not done

▪ Budget, materials, ERP Program

▪ 9 project staff joined training on

▪ Achieved as planned

▪ 24 RCVs are equipped first Aid kit

▪ 24 RCVs from 12 target villages ▪ Achieved as planned

CWS's Inputs

4.2.1 Support first aid kids to 24 RCVs ▪ Budget, materials, ERP Program

Sphere and Accountability from program staff

of 2 communes were equipped with 24 first aid kids Actual Activities

Variances/Remarks

▪ Cooperate with CRC to provide

first aid kits to RCVs

141

Output 4.3 Respond to basic needs of vulnerable people and disaster victims of emergency in a timely manner and ensure their life with dignity and well

Activities

▪ 50 families received emergency kits ▪ 21 absolute poor families

when there is emergency stike their lives and well being

CWS's Inputs

4.3.1 Coordinate with VDCs, VL, RCV ▪ Budget, materials, ERP Program to conduct assessment and select victim families of Emergency 4.3.2 Distribute the emergency respo- ▪ Budget, materials, ERP Program nse kit to victims of disaster or most vulnerable people

▪ Based on needed supported emergency response for medical treatment, food suppot, and house repair ▪ 360 kg of rice seed (IR 66) for ▪ Based on needed dry season cultivation were provided to 35 families

Actual Activities

Variances/Remarks

▪ Not done as no victim affected

▪ No major disaster in this year

▪ 21 victims from two target

▪ Based on annual VDPs and

communes received emergency support as medical treatment, food, and house repair

actuality

Theme 5: Project Development, Management and Supervision OBJECTIVE Effective and efficient program management and functioning; enhance community development planning and practice Output 5.1a ▪ Monthly project monitoring on: ▪ 12 time monitors on VDC ▪ Coaching given on the job Field staff and field operation 12 project management appropriately monitored and quarterly meeting, education on training to all CDWs and PCs 12 project implementation activities supported SMCH, proposal writing training, on staff performance and 6 staff performance base line survey assessment, project implementation SHG training, VDC planning, VDC workshop. And 14 times for sport checks of CDW's \activities at target villages

142

Activities 5.1.1a Field visit of Project Manager to to monitor Pc & CDW at the field level 5.1.2a Monthly meeting to reflect the work implementation and see the strength and weaknesses & develop plan for next month

CWS's Inputs ▪ Pm

• Pc, CDW

Actual Activities

Variances/Remarks

▪ Project manager monitored

project staff and activities 29 times by coaching them • 9 monthly meetings with all • Coaching and advice were project staffs to discuss and given to project staff on feedback the implementation of monthly report, work plan, VBCD project and planning for achievement, and project next month activities management

143

Church World Service Cambodia Logical Framework Report FY09 Project Name: The Preah Vihear Village Based Community Development Project

Narrative Summary

Objectively Verifiable Indicators

Actual Output

Variances/ Explanation

Overall Objective: To enhance the communities' capacity to define their development direction and access to their basic needs, basic social services, sustainable livelihood opportunities and food security. Theme 1: Capacity Building for Development Planning OBJECTIVE Enhance community's capacity and 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 Provincial Department (PDRD, PDoA, PDoEYS, PDoH and PDoWA), district authorities and CCs

▪ At least 2 coordination meetings with

PDRD, PDoH, , PDoWA attended

▪ 2 coordination meetings with district

authorities and 3 coordination meetings with commune councils are conducted

▪ One coordination meetings with

PLAU/POLA are conducted

▪ A district strategic plan meet-

ing organized by Provincial office was attended ▪ 3 meetings with district govenor to update the progress and and security and another meeting with Education Office ▪ Regular meetings were conducted between staff and 4 target commune councils ▪ 1 meeting with was conducted to discuss about strengthening capacity of CCs and CBOs

There are several informal meetings between staff and district authorities have been conducted instead.

144

1.1.1

1.1.2

Activities Attend coordination meetings with PDRD, PDoEY PDoA, PDoH and PDoWA Organize 2 times meeting with district authorities & concerning district department offices

CWS's Inputs ▪ Budget, Pcs, POs

▪ Budget, Pcs, POs

1.1.3

Organize 3 times meeting with CC of 4 communes

▪ Budget, Pcs, POs, Field staff

1.1.4

Meeting with PLAU for CC training in target areas

▪ Budget, Pcs, POs

Actual Activities ▪ PO attended 1day meeting,

organized by provincial governor on district 10-year strategic planning. participated ▪ Staff met district governor three times officially discussed success and challenges of the project and security update ▪ District chief and Choam Khsant commune chief participated in one day on Square table Meeting with CWS funding partners. ▪ Staff met District Education Official and 3 school master to discus about book distribution high school and secondary school students. ▪ PO and Pc attended District Integration workshop ▪ Staff met commune councils in 4 communes on a regular basis formally and informally ▪ PC and PO met vice-chief of

PLAU regarding CWS's plan to provide training to commune counselors

Variances/ Explanation The meeting was participated by NGOs, 6 CCs and all district offices working in Choam Ksant district. Several discussions and meetings were also made informally Both funding agencies and local authorities could directly communicate.

Communication between CWS staff and CC in target areas are very good and frequently PLAU support CWS plan to provide training to CC

145

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

▪ 80 VDCs, VLs & CCs attend 3 times

of meeting

▪ 33 VDC (17 women), 10 VLs

(1 woman) and 7 councilors attended 2 quarterly meetings 4 communes ▪ ▪ 18 VDP developed by VDCs and VL 18 village development plans with support from CWS were developed with partication from 276 people (VDC, VL, literacy teachers, and villagers) from 18 villages ▪ 67 VP developed plan with support from staff ▪ 88 participants (VDC, VL, CC, District… ▪ One day annual workshop to look at the success, challenge attend annual planning workshop and experiences with participation from 24 VDC ( 8 women), 12 VL (one woman), 7 CC ( 1 woman) and 7 representatives from different departments in the district ▪ 116 VDCs, VLs & CCs (40% women) ▪ 4 courses on L & MRO were trained in Leading and Managing provided to 42 VDCs (8 women), Rural Organization 14 VLs (3 women), 8 CCs (6 women) of 4 communes ▪ 116 VDCs, VLs and CCs (40% women) ▪ Not done. Due to Cambodian-Thai border tension and other trained in project management task. However staff have ▪ 116 VDCs, VLs and CCs (40% women) ▪ Not done. shared and coached on effective communication and trained in communication and facilitation skill during field facilitation skills work ▪ 300 vulnerable families are oriented ▪ 276 VP from 18 villages on community development concept trained on CD concept (self help concepts)

146

▪ 10 PVH staff trained in Leading and

▪ Not done

▪ 10 PVH staff trained in PM & E

▪ Not done

Managing Rural Organization

▪ 10 PVH staff trained on communication ▪ Not done

and facilitation skill

▪ Grant 3,385,500 Riel (USD 846)

Staff have learned the concept

of leading and managing rural organization during training conducted by PO to VDC and VL Due to Cambodian-Thai border tension so staff left the office for security Staff already attend communication and facilitation in CHART training courses

provided to support construction 3 bridges and one repairing which community resource mobilization 6, 900, 000 Riel (USD 1, 683) and labor contribution. ▪ Grant 1,364,700 Riel (USD 333) provided to support two dike repairing ▪ Grant 4,369,500 Riel (USD1,066) People mobilize 710,000 provided to construct 4 new for meeting hall construction community meeting halls and expand one old.

1.2.1

1.2.2

1.2.3

Activities Conduct 12 meeting with VDCs, VLs & CCs (3times/ commune/ year) Assist VDCs & VLs in 18 villages to develop Village Development Plans (VDP) Encourage VDCs in 18 villages

CWS's Inputs ▪ Materials, budget, Pcs, Staff, PCs, POs ▪ Pcs, Staff, PCs,

POs

▪ Pcs, Staff, PCs,

Actual Activities Variances/ Explanation ▪ Staff organized quarterly meetings Yeang Commune, the with 3 communes to discuss meeting couldn't conduct success and plan of each village due to the road cannot access ▪ Staff assisted VDCs, VLs and others to develop 18 DVP ▪ 362 villagers ( 191 women) in

147

to conduct meeting with villagers to discuss and approve VDP

1.2.4 1.2.5 1.2.6

1.2.7

1.2.8

1.2.9

POs

Assist 4 commune councils to develop commune development plans Support budget & materials for CC to implement commune development plan Organize annual VDC workshop with VDCs, VLs, CCs and relevant stakeholder Provide training course on Leading & Managing Rural Organization to VDCs, VLs and CCs (5courses)

▪ PO/PC/CDW

10 villages participated in VDP presentation and approved 18 VDP in their respective villages under the facilitation of VCDs with support of staff ▪ Not done

▪ PC/CDW, budget, materials

▪ Not done

Border tension

▪ Materials, budget, Pcs, Staff, PCs,

▪ Not done

Plan in next semester

▪ Materials, budget, Pcs, Staff, PCs,

▪ PO conducted two days

The remaining course will be conducted in next semester

Provide training course on Project Management to VDCs, VLs, CCs (5 courses) Provide training course on Communication & Facilitation skill to VDCs, VLs and CCs (5courses)

▪ Materials, budget, Pcs, Staff, PCs,

▪ Not done

To be conducted in next semester

▪ Materials, budget, Pcs, Staff, PCs,

▪ Not done

To be conducted in next semester; however, staff always coach VDCs, VLs & CCs about facilitation skill

POs

POs

POs

POs

▪ Budget, materials 1.2.10 Organize 18 village meetings to conduct orientation on CD concept to 300 vulnerable families 1.2.11 Support local initiatives(community ▪ Materials, budget, Pcs, PCs, POs meeting hall, community road, culverts, bridge…)

training on L&MRO to 1 CC, 8 VDC (3 women) and 1 VL

▪ Staff provided 18 half-day orienta-

tions on CD concepts to 276 VP from 18 villages. ▪ Provide technical and budget support to community initiative new bridge construction and repairing new community meeting halls and expanding

Border tension

The committee gained more self confidence in planning and resources mobilization People mobilize 710,000

148

the old one ▪ CWS granted 4,369,500 Riel ($USD 1,066) to constructed 4 new community meeting halls and expand one old meeting hall Output 1.3: Vulnerable families are able to plan and manage household resources leading to to improve overall living condition

1.3.1

Activities Coordinate with VDC to select 54 VP families

1.3.2

Provide 3 training courses on family assessment & household planning to 54 vulnerable families

1.3.3

Cooperate with VDCs to assist 54 VP families to develop household planning Support & monitor 36 VP families to implement household plan

1.3.4

▪ 54 VP families trained on household

for meeting hall construction

There are more VP than expected and most of them expressed their high interest to participate in the process ▪ 36 VP families in 18 villages are able to ▪ 67 VP developed their households Other 23 VP were in and out develop their household and implement plan about home garden and the village that make staff their household plan they were supported by CWS difficult to follow up ▪ 108 VDCs, VLs and interested villagers ▪ Not done Due to Cambodian-Thai trained on family assessment border tension and harvesting CWS's Inputs Actual Activities Variances/ Explanation ▪ Materials ▪ 90 VP were selected in coordina- 5 VP were selected from tion with VDC and VL through the each villages process of participatory wealth ranking ▪ Budget, materials expressed their high interest ▪ Staff conducted training course to participate in the process on household assessment and planning to 90 VP in their own respective villages ▪ PC, budget ▪ Staff supported 67 VP to develop The remained in 23 VP comtheir respective household plan mitted to develop their houseehold plan in next semester ▪ PO/PC/CDW, materials, budget ▪ CWS distributed various 70 of them planted seed vegetable seeds to 67 VP who have their household plan and 23 VP who were selected planning and family assessment

▪ 90 VP were trained on families

assessment and planning

149

1.3.5

Support & encourage 36 vulnerable ▪ PO/PC/CDW, budget families to implement household plan 1.3.6 Conduct workshop on family asse- ▪ PC/CDW, budget, materials ssment to 108 community people (VDCs, VLs, villagers) Output 1.4: ▪ 12 literacy trained teacher(30%women) Improve literacy and numeracy among 9 target communities are able to facilitate literacy class ▪ 100 literacy students (50% women)

▪ Staff meet 90 VP on a regular

basis and encourage them to improve their living condition ▪ Not done

▪ 12 literacy teachers (1 women)

trained and 8 (1 woman) will manage the literacy classes in next semester ▪ 34 literacy students (14 women) of 2 classes finished book I

are able to read, write and calculate number ▪ 8 literacy classes consist of 160 ▪ 2 classes are functioning students (50% women) functioned ▪ 300 people (200 students) participated ▪ Not done in International Day of Literacy ▪ 18 mobile libraries are functioned and ▪ 18 mobile libraries were set up in benefited to 540 readers 18 villages with 600 readers

1.4.1 1.4.2

Activities CWS's Inputs Coordinate with District NFE officer ▪ Pc/CDW, budget to monitor 4 old literacy classes and 8 new classes (12 classes) ▪ CDW, materials Coordinate with VDC & literacy teachers to identify and register literacy students for 8 classes

Actual Activities ▪ Not done

Due to Cambodian-Thai border tension and harvesting 4 literacy teachers completed only one module and this make them not qualify enough to facilitate the class. After they finished one book they postpone because it's time for field activities and the classes will start in Oct-09 Time constraints

Variances/ Explanation Classes did not start yet

▪ 56 illiterate people registered

for 3 classes

▪ Two literacy classes with 34

students( 28 women) opened and they finish book I which it tooke for 3 months to complete and 2 hours a day

1 classed was closed after opening for 1 week, because number of students were decreased and teacher went to live outside and far from the village

150

1.4.3 1.4.4

1.4.5 1.4.6 1.4.7

1.4.8

Provide school materials for running ▪ CDW, Pc, budget, materials 8 literacy classes consist of 160 students (50% women) ▪ CDW, Pc, budget Support stipend to 12 literacy teachers to process 12 literacy classes on a monthly basis. ▪ CDW/Pc/PO, budget, materials Cooperate with District Education Office conduct quarterly meeting with literacy teachers (4times/year) ▪ CDW/Pc/PO, budget, materials Cooperate with District Education Office to organize International Day of Literacy with 300 participants ▪ CDW/Pc/PO, budget, materials Enhance 18 mobile libraries and provide education books to those libraries for 540 readers

Support District Education Officer to attend monthly meeting on NFE in Phnom Penh

▪ CDW/Pc, budget

▪ CWS provided materials to 3

literacy classes

▪ Provide stipend to two literacy

teachers (UDS 25/ teacher/ month including for recharging battery twice a month) ▪ Not done

He plans to meet them in the next quarter

▪ Not done

Time constraints

▪ 600 reading books cover

In average about 10 people read books per months

topics such as home garden, malaria, dengue fever, drug and HIV/Aids distributed to 18 libraries. ▪ 18 bookshelves made for 18 villages ▪ One district education officer regularly attend NFE meeting with other NGOs in Phnom Penh since Februray 2009

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 ▪ 30 TBAs trained in education and coun- ▪ 30 TBAs trained in how to provide Improve overall community health status and individual health condition selling on pre & post natal care to the education and counselling on pre communities & post natal care to communities

151

▪ 720 people from 18 villages were

▪ 559 people from 18 villages were

awared of birth spacing, mother & awared of mother & child health child health care care ▪ 43 VHVs trained in education on prim- ▪ 14 VHVs in 3 communes trained ary health care, avian, influenza, on primary health care, dengue dengue fever and HIV/ AIDS to the fever, malaria, diarrhea and communities pneumonia ▪ 810 people are awared of HIV/ AIDS ▪ 270 people participated in World and sexual transmitted diseases AIDS Day prevention ▪ 810 people were aware of dengue ▪ 113 people from 3 villages fever, malaria and avian influenza of Yeang commune attended prevention 3 half-day awareness raising events on malaria, dengue, AI prevention ▪ 300 people aware of HIV/AIDS ▪ 270 people participated in through World AIDS Day World AIDS Day (183 students (93 women) 55 villagers (28 women), 14 teachers (1 woman) and 18 government officials)

2.1.1 2.1.2

2.1.3

Activities CWS's Inputs Cooperate with HC staff to provide ▪ CDW, budget, materials refresher course to 30 TBAs ▪ CDW, budget, materials Support trained TBAs from 18 villages to provide awareness on birth spacing, mother & child health care to 720 people (40p/vill) Cooperate with HC staff to provide ▪ CDW, budget, materials refresher training to 43 VHVs on HIV/ AIDS, dengue fever, malaria and primary health care

Actual Activities

Postponed the training in Yeang due to security problem at the border tension

More awareness raising will be conducted in next semester

Variances/ Explanation

▪ Cooperated with HC to provide

refresher course to TBA

▪ Support trained TBAs from 18

villages to provide awareness on mother & child health care

▪ Staff provided 2-day refresher

course to 14 VHV (8 women) on diarrhea, dengue fever and acute respiratory disease

2.1.3, 2.1.4, 2.1.5 were not done due to boarder tension between Cambodia and Thailand

152

2.1.4 2.1.5

2.1.6

Support VHVs to provide awareness ▪ CDW, budget, materials on HIV/AIDS & STD to 810 people from 18 villages Support VHVs to provide awareness ▪ CDW, budget, materials on primary health care, malaria, dengue fever and avian influenza prevention to 810 people from 18 villages Cooperate with HC/OD to organize ▪ CDW, budget, materials World AIDS Day with participation of 300 people

Output 2.2 Improve knowledge and practice of target communities on nutrition, and health status of malnourished under 5 year children.

▪ 1,100 families applied nutritious food

for children and family members after awareness raising

▪ 270 malnourished children under 5

years old have better health

▪ Not done

▪ Supported VHV providing awaren-

ess raising on primary health care to pregnant women and lactating mothers

▪ Cooperated with district authority

Due to time constraints only one commune was able to get the campaign

▪ 450 people (430 mothers) partici-

Postponed the training in Yeang due to security problem at the border and harvesting

and OD to organize a World AIDS Day campaign

pated in awareness raising on on nutrition and how to feed children ▪ 14 VHVs (8 women) trained on primary health care ▪ 26 VHVs (15 women) refreshed their understanding on nutrition and MCH activities ▪ 450 children have accessed to nutritious food prepared by their mother and VHVs ▪ 523 children under 2 years old (265 girls) have better health through MCH commodities ▪ 121 lactating mother, 128 pregnant women and 43 VHVs (25 women) have better health through MCH commodities ▪ With supported WFP, 22,737kg

Food delivery to 6 villages

153

2.2.1

Activities Provide refresher training on nutrition to 43 VHVs

CWS's Inputs ▪ PO, CDW, budget

of CSB, 18,298kg of rice, 2,849kg of sugar and 1,207kg of oil were distributed to 523 children under 5 years (265 girls), 498 mothers of infants, 121 lactating mothers and 128 pregnant women and 43 VHV (25 women)

in Yeang commune was not done from August to November 08 because of road condition was so bad

Actual Activities ▪ In cooperation with HC provided a 2-day training course on primary health care to VHV

Variances/ Explanation 2.2.1 & 2.2.2 wasn't done in Yeang commune due to border tension between Cambodia and Thailand

▪ Staff conducted a 2-day

2.2.2

Support VHVs to provide education nutrition to 1,100 families in 18 villages 2.2.3 Cooperate with VHVs to provide seeds to parents of 270 children under 5 to improve nutrient food supply 2.2.4 Coordinate with VHVs to provide nutrient food to improve health of 270 children under 5 in 18 villages 2.2.5 Cooperate with VHVs to provide ingredients of nutrition food for mother of malnourished children under 5 years Output 2.3 Improve access to safe water and household sanitation to reduce

▪ CDW, budget, materials

▪ CDW, budget, seed

▪ PO, CDW, budget

▪ CDW, budget

refresher training course on nutrition VHVs ▪ Supported VHV in providing education to 370 mothers who participated in CSB distribution ▪ CWS provided seed to 105 parents whose children <5 years ▪ Cooperated with mothers and

VHVs prepared nutrition food and feed 450 children < 5 ▪ Cooperated with VHV in providing ingredients such as egg, oil, vegetable and meat for preparing in each village

▪ 180 families from 11 villages benefited ▪ 16 open well constructed which

from 25 open wells construction

We target only the most malnourished children in this semester

benefited to 160 households

Villagers can use this water for growing vegetable

154

incidence of water-born diseases in target communities

▪ 15 wells committees are able to

▪ 16 well committees were fromed

▪ 90 families from 7 villages benefited

▪ 8 Han pump constructed in 7

maintain & repair 15 hand pumps from 8 hand pumps construction

▪ 240 families benefited from 35 well

aprons construction ▪ 30 families benefit from 8 family ponds ▪ 200 VP families can access to clean water from 200 bio-sand filters ▪ 900 families from 18 villages improved water and sanitation condition ▪ 50 families from 18 villages benefited from 50 latrines ▪ 750 school children & teachers from 3 secondary & primary schools drink clean water from 15 biosand filters ▪ 750 school children and teachers from 3 schools improved hygiene & sanitation ▪ 12 HC staff of 2 Health Centers can access to clean water from 2 biosand filters ▪ 300 people are aware of clean water using through participation in World Water Day

2.3.1

Activities Cooperate with VDCs to select families who will benefit from 30

CWS's Inputs ▪ CDW, budget

villages benefited to 64 families ▪ One hand pump constructed in Choam Khsant high school benefited 200 students and 9 teachers ▪ Not done

Planned in next semester

▪ Not done ▪ Not done

Planned in next semester Planned in next semester

▪ Not done

Planned in next semester

▪ 12 latrines constructed and

benefited to 60 families

▪ Not done

Planned in next semester

▪ Not done

Planned in next semester

▪ One health center receive 2

Planned in next semester

▪ 160 people ( 110 women)

They know about water scarcity and what they they can do to make water clean Variances/ Explanation

biosand filetr

participated in Word Water Day

Actual Activities ▪ Staff cooperated with VDCs to select 160 families to benefit from

155

2.3.2

2.3.3 2.3.4

2.3.5 2.3.6 2.3.7 2.3.8 2.3.9

2.3.10 2.3.11 2.3.12 2.3.13

open wells construction Cooperate with VDCs to construct 25 open wells for 180 families in 11 villages Cooperate with VDCs to form & train well committees Construct 8 hand pumps for 90 families in 7 villages (drilling and installation hand pump) Cooperate with VDCs to select 240 families to benefit from 35 well apron construction Support materials to 240 families to upgrade 40 wells aprons Coordinate with VDCs to select families who benefit from 8 family ponds Support FFW to 30 families to dig 8 family ponds Coordinate with VDCs to select vulnerable families to benefit from biosand water filters Coordinate with VDCs to provide education on water filter maintenace to 200 VP families Support 200 families in constructing bio-sand filter Support and cooperate with VHVs to educate clean water & sanitation to 900 people from 18 villages Cooperate with VDCs to select 50 people from 18 villages to construct

16 open wells

▪ CDW, materials, Pc

▪ Work with VDC to select hand

Border tension make it hard to complete as planned

▪ CDW, materials, Pc

▪ Cooperate with VDC to form

Training to well committees will be done in next semester

▪ CDW, materials, Pc

pump beneficiaries

well committee ▪ 8 hand pumps constructed for community and 1 for high school

▪ CDW, materials, Coordinators

Planned in next semester

▪ CDW, materials, budget

▪ Support cements to upgrade 9

▪ CDW

▪ Not done

Planned in next semester

▪ CDW, materials, Pc

▪ Not done

▪ CDW

▪ Work with VDC to select VP

Due to border tension and rain started early Planned in next semester

▪ CDW, materials, Pc

▪ Not done

Planned in next semester

▪ CDW, materials, molds, PO

▪ Not done

Planned in next semester

▪ CDW, materials, PO

▪ Not done

Planned in next semester

▪ CDW, materials, ring molds, Pc, PO

▪ Not done

Planned in next semester

well aprons in 4 villages

to benefit from biosand filter

156

2.3.14 2.3.15 2.3.16 2.3.17 2.3.18 2.3.19

latrines Support 50 families to construct 50 household latrines Cooperate with District Education Office to identify number of school to receive water filters Support teachers to construct 15 bio-sand filters for 3 schools with 750 teachers and students Cooperate with HC to educate clean water to 750 teachers & students Support HC staff to construct 2 bio-sand filters for 2 HC Cooperate with HC to organize World Water Day with 300 participants

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

2.4.1

2.4.2

Activities Cooperate with VDCs to select 90 children(60%girls) from VP families to receive educational materials Provide educational materials to 90 children of VP families (60% girls)

▪ CDW, materials, molds, Pc, PO

▪ CWS support 2 families to

cont' next semester

▪ CDW, materials, Pc, PO

construct 2 latrines. ▪ Not done

▪ CDW, materials, molds, Pc, PO

▪ Not done

Planned in next semester

▪ CDW, materials, Pc, PO

▪ Not done

Planned in next semester

▪ CDW, materials, molds, Pc, PO

▪ Not done

Planned in next semester

▪ CDW, materials, Pc, PO

▪ Cooperated with HC to organize

▪ 90 school children (60% girls) from

▪ 90 school children (49 girls) from

vulnerable families are encouraged to attend school by providing school necessary materials ▪ 80% of 90 supported children (50 girls) passed grade CWS's Inputs ▪ CDW, PC, PO

▪ Budget, education material package

Planned in next semester

World Water Day

11 primary schools in 18 target villages of 4 communes received school materials ▪ Not done Actual Activities ▪ Staff cooperated with VDCs to select 90 children from poor families to receive school materials from CWS ▪ Staff cooperated with VDCs and teachers provided school materials to the children

Data will be collected in nex semester Variances/ Explanation

157

2.4.3

Cooperate with teachers & VDCs to ▪ CDW motivate parents' children to encourage their children to attend school 2.4.4 Cooperate with teachers to monitor ▪ CDW study situation of 90 supported children Output 2.5 ▪ At least 70% of 108 livestock trained Improve agricultural productions, food security and house hold income among families improved their livestock vulnerable people, self-help/interest raising technique and increased group in target communities number of livestocks ▪ At least 60% of 54 fish raising trained families start to raise fishes ▪ 24 SRI trained farmers practiced SRI techniques in their paddy field ▪ At least 90% of 96 trained farmers on home garden have home garden in their plots

▪ Staff talked to parents to encourage their children to school ▪ Staff cooperated with teachers to support and monitor the selected school children ▪ 38 families from 6 villages trained on chicken and duck raising and and 20 trainees received 500 ducklings ▪ 33 people from 12 villages trained on fish raising ▪ Not done

Due to border tension and harvest season, more trainings will be conducted in next semester Fingerlings will be distributed in 3rd quarter 2009 Border tension

▪ 190 of 195 households planted their vegetable ▪ 50 families in 12 villages received 180 mangos and 20 jack fruit tree ▪ 3 new model farmers were selected

Staff planted seeds at the office during free time No model farmer guideline designed

▪ 18 selected demo farmer (9 in FY08) implement IFM with technical/ materials/ seeds from CWS ▪ At least 60% of 270 participants improve▪ Not done knowledge on IFM ▪ 34 SHG with 408 members formed ▪ 188 interest villagers (127 and functioned women) in 12 village were introduced SHG concept ▪ 2 SHGs were formed with 29 members (24 women) ▪ 102 member of 34 SHG committees ▪ Not done are able to prepare bookkeeping and maintain the group performance

No IFM guideline designed yet Due to Cambodian-Thai border tension and harvesting that the project could not reach the planned target Due to Cambodian-Thai border tension and harvesting

158

2.5.1 2.5.2

2.5.3 2.5.4 2.5.5

2.5.6

▪ 18 SHG (8 SHG in FY08) used CWS' WCA to run business for increasing their family income Activities CWS's Inputs Cooperate with VDCs to select vul- ▪ CDW nerable families for animal raising training courses(108 families) Provide 7 training on fowl alternat- ▪ Budget, CDW, Pc ive livestock raising to 108 families

Provide vaccines of livestock to 108 trained families (Vaccines) Cooperate with VDCs to select 54 families for fish raising training courses Provide 2 fish raising training courses to 54 families

▪ Budget

Provide fingerlings & materials to 54 trained families

▪ Fingerling, pond construction materials

▪ CDW ▪ CDW, CIG Coordinator

Cooperate with VDCs to select 24 ▪ CDW, CIG Coordinator families for SRI training 2.5.8 Provide training on SRI to 24 farmers▪ Budget, CDW, CIG Coordinator 2.5.9 Support 24 families to practice SRI ▪ Budget, CDW, CIG Coordinator in their field 2.5.10 Cooperate with VDCs to select 96 ▪ CDW 2.5.7

▪ Not done

The formed SHG did not function yet

Actual Activities ▪ Staff cooperated with VDCs to select 38 people for chicken and duck raising training ▪ PC and staff conducted 1-day training course on chicken and duck raising to 38 people and provided 500 ducklings to 20 families ▪ Vaccinated 400 ducklings against new castle disease ▪ Staff cooperated with VDCs selected 33 families in 12 villages for fish raising training ▪ Staff provided 3 fish raising training courses to 33 families ▪ No done in this semester too.

Variances/ Explanation The training conducted in planting season, The rest will provide next semester More training will be in next semester as time due to border tension and harvesting 2 model farmers get 100 ducklings to raise 100 ducklings died after one months long raised The training conducted in planting season, The rest will provide next semester

▪ Not done ▪ Not done ▪ Not done ▪ Not done

During that period, staffs of PVH project are not working regularly in the target because of the conflict between Khmer-Thai soldier In high raining season the trained beneficiaries did not raise fish yet Time constraints due to border tension See 2.5.7 See 2.5.7

▪ Staff cooperated with VCD

159

families for home garden training 2.5.11 Provide 4 training on home garden- ▪ Budget,CDW, CIG Coordinator ing to 96 families 2.5.12 Provide vegetable seed & materials ▪ Budget, CDW to 96 trained families

2.5.13 Cooperate with VDCs to select 9 model famers 2.5.14 Provide IFM training to 18 model famers (9 in FY08)

▪ CDW ▪ Budget, CDW, CIG Coordinator

selected 90 vulnerable families to receive vegetable seed ▪ Staff provide instruction to single 195 family on vegetable planting techniques ▪ Staff distributed vegetable seeds to 90 VP in 18 villages ▪ Provide vegetable seed to 105 mothers with under five children in 7 villages to promote their 105 malnourished children ▪ Staff cooperated with VDCs selected 3 new model farmers ▪ Not done

▪ Seed, fingerlings… and other materials ▪ Staff provided seed to 3 model farmers and provided 100 duckling to 2 of them ▪ Not done 2.5.16 Conduct 9 Farming Days in 9 diffe- ▪ Budget, CDW, Pc rent places for 270 families in cooperation with PDoA ▪ CDW ▪ PC and project staff conducted 2.5.17 Support to form 34 new SHGs and stationeries awareness raising on SGH concept to 188 interested villagers (127 women) in 12 villages. ▪ 2 SHGs were formed with 29 members (24 women) ▪ Provided on course on bookkeep2.5.18 Provide 5 training courses on book ▪ Budget, CDW, CIG Coordinator 2.5.15 Provide seed and materials to 18 demo farmers

Formal training will be provided in next semester 70 families have harvested their vegetable for consumptions and selling The provision is made due to those 105 mothers have severe malnourish children under 5 No model farmer guideline designed During that period, staffs of PVH project are not working regularly in the target because of the conflict between Khmer-Thai soldier See 2.5.14 See 2.5.14 Due to Cambodian-Thai border tension and harvesting thus the project could not reach the planned target 2 SHG are functioning

160

keeping to 34 group with 102 committee members ▪ CDW, CIG Coordinator, CWS 2.5.19 Provide WCA to 18 groups (10 SHGs in FY08) WCA (Loan) ▪ CDW, CIG Coordinator 2.5.20 Cooperate with VDC to select 15 VP families for small business 2.5.21 Grant support to 15 VP families for ▪ CDW, CIG Coordinator, budget small business

ing to 12 SHG committee members of 2 SHG Not done ▪ Not done ▪ Two VP families were decided by togive as grant to start small business

Theme 3: Strengthening Civil Society OBJECTIVE Strengthen target community understand and practice peace building and restorative justice Output 3.1 ▪ 104 VDC, VL, VHV & CPV trained on ▪ 9 CPV introduced their roles and Community key persons (CCs, VDCs, VLs, elderly, monk) play an active role in Peace Concepts responsibilities ▪ 11 VDC, 6 VL and 2 CPV trained peace building, responding to conflict & utilizing LCP approaches in their on peace concept ▪ 18 VDC, trained on LCP ▪ Not done communities ▪ 24 CCs strengthened capacity on ▪ Not done Peace Building ▪ 20 CPV strengthened capacity on LCP ▪ 18 CCs ( 2women) received 3 days training on LCP intorduction from 4 communes ▪ 24 CCs trained in accountability ▪ Not done ▪ 10 project staffs trained in account-

ability ▪ 300 people increased knowledge on how to reduce domestic violence in their communities

▪ 9 staff ( 2 women) trained on

Anti-corruption

▪ In collaboration with District

Women Affairs, organize International Women Day with 178 persons comprising of (105

SHGs are not evaluated Due to Cambodian-Thai border tension One family used the money to salling cakes and another used for buying vegetable or fish to sale in the villages.

3 more courses will be conducted in next semester Due to Cambodian-Thai border tension Training provided in Jan 09 by program staff Will be conducted after training to staff Focus on the history of Women Affairs work together to stop all forms of violence against women and children

161

▪ villagers, 60 secondary school

students (41 girls), 1 CC (woman) 2 VLs, 1 DoWA (woman) and 1 Vice District Governor

3.1.1

3.1.2

Activities CWS's Inputs ▪ Budget, materials, Peace Pc, PC, Conduct 5 training courses on Peace Concept to key people Team A, Team B (1course for CPV, 4 courses for VDC, VL) Provide 2 training courses on LCPs ▪ Budget, materials, Peace PC, Pc, to VDCs, CPVs Team A, Team B

Provide refresher training on peace ▪ Budget, materials, Peace PC, Pc, building to 24 CCs Team A, Team B 3.1.4 Provide training on LCP to 24 CCs ▪ Budget, materials, Peace PC, Pc, Team A, Team B ▪ Budget, materials, Peace PC, ERP PC 3.1.5 Provide 3 days training on Accountability to 24 CCs 3.1.6 Cooperate with DoWA to organize Budget, materials, Peace PC, PC, White Ribbon campaign CDW 3.1.7 Cooperate with DoWA to organize ▪ Budget, materials, Peace PC, PC, International Women Days with CDW 300 people ▪ Budget, materials, Peace PC, PC, 3.1.8 Cooperate with CC in Yeang to provide 2 trainings courses on CDW gender to 42 VDC and VL 3.1.9 Coordinate with DoEYS to organize ▪ Budget, materials, Peace PC, PC, International Children days with CDW 250 people (180 students) 3.1.10 Provide Peace books to 3 schools ▪ Budget, Peace PC, Pc, in target areas CDW 3.1.3

Actual Activities ▪ PC-Peace in coordination with

project staff provided a 3-day training course on peace concept to VDC, VL and CPV ▪ Not done ▪ Not done

It is the first time for them to participate in that event in the district at commune level Variances/ Explanation Peace training could not be conducted in Yeang commune 3.1.2-3.1.8 was not done due to boarder tension between Cambodia and Thailand

▪ Provided a 3 day training on LCP

introduction to CC

▪ Not done ▪ Not done

Will be conducted after training to staff

▪ Cooperated with DoWA to organ-

ize International Women Day

▪ Not done

see 3.1.2 above

▪ Not done

▪ Provided 222 books related to

peace to 3 schools with 657 students (328 girls) and 30 teachers

They enjoy reading the books

162

3.1.111 Coordinate with DoWA to provide 3 training courses on Domestic Violence to 75 VDC, VL in 3 communes 3.1.12 Support 4 people to join Peace related activities in Phnom Penh (dhammayietra, white ribbon day…)

▪ Budget, materials, Peace PC, Pc,

CDW

▪ Budget, materials, Peace PC, Pc,

CDW

(8 women) ▪ Provided 39 books related to It is unplanned but CWS staff Khmer art and culture to 3 schools have asked these books from Reyum Art Institute ▪ Not done But the concept of domestic violence was integrated into peace related training courses ▪ CWS supported two CPVs

(one woman) to attend Youth and Reconciliation conference organized by YFP ▪ Support 10 people from Choam Khsant ( 2 VL, 3 CC, 3 CPV, 2 VDCs) to participate in 5 day peace walk in Prey Veng

Theme 4: Emergency Response and Preparedness OBJECTIVE To ensure meeting basic needs of the most vulnerable people and victims of the emergency in the provinces are met (prioritizing the target communities) and to enhance community capacity to prepare and respond disaster within their communities. Output 4.1 Red Cross Volunteers (RCVs) are actively functioning, and commune and village disaster preparedness plans developed and implemented in target communities

▪ 36 RCV trained on CBDRR and plan-

ing are able to conduct HVCA in their villages (4day, 2courses) ▪ 18 villages have HVCA ▪ 18 villages have disaster prepared plan integrated into the existing village development plan ▪ 8 CCDM member, 18VL trained on CBDRR and planning (1couses) ▪ CCDM quarterly meeting conducted regularly with the participation of at

▪ 20 RCVs trained on CBDRM and

planning

Yeang commune wasn't conducted due to rainfall

▪ Not done ▪ Not done

Planned in next semester Planned in next semester

▪ Not done

CCDM was not formed yet

▪ Not done

CCDM was not formed yet

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4.1.1

4.1.2 4.1.3

4.1.4 4.1.5 4.1.6

4.1.7

4.1.8

least 20 member (commune chief, VL, Chief of cluster school, HC, RCV, commune of police) ▪ At least 720 people in 18 villages (40 people /village) raised awareness on disaster preparedness by 18 public event (1 in each village) by RCV ▪ At least 2 villages implement DRR measure under leadership of RCV & VDCs Activities CWS's Inputs Provide training on CBDRR, HVCA ▪ Budget, materials, Pc, CDW, ERP and planning to 36 RCV (2 courses Pro. 1 in Yeang and 1 at office) ▪ Budget, materials, Pc, CDW Support 36 RCV in conducting HVCA in their respective villages in association with VLs and VDC. ▪ Budget, materials, Pc, CDW Assist RCV to develop disaster preparedness plan integrating into VDP ▪ Budget, materials, Pc, PO, CDW Provide training on CBDRR and planning to VLs and CCDM ▪ Budget, materials, CDW Organize semester full member meeting of CCDM Support RCV to provide awareness ▪ Budget, materials, CDW on DRR to 720 interested people Support RCV to provide echo training on Disaster Preparedness to key interested people in their respective villages. Support RCV & VDC to implement micro project in at least 2 villages

▪ Not done

Due to border tension, staff could not support RCVs to conduct awareness raising

▪ Not done

Planned in next semester

Actual Activities ▪ Staff conducted a 3-day training

course on CBDRM and planning to 20 RCVs ▪ RCV had planned but not done

Variances/ Explanation 1 course in Yeang commune will be conducted in next quarter No HVCA support material and due to border tension

▪ Not done

No HVCA result yet

▪ Not done

No CCDM was formed yet

▪ Not done

No CCDM was formed yet

▪ RCV had planned but not

▪ Budget, materials, Pc, PO, CDW

▪ RCV had planned but not done

Due to border tension, staff could not support RCVs to conduct awareness raising see 4.1.6.

▪ Budget, materials, Pc, PO, CDW

▪ RCV and VDC have not identified

See 4.1.3.

done

micro project yet.

164

Output 4.2 Improve capacity of RCV to provide first aid services to emergency victims and most vulnerable people Activities 4.2.1 Coordinate with CRC to provide refresher training on CBFA and support first aid kids to 36 RCVs Output 4.3 Respond to basic needs of vulnerable people and disaster victims of emergency in a timely manner and ensure their lives with dignity and well being.

Activities 4.3.1 Coordinate with VDCs, VLs, RCV to conduct assessment and select

▪ 36 RCVs are equipped first Aid kit

CWS's Inputs

▪ Not done

Actual Activities

All RCVs have already equipped the kit by CRC Variances/ Explanation All RCVs have already equipped the kit by CRC

▪ Budget, materials, ERP Program

▪ Not done

▪ 270 families received emergency kits

▪ 3 most vulnterable families in Srae The amount and kinds of

CWS's Inputs ▪ Materials, Pc, CDW, ERP Pro

Actual Activities ▪ Not done

when there is emergency strike their life and well-being

village received 25kg of rice, one the materials are different 30 liter bucket, 1 liter of vegetable from village depend on the oil, 1 bottle of fish sauce, 2kg of situation of eah family salt, 1 mosquito net, 0.5kg of soap power and 10 canned fish ▪ 3 most vulnerable families in Veal Thum village received 25kg of rice, 1 liter of vegetable oil, 1 bottle of fish sauce, 2kg of salt, 1 mosquito net, 0.5kg of soap powder, 1 sarong, 1 krama, 1 digging hoe, 5 canned fish ▪ 3 most vulnerable families in Kouk Sralau village received 30 liter bucket, 1 mosquito net, 0.5kg of soap powder, 6 canned fish, 1 bottle of fish sauce, 1kg of sugar, 1 liter of vegetable oil, and 1 kettle Variances/ Explanation No emergency/disaster occurs

165

4.3.2

4.3.3

victim families of Emergency Distribute the emergency response ▪ Budget, materials, Pc, CDW, ERP Pro. ▪ Staff supported ERP team to It is unpredictable kit to victims of disaster or most conduct need assessment of IDP vulnerable people. at border conflict and distributed emergency assistance ▪ Budget, materials, Pc, CDW, ERP ▪ Identified most vulnerable families Cooperate with PRC to support budget or emergency kits to victim Pro. and provide the emergency families in target district/ province assistance

Theme 5a: Project Development, Management and Supervision OBJECTIVE Effective and efficient program management and functioning; enhance community development planning and practice Output 5.1a Monitor and support field staff and ▪ Monthly project monitoring on: ▪ 2 program officers conducted field operation in appropriate manner 12 project implementation activities at least 12 on-going field visits 10 staff performance within 12 months ▪ 3 monthly staff meetings conducted within 6 months Activities CWS's Inputs Actual Activities ▪ POs ▪ 2 program officers monitored 5.1.1a Field visit of Program Officers to monitor Project Coordinator the project on a monthly basis and CDW performance and provide necessary support to make the project become effective • POs, Pc, CDW ▪ PO and PC conducted regular 5.1.2a Monthly meeting to reflect the work implementation and see monthly reflection meeting with the strength and weaknesses & all staff develop plan for next month

2 program officers were assigned to support field office on a regular basis by spending about 2 weeks of each PO at PVH Variances/ Explanation

Some times it was done weekly

166

Church World Service Cambodia Logical Framework Report FY09 Project Name: Svay Rieng Water and Sanitation Cooperation Project

Narrative Summary

Objectively Verifiable Indicators

Actual Output

Variance/Explanation

Overall Objective: To expand the coverage of improved water supplies and sanitation facilities to underserved population of Romeas Haek and Rumduol 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, PDEYs, PDoH, PDAFF), district authorities and CCs.

• At least 2 coordination meetings

with PDRD, PDEYs, PDoH PDAFF

• 4 coordination meetings with

PDRD was conducted to discuss cooperation agreement

• 4 coordination meetings with

PDRD were conducted to discuss World Water day celebration, CWS donor meeting and report the progress of program implementation • 1 coordination meeting with PDoA to discuss on Home Gardening training

• 3 coordination meeting with

• Cooperation was finished acco-

rding to CWS has no support budget for PDRD staff's allowance which was requested by PDRD after MoU for FY09 was signed • The Director of PDRD join the World Water day celebration and CWS donor meeting; and feel happy with the significant achivement of CWS • The Dirctor of PDoA approved

to send 2 technical staff to provide training on home gardening to villagers • Discuss and collect data on

167

▪ 4 coordination meetings with

district authorities (2times/ district)

▪ 20 coordination meetings with CCs

(4 times/ commune)

Head of Health Center in CWS target areas • Attended 3 meetings related to Water and Sanitation program which organized by Government Official • 3 coordination meeting with District Governors to discuss World Water Day celebration and training on Local Capacity for Peace • 5 coordination meetings conducted in 5 communes on CWS's exit plan • 3 coordination meeting with Commune Councils to discuss on Local Capacity Training

Activities:

CWS's Inputs

Actual Activities

1.1.1 Attend meetings /relationship with provincial department and other relevant offices (PDRD, PDAFF, PDEYs, PDoH)

• Project Coordinator, Program Officer • Attended 3 meetings related to

1.1.2 Organize semester meeting with district authorities and related district officers to share the achievements and planning for and next semester / year 1.1.3 Conduct quarterly meeting with

• Budget, Pc, PO

• Budget, Pc, PO

Health issue before and during CWS program implemented • CWS is a member of WatSan Group recognized in the provincial and national level • The District Governor join and

support CWS to celebrate World Water Day

• Commune Councilors request

CWS to continue the program in their communes • Commune Councilors approve to send Village Leaders to join the LCP training Variance/Explanation

WaSan program which organized by Government Official • 1 coordination meeting with PDoA to discuss on Home Gardening training • 3 coordination meeting with Head of Health Center in CWS target areas • 3 coordination meeting with District Governors to discuss on World Water day celebration and training on Local Capacity for Peace • CCs, VLs,WSUGs 38(F8)

168

Commune Councils in 5 commune to strengthen the coordination and supporting

1.1.4 Project Coordinator met representative or director of PDRD to strengthen the implementation of WatSan activities in target communities

• Pc, CDW

• Pc, CDWs, Budget 1.1.5 Monthly meeting with CWS staff, PDRD staff and CDFs for quality program implemented

Output 1.2: Strengthen leadership among local partners to better understand the community structures and better implementation of community development process and principle.

• 75 CCs & VLs (40% women) train

CD concept

• 75 CCs & VLs (40% women)

trained in leading and managing rural organization

attended meeting in Bos Mon, Pong Toeuk, Daung and Tras commune hall of RomeasHek and Rumduol districts • 3 coordination meeting with Commune Councils to discuss on Local Capacity Training • PM and PC conducted 4 coordination discussion with PDRD Director on MoU • Conduct 4 coordination meetings with PDRD to discuss World Water Day, CWS donor meeting meeting and report the progress of program implementation • 11 monthly meetings conducted • Monthly rotate from commune with 7 CWS staff and 6 CDFs to commune to discuss about the progress and challenges of program implementation • 3 CC (1 W), 29 VL (3W), 202

WSUG members (83 women) from 42 villages in 5 communes were introduced village proposal development through 8 training courses • 109 WSUG members (44 women) from 27 villages in 5 communes trained on Leading and Managing Rural Organization

• Village Development Planning

and Simple Proposal Writing course was provided instead of CD Concept as it is necessary after CWS exit from the village

169

Activities:

CWS's Inputs

• Pc, PO, Materials and Budget 1.2.1 Provide 3 training courses on Leading and Managing Rural Organization to 35 CCs, 40 VLs from 20 villages in 5 communes. • PO, Pc, Materials, Budget 1.2.2 Provide 3 training courses on CD Concept to 35 CCs, 40 VLs from 20 villages in 5 communes

Output 1.3 Vulnerable families are better able to plan and manage household resources.

• 60 vulnerable people from 20

villages in 5 communes trained in developing & implementing household planning

Activities:

CWS's Inputs

• CWS staff 1.3.1 Support CDFs in monitoring 60 vulnerable families on household planning practice

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

• 20 VLs & 10 CCs are able to

continue WatSan activities in 20 handed over villages

Actual Activities

Variance/Explanation

• Provided 4 trainings on Leading

and Managing Rural Organizattion to 109 WSUG members (44 women) from 27 villages • Project staff provided 8 training courses on Village Development & Simple Proposal Writing 3 CC (1 woman), 29 VL (3 women), 202 WSUG members (83 women) from 42 villages in 5 communes. • 120 vulnerable families were

coached on household planning

Actual Activities

Variance/Explanation

• Coached 120 families on house- • The vulnerable families have

hold planning

• Provide vegetable seeds for

home gardening with technical support from PDoA and follow up support from CDFs

• CWS is still continuing the

WatSan activities in the target areas due to the needs and request from communities; And the data collection is done to preparing for phase out

home gardening around their home yard

• It will be phased out next year

170

Activities: 1.5.1 Conduct workshop to review all guideline related to WatSan program

CWS's Inputs • PM, PO, PC, Pc, CDW, Budget

1.5.2 Coordinate with VL, CCs, WSUG • PO, PC, Pc, CDW, Budget PDRD to join assets count for handing over in 20 villages 1.5.3 Coordinate with PDRD to hand over CWS' assets to CCs and 20 VLs to manage

• PM, PO, PC, Pc, CDW, Budget

Actual Activities

Variance/Explanation

• The WatSan guideline was

• All guidelines and translate in reviewed with Program Officer English of Monitiring and Evaluation; Program Manager, Program Coordinator and Field staff • Instead of assets counting, 36 • 36 village plan on WatSan Village Leader particupate in develop and submit to CWS developing village plan for Water activities • Instead of handing over meeting • More needed on bio-sand filters 1,909 villagers (1,109 women) from 36 villages attended in village develop planning meeting

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

• 40 hand pumps constructed and

benefit to 120 families in 20 villages

• Hand pump is cancelled due to

•

the cooperation between CWS and PDRD is finished and the primary needs of the community are latrine • 50 hand pumps upgraded and • This plan is cancelled and • No cooperation agreement benefit to 50 families in 20 villages instead of hand pump the with PDRD anymore project add the number of household latrine • 20 WSUG established with 100 • 24 WSUG were formed in 24 • More than planned as 4 WSUGs members (40% women) to maintain villages with 120 members (56 are the outstanding from FY08. repair & provide education on water women) • 10 trainings on Role and Respo- • More than planned to Build the & sanitation among communities nsibility of WSUG were provided capacity of WSUG members to to 228 WSUG members (107 understand their role and

171

• 800 families benefit directly from

800 bio-sand filter construction

• 1000 educated people will have

good health by using safe water & practicing family & individual hygiene • 60 families benefit from 60 latrines construction

• At least 110 families trained on

women) from 56 villages of 5 communes • 12 bio-sand filters constructed and benefited to 13 teachers (3 women) and 460 students (226 girls) in 3 primary schools and 1 kindergarten • 892 bio-sand filters constructed which benefited to 4,203 people (1,959 women) including 1,441 children (671 girls), 6 monks, 2 laymen. • 2 communities awareness on

reponsibility on WatSan activities

in their community

• It is difficult to construct in rainy

•

•

•

hygiene and sanitaion to 119 people (83 women) from 2 villages • 170 household latrines constru- • cted benefitted to 170 hhs with 809 members (425 women) including 229 children (129 girls) • 8 community awareness on latrine operation, maintanance and sanitation provided to 165 people • No well construction.

well maintenance and pump repairing (120 from hand pump construction & 50 families from upgrading wells) • 480 school children and 20 teachers • 7 trainings on hygiene and from total of 775 school children & sanitation to 45 teachers (8 25 teachers practice using clean women) and 910 school

season as well as the suppliers cannot bring construction materials to the target areas due to road condition More needed from school as the teachers and students understad the important of safe drinking water More needed from communities as people understant the important of safe drinking water Less than planned due to the the project prioritised on building capacity of WSUG members on their role and reponsibility, More than planned due to the needed and understand on impact of open defication

• More than planned as the project

add 2 new primary school

172

water regularly after receiving education • 300 people participated in World Water Day

Activities: 2.3.1 Collaborate with PDRD and local authorities to orient role, responsibility and how important of WSUG to people in target vill. 2.3.2 Collaborate with PDRD and local authorities to facilitate the WSUG election in 20 target villages. 2.3.3 Collaborate with PDRD to provide training on role and responsibilities of WSUG and WatSan Action Plan to WSUG members in 20 villages 2.3.4 Collaborate with PDRD and local authorities in selecting beneficiaries to benefit from 40 hand pumps, 50 well aprons, 800 bio-sand filters and 60 latrines 2.3.5 Collaborate with PDRD in constructing new 40 hand wells which benefited to 180 families 2.3.6 Collaborate with PDRD to repair and upgrade 50 wells which benefited to 50 families

CWS's Inputs

children (455 girls) in 7 primary schools in 4 communes • 218 people incduding district governor, PDRD director, CWS staff and CDF; and 100 school children join World Water Day celebraton Actual Activities

• Pc, CDW, Budget, Materials

• Provide 10 trainings on Role &

• Pc, CDW, Budget, Materials

• Staff, CDF and VL facilitated

• Pc, CDW, Budget, Materials

• Pc, CDW, Documents

• Pc, CDW, Budget, Materials

• Pc, CDW, Budget, Materials

• Government supported

Variance/Explanation

Responsibility to 228 WSUG members (107 women)

the election of 24 WSUGs in 24 villages in 3 communes • Provide training on Role and Responsibility to WSUG

• Staff in cooperation with VL, CC

and CDF selected 710 bio-sand filter beneficiaries and 140 latrine beneficiaries through village planning and need assessment process with villagers • Well construction is instead of household latrine

There are more well in the communities but less latrine

• Well construction is instead of

household latrine

173

in 20 villages 2.3.7 Collaborate with PDRD to select 800 people to construct and demonstrate 800 bio-sand filters in 20 villages 2.3.8 Collaborate with PDRD to motivate 60 people to construct 60 latrines in 20 villages 2.3.9 Collaborate with PDRD to educate 110 people on well maintenance, clean water used and sanitation 2.3.10 Collaborate with PDRD to provide training on latrines construction, latrines use and maintenance to 60 families

2.3.11 Collaborate with PDRD to provide training on bio-sand filter installation, how to use and maintenance bio-sand filter to 800 families from 20 villages

• Pc, CDW, Budget, Materials

• Pc, CDW, Budget, Materials

• Pc, CDW, Budget, Materials

• Pc, CDW, Budget, Materials

• Pc, CDW, Budget

• Pc, CDW, Budget, Materials 2.3.12 Collaborate with PDRD to educate 1000 people from 20 villages on Water and Sanitation

2.3.13 Collaborate with PDRD to

• CDW, Budget, Materials

• Staff, CDF and VL selected 710

bio-sand filter beneficiaries and installed 10 bio-sand filters for 10 families • Staff, CDF and VL select 140 latrine beneficiaries in 20 village in 5 communes. • Not done and instead of this activities, the project select more beneficiries of hosehold latrine and biosand water filter • Staff provided 6 awareness courses on latrine operation and maintenance to 120 selected beneficiaries in 19 villages of 5 communes • 2 tarining on latrine use and maitenance; and sanitation to 45 people (26 women) • Staff and CDF provided 1 training course on bio-sand filter construction and maintenance to 22 (8 women) beneficiaries • 27 courses on biosand water filter use and maintenance; and sanitation to 891 people (285 women from 22 villages in 5 communes • 2 communities awareness on hygiene and sanitaion to 119 people (83 women) from 2 villagesof Koki commune • 7 trainings on hygiene and

• 20 more beneficiaries will be

trained in next semester

• More training will be done before

filter construction in next semester

• More than planned as needed

from communities

• Less than planned due to the

the project prioritised on building capacity of WSUG members on their role and reponsibility, • More than planned as the project

174

provide awareness on WatSan to 800 teachers and school children (25 teachers) from 5 schools in target areas 2.3.14 Collaborate with PDRD and teachers to monitor and evaluate on WatSan practice in 5 schools in target areas 2.3.15 Collaborate with PDRD and local authorities in celebrating World Water Day with 300 participations

Output 2.5 Improve agricultural production, food security and household income among vulnerable people and interest group in target communities Activities: 2.5.1 Collaborate with CDFs, WSUG, VL in selecting 160 VP in 20 villages to train on vegetable growing in the community 2.5.2 Provide training on vegetable growing to 160 VP (5 courses)

• CDW, Pc, Budget, Materials

• PO, Pc, CDW, Budget, Materials

sanitation to 45 teachers (8 women) and 910 school children (455 girls) in 7 primary schools in 4 communes • Field saff collaborate with CDFs monitor WatSan practice in one primary school which comprise of 4 teachers and 156 schoool children (77 girls) • 218 people incduding district governor, PDRD director, CWS staff and CDF; and 100 school children join World Water Day celebraton

• At least 90% of 160 families received • 120 vulnerable people trainined

training on vegetable growing have home garden

CWS's Inputs

on home gardening

Actual Activities

add 2 new primary school

• Less than plan as the other

school is just provided bio-sand filter in June

• Vulnerable have home gardening

surronding their house

Variance/Explanation

• CDW, budget, materials

• Coordinate with Village Leaders

• 120 VPs selected

• Pc, CDW, budget, materials

• 120 Vulnerable People from 19

• Less than planned as CWS

documents

and WSUGs to select VPs families for home gardening

villages in 5 communes trained on home gardening.

prioritized the poorest of the poor in each target area

Theme 3: Strengthening Civil Society OBJECTIVE Strengthen community understanding and practice of peace building and restorative justice

175

Output 3.2: Key persons in the community VL, WSUG, CDF, CCs, old persons and monks play an important role in peace building, conflict resolution and use the LCP methodology in their community Activities:

• 80 CCs, VLs, WSUG, elders, monks • 2 training on Local Capacity for

WSUG, VDCs, CDFs trained on Local Capacity for Peace/ Peace building (4 courses)

CWS's Inputs

• P.C, P.O, CDW, Materials, Budget 3.2.1 Provide 4 training courses on LCP /peace building to 80 CCs, VLs, WSUG, monks, old persons, VDC, CDFs from 20 villages

Peace trained to 57 people (21 women) incuding VLs, WSUG CDFs from 25 villages in 3 communes

• Less than planned due to the

Program Coordinator is busy with the other training related to peace for staff and CWS partners

Actual Activities

Variance/Explanation

• Cooperate with Program to

provide training on LCP to VL, WSUG & CDF

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 Regularly field visit of Project Coordinator to monitor CDW and cooperation partners in project implement

▪ Monthly project monitoring on:

• Regular project monitoring by PC •

6 project management is done 14 times 12 project implementation activities • 8 visits conducted by PM, PC 5 staff performance and PO to support developing exit plan & project management • 45 villages assessed for the new target areas selection

CWS's Inputs • Pc, Pos, CDW, Vehicle

Actual Activities

• Field monitoring visit will improve

in next semester to ensure exit plan is properly implemnted • Plan to expand the project areas base on request from district governor while the project has enough funding support Variance/Explanation

• Project Manager conducted

regular fied visit (14 times) to support and encourage satff in field implementation

176

• Pc, CDW 5.1.2 Monthly meeting to reflect the work implementation and see the strengths & weaknesses and develop plan for next month

5.1.3 Monthly field visit to follow up and • PCs, Pos improve skill acquisition • Pc, PO, CDW, documents, budget 5.1.4 Collaborate with PDRD in evaluating new target area and to assess the working size • Pc, PO, CDW, materials, budget 5.1.5 Coordinate with Program Staff PM to develop activities and budget Plan for FY 2010

5.1.6 Regularly visit for project management

• PO and PM, Vehicle

• Project Manager conducted

regular monthly staff meeting to identify staff challenges and strengths and develop monthly plan • Same 5.1.1

• 3 time in irst semester and 5

time in second semester as the project has visitor from Peace Tour (NCCA) and UMCOR

• Same 5.1.1

• Conduted assessment to 45

villages for new target selection

• 6 project staff including Project

Manager and field staff join the meeting with Program Manager to develop annual activities and budget plan • PM, PC and PO conducted 3 visits to support developing exit plan and project management • 4 times field visit by Program Manager and Deputy Program Manager

• Annual activities and budget

plan submit to Program Manager

• Field monitoring visit will be

improved in the next six months to ensure exit plan is properly implemented • Support on overall management and project activities implementation

177

Church World Service Cambodia Logical Framework Report FY09 Project Name: Partnership Program Office

Narrative Summary

Objectively Verifiable Indicators

Actual Outputs

Variance/Remarks

OVERALL OBJECTIVE: To strengthen the institutional capacity of CNGO partners and ensure the effectiveness of the project implementation 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 recepients practiced necessary organizational CNGO partners and small project fund recipients to facilitate systems and technical capacity to program that will effectively and carry out effective community sustainably improve the living development interventions in support condition of the most vulnerable of the most vulnerable Output 1.1 Matured organizational capacity for CNGO & Ecumenical Partners

• Strategic plan of KCDA developed

• CFEDA & KCDA's strategic plan

• Achieved as planned

Activities: CWS's Inputs 1.1.1 Support the partnership project • Program and Project staff, budget, KCDA & CIDC training materials develop strategic plan for partner

Actual Activities • CFEDA & KCDA developed their strategic plan • KNTO & KORCD reviewed their strategic plan

Variance/Remarks • Time constrained for OD officer, KCDA will planned in next year

Output 1.2 CNGO partner matured in technical capacity

• Partners developed project • Partners obtained M and E skills • Partners reviewed their HR policies

developed • KNTO & KORCD's strategic plan reviewed

• CSF made four small grant proposals • Two proposal were developed • None • Training moved to next year • CFED was reviewed their manual • Mannual policies were finalized

policies

178

Activities: 1.2.1 Develop proposal for small grant partners 1.2.2 Conduct training on Project Monitoring & Evaluation for all partners 1.2.3 Conduct training on Human Resource & Staff Management to all partners Output 1.3 Increased Advocacy & Awareness Raising activities in partner's targets

CWS's Inputs • Program staff

1.3.1 Provide small grants to CNGO partners to implement activities including Child at risk, women, and peace building

Variance/Remarks

• Program staff assist to edit and review• One proposal were summitted

• Program and project staff, budget,

proposal for CSF • None

to FAO & another to UNESCO • M&E training will be held on 10-14 August 2009

• Program staff, budget,

• Program staff assist to review

• The mannual policies was

• 3 CNGOs received small grant

• CFC, CC, CSF & CFED

• Co-funding

• Partners conducted Human Rights

• CFC received co-funding

• CFC organized International

CWS M&E Staff materials

Child at risk, Women's Day, Peace Building

Activities:

Actual Activities

CWS's Inputs • Program staff and budget

mannual policies for non-funding partner CFED

received small grant support

support • CC received co-funding support • CSF received co-fundind support • CFED received co-funding to support

Actual Activities • CFC organized 1 day workshop on

International Women's Day • CSF organized International Children's Day • CC organized International Children's Day • CFED received co-funding to

finalized and used in place

Women's Day

• CC organized International

Children's Day

• CSF organized International

Children's Day

• CFED provided materials to

17 child clubs located in Svay Chrum district

Variance/Remarks • 945 participants involved • 1200 participants involved • 1500 participant involved • 272 received donation from

179

support 17 child clubs through International Children's Day

CFED

Theme 3: Management and Supervision OBJECTIVE Provide overall management, • Partnership projects are smoothly • Over 90% of the project • supervision and capacity building implemented acitivities completed as plan to partnership program field staff; • 4 holistic partners are able to develop • KORCD, CFEDA, KNTO developed th• develop & strengthen mechanism, practice, guideline and tools that will phase-out plan with their community phase-out Plan improve the partnership program & • 4 holistic partners are able to design • 2 holistic partners summitted their • lead to enhanced outcomes project, proposal and report proposal for FY10 to funding committee Output 3.1 Improved capacity of CNGO partners to plan, implement, monitor, assess & report outcomes Activities:

• 12 visits to holistic partners

at least two times per partner/ year

Need ongoing monitor The program and project will assist to review the phase out plan 2 holistic partners CIDC & KORCD

• Program staff visited CFED,

KORCD, KNOT, HAPO

CWS's Inputs

Actual Activities • The program staff visited tow time

Variance/Remarks

3.1.1 Visit partners at least two times per year to monitor outputs and feedbacking

• Program staff, budget and time

3.1.2 Support partners for exposure visits to other partners 3.1.3 Support partners to attend other training/workshop

• Program staff, budget and time

• None

child club and one followed up learning action plan and another one collected data for CWS proposal • Too small budget available

• Program staff, budget and time

• None

• Advised the project BTB to

to CFED, KORCD, KNTO, HAPO CWS proposal

3.1.4 Organize the Partnership • Program staff, budget, materials Reflection workshop for partners

• None

• Some visits were followed up

send their partners to attend training on NGO Good Governance • This will be done next FY10

180

Output 3.2 Improved program implementation at field level; and improved staff management and development

Activities: 3.2.1 Visit field office and feedback for the management & program implementation

Output 3.3 Improved program management and coordination

Activities:

• At least 2 visits to project field office

• Two visits to KPT office and one time • Staff meeting per year office • Feedback and recommendation from • Two documents were recommended t• Few recommendations were partners documented staff made for improvement

CWS's Inputs • Program staff, budget

Actual Activities

Variance/Remarks

• The program staff provided feedback • The project staff commentted

project staff

on strategic plan format

• The program staff provided recom-

•

• At least 3 program meetings/year

• Two full program meeting

• As planned

• At least 7 meetings with POG/year • At least 7 meeting with SMT/year • At least 7 meetings with other NGOs

• • • •

• Strategic review • Proposal development

mendation on strategic document

CWS's Inputs

conducted Two POG meeting was attended Four SMT meeting was attended 2 meetings with KCC & CSF, HAPO Actual Activities

3.3.1 Conduct program meetings

• Program staff, budget

• Two full program meeting

3.3.2 Attend POG & SMT Meeting

• Program staff

• The Program Manager attended in

3.3.3 Attend the meeting with other NGOs (partenrs, donors, network)

• Program staff, budget

• Meeting with 2 CNGO partners,

conducted

POG metting

KCC & CSF, HAPO

Variance/Remarks • The 2nd meeting on 10-12

Feb 09 and the 3rd meeting on 27-29 May 2009 • The POG meeting on 05 Feb 2009 • Development work

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Output 3.4 Better informed programming & practice as result of periodic evaluations of CNGO partners Activities:

• Target groups satisfied with Partner's • The holistic partners KORCD,

service

KNTO, CFEDA & ADOVIR will have external evaluation

CWS's Inputs

Actual Activities

• On going

Variance/Remarks

3.4.1 Coordinate for internal or external M&E to partners 3.4.2 Support the project staff to develop the follow up actions

• Program/project staff, time, budget

• The program staff coordinated with ex• Setember - November 09

• Program/project staff, time, budget

• The projectstaff already took action

• The program staff will help to

Output 3.5 Defined partnership strategies and developed necessary tools for monitoring & assessing program capapcity

• CAT reviewed

• CAR reviewed

• Finalized and used in place

• Training Need Assesment Tool

• TNA developed

• Finalized and used in place

• Operating Guileline in Khmer

• On going

Activities:

developed • Partnership Operating Guideline reviewed

consultant for evaluation for partners

to help CFEDA to develop its strategic plan

version was reviewed

CWS's Inputs

Actual Activities

follow up the strategic plan

Variance/Remarks

3.5.1 Review CAT

• Project/program staff

• Done

• All project staffs are using

3.5.2 Develop TNA Tools

• Program staff

• Done

• All project staffs are using

3.5.3 Review Partnership Operating Guideline

• Project/program staff, budget

• Operating Guileline in Khmer version • This will be discussed in 1st

• 2 Donor coordination meetings

• One meeting with Mekong Plus

Output 3.6 Improved profiling & promotion of CNGOs partners to other donors for resouce mobilizations

reviewed

• 2 proposals submitted to other donors • One meeting with CWSNZ

with their partners with their partners

program meeting FY10

• Mekong Plus is one of CFED

donors

• CWSNZ is one of KORCD

donors

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Activities: 3.6.1 Coordinate meeting with other donors Mplus, AusAID, Hiefer, and NGOs meeting/forum 3.6.2 Support partners to develop project proposals Output 3.7 Staff development; effective training and mentoring of field office staff; enhanced capacity building of program office staff Activities: 3.7.1 Provide on-going coaching to program and project staff on the OD & Project Management 3.7.2 Support program & project staff to learn necessary skills through internal & external training/ workshop

CWS's Inputs • Program and project staff, budget

Actual Activities

Variance/Remarks

• Meeting with CFED for a financial rev • CWS finance staff already

• Program and project staff, budget

of CFED before they send financial report to Mekong Plus • None

• None

• Program staff possess OD skills

• The project staff received OD skill

• Project coordinator KPT, BTB-

• Program/project staff improved skill

• None

• None

of project management

CWS's Inputs

Actual Activities

took action

BTM

Variance/Remarks

• Program staff

• Provide coaching to project staff on

• Ongoing

• Program/project staff, budget

• The program staff attended JD

• Jun-09

Acronyms CBO : Community Based Organization CNGO: Cambodian Non-governmental Organization ICD : Integrated Community Development M & E : Monitoring and Evaluation OD : Organizational Development POG : Program Oversight Group

organizational assessment/strategy workshop

• The program stafff attended Disas

ter Risk Reduction workshop

• 9-May

PRA : Participatory Rural Appraisal SMT : Senior Management Team ToR : Term of Reference TNA : Training Need Assessment VMG : Vision, Mission, Goal

183

Church World Service Cambodia Logical Framework Report FY09 Project Name: Battambang and Banteay Meanchey Partnership Project

Narrative Summary

Objectively Verifiable Indicators

Actual Output

Variances/Explanation

Overall Objective: Theme 1: Capacity building of holistic CNGO partners OBJECTIVE Strengthened capacity of CNGO ▪ CNGOs and small project fund partners and small project fund recipients have the necessary recipients to facilitate effective and organizational system and technical sustainable programs that will improve capacity to carry out effective the living condition of the most community development vulnerable. interventions in support of the vulnerable. Output 1.1 Emerging organizational capacity ▪ FY 2009 grants were approved and for 2 newly engaged CNGO partners disbursement provided to 4 partners and maturing organizational capacity (CFEDA, KNTO, ADOVIR & KCDA) for 4 established CNGO partners. to implement ICD program in remote villages. ▪ 2 new CNGOs selected as holistic partners. ▪ Governing board of CFEDA, KNTO

& ADOVIR were strengthened.

▪ CFEDA, KNTO, ADOVIR,

KCDA, DYMB & DYBTM increase capacity & ability to implement program to benefit more absolute poor families in 59 remote villages of BTB, BTM & OMC.

▪ The programs benefited

directly to 5,403 families (24,385 persons) and indirectly to 4,055 families (21,024 persons).

▪ FY 2009 grants were disbursed ▪ 100% achieved as planned.

to 4 partners (KNTO, CFEDA, ADOVIR & KCDA).

▪ Not done

▪ Priority was given to the

▪ Governing board of 3 partners

implementation of DIPECHO project. ▪ 80% achieved as planned.

▪ Non functioning board of

▪ continue coaching CFEDA

were strengthened.

CFEDA was dissolved and role to identify and select & responsibilities of the board governing board members. was reviewed. ▪ Governing boards of KNTO & ▪ A board member of KNTO

184

ADOVIR were reviewed their membership.

▪ KCDA obtained 3 year-strategic

plan and proposals. ▪ KCDA obtained financial, administration & staff policies/ guidelines. ▪ KCDA is able to develop village profiles & monitoring forms.

▪ 4 partners (CFEDA, KNTO, ADOVIR

▪

▪ V, M, G & core values of 2 new

▪

partners defined.

Prepare agreements and disburse grants for CFEDA, KNTO, ADOVIR, KCDA & 2

▪

▪

& KCDA) assessed organizational performance by using CAT.

1.1.3

▪

▪ Capacity needs of KCDA and 2 new

partners assessed and capacity building plan developed

Activities 1.1.1. Assist & assess proposals and plan of CFEDA, KNTO, ADOVIR & KCDA for FY 2010. 1.1.2 Select 2 new holistic CNGO partners.

▪

▪ ▪ ▪ ▪ ▪

CWS's Inputs Holistic grants Project and Program staff Transportation Training fund, materials. Training room.

was changed. ADOVIR will identify a woman board member. KCDA obtained 3 year-strategic ▪ 100% achieved as planned plan. KCDA obtained admin & staff ▪ 100% achieved as planned policies/guidelines. KCDA obtained financial guideline in first semester. KCDA is able to prepare ▪ 100% achieved as planned. monitoring forms. KCDA is able to develop village profiles in the first semester. Not done for new partners. ▪ 30% achieved as planned Capacity building plan of KCDA was developed in the first semester. New partners were not selected. 4 partners were assessed ▪ 100% achieved as planned. ▪ Weakness was organization growth by using CAT. incorporated in FY 10 plan for improvement. Not done ▪ New partners were not selected.

Actual Activities ▪ Assisted 4 partners to prepare FY 2010 proposal and plan

Variances/Explanation ▪ 100% achieved as planned

▪ Not done

▪ Priority was given for

▪ Grants of USD 45,385 was

disbursed to KNTO, CFEDA, ADOVIR & KCDA.

implementation of DIPECHO project. ▪ Grants of USD 23,497 was disbursed in first semester FY 2009.

185

1.1.4 1.1.5

1.1.6

1.1.7

new CNGO partners. Conduct partnership meeting with 2 new partners and explain partnership operation guideline. Conduct financial monitoring for 6 partners (monthly for new partners and every two months for ADOVIR, CFEDA & KNTO). Provide coaching, mentoring regarding meeting of governing board.

Provide mentoring, coaching and field monitoring regarding organizational strengthening & program implementation. 1.1.8 Provide coaching to KCDA staff to develop 3 years-strategic plan. 1.1.9 Provide coaching to KCDA staff to develop financial, administration & staff policies/ guidelines. 1.1.10 Provide coaching to KCDA staff to develop village profiles & monitoring forms. 1.1.11 Conduct capacity assessment needs for KCDA and 2 new partners & prepare capacity building plans.

▪ Not done

▪ New partners were not

selected.

▪ Conducted financial monitoring ▪ Monthly monitoring for

for 4 partners.

▪ Provided coaching to CFEDA

to dissolve non- functionial board and review roles and responsibilities. ▪ Provided coaching & mentoring to ADOVIR & KNTO to review membership of governing boards. ▪ Provided regular coaching & field monitoring to CFEDA, KNTO, ADOVIR & CFEDA.

CFEDA & KCDA and every two months for ADOVIR & KNTO. ▪ Continue coaching CFEDA in identify a new governing board.

▪ Provided coaching to KCDA

staff to develop strategic plan.

▪ Provided coaching to KCDA

▪ Coaching on preparation

▪ Provided coaching to KCDA

▪ Coaching on preparation

staff to develop relevant guidelines.

staff to prepare monitoring forms. ▪ Done in the first semester for KCDA

of finance guideline was done in the first semester.

of village profiles was done in the first semester. ▪ New partners were not selected.

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1.1.12 Conduct CAT to evaluate organizational growth of 4 partners. 1.1.13 Provide coaching to 2 new partners to define V, M, G and core values. Output 1.2 Emerging technical capacity among 2 newly CNGO partners, maturing technical capacity among 4 established CNGO partners.

▪ Used CAT to assess org.growth

of 4 CNGO partners.

▪ At least 2 training courses (LCP

assessment & conflict resolution etc) provided to 40 CNGO partner staff (20 staff/course).

▪ At least 10 training courses &

workshops regarding Community Based Disaster Risk Mitigation (CBDPM) organized for 20 partner staff, and 230 persons (RCVs, VHVs, VCs, VDCs, CCs, District & Provincial government staff (DIPECHO project).

▪ Not done

▪ New partners were not

▪ 2 training courses on MCH &

▪ 200% achieved in

how we see conflict were organized for 31 partner staff (15 women) from 4 CNGOs.

▪ 8 training courses on CBFA,

CBDRM and CDP were organized for 188 participants (48 women) from RCVs, VCs, VDCs, CCDM, DCDM, PCDM, DFT and PFT from target areas of KCDA, CFEDA, & KNTO in BTB, BTM & OMC. ▪ 9 training courses (6 training courses & 3 refresher training) on CBFA, CBDRM, and Commune Development Planning were organized for 200 participants (67 women) of RCVs, VCs, VDCs, VHVs, CCDM, DCDM, PCDM, CNGO partner & CWS staff and RC Counterparts from target

selected

comparision with planned.

▪ Partner staffs increase

knowledge/skill and apply it to improve their program. ▪ 3 training courses were organized & provided for 37 staff (16 women) in the first semester. ▪ 170% achieved in comparision with planned. ▪ 9 training courses were organized in the first semester for 200 participants (67 women)

187

▪ ▪ At least 2 workshops related to

▪

▪ One exposure visit organized for 12

▪

▪ Internship organized & facilitated

▪

▪ At least 15 CNGO partner staff & 15

▪

program implementation organized for 30 partner staff.

CNGO partner staff.

for 4 CNGO partner staff.

CCs supported to attend relevant training & workshops, organized by Partnership Program office.

1.2.1 1.2.2

Activities Organize and provide training & training follow-up to partner staff. Coordinate with relevant stake holder to organize training & workshops related to CBDRM.

CWS's Inputs ▪ ▪ ▪ ▪ ▪

Budget Project and Program staff Transportation. Training materials/documents. Training room.

▪

areas of KCDA, CFEDA, & KNTO in BTB, BTM & OMC. 40 first aid kits were distributed to 40 RCVs 2 workshops/meeting regarding ▪ 100% achieved as planned. exchange of learning and experience on implementation of CBDRM were organized & facilitated for 34 staff (16 women) of KCDA, KNTO & CFEDA. Exposure visit was organized ▪ 100% achieved as planned. for 5 partner staff (4 women) to learn experience regarding MCH in KPT project. Not done ▪ Priority was given for implementation of DIPECHO project. 9 partner staff were supported ▪ 100 % achieved as planned to attend square table meeting, 9 partner staff were organized by CWS PHN supported to attend training 9 partner staff (4 women) from in the first semester. 4 partners were arranged and supported to attend training on basic finance management.

Actual Activities Variances/Explanation ▪ Organized two training on MCH ▪ The rainings were provided & how we see conflict for by Direct Service Program partner staff. staff. ▪ Organized 8 training courses: ▪ The trainings were provided by DM staff, OMC & BTM ▪ Organized 2 training courses of five days on CBFA for 38 PRC, NCDM & MOP. RCVs (21 women) from BTM & ▪ Participants have increased

188

OMC.

▪ Organized 3 training of four

1.2.3 1.2.4 1.2.5 1.2.6

days on CBDRM & CDP for 77 participants (6 women) of CCDM, DCDM, PCDM, DFT & PFT from OMC, BTB & BTM. ▪ Organized 3 training courses of five days on CBDRM for 73 participants (21 women) of VDCs, VCs & RCVs from OMC & BTM. ▪ Organized 2 workshops and meeting for partner staff. ▪ Done

Organize & facilitate program related workshops. Organize and facilitate exposure visit for partner staff. Organize internship for CNGO partner staff. Coordinate with Program office to support partner staff & CCs to attend training & workshops.

Output 1.3 Developing practice among 2 newly engaged CNGO partners & maturing practice among 4 established CNGO partners.

and gained knowledge regarding CBFA, CBDRM and CDP.

▪ Not done

▪ CFEDA, KNTO and KCDA

increased capacity in building capacity and support communities regarding CBDRM in their target villages.

▪ Done

▪ Coordinated with program

▪ Capacity of CFEDA, KNTO &

▪ 100% achieved as planned. ▪ CWS supports 3 partners

KCDA on CBDRM project increased. ▪ CFEDA, KNTO & KCDA received coaching & support to build capacity of RCVs, VDCs & VCs to conduct echo training on CBDRM of two days to key villagers and to raise awareness on DRR to villagers. ▪ 136 RCVs, VCs & VDCs from

staff

to implement CBDRM project in 40 villages in BTB, BTM & OMC.

189

▪ Under DIPECHO project; micro

project grants were provided to CFEDA, KNTO and KCDA to support communities regarding CBDRM. ▪ CFEDA, KNTO & ADOVIR are able to use LCP tools to assess their program. ▪ ADOVIR increased capacity to strengthen community structure & to prepare phase out plan from old target villages. ▪ KCDA increased capacity in implementation of ICD program activities such as support SHGs, need let CBOs, CCs and community changed agents etc.

1.3.1

Activities Provide training & coaching to CFEDA, KNTO & KCDA staff related to capacity building & support to communities on CBDRM.

CWS's Inputs ▪ Holistic grants ▪ Project and Program staff ▪ Transportation

Training fund/materials.

34 villages able to provide echo training to 496 (278 women) key villagers. ▪ 506 villagers (312 women) in 12 villages attended awareness raising on DRR. ▪ Not done ▪ 40 micro project proposals (40 villages) on CBRDM were developed with supported by partners ▪ Not done

▪ Priority was given for

▪ Capacity of ADOVIR staff

implementation of DIPECHO project. ▪ 100% achieved as planned.

▪ KCDA increased capacity in

▪ 100% achieved as planned.

increased.

support SHGs, RCVs, community forestry, working with VCs, VDCs & CCs.

Actual Activities ▪ Organized training on CBFA,

CBDRM & CDP in BTB, BTM . & OMC. ▪ Provided coaching & support to partner staff to build capacity of VCs, VDCs & RCVs to conduct echo training & raise awareness on CBDRM for key villagers and villagers.

Variances/Explanation ▪ Continue coaching.

190

1.3.2

1.3.3

1.3.4

1.3.5

Provide micro project grants to CFEDA, KNTO & KCDA to support communities regarding CBDRM projects. Provide training & coaching to to CFEDA, KNTO, KCDA & ADOVIR staff regarding LCP assessment in their program. Provide coaching to ADOVIR staff regarding strengthening of community structure & phase out plan from old target villages. Provide coaching & support to KCDA to implement ICD program such as SHGs, support CCs, & need let CBOs etc.

Output 1.5 Resources mobilized in support of CNGO partners.

1.5.1

Activities Share funding information & establish link between CNGO

▪ Not done

▪ continue in first semester

▪ Not done

▪ Priority was given for

of FY 2010.

implementation of DIPECHO project.

▪ Provided coaching to ADOVIR

related to community structure strengthening & phase out plan from old target villages. ▪ Provided coaching on SHGs, CBDRM activity, working with VCs, VDCs & CCs.

▪ At least one CNGO partner received

▪ CFEDA received a small grant

CWS's Inputs ▪ Project and Program staff

Actual Activities ▪ Shared relevant funding information to CNGO partners.

fund from other funding agency.

▪ Coaching on PRA was

done in first semester.

from a MAG's funding partner.

Variances/Explanation ▪ will continue

▪ Assisted CFEDA & KNTO

partners and potential donors.

regarding preparation of report & proposals. Output 1.6 CNGOs, CBOs, CCs etc are to implement small projects in support of the most vulnerable in their communities.

▪ At least 3 small projects approved

and implemented (peace building, community development, food security, community pond & HIV

▪ Grants were provided &

supported to 3 CNGOs and association in BTB & BTM. ▪ DYBTM received grant to

▪ 100% achieved as planned.

▪ The activities started in May

191

focused program etc).

▪

▪

▪

▪

implement peace education 2009 & will finish in April for BTM prisoners & conduct 2010 workshop on conflict resolution for Village Chiefs, CCs, key persons & monks in BTM. DYMB received grant to ▪ The grant period started implement HIV focused from March 2009 & finish program, to support Building a in February 2010. New Life Center income generation project (BNLC). The BNLC provides skill to PLHA women & their families regarding making of flowers crafts and bead-jewelry & sewing in order to earn family income. 1 pond (20x30x3) was constructed, 3 pairs of watering cans, 4 hoes, 50 manago seedling were provide to school which benefited to 168 children (76 girls) grade 1-6 Through KCDA & ADOVIR, ▪ The school children attend distributed 60 bicycles, 60 class in grade 1-9 and bags, 4,434 note books, 498 from 7 schools. rulers and pencils, 1,494 pens, 187 pair of clothes to 498 poor & poorest school children from 6-18 year's old (241 girls) from 13 villages in Samlout & Bavel Districts, BTB. Through KCDA, ADOVIR & ▪ The families live in 13 CFEDA, distributed health villages of 3 Communes materials (460 mosquito nets, (Tatok, Ampil Pram Dem &

192

210 water filters,150 water kittles and 217 water buckets) to 936 poor and poorest families.

1.6.1

Activities Conduct appraisal of proposal and field assessment.

1.6.2

Prepare agreement and grant disbursement.

1.6.3

Monitor project implementation

Output 1.7 Vulnerable people provided emergency relief through CNGO partners.

CWS's Inputs

Actual Activities

Toul Pongro) in BTB & BTM.

Variances/Explanation

▪ Project and Program staff ▪ Fund for small project

▪ Conducted assessment and

▪ The proposals received

▪ At least USD 1,500 made available

▪ Through KCDA, ADOVIR and

▪ Each family member

and disbursed through CNGOs for emergency relief.

appraisal of proposals of approval from funding DYBTM, DYMB & committee. association. ▪ Prepared project agreements & ▪ USD 8,131 was disbursed disbursement of grants & supported (USD 2,373 for DYBTM, USD 4,240 for DYMB & USD 1,517 for digging pond in Kampoing Lei school. ▪ Conducted field visit to monitor ▪ Feedback was given the project implementation. to improve the program.

CFEDA, distributed 5,553 kg received 7-10 kg of white of white rice to 129 food rice to secure food from shortage families (607 persons) 15-20 days. in 12 villages from 4 communes in BTB & BTM. ▪ Through KNTO, 7,770 kg of rice ▪ The families left their 86 bottles of cooking oil, 172 villages because of tension bags of iodine salt, 430 canned between Thai & Cambodia fish, 28 mosquito nets, 54 armies regarding border buckets, 71 ceramic filters, 28 problem. plastic tents were distributed to 135 displaced families (518 people, 265 women) in Chub

193

Chob Kokir Khang Kaeut and Chob Kokir Khang Lech.

1.7.1

Activities Conduct assessment of emergency situation, prepare for response and monitoring

Output 1.8 Increase public awareness raising activities through CNGOs & Govt. Departments.

CWS's Inputs ▪ ER fund. ▪ Project staff ▪ Transportation.

▪ At least USD 400 contributed to

CNGOs and Govt.Dept for organizing of awareness raising events.

Activities 1.8.1

Support partners (CNGOs, Govt Depart) to organize the public awareness events such as International Women's Day, etc

CWS's Inputs

Actual Activities ▪ Conducted assessment of emergency needs. ▪ Coordinated and supported CNGO partners to distribute food and materials to food shortage & displaced families.

Variances/Explanation ▪ USD 2,006 of project grant was used in response to the food shortage situation. USD 4,935 of DM grant was used in response to the needs of displaced families in OMC.

▪ Contributed 15 boxes of

▪ The Depts.were able

drinking water to BTB Dept. of Environment to organize Internal Environment Day. ▪ Contributed 15 boxes of drinking water to BTB Dept.of Women Affairs to organize International Women Day. Actual Activities

to raise awareness on environment protection and participation of women in economic and social development.

Variances/Explanation

▪ Fund. ▪ Materials and transportation. ▪ Project staff

Theme 3: Management and Supervision OBJECTIVE Improved program design, monitoring and evaluation; effective and efficient implementation; enhanced program outcomes

194

Output 3.1: Improved capacity of CNGOs to plan, implement, monitor assess and write report

Activities: 3.1.1 Visit and meeting by PM/ DPM to CNGO partners office & field Output 3.3: Improved program management/ coordination Activities: 3.3.1 Conduct staff meeting & planning

▪ Regular visits by project management staff to CNGO partner (monitoring of organizational functioning; implementation of activities; problem solving and strategizing; mentoring of partners) every two months. CWS's Inputs ▪ Project and Deputy Manager

▪ Regular visits to partner program ▪ 100% achieved as planned. were done. CNGO partners implement and manage their program & organization more effectively & more benefite to the target groups.

▪ Regular staff meeting and planning (monthly meeting)

▪ Monthly staff meeting & planning conducted.

CWS's Inputs ▪ Project staff

Actual Activities ▪ Conducted staff meeting & planning.

Actual Activities ▪ Done every two months

Variances/Explanation ▪ Feedback and advise was provided to improve their program. ▪ 100% achieved as planned.

Variances/Explanation

195

Church World Service Cambodia Logical Framework Report FY09 Project Name: Partnership Project - Kampong Thom Narrative Summary

Objectively Verifiable Indicators

Actual Out put

Variences/Remarks

OVERALL OBJECTIVE: Theme 1: Capacity Building of CNGOs and Ecumenical Partners OBJECTIVE: Strengthen the capacity ▪ Holistic CNGO partners and small of holistic CNGO partners and small project grant recipients have the project grant reciptients to facilitate necessary organizational system program that will effective and and technical capacity to carry out sustainably improve the living condition effective community Development of the most vulnerable by supporting the vulnerable Output 1.1: Matured organizational capacity for KORCD and one new holistic partner

▪ VMG and core values of new CNGO ▪ CIDC have V,M,G and core reviewed value. ▪ Governing board of CNGOs strengthened ▪ Financial, administrative, staffing policy of new partner documented in place and strengthened

▪ KORCD conducted board meeting two times per year

▪ Administrative, staffing policy of KORCD were revised. The new partner CIDC created the organizational policy ▪ Strategic plan, annual plan and ▪ CIDC have three year-strategic plan, six months plan, proposal proposal documents and report and report are in place. for new partner in place ▪ Implementation, monitoring and ▪ KORCD staff conduct the routreporting on time ine monoring their project in 10 villages and report on time. ▪ KORCD and new partner assessed ▪ KORCD and CIDC assessed by using CAT their organization by using CAT

▪ CIDC was selected as partner and it was received fund onJanuary 2009. ▪ KORCD conduct the meeting with two board of members and contacted the third by phone. ▪ Admin and staffing policy have been improved and reflect the current situation & change within the org. ▪ CIDC received fund amount US$7,090 to implement it project .

196

Activities:

CWS's Inputs

Actual Output

1.1.1 Facilitate to review VMG for ▪ Budget, project staff and materials new partner 1.1.2 Support KORCD and new partner ▪ Budget and materials to organize Board meeting and Training

▪ VMG of CIDC no need to review in this year. ▪ KORCD coducted the Board meeting the fisrt on 7 August 08. and the second on 16 June 09.

1.1.3 Provide coaching to new partner staff and strengthen KORCD on finance, admin, bookkeeping and staffing system

▪ SentTwo KORCD staff (Director andAccount) to attend Fnancial Management traing conducted by Partnership Program.Provided coaching on Admin work to Admin staff of KORCD ▪ KORCD reviewed strategic plan with facilitated by Partnership project staff and Program staff on 11 December 2008. Annual plan with detail ofactivities and time frame was develop and being implemented ▪ Conducted regular monitoring both organization and project implementation of partners ▪ TNA was conducted for KORCD and CIDC put into their staff development plan. ▪ KORCD was conducted it capacity on 7-8 May09 and CIDC in 10-11June 09.

▪ Budget, materials and project staff

1.1.4 Facilitate to review/develop strate- ▪ Budget, materials, program staff gic plan, annual plan, proposal and partners

1.1.5 Conduct regular monitroing to KORCD and new partner and small grant partners 1.1.6 Conduct TNA for KORCD and new partner

▪ Transport, project staff and motor

1.1.7 Conduct Capacity Assessment of KORCD & new partners by using CAT

▪ Project stafff, budget

▪ Project staff, budget

Variances/Explanation ▪ CIDC has VMG in place, it will be review next year. ▪ KORCD reviewed it structure on January 09 under the recommendation of Board and Partnership staff. ▪ The financial report of KORCD is acceptabe and the document and policy are in order and good filling. CWS staff planed to to monitor them every month. ▪ Strategic plan of KORCD is in place.Due to CIDC just starting to implement, the stategic plan will review next year.

▪ Feedback and Advice was provided to improve the program. ▪ TNA of KORCD and CIDC were conducted and their training schedule followed TNA plan. ▪ KORCD has able to do the assessment it organization by using CAT & CIDC is in training

197

Output 1.2: CNGO Partners matured in technical capacity

Activities:

Training for CNGOs: ▪ 10 CNGO staff are able to practice ▪ Six KORCD staff & one CIDC PRA in the villages are able to conduct PRA in two new villages and KORCD PRA report are arealy prepared. ▪ 10 CNGO staff understand account ▪ Two KORCD staff and two CIDC system & able to prepare financial staff attended Basic Financial report Management Six CIDC staff and 4 KORCD staff were coaching on Finance report ▪ 25 (10 CNGO staff and 15 VDCs) ▪ 31 people(KORCD 6, 45 VDC and solved problems at their community key persons) from 10 villages solved 10 conflict in 10 villages. ▪ 5 CNGO staff able to organize the ▪ All CORCD staff are able to condProgram Reflection Workshop uct reflection workshop with less support from CWS staff with 84 participants (37 women). ▪ At least 4 CNGO staff improved ▪ Five CNGO staff improved technical skills through outside technical skill on Good Governatraining/workshop/internship nce, Proposal writing and Peace workshop at Seam Reap province CWS's Inputs

Actual Output

1.2.1 Conduct PRA coaching to 10 new ▪ Budget, program/project staff and staff materials

▪ Not done

1.2.2 Conduct a basic financial management training for 10 CNGO staff

▪ Budget, program/project staff and materials

1.2.3 Conduct training on conflict resolution (II) for 10 partner staff 15 VDCs

▪ Budget, project staff and materials

▪ Four CNGO partners attended training on Basic financial Management which conducted by Partnership Program for two days in September 08. ▪ After 30 trainees received the training on"Conflict Resolution " two KORCD staff and four VDCs

▪ After each training or workshop they used to coach or share the knowledge to other staffs.

Variances/Explanation ▪ It will be done August next fiscial year, because CIDC received fund support on January 09 ▪ Partnership staff provided coaching to 6 CIDC staff on financial report. ▪ As the result, the conflict resolution team members plays the important role in solving

198

1.2.4 Support partners to organize the Program Reflection Workshop

▪ Budget, project staff and materials

1.2.5 Support at least 4 CNGO staff to attend outside trainings/ workshop

▪ Budget

1.2.6 Organize exposure visit for 16 CNGO staff to other good practitioners

▪ Budget, project staff

in each villages formed the team the team members of conflict resolution Team for each village. They have sold 10 cases of conflicts for the 10 villages( 9 domestic violent &one land issue) ▪ All CORCD staff are able to conduct reflection workshop with less support from CWS staff with 84 participants (37 women). ▪ Six CNGO staff were support to attend training on Good Governance, Proposal writing with Network director in Kampong Thom,Peace Building with CDRI and Peace workshop at Seam Reap province and CCC w/s at Seam Reap on 3-4 June 09. ▪ Organized one day study tour for 26 people, 16 females(6 KORCD staffs, 3 CIDC staffs & 17 children to visit & learned experiances

1.2.7 Support 2 new CNGO staff to ▪ Budget attend internship of management system

▪ Supported two CIDC staffs to learned attend training on Finance Management system from KORCD in February 09.

Output 1.3: Matured practice among partners

▪ Planned in the next Fiscical year

▪ 9 village profiles of new partner developed ▪ 6 VDCs and 3 CBOs able to write simple proposal, report, planning and facilitate resolutions

conflict in the community.

▪ After training back, partner staff wrote proposal and submit to other doners and have planned to intergrate Peace in their project activities plan.

▪ After came back, CIDC formed four Child club in three villages , 21 groups, 315 group members (189 girls). And KORCD has planed to form the Child club in FY 2010.

▪ 40 people from10 villages(20 VDCs ▪ 20 VDCs in 10 villages has able 10 village leaders and 10 CBOs) to write their progressive report received training on simple prposal, to KORCD on time & they also

199

▪ CNGO staff worked closely with CC, local authorities & villagers

report, minute taking and planning conducted by KORCDstaff under supporting from CWS staff. ▪ KORCD and CIDC staff attended every quarterly meeting with CC

▪ 20 target groups of CNGO partners ▪ 148 families planted vegetable have home garden, animal raising and made compost fertilizer in and compost making 10 target villages of KORCD so that they have vegetable to eat, share with neighbor and can sell. ▪ 200 people understood and practice ▪ 203 people women155 understood primary health care and hygiene parimary health care ▪ 25 VDC understood SHG concept and bookkeepping

Activities:

▪ 30 VDC and SHG members in 10 villages understood SHG concept and able to check book

CWS's Inputs

Actual Output

submited two proposals to KORCD ▪ KORCD made intergration planning with Baray and Suntuk district.

▪ People reduce on malaria, Typhoid and Tuberculosia 40% from 2007.

Variances/Explanation

1.3.1 Provide coaching to new CNGO ▪ Budget, project staff on the community/partner profile collection 1.3.2 Provide training course on simple ▪ Budget, project staff proposal and report writing, and planning to VDCs & CBOs

▪ Not done

▪ It will done in August 09

▪ KORCD staff provided training on simple proposal, report writing and planning to 40 people (20 VDCs, 30 VCPM include 24 women) in 10 villages on 3-4 and 8/12/08.

1.3.3 Mentor CNGO staff to build good relationship with CC, VDCs, villagers

▪ KORCD staff worked closely with CDCs, village leader and CC and district authority.

▪ As the result, 20 VDC from 10 villages sent quarterly report to KORCD and VDC from three villages,Kang Meas Cheung & K.M.Tbong, Tuol Chan and Pnov summitted proposal to borrow four water pumpes for their dry rice season. ▪ Three KORCD staff attended regularly in quarterly meeting of Commune councile in three

▪ Project staff

200

1.3.4 Support partners to promote ▪ Budgets, technical home garden, animal raising and compost making

▪ KORCD staff has able to provide training on home garden and compost making to 25 villagers (21 women) ▪ Three visiting field operation of KORCD target villages Vaing Cheung, Korng Meas Tbong and Tuol Chan to monitor the implementation of vegetable growing. ▪ KORCD staff conducted extension on primary health careawareness on Tuberculosis, Aids prevention ,malaria,typhoid to 425 people,.. 381 women in 10 target villages.

1.3.5 Encourage partners to promote primary health care and hygiene awareness

▪ Budget

1.3.6 Conduct refresher training on bookkeeping and coaching to SHG, VDCs and CBOs

▪ Project staff, budget

▪ Conducted the refresh training on book keeping 30 participants,27 SHG members and three VDCs to review SHG bookkeeping and introduce the new format of SHG book.

Output 1.4: CNGOs and CBOs implemented the small projects

▪ At least 2 partners received small project grant support

▪ Not done

Activities:

CWS's Inputs

1.4.1 Assess and review proposal of ▪ Budget, CWS staff partners at office and target areas 1.4.2 Submit proposal of partners and

▪ Project staff

communes. ▪ 148 families in 10 villages including 25 trainees,planted vegetables and made compost fertilizer.They earned money from selling vegetables amount 52,012 Riels each family. ▪ 42 families in three villages planted vegetables by practicing technical from the training and using compost fertilizer. ▪ The number of illness people on malaria,tuberculosis,typhoid reduce 40% from last year. This year 203 people go to health center when they were sick,98 families sleep in the mosquito-net and124 families drink boiling water ▪ Participants happy to use the new format of SHG bookkeeping because it is simple and easy to compile. 30 VDCs have able to Check SHG books.

▪ Budget not available

Actual Output ▪ Proposal submitted to Partnership Program Manager (holistic partner) but budget was not available. ▪ Join in proposal appraisal with the

Variances/Explanation

▪ The Funding committee approved

201

join in proposal appraisal with Program Office Output 1.5: Increased advocacy awareness in the partner target areas

Funding Committee

CIDC as Holistic Partner on January 2009.

▪ 300 people attended the Internationa▪ 227 people (189 women, included Women's Day District Governor, 3 commune chiefs, 10 village leaders) participated in International Women Day.

Activities:

CWS's Inputs

Actual Output

1.5.1 Support partners to organize the International Women's Day

▪ Project staff and budget

▪ KORCD organized International Women Day with support from CWS staff.

1.5.2 Mainstream gender concept in VDCs, SHGs, CVPMs and activities

▪ Project staff and budget

▪ KORCD increase capacity in intergration of gender concept & peace building as cross cutting issue in VDCs,SHGs& VCPMs.

Variances/Explanation ▪ Pnov is one of the 10 target village of KORCD. Village leader, VDC six key persons in this village requested to held this womenDay in Pnov pagoda because their villagers wanted to involve deeply in this workshop. On going to implement

Theme 3: Management and Supervision OBJECTIVE Output 3.1: Improved capacity of CNGOs to plan, implement, monitor assess and write report

Activities: 3.1.1 Provide advice to partner staff to have clear process for planning and implementation

▪ Annual Plan of KORCD are better prepared ▪ CNGO staff have regular monthly meeting CWS's Inputs ▪ Project staff and budget

▪ KORCD staff improved ability in ▪ KORCD staffs are able to make developing annual plan, implement- acceptable and write the report. ion and writing report. ▪ KORCD has conducted regularly ▪ The capacity of KORCD staff has strengthened monthly meeting Actual Output ▪ KORCD has annual plan, and submitted quarter activities plan to Partnership Coordinator and

Variances/Explanation ▪ Annual , quarter plan ,report and others document are in place

202

quarterly report on time. 3.1.2 Provide advice and support ▪ All files of KORCD are well organize ▪ Provided coaching on Admin ▪ Documents policy and guideline partners to organize filing system work and filling system to are in good order KORCD staff. 3.1.3 Conduct regular visits to the fields ▪ Budget, project staff and materials ▪ Conducted regular visits to the ▪ Monitoring feedback was given to partner's staff to improve and office to ensure the quality field and office to monitor the of the project implementation project implementation of KORCD their program and CIDC. 3.1.4 Attend monthly and quarterly ▪ Budget, project staff and materials ▪ Attended regular monthly meeting meeting with partners and quarterly meeting with KORCD Output 3.2: Partners improved project management and development

Activities:

▪ Partners have clear planning proces ▪ CNGOs partners have clear exit plan with CWS and village profile updated every year. ▪ CNGO partners understood CWS's ▪ CNGO partners understood the partnership guidelines & proposal partnership guideline and proposal development procedure development procedure of CWS CWS's Inputs

3.2.1 Provide orientation to CNGOs ▪ Budget, project staff and materials partners to prepare Village Profile 3.2.2 Provide orientation on the partnership guidelines, proposal format and appraisal process

▪ Budget, project staff and materials

Actual Output

▪ Exit plan and villages profile are in place

Variances/Explanation

▪ KORCD prepared the two new ▪ Villages profile of KORCD are villages profile and up dated the in place. eight villages profile. ▪ Conducted orientation on partnership▪ The two partners KORCD and guideline, proposal format and CIDC understood well Partnership appraisal process to KORCD. guideline and process of Project staff oriented CWS holistic appraisal and proposal format of partner to CIDC in January 09 CWS.

203

APPENDIX III CWS/CAMBODIA PROGRAM PERSONNEL LIST

CHURCH WORLD SERVICE – CAMBODIA

CWS – CAMBODIA PERSONNEL LIST (Jan-June) PHNOM PENH OFFICE 1. Ms. Josephine Barbour 2. Mr. Chhouk Chantha

Country Representative Director for Programming

3. Ms. Svay Samol

Executive Assistant

HUMAN RESOURCE DEPARTMENT 1-Ms. Seng Sothla

Human Resource Manager

FINANCE DEPARTMENT 1- Mr. Ok Bounna

Director of Financial Affairs (Recruited on: 24 April 2009)

2345-

Finance Manager Deputy Finance Manager Finance Assistant I Finance Assistant II

Mr. Seng Vutha Ms. Lieng Oubol Leakhena Ms. Prum Leakhena Ms. Sar Chanyadeth

ADMINISTRATION DEPARTMENT 1- Ms. Chum Jany 2- Mrs. Ly Sothea 3- Mr. Keo Serai 4- Mr. Soeur Kemsy 5- Ms. Has Vicheka 6- Mr. Oum Vanthy 7- Mr. Oun Vibol 8- Mr. Om Lim 9- Mr. Kong Phal 10- Mr. Sermat Sary 11- Mrs. Huon Phon 12- Ms. Son Sophy

Administrative Officer Administrative Assistant Senior IT Administrator Information Technology Assistant Receptionist/ Librarian Driver Driver Driver Day Guard and Grounds Keeper Guard at Country Representative’s house Cleaner Cleaner

FMER Unit (Funding, Monitoring & Evalution, Reporting) 1 2 3

Mr. Heng Kun Mr. Uon Vichetr Ms. Pon Pagna Vattey

Monitoring and Evaluation Officer Reporting & Proposal Development Officer Data Management Officer

DIRECT SERVICES PROGRAM 4. 5. 6. 7.

Ms. Mao Sophal Mr. Koh Chhina Mr. Nao Sok Ms. Tauch Norneath

Program Manager Credit / Income Generation Coordinator Program Officer Com Dev & Peace Program Coordinator for Peace 204

8. Mr. Pich Phourith 9. Mr. Khem Thann 10. Ms. Ek Sothea

Program Officer fro Comdev Program officer for Health Program Coordinator (promoted on 01 June 2009)

EMERGENCY RESPONSE and PREPAREDNESS PROGRAM 11. Hong Reaksmey 12. Ms. Sam Savourn

Deputy Program Manager Emergency Response & Preparedness Coordinator (Recruited on: 2 February 2009)

13. Mr. Min Vannak

Emergency Response and Preparedness Program Assistant

PARTNERSHIP PROGRAM 1 2 3

Mr. Mot Sana Mr. Kong Sedth Mr. Choun Mony Roath

Program Manager Program Officer – Organization Development Program Assistant (Promoted on: 01 Jan 2009)

KOMPONG THOM – PREAH VIHEAR COMMUNITY DEVELOPMENT PROJECT 1. Mr. Khem Sophal 2. Mr. Kao Vanny 3. Mr. Chheang Sok Mao 4. Ms. Kim Van Thoeun 5. Mr. Man Sarat 6. Mrs. Khem Ratha 7. Mr. Thong Chhen 8. Mr. Dy Sovann 9. Ms. Surn Meng 10. Mr. Ou Vannkea 11. Mr. Chan Haksokhom 12. Ms. Mak Sreyny 13. Mr. Chey Pisith 14. Mr. Hiek Chhai Ny 15. Ms. Samreth Amara 16. Mr. Bun Sakhan 17. Mr Thy Pov

Project Manager Project Coordinator Project Coordinator Finance Officer Office Assistant Community Development Worker Community Development Worker Project Coordinator Community Development Worker Community Development Worker Community Development Worker Community Development Worker Community Development Worker Community Development Worker Community Development Worker Community Development Work Community Development Work (Recruited on: 15-June-2009)

18. Mr Pheap Siphal

Finance and Office Assistant (Recruited on: 15 June 2009)

19. Sann Touch

Community Development Work (Recruited on: 15 June 2009)

20. Khem Khen

Community Development Work (Recruited on: 15 June 2009)

21. Ly Sophal

Community Development Work (Recruited on: 15 June 2009) Driver

22. Mr. Chan Savat

205

23. Ms. Eang Thida

Cleaner

KOMPONG THOM – PARTNERSHIP PROJECT 1. Ms. Prak Vimeany

Project Coordinator

SVAY RIENG – WATER AND SANITATION PROJECT 1. Mr. Ven Yath 2. Ms. Ma SokRanin

Project Manager Finance and Office Assistant (Recruited on: 12 Apr 2009)

3. 4. 5. 6.

Community Development Worker Community Development Worker Community Development Worker Community Development Worker

Mr. Teng Phearom Mr. Ven Vannavuth Mr. Lim Kok Mr. Chheng Kosal

BATTAMBANG/BANTEAY MEANCHEY – PARTNERSHIP PROJECT 1. 2. 3. 4. 5. 6. 7. 8.

Mr. Lee Bun Kun Mr. Meach Sothea Ms. Nou Vary Mr. Chourn Narith Mr. Penh Saro Mr. Tim Vanna Ms. Kauy KimHean Ms. Thor Daniep

Project Manager Deputy Project Manager Project Coordinator Office Assistant II Project Assistant Driver Cleaner Part time Cleaner Part time

206

ANNEX A:

CHURCH WORLD SERVICE – CAMBODIA ORGANIZATIONAL CHART End -Year Report, Fiscal Year 2009

ADMIN, FINANCE & FIELD ACCOUNTANT, AND HUMAN RESOURCE

PEACE BUILDING

EMERGENCY RESPONSE

CWS-CAMBODIA PROGRAM

FUNDING, MONITORING, EVALUATION & REPORTING

VBCD-ACTIVITY KOMPONG THOM VBCD-ACTIVITY PREAH VIHEAR WATSAN COOPERATION PROJECT SVAY RIENG

NOTICE

DIRECT SERVICES

Manage Support

PARTNERSHIP-ACTIVITY BATTAMBANG, BANTEAY MEANCHEY AND ODDAR MEANCHEY

PARTNERSHIP

PARTNERSHIP-ACTIVITY KOMPONG THOM

207

CHURCH WORLD SERVICE - CAMBODIA

ANNEX B:

GEOGRAPHICAL IMPLEMENTATION End-YEAR REPORT, FY 2009

Banteay Meanchey Partnership Preah Vihear Village Based Community Development

Project partners:  Holistic Support: CFEDA and KNTO  Small Project Fund: DYMB, DYMTB  MAG Demining

Project partners:  Government Departments (PDoH, local authorities)  CBOs/ VDCs/ VHVs

Project Beneficiaries: [32 villages]  Direct families: 3,189 [P: 14,365, W: 4,716]  Indirect families: 1,911 [P: 10,600, W: 3,703]

Project Beneficiaries: [18 villages]  Direct families: 1,413 (P: 7,069, W: 3,787)  Indirect families: 273 (P:1,369, W: 818)

Battambang Partnership Project partners:  Holistic Support: ADOVIR, KCDA Project Beneficiaries: [22 villages]  Direct families: 2,214 (P: 10,020, W: 3,197)  Indirect families: 2,144 (P: 10,424, W: 3062)

Kompong Thom Village Based Community Development Project partners:  Government Departments (PDoH, PDoA, PDoEYs, PDoWA)  CBOs, VDCs, SHGs, CPVs, RCVs, VHVs, TBAs, Rice banks and NFE groups  Cambodia Red Cross

Emergency Response:  Direct families: 338 (P: 1084, W: 545)  CBDRM training to P: 167, W: 35

Project Beneficiaries: [12 villages]  Direct families: 778 (P: 3,890, W: 2, 336)  Indirect families: 587 (P:3,083, W:1,201)

KPT Partnership Project Partners:  Holistic Support: KORCD  Small Project Fund: CIDC, COP, HAPO, IDP Project Beneficiaries: [10 villages]  Direct families: 951 (P:3,655, W:2,308)  Indirect families: 3,425 (P:19,414, W:9,515)

Svay Rieng WATSAN Cooperation Project Project Partners:  CBOs (CCs, VLs, CDFs and WSUG) Project Beneficiaries: [33 villages]  Direct Families :1,053 (P: 10546 , W: 5132)

208

Kompong Thom target villages No.

English

District Khmer

English

ប យណ៍

Tnaot Chum

ប យណ៍

Tnaot Chum

1

Baray

2

Baray

3

Baray

4

Prasat Sambour ្រប

ទសំបូរ

Sraeung

Prasat Sambour ្រប

ទសំបូរ

Sraeung

ទសំបូរ

Sraeung

ទសំបូរ

Sraeung

5 6 7 8 9 10

ប យណ៍

Prasat Sambour ្រប Prasat Sambour ្រប Prasat Sambour ្រប Prasat Sambour ្រប

Prasat Sambour ្រប

11

Prasat Sambour ្រប

12 13 14 15 16 17 18 19 20 21 22

Santuk Santuk Santuk Santuk Santuk Santuk Santuk Santuk Santuk Santuk Santuk

សនទុក សនទុក សនទុក សនទុក សនទុក សនទុក សនទុក សនទុក សនទុក សនទុក សនទក

Tnaot Chum

ទសំបូរ

Sraeung

ទសំបូរ

Sraeung

ទសំបូរ

Sraeung

ទសំបូរ

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

េ្រសើង

06050404 Beng

េ្រសើង

06050409 Choam Boeng

េ្រសើង

06050411 Thmei

េ្រសើង

06050410 Tumnob

េ ន តជុំ

06011705 Pnov

េ្រសើង

06050402 Anlong Slaeng

េ្រសើង

06050403 Boeng Khvaek

េ្រសើង

06050412 Sraeung

េ្រសើង

06050401 Tnaot Chuor

ទីេព ទីេព ទីេព ទីេព េពន េពន ំង្រក ំង្រក ំង្រក ំង្រក ំង្រក

06070907 Choam Thnanh

ំង ំ ង ំ ង ំ ង ំ ង

06070905 06070903 60709011 06070603 06070602 06070808 06070801 06070802 60708010 06070805

Samraong Thmei Trapeang Trom Kang Meas Pnov Thomm Neath Prampir Meakkakra Tang Krasang Veang Khang Cheung Tuol Chan

Khmer កងមស េពន

េ ន តជុំទី ១ អន្លង់ែស្លង េបង

បឹងែខ្វក ជំបឹង េ្រសើង ថមី

េ ន តជួរ ទំនប់

ជំថនញ សំេ ង ថមី ្រតពំង្រតុំ កងមស េពន ធមមនថ ៧មក ំង្រក ំង ំ ខងេជើង ង ទួលចន់

209

Preah Vihear Province target villages 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

Commune English Khmer

ជាំ ក្ស ាន ្ត

Choam Ksant

ជាំ ក្ស ាន ្ត

Choam Ksant

ជាំ ក្ស ាន ្ត

Rumdaoh Srae

ជាំ ក្ស ាន ្ត

Choam Ksant

ជាំ ក្ស ាន ្ត

Rumdaoh Srae

ជាំ ក្ស ាន ្ត

Rumdaoh Srae

ជាំ ក្ស ាន ្ត

Tuek Kraham

ជាំ ក្ស ាន ្ត

Rumdaoh Srae

ជាំ ក្ស ាន ្ត

Tuek Kraham

ជាំ ក្ស ាន ្ត

Tuek Kraham

ជាំ ក្ស ាន ្ត

Tuek Kraham

ជាំ ក្ស ាន ្ត

Tuek Kraham

ជាំ ក្ស ាន ្ត

Yeang

ជាំ ក្ស ាន ្ត

Yeang

ជាំ ក្ស ាន ្ត ជាំ ក្ស ាន ្ត

Yeang

ជាំ ក្ស ាន ្ត

Yeang

ជាំ ក្ស ាន ្ត

Yeang Yeang

Village

V_Code

English

ជាំ ក្ស ាន ្ត

13030102

Kouk Sralau

ជាំ ក្ស ាន ្ត

13030103

Veal Pou

ជាំ ក្ស ាន ្ត

13030104

Veal Thum

រំ ដោ ះស ្ រែ

13030402

Kouk

រំ ដោ ះស ្ រែ

13030403

Rolum Thma

រំ ដោ ះស ្ រែ

13030401

Srae

13030404

Svay

ទឹកក្រហម

13030202

Chat Tang

13030205

Ou Khsan

ទឹកក្រហម

13030203

Sangkom Thmei

ទឹកក្រហម

13030204

Trapeang Thum

ទឹកក្រហម

13030201

Tuek Kraham

យា ង

13030505

Choam Antil

យា ង

13030506

Choam Srae

យា ង

13030504

Kampeanh

យា ង

13030502

Kong Yaong

យា ង យា ង

13030503

Reaksmei

13030501

Yeang

រំ ដោ ះស ្ រែ

ទឹកក្រហម

Khmer គោ កស ្ រ ឡៅ វាលពោ ធ ិ៍ វាលធំ គោ ក

រល ំ ថ ្ម ស ្ រែ

ស ្ វាយ

ចា ត់តាំ ង

អូរខ្ស ាន ្ត សង ្ គមថ ្ម ី

ត្រពាំ ងធំ

ទឹកក្រហម ជាំ អន ្ទ ិល ជាំ ស ្ រែ

កំពា ញ

គង់យ ៉ ោ ង រស ្ មី

យា ង

210

WatSan Project Target Areas 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

Romeas Haek

21

Romeas Haek

22

Romeas Haek

23

Romeas Haek

24

Romeas Haek

25

Romeas Haek

Commune English Khmer

រមា សហែ ក

Doung

រមា សហែ ក

Doung

រមា សហែ ក

Doung

រមា សហែ ក

Doung

រមា សហែ ក

Doung

រមា សហែ ក

Doung

រមា សហែ ក

Doung

រមា សហែ ក

Doung

រមា សហែ ក

Doung

រមា សហែ ក

Doung

រមា សហែ ក

Doung

រមា សហែ ក

Doung

រមា សហែ ក

Doung

រមា សហែ ក

Kokir

រមា សហែ ក

Doung

រមា សហែ ក

Doung

រមា សហែ ក

Doung

រមា សហែ ក

Kokir

រមា សហែ ក រមា សហែ ក

Kokir

រមា សហែ ក

Tras

រមា សហែ ក

Tras

Kokir

រមា សហែ ក

Tras

រមា សហែ ក

Tras

រមា សហែ ក

Tras

V_Code

Village English

ដូង

20040704 Bos Sangkhoar

ដូង

20040708 Chheu Teal

ដូង

20040705 Kampong Thna

ដូង

20040702 Poun

ដូង

20040719 Chea Theach

ដូង

20040716 Doung

ដូង

20040715 Kor

ដូង

20040714 Prey Angkunh

ដូង

20040721 Svay Pok

ដូង

20040717 Trapeang Phlong

ដូង

20040712 Trapeang Svay

ដូង

20040709 Trapeang Thum

គគីរ

20040902 Prey Kdei

ដូង

20040710 Prey Tuol

ដូង

20040701 Ta Suos

ដូង

20040703 Trapeang Sla

ដូង

20040707 Trapeang Thlok

គគីរ

20040905 Kokir

គគីរ គគីរ

20040901 Ta Sek

ត្រស ់

20041603 Muni Proeksa

ត្រស ់

20041611 Serei Ao

20040903 Ta Veang

ត្រស ់

20041612 Boeng

ត្រស ់

20041608 Popul

ត្រស ់

20041606 Ta Suos

Khmer បុសសង្ប័រ ជា ធា ជ

ឈ ើទា ល ដូង

កំពង់ថ្នា គរ

ពោ ន

ព្រៃអង ្ គញ ់ ព្រៃទួល

ស ្ វាយពក តា ស ួ ស

ត្រពាំ ងផ ្ល ុង

ត្រពាំ ងស ្ល ា

ត្រពាំ ងស ្ វាយ ត្រពាំ ងធ ្ល ក ត្រពាំ ងធំ គគីរ

ព្រៃក ្ត ី

តា សេ ក តា វាំ ង បឹង

មុន ្ន ី ប្រឹ ក្ស ា ពពូល

សេ រី អោ តា ស ួ ស

211

26

Romeas Haek

27

Romeas Haek

28

Romeas Haek

29

Rumduol

30

Rumduol

31

Rumduol

32

Rumduol

33

Rumduol

រមា សហែ ក

Tras

រមា សហែ ក

Tras

រំ ដួល

Bos Mon

រំ ដួល

Pong Tuek

រមា សហែ ក

Tras

រំ ដួល

Bos Mon

រំ ដួល

Bos Mon

រំ ដួល

Pong Tuek

ត្រស ់

20041613 Trapeang Banteay

ត្រស ់

20041609 Veal Veaeng

បុសមន

20030104 Bos Svay

ពងទឹក

20030704 Prey Ta Yoan

ត្រស ់

20041610 Veal Tmat

បុសមន

20030101 Bos Mon Leu

បុសមន

20030107 Srama

ពងទឹក

20030706 Trapeang Thkov

ត្រពាំ ងបន្ទាយ វាលត្មាត វាលវែង

បុសមនលើ បុសស ្ វាយ ស ្ រ ម៉

ព្រៃតា យ ័ ន ្ត ត្រពាំ ងថ ្ក ូវ

212

BattamBang Target villages No.

District English

1

Bavel

2

Bavel

3

Bavel

4

Bavel

5

Bavel

6

Bavel

7

Bavel

8 9

Bavel Bavel

10

Samlout

11

Samlout

12

Samlout

13

Samlout

14

Samlout

15

Samlout

16

Samlout

17

Samlout

18

Samlout

19 20 21 22

Samlout Samlout Samlout Samlout

Commune

Khmer បវេល

Ampil Pram Daeum

បវេល

Ampil Pram Daeum

បវេល

Ampil Pram Daeum

បវេល

Ampil Pram Daeum

English

បវេល

Ampil Pram Daeum

បវេល

Ampil Pram Daeum

បវេល

Ampil Pram Daeum

បវេល បវេល ស ំ ឡ ួ ត

Ampil Pram Daeum Kdol Ta Haen

ស ំ ឡ ួ ត

Ta Taok

ស ំ ឡ ួ ត

Ta Taok

ស ំ ឡ ួ ត

Ta Taok

ស ំ ឡ ួ ត ស ំ ឡ ួ ត ស ំ ឡ ួ ត ស ំ ឡ ួ ត ស ំ ឡ ួ ត

Ta Taok

ស ំ ឡ ួ ត ស ំ ឡ ួ ត

Ta Taok Ta Taok Ta Taok

ស ំ ឡ ួ ត

Ta Taok

ស ំ ឡ ួ ត

Ta Taok Sung Sung Ta Sanh Ta Sanh

Village

V_Code

Khmer អំពិលប្រាំ ដើ ម

02040503

Ampil

អំពិលប្រាំ ដើ ម

02040506

Buo Run

អំពិលប្រាំ ដើ ម

02040501

អំពិលប្រាំ ដើ ម

02040507

ក្រម៉ាង Dangkao Kramang ដង្កោ

អំពិលប្រាំ ដើ ម

02040502

Siem

អំពិលប្រាំ ដើ ម

02040504

Sthapor

អំពិលប្រាំ ដើ ម

02040508

Sthapor Pir

អំពិលប្រាំ ដើ ម ក ្ត ុ លតា ហែ ន តា តោ ក

02040505

Ta Khiev

02040613

Boeng Sangkae

02090108

Ou Krouch

02090105

Ou Nonoung

តា តោ ក

02090107

Ou Tateak

02090102

Ou Traeng

តា តោ ក

02090106

Peam

តា តោ ក

02090101

Peam Ta

តា តោ ក

02090109

Phnum Rai

តា តោ ក

02090104

Ta Taok

តា តោ ក ស ៊ុង ស ៊ុង តា សា ញ តា សា ញ

02090103

Veal Rolueum

02090403 02090401 02090702 02090705

Kandal Sung Muoy Prey Rumchek Ta Sanh Tboung

តា តោ ក

តា តោ ក

English

Doung

Khmer អំពិល ប ៊ ួ រុ ន ដូង

សៀ ម

ស ្ ថាពរ

ស ្ ថាពរ ២

តា ខៀ វ បឹងសង្កែ អូរក្រូ ច

អូរននោ ង

អូរតា ទៀ ក

អូរត្រែង

ពា ម

ពា មតា ភ ្ន ំ រ៉ ៃ

តា តោ ក

វាលរល ឹ ម កណ ្ តាល ស ៊ ុ ង១ ព្រៃរំ ចេ ក តា សា ញត្បូង

213

Banteag Meanchey target villages No.

District English

1

Malai

2

Malai

3

Malai

4

Malai

5

Malai

6

Malai

Khmer ម៉ាឡៃ ម៉ាឡៃ

ម៉ាឡៃ ម៉ាឡៃ ម៉ាឡៃ ម៉ាឡៃ ម៉ាឡៃ

Commune English Khmer

V_Code

ទួលពង្រ

01090504

Banteay Ti Muoy

01090502

Kaoh Snuol

01090503

Khla Ngoab

01090506

Ou Ambel

01090505

Santepheap

01090304

Banteay Ti Pir

01090303

Kbal Tumnob

01090302

Ou Sampor

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

01060113

Khchas

01060115

Khu Svay

01060116

Khvav

01060117

Tbaeng

Tuol Pongro Tuol Pongro Tuol Pongro Tuol Pongro Tuol Pongro Ou Sampor

7

Malai

8

Malai

9

Malai

ម៉ាឡៃ

Ou Sampor

10

Ou Chrov

អូរជ្ រៅ

Koub

11

Ou Chrov

12

Ou Chrov

13

Ou Chrov

14

Ou Chrov

15

Ou Chrov

16

Ou Chrov

ម៉ាឡៃ

អូរជ្ រៅ អូរជ្ រៅ អូរជ្ រៅ អូរជ្ រៅ

អូរជ្ រៅ

អូរជ្ រៅ អូរជ្ រៅ

17

Ou Chrov

18

Preah Netr Preah ព្ រះនេ ត្រព្ រះ

19

Preah Netr Preah ព្ រះនេ ត្រព្ រះ

Ou Sampor Ou Sampor

Samraong Samraong Samraong Samraong Samraong Samraong Samraong Rohal Rohal

20

Preah Netr Preah ព្ រះនេ ត្រព្ រះ

Rohal

21

Serei Saophoan

Bos Sbov

22

Serei Saophoan

23 24

Serei Saophoan Serei Saophoan

ស ិ រី សោ ភ័ណ ្ ឌ

ស ិ រី សោ ភ័ណ ្ ឌ ស ិ រី សោ ភ័ណ ្ ឌ ស ិ រី សោ ភ័ណ ្ ឌ

Bos Sbov Bos Sbov Bos Sbov

ទួលពង្រ

ទួលពង្រ ទួលពង្រ ទួលពង្រ អូរស ំ ព័រ អូរស ំ ព័រ

អូរស ំ ព័រ អូរស ំ ព័រ កូប

ស ំ រោ ង ស ំ រោ ង ស ំ រោ ង ស ំ រោ ង ស ំ រោ ង ស ំ រោ ង ស ំ រោ ង រហា ល រហា ល រហា ល

បុសស ្ បូវ

បុសស ្ បូវ បុសស ្ បូវ បុសស ្ បូវ

Village English

Khmer បន្ទាយទីមួយ

កោ ះស ្ នួល ខ្ល ាងា ប់

អូរអំបិល សន ្ត ិ ភា ព

បន្ទាយទីពីរ

ក្បាលទំនប់ អូរស ំ ព័រ

អូរស ំ ព័រមួយ អូរជ្ រៅ អញ ្ ចាញ បន ្ល ិច

បត់ត្រង់ ស ំ រោ ង ថ ្ម ី

ធ្មេញត្រី វត ្ត

ពពេ ល ប ្ញ ស ្ស ី

ស ្ នាយ

ខ្ចាស ់

ឃ ូ ស ្ វាយ ខ្វាវ

ត្បែង

214

Oddar Meanchey target villages No. 1

District English Banteay Ampil

2

Banteay Ampil

3

Banteay Ampil

4

Banteay Ampil

5

Banteay Ampil

6

Banteay Ampil

7

Banteay Ampil

8

Banteay Ampil

Khmer បនទយអំពិល បនទយអំពិល បនទយអំពិល បនទយអំពិល បនទយអំពិល បនទយអំពិល បនទយអំពិល បនទយអំពិល

Commune English Khmer អំពិល Ampil អំពិល Ampil អំពិល Ampil អំពិល Ampil អំពិល Ampil អំពិល Ampil អំពិល Ampil អំពិល Ampil

Village

V_Code

English

22020124

Cha

22020113

Chob Kokir Khang Kaeut

22020114

Chob Kokir Khang Lech

22020106

Kdol

22020122

Kouk Prech

22020126

Soupheap

22020120

Tbeng Chas

22020121

Tbaeng Thmei

Khmer ចរ

ជប់គគីរខងេកើត ជប់គគីរខងលិច ក្តុល េគកេ្រពច សូភព

ែតបងចស់ ែតបងថមី

215

CWS/CAMBODIA FY09 FUNDING PARTNERS CWS – CAMBODIA CURRENT DONORS/FUNDING PARTNERS