Mid Year 2009 Report

MID-YEAR REPORT Fiscal Year 2009

“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.”

MID-YEAR REPORT FISCAL YEAR 2009

Writing and Compiling: Program/Project/Field staff Editing and Modifying: Uon Vichetr, Chhouk Chantha and Write Away Editing 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 (CWSC) All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, without prior permission from CWSC. Any person who does any unauthorized act in relation to this publication may be liable to criminal prosecution and civil claims of damages. First 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, CWSC 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 CWSC 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.

i

Church World Service Cambodia 2009 First Semester Report Executive summary Executive summaries are usually just that: business briefings. Perhaps we need to rethink the way we have been speaking about development. As we talk about programs and outputs and impacts, we may be cushioning ourselves from the reality of the dire poverty we are trying to alleviate. This is understandable; it is difficult to face. However, it is helpful to remind ourselves constantly that absolute poverty is far more difficult to experience than it is to witness. We are at a crossroads at CWS Cambodia. As we enter the fifth year of our Seven Year Strategic Directions, our work is becoming increasingly innovative, comprehensive and effective (there is a growing sense of enthusiasm among our staff), but at the same time we face a looming and substantial funding shortfall at the end of this reporting period, one that could force us to scale back delivery of assistance to many villages in rural Cambodia where we, or our partners, are the only safety net for some of the region’s poorest people. In this reporting period, for example, we began implementing a 15-month Community Based Disaster Risk Management in 40 isolated and under served villages along the Thai border in Northwest Cambodia. In the previous reporting period, we received a Gold Medal from the Royal Government of Cambodia for our achievements in implementing CBDRM. Now, however, we are implementing the project through three highly committed Cambodian partner NGOs in collaboration with district and provincial offices of the Cambodian Red Cross. This transfer of knowledge and skills is at the heart of how we work. It fosters independence and helps free families and communities from abject poverty. Already, 81 Red Cross Volunteers have received training on how to effectively prepare for natural disasters and to mitigate impacts resulting from them. The training has extended to village leaders, commune, district and provincial officials. Villages are already drafting and implementing their own plans, with assistance from CWS Cambodia’s Emergency Response unit and our Cambodian partners. On the other side of the country, along the border with Vietnam, our Water and Sanitation Cooperation project is due to phase out of 59 villages in Svay Rieng province at the end of this reporting period. This project has had remarkable results in reducing illness, improving nutrition and lifting incomes (through home gardening, for example) in villages where the rate of access to safe water is among the lowest in the region. Residents say the phase out is happening too soon. Many have expressed alarm. They say they need more wells, water filters and latrines. The World Bank agrees with them. Only 2% of rural residents in the province have access to latrines, it reported last year. At the rate rural Cambodians are gaining access to sanitation, it will take the country 150 years to achieve universal coverage, the report estimated. Numerous other reports over the past few years have made the same, or similar, points. Access to safe water remains a luxury in many areas of rural Cambodia, despite the countless wells that have been installed over the past decade. The problem with many, however, is that they don’t work or when the pump breaks no one in the village knows how to fix it. This is one example of why villagebased development is both effective and sustainable. Residents lead the process by, for example, deciding where to place a well, helping construct it, learning how to maintain it. We will continue to implement this model. Moreover, our focus on assisting the absolute poor will continue. This is not only an ethical imperative, but an approach that works. When residents of a village see their poorest neighbors become self sufficient they start paying close attention and opening their minds to new ways of thinking. As is noted in the following pages, residents of villages in Kompong Thom (in the heart of Cambodia) have started home gardening on their own initiative after seeing how vulnerable families used them to generate income and become self sufficient. ii

Government officials have also noticed the effectiveness of our approach. Our holistic partner, Kumnit Thmey (New Ideas) Organization, for example, was invited to expand into a new commune in Oddar Meanchey after officials noticed that the villages it was implementing integrated community development in were developing at a faster rate than the villages in their commune. At CWS Cambodia we are constantly on the lookout for new ideas and new partners, but we remain deeply committed to the humanitarian values that continue to prove to be the most effective foundation for genuine and sustainable development, which is time consuming, requires in-depth knowledge of communities, intensive capacity building and an integrated approach. At its best, this is a joint learning experience. There are often, however, barriers to development that must be removed before it can occur. These include the lack of physical and social infrastructure, and, in many areas of Cambodia, landmines. The Royal Government of Cambodia is in the process of seeking a 10 year extension to the Ottawa Treaty to provide it with more time to remove the millions of landmines that remain along the Thai border. CWS Cambodia works in villages where these devices continue to pose a lethal hazard. Although the number of Cambodians who are maimed or killed by landmines has thankfully plummeted, these devices continue to trap households and entire villages in poverty because they obstruct land that could be used for farming. Funding for our humanitarian demining program in Malai District ran out last year. The work is very far from complete; unless it continues residents will remain trapped in poverty and reliant on foreign aid to feed their families. The following report provides a detailed account of the immense amount of work we have undertaken over the past six months, as individuals, teams, with partners, and as an organization. Our achievements and challenges are described in detail in the hope that this will provide an accurate understanding of the very dynamic way we work, as well as a sense of our commitment, creativity, enthusiasm and determination to ensure maximum effectiveness. The report is a joint effort by staff from every project. They are not native English speakers, but their enthusiasm and concern shines through. The diversity of our work may give a misleading impression. It may appear that our many projects lack coherence. This is not the case. Mutually respectful relationships, ingenuity, honesty, gender equality, peace building, optimism, and transparency are among the values that are carefully embedded in all the projects we implement then hand over to likeminded groups who continue to expand and develop them.

Chhouk Chantha Director for Programming

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ABBREVIATIONS Acronym

Full names

ADOVIR AFSC AIDS BTB BTM CAWST CAT CBDRM CBFA CBO CC CCC CCDM CD CDF CDW CEDAC

Association for Development and Our Villager’s Rights American Friends Service Committee Acquired Immune Deficiency Syndrome Battambang Province Banteay Meanchey Province Center for Affordable Water and Sanitation Technology Capacity Assessment Tool Community Based Disaster Risk Management Community Based First Aid Community Based Organization Commune Council Cooperation Committee for Cambodia Commune Committee for Disaster Management Community Development Community Development Facilitator Community Development Worker Centre D’etude et de Development Agricole Cambodgien (Cambodian Center for Agricultural Study and Development) Cambodian Family Economic Development Association Cooperation for Indigenous People and Development in Cambodia Children Support Foundation Cambodia Global Action Creative, Holistic, Action Research for Relationship Transformation Cambodian Mine/UXO Victim Information System Cambodian Non-governmental Organization Community Development Cambodian Red Cross Church World Service Church World Service Cambodia 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 Humanitarian Mine Action Initiatives for Change Association Integrated Community Development Integrated Community Development Programme Indigenous Community Support Organization

CFEDA CIDC CSF CGA CHART CMVIS CNGO Com Dev CRC CWS CWSC DAP DCA DCDM DIPECHO DSP DYMB DYBTM DYBTB ECHO EED ERP FMER FY GPP HC HIV HVCA HMA ICA ICD ICDP ICSO

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IEC INGO KCDA KCC Kg KNTO KORCD KPT LCP LWF MAC MAG MAO MAPU MAT MC MCH M&E MEDICAM MoH MoEY MoU MRD NCCA NCCC NCDM NGO OMC OD OPA Pc PDoA PDoE PDoH PCDM PDRD PFT PRA PROCOCOM PM PO POG PP PRA PRC PVH RCV SHG SMCH SMT SRI STD

Information, Education, Communication International Non-profit Organization Khmer Community Development Association Kampuchea Christian Council Kilogram Kumnit Thmey Organization Khmer Organization for Rural Community Development Kompong Thom province Local Capacity for Peace Lutheran World Federation Mine Action Coordinator Mines Advisory Group Mine Action Officer Mine Action Planning Unit Mine Action Team Management Committee Mother and Child Health Monitoring and Evaluation Medical Cambodia (Umbrella organization for public health NGOs in Cambodia) Ministry of Health Ministry of Education Youth and Sports Memorandum of Understanding Ministry of Rural Development National Council of Churches in Australia The NGOs Code Compliance Committee 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 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

v

SvR TBA US$ UXO VBCD VBNK VC VCPM VDC VDV VHV VL VLA VP WATSAN WCA WFP WSUG

Svay Rieng province Traditional Birth Attendant United States Dollar Unexploded Ordnance Village-Based Community Development Vityeasthan Bondosbandal Neakkrupkrong (an institute for managers of organizations working for the development of Cambodia) Village Chief Village Committee for Program Management Village Development Committee Village 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

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

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

1.2

KPT Village Based Community Development Project…………………………………….9

1.3

PvH Village Based Community Development Project……………………………………19

1.4

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

Partnership Program 2.1

Partnership Office………………………………………………………………….…………33

2.2

BTB/BTM Partnership Project…………………………………………………….…….…..39

2.3

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

Integrated Humanitarian Mine Action 3

Malai District Demining Project…………………………………………………..…………59

Phnom Penh Central Office 4

FMER, Finance, Administration, and Human Resource Management………….…….64

Appendices Appendix I

: Summary of Finances…………………………………………….……………….78

Appendix II

: Annual Outputs/Log-frame……………………………………………………..…94

Appendix III

: CWS/Cambodia Personnel List…………………………………………………193

Annexes Annex A

: Organizational Chart……………………………………………………196

Annex B

: Geographical Implementation Areas………………………………… 197

Annex B

: Target Villages ………………………………………………………… 198

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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

CHURCH WORLD SERVICE/CAMBODIA

1.1. DIRECT SERVICES PROGRAM Introduction The Direct Services Program (DSP) office continues to adapt to the changing realities of our diverse programs as well as the constraints we face. During this reporting period, for example, our Village Based Community Development Project was divided into two projects (Kompong Thom VBCD and Preah Vihear VBCD). This has allowed us to improve the scope and effectiveness of our work in Preah Vihear, where few international NGOs have a presence, and CWS Cambodia is pioneering VBCD. DSP staff assisted and supervised the smooth separation of the two projects, focusing on work plans and operation budgets so that field work would not be interrupted. The DSP 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. 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. The office’s ten staff members (three women) provide technical support and guidance to all field work and programs, from VBCD in Kompong Thom and Preah Vihear provinces, to our Water and Sanitation (WatSan) Cooperation Project in Svay Rieng Province. They also ensure that cross-sectoral programs (Disaster Mitigation, Emergency Response and Preparedness (ERP) and Peace Building) are integrated in all our target villages and are embedded in projects implemented by the Cambodian NGOs that comprise our Partnership Program. Our ten DSP staff members comprise one program manager, three program coordinators, three program officers and three program assistants. Their expertise encompasses community-based organization, income generation, food security, health, emergency response, community-based disaster risk management and peace building. During the reporting period preparations were made for the Svay Rieng WatSan cooperation Project to phase out from 59 villages at the end of this fiscal year. DSP staff stepped up efforts to enhance the implementation of project activities through staff capacity building and coaching, and the fine-tuning of necessary guidelines, such as the exit plan. In addition, with a 15-month grant from the Disaster Preparedness Program of the European Commission’s Humanitarian Aid Department (DIPECHO) through Dan Church Aid - Cambodia, CWS Cambodia began implementing a Community Based Disaster Risk Management (CBDRM) Project on 15 August, 2008 (the project runs until 14 November, 2009). It is being implemented through the ERP unit and the Battambang and Banteay Meanchey Partnership Project in 40 target villages along the Thai border: in Banteay Meanchey, Battambang and Oddar Meanchey provinces. Three Cambodian NGOs (CFEDA, KCDA and KNTO) that are holistic partners in the BTB&BTM Partnership Project were selected to implement CBDRM. This report discusses major accomplishments, staff capacity building, program development and the CBDRM Project. Challenges and lessons learned, the six-month plan and issues not addressed will be detailed below as well. First, however, it is helpful to reiterate our prime goal, which each of our programs (as well as our partnerships) is designed to accomplish.

Direct Services Program 1

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 Capacity Building for Development Planning ♦ Staff Technical Capacity Building DSP Office staff members support and guide project implementation through technical and managerial supervision. Consequently, delivering internal technical training courses are a vital tool for building staff capacity. In this reporting period, the DSP office held eight training courses to support project implementation. No

Course Title

Date/ Location 18-20/08/08

1

CBDRM and Planning

2

Primary Health Care

3

SHG Concept and Bookkeeping

9-10 Oct 08

4

SHG Concept and Small Business

24-28 Nov 08

5

Maternal and Child Health Refresher Workshop

16-18/07/08

6

Reconciliation

7

Community Led Total Sanitation

8 Low Cost Sanitation

KPT office 27-29/08/08 PVH office

PNP office

BTB office

KPT Office 18-21/11/08 Koh Kong 6-8/10/08 PNH Office Oct 29-31 PNP Office

Facilitator(s)

# of Participants (female) KPT

PVH

ERP Program Coordinator and Project Assistant

8(3)

10(3)

Health Program Officer

7(3)

8(3)

Program Coordinator Credit and Income Generation

9(3)

10(3)

SVR

Direct Services Program Manager, Credit and Income Generation Project Coordinator Health Program Officer, Direct Services Program Officer, Community Development Workers

Other

CNGO: 19(9)

1 OD staff

8(3)

10(3)

1

1

1

Ministry of Rural Development

9(4)

9(3)

6(0)

DSP: 2 (1)

Dr. Betman S. Bhandari, Center for Affordable Water and Sanitation Technology

2(1)

2

2

9 (2)

CR, PM-DS, CDRI

15

1

These courses have significantly improved the knowledge of field staff to facilitate community development work. Significant outputs of thee of the eight training courses are noted below. i.

1

CBDRM and Planning: the course was designed to enhance the understanding of staff in the Kompong Thom and Preah Vihear VBCD projects on disaster preparedness, risk reduction, response, hazard vulnerability and capacity assessment, and village disaster risk management planning. Additionally, this course provided key facilitation knowledge

Senior Management Team 4 (2 women), PNH Staff 7(1), BTB/BTM 3(1), KPT-PP 1(1)

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and tools so that project staff can duplicate the training courses to relevant members of villages, including Red Cross Volunteers. As a result of the “echo training”, 39 Red Cross Volunteers (18 women) attended two CBDRM and Planning training courses organized by CWS Cambodia staff during the reporting period. They comprised 20 RCVs (9 women) from Preah Vihear and 19 RCVs (9 women) from Kompong Thom. The RCVs will use their training by leading assessments of the hazard vulnerabilities and capacities to deal with them in their communities in cooperation with VDCs and local authorities. ii.

Community Led Total Sanitation: Our extensive water and sanitation related activities were enhanced by this training course provided, following the invitation of the DSP Office, by the Ministry of Rural Development. The training focused on resource mobilizing approaches and CLTS guidelines for community-initiated latrine construction by using available local resources at affordable prices. There was also a one-day field visit that enabled staff to practice the CLTS approach with the participation of 114 (60 women) residents of villages in Svay Rieng Province. According to the CLTS strategy, people are responsible for building latrines by using their own resources. However, due to the extreme poverty in the villages where CWS works, we are considering subsidizing 50-75% of the cost of latrine construction. Beneficiaries would contribute from 2550% in cash or the equivalent in labor. Following the CLTS promotion, four families in one target village (Beng Village, Kompong Thom) built their own dry-pit household latrines immediately after learning how to do A CLTS training field practice entitled so from CWS staff who had attended “Understanding disease transmission and prevention”. the training session. Field staff in the WatSan Project and VBCD projects in KPT and PVH have found, however, that promotional charts that clarify the links between disease and sanitation are very useful for raising awareness and mobilizing the participation and contribution of local resources for latrine construction.

iii.

Maternal Child Health Refresher Course: With support from the United Nations World Food Programme, CWS-C held a three-day refresher training course on MCH, aiming to enhance the capacity of staff as well as their confidence in implementing the project. Tests taken before and after the course found significant growth in knowledge about MCH among participants. (Testing scores improved from 34-70% prior to the course to 57-80% afterwards.)

Staff participate in a food grouping exercised at a maternal and child health workshop. Direct Services Program 3

All participants learned how to use counseling cards, which include recipes and instructions on how to prepare a nutritious corn and soybean (CSB) powder-based meal and porridge as well as the advantages of breast feeding. Staff members who participated in the course were able to duplicate the courses to Village Health Volunteers (VHVs) in KPT and PVH. The two echo training courses passed on the knowledge gained at the refresher course to 39 VHVs (15 women) in the KPT and PVH target villages. The pre- and post-test results and found that the trained VHVs were able to calculate and register children’s ages more accurately, use counseling cards more effectively and were able to show mothers how to prepare and cook CSB and nutritious porridge made from locally sourced and inexpensive ingredients. ♦ Community Capacity Building and Awareness Raising DSP staff members have supported communities in local capacity building for development and planning. Training courses and awareness raising events delivered directly by the DSP Office in cooperation with Project staff included ante- and post-natal care, primary health care, dengue fever, malaria, diarrhea, pneumonia, MCH, SHG concepts and bookkeeping, poultry and fish raising, and peace concepts. These courses and awareness raising events have significantly enhanced the knowledge and understanding of community people and produced behavioral changes. Below are two examples from the reporting period. i.

SHG Concepts: 188 people (127) in 12 villages in PVH and 471 (370) from 12 villages in KPT received training on SHG concepts. After training from the credit and income generation program coordinator and the DSP program manager, two additional SHGs in PVH and 12 additional SHGs in KPT, with an average of 15 members (including 12 women) in each group, were formed. Training on bookkeeping at a SHG workshop

ii.

Chicken and Duck Raising: 38 families in PVH were introduced to chicken and duck raising techniques by DSP staff in cooperation with project implementation staff. After the training, participants began raising poultry, increasing the numbers of their ducks and/or chickens steadily during the reporting period. Ducklings were vaccinated and distributed to villagers in Svay Village, Preah Vihear 

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4

Program Development, Management and Supervision ♦ CWS Community Development Model Review CWS-C is implementing its four-year Village Based Community Development pilot project in 12 villages in KPT and 18 villages in PVH from FY08-FY11. This is the 2nd year of the pilot project. As a learning organization, CWS-C (following the Action Learning Reflection and Planning cycle) conducted a 2nd Community Development Model Review from 15-17 December to analyze accomplishments and consider further steps. The workshop was facilitated by Ms. Betty Langeler2. CD Model Review Workshop

All DSP staff – including those in the program office, KPT and PVH projects, as well as the Monitoring and Evaluation Officer – were provided with the opportunity to reconsider the distinction between facilitating and implementing. CWS-C regards itself as an organization that facilitates the development process, with villages directing it according to their needs. Staff also participated in in-depth discussions about project boundary partners, progress markers and outcome mapping. At the workshop staff agreed to form a Community Development Model Review Team to revise the written guidelines in January 2009. 1. Emergency Response and Preparedness Program ♦ Community Based Disaster Risk Management Project €

CWS-C received a US$ 219,100 (€146,067) grant from the Disaster Preparedness Program of the European Commission’s Humanitarian Aid Department (DIPECHO) through Dan Church Aid – Cambodia for a joint Community Based Disaster Risk Management (CBDRM) Project in Cambodia. The project has been running since August 15, 2008 under the ERP Program and Battambang and Banteay Meanchey Partnership Project in 40 villages along the Thai border in CBDRM and Commune Development Planning Training Workshop for CWS, CNGO and Cambodian Red Cross counterparts, facilitated Banteay Meanchey, Battambang jointly by NCDM and MoP, Banteay Meanchey province and Oddar Meanchey provinces. Three Cambodian NGOs that are holistic partners of CWS-C are facilitating project activities in the villages. They are: the Cambodian Family Economic Development Association (CFEDA), Khmer Community Development Organization (KCDA) and Kumnit Thmey Organization (KNTO).

2

Ms. Betty Langeler helped facilitate the development of our Community Development Model in May 2006.

Direct Services Program 5

In the reporting period, the CBDRM Project has achieved the following results: -

81 Red Cross Volunteers (RCV) were elected or selected by community people with assistance from Cambodian Red Cross provincial branches, CWS-C and CNGO partners. 63 RCVs (29 women) were trained on Community Based First Aid by Cambodian Red Cross provincial branches 14 RCVs (4 women), 7 VDC members (1 woman), and seven village leaders participated in two refresher courses on CBDRM and Planning. The courses were facilitated by ERP Program staff. 67 RCVs (38 women), 23 VDC members (6 women) and 33 village leaders (5 women) were trained on CBDRM and Planning in four training courses facilitated by ERP Program staff 4 provincial, 16 district (2 women) and 25 commune (2 women) members of committees for disaster management were trained on Community Based Disaster Preparation and Roles and Responsibilities by the National Committee for Disaster Management 6 CWS staff (1 woman), 5 KCDA staff (2 women), 5 CFEDA staff (4 women), 8 KNTO staff (3 women) and 2 ADOVIR staff (2 women) were trained on CBDRM and Commune Development Planning by the National Committee for Disaster Management and Ministry of Planning.

(Implementation of the CBDRM Project is covered in more detail in the report section on the BTB&BTM Partnership Project.) Major Challenges ♦ DSP office staff members have a heavy workload, spending a great amount of time focused on mentoring the Svay Rieng WatSan Cooperation Project and the VBCD Projects in Kompong Thom and Preah Vihear provinces. The program has ten staff members, including one women manager who oversees the projects and a program assistant who is supported by colleagues in handling office work. Two program officers were assigned to assist the VBCD Projects in Kompong Thom and Preah Vihear provinces. The health program officer, and the program coordinators for peace and credit and income generation are responsible for technical support and capacity building to all three projects, as well as developing program/project guidelines and other necessary tools. Additionally, the peace program coordinator coordinates peace work through the partnership program while the ERP program coordinator and assistants3 are responsible for relevant work in the three direct projects as well as the CBDRM project. They also coordinate the emergency response component of CWS’s overall programming. At the same time, DSP Office staff members are heavily involved in capacity building through coaching and supplementary trainings to staff members implementing the new VBCD model in Preah Vihear and Kompong Thom provinces. This challenge has meant that some activities are running behind schedule due to the amount of time spent building the capacity of VBCD implementing staff during the first and second years of the model’s implementation. One attempt to reduce the amount of multi-tasking required was 3

The ERP program assistant for training resigned during his probationary period (on 31 December 2008). Direct Services Program

6

the delivery of technical training courses to VBCD project staff members followed by help providing echo training to village members. Some training courses were also shortened, though this often resulted in a lessening of their effectiveness. Consequently, the DSP office intends to recruit more staff and review its internal structure in the second half of FY09. Lessons Learned ♦ In the effort to build staff capacity and especially community capacity within a short timeframe, the program/project should produce or have access to more visual training aids, such as awareness raising material on primary health care, peace building, drought and disaster preparedness and food security. ♦ Within Phase One and year one of Phase Two of the VBCD mode, projects and program plans should more realistically take into account staff capacity and the objectives of each phase.

Issues Not Addressed ♦ During the implementation of the VBCD Project in Kompong Thom and Preah Vihear, the need for Village Livestock Agents (VLAs) or veterinarians became apparent. However, there was no response to this need, as VLAs had not been included in the annual project plan and budget constraints prevented adding them. However, the DSP will respond to this issue as soon as community VLA need assessments are conducted. Future Plans To implement the projects, including the effective phase out from 59 villages in two districts (Romeas Haek and Rumdoul) in the second phase of the Svay Rieng WatSan Cooperation Project, the Direct Services Program is focused on staff capacity building, project guidelines, exit plan implementation, field mentoring and building capacity in communities based on their needs. Specific interventions and activities during the second half of this fiscal year include:

            

2 training courses on water and health for PVH and KPT staff 1 training course on primary health care and support for maternal and child health to VHVs in Yeang Commune, PVH 2 training courses on pre- and post-natal care to Traditional Birth Attendants in PVH 1 staff training course on LCP Assessment 3 staff training courses on Peace Building in Our Life (module 2) 1 training course on Trauma and Reconciliation in cooperation with the Transcultural Psycho-social Organization to selected CWS staff and NGO staff whose programs relate to peace and mental health 1 staff training course on Gender Equality 1 staff training course on Home Gardening and Fruit Tree Nurseries 1 staff training course on Leading and Managing rural Organization 1 staff training course on Participatory Monitoring and Evaluation 1 staff training course on Sphere and Accountability 1 staff training course on Anti-Corruption Follow up training on CBDRM and Planning

Direct Services Program 7

             

In cooperation with the National Committee for Disaster Management and Ministry of Planning conduct 3 training courses on CBDRM and Commune Development Planning to members of the provincial, district and commune committers for disaster management 2 training courses on Community Based First Aid for RCVs in cooperation with Cambodian Red Cross Provincial Branches Revise and update CWS Community Development Model Develop food security guidelines Finalize in-kind and cash credit guidelines Develop standard package of activities for CBDRM project Develop guidelines for assisting and identifying vulnerable people Review CWS-C Peace manual Revise village phasing out strategies Finalize Health Project Implementation guidelines Expand the WatSan manual Revise Nutrition guidelines Finalize and sign MoU with KPT Provincial Department of Health and Ministry of Health Enhance links to health and WatSan network: MEDICAM and WatSan Sectoral Working Group, etc.

Direct Services Program

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1.2. KOMPONG THOM VILLAGE BASED COMMUNITY DEVELOPMENT PROJECT

Introduction Our Village Based Community Development (VBCD) project in Kompong Thom has its roots in work begun in this central province 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 real situation for both newly resettled families and those who had remained during the decades of devastating civil conflict. This development model has since grown into the four-year VBCD Project, which we began implementing in Kompong Thom in July 2007. The project got off to a slow start, which was compounded during the second half of its first fiscal year by a shortage of field staff. The hiring of new field staff during this reporting period helped put the project back on schedule. Field staff must be carefully selected as their role in the project requires a high level of commitment and personal sacrifice because they are required to live a few days a week in the remote villages where they work during the four-year implementation period. The preparatory phase of the project in the 12 target villages was time consuming, as staff helped organize community-based organizations and helped facilitate elections of Village Development Committees (VDCs), Village Health Volunteers (VHVs), Traditional Birth Attendants (TBAs), Community Peace Volunteers (CPVs), Red Cross Volunteers (RCVs) and Non-Formal Education (NFE, or adult literacy) teachers. At the same time, staff helped facilitate the creation of Self Help Groups (SHGs), Rice Bank committees, Water Pump User groups and prayer groups, while collaborating with governmental departments, such as the Provincial Department of Rural Development (PDRD), Provincial Health Department (PHD), Provincial Department of Education Youth and Sport, Provincial Department of Women’s Affairs, Cambodian Red Cross, and district authorities. Capacity building and service delivery were also provided to Commune Councils, VDCs and other village-based groups so they could implement development plans. The plans included activities in community development, food security, peace building, gender equality, education to children and adults, health and sanitation, income generation, and disaster preparedness. Staff members began working in the 12 villages in July 2007, becoming members of them by sleeping at residents’ homes a few nights a week. This is why we call our model Village-Based Development. CWS does not draft strategies and development plans for villages from offices located in provincial capitals or Phnom Penh. Instead, our staff members facilitate each village’s effort to identify the hurdles it faces and pinpoint solutions. This builds trust, fosters solidarity, and ensures that residents gain the confidence, knowledge and skills necessary to develop their communities independently. It also allows us to respond immediately to crises, such as floods, fires, and drought. The first phase (July 2007-June 2008) was challenging due to the lack of staff in the second half of the year. During this reporting period, the second phase of the Project is being implemented

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more smoothly, as CWS has hired enough staff to fill all field positions. The project is on track but progress is still slow due to the need for capacity building for new staff to ensure they can work effectively with existing staff and community residents as well as understand the details of VBCD. Even with a well organized organization, dedicated and well trained staff, our work is as time consuming and difficult as it is rewarding and effective. It is critical to note that the communities in which we work have shattered social structures and lack basic infrastructure. Building trust with residents takes time, skill and empathy. The villages are also remote, isolated and extremely poor. Literacy rates are low. Capacity building often has to start from scratch, though once it catches on it often spreads quickly. Our VBCD model is a joint learning exercise between CWS staff and village residents. During the reporting period, 87% of the 124 community development initiative plans were accomplished. These included plans related to health, gender, peace, income generation and food security, Commune Council support, and Emergency Response were accomplished. For example, six NFE classes began in six villages with 124 students (94 women) enrolled, 12 new SHGs with 195 members (151 women) were set up in six villages were formed and strengthened, one Buddhist prayer group was established in Thmei village with 20 elderly members (15 women), five rice banks for 116 families in five villages were formed (after they received emergency rice aid from CWS in late 2007), and five palm sugar producing groups for 19 families were supported. Moreover, 72 vulnerable families in 12 villages were selected and received training on drafting annual household development plans. Our focus on helping the absolute poor has inspired neighbors who have watched them acquire confidence as they acquire the know-how to become self-sufficient and more active in their communities. Below are several highlights of objectives that were accomplished, challenges and lessons learned during the reporting period, and plans for the second half of this fiscal year. 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.

Develop Plans In cooperation with the Provincial Department of Rural Development, 72 VDC members (32 women) were elected or appointed. Training courses and workshops on topics such as Roles and Responsibilities, Problem Analysis, Proposal Writing, Leading and Managing Rural Communities, Community Organizing, Annual Village Planning Workshops and quarterly meetings were provided to VDCs and Commune Councils. As a result, the VDCs were able to put their newly acquired knowledge into practice by organizing meetings in their communities, developing and implementing monthly and annual action plans, and mobilizing local resources with the support of project staff. The capacity of project however, still needs improvement.

A VDC Annual Workshop at Tumnob village, Sraeung Commune, organized by CWS and the Kompong Thom PDRD.

staff to monitor and evaluate project activities,

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The community development initiative plans that were implemented included construction of two community meeting halls (salas), two rural roads, one village culvert road, 11 open wells, 12 household latrines and one small water gate. Two water pumps were also installed and 64 biosand water filters were distributed. Fourteen families received grants to start small businesses. Eight families received poultry for raising (one received ducks and seven received chickens), nine families received rice seeds, four household latrines were installed, five families received open wells, 28 families received water filters, and 19 families began home gardening on their own initiative. Eleven residents were selected for training to teach NFE and six NFE classes began with a total enrollment of 124 students (94 women). The enthusiasm for these classes was high. For example, NFE students in Thmei village were so eager to learn they asked their teacher to extend the two hour class an additional hour. They progressed rapidly in reading, writing, calculating, and also encouraged their children to attend school regularly as they experienced the value of education. Mrs. Pol Khim’s reason for attending the adult literacy class in Thmei Village differed from most of her 24 classmates. “I want to be able to read about Buddhism,” she explained, during one of the classes, which are held six day a week. About 90 percent of the students are women, most of whom are mothers. The two-hour class is held in the evening because, for most of them, this is the only free time they can afford.

Mrs. Pol Khim practices multiplication.

The class is run in conjunction with the Non-formal Education division of the Provincial Department of Education, which trained their teacher, Mr. Cheam Voeun, and provides him with a small stipend. His students say he is very talented, enthusiastic and so dedicated that he allows them to extend class an extra hour, to 10pm.

The participants have learned to calculate and read simple text in the Khmer language. Many of the students decided to attend classes because they were worried about being cheated by brokers as well as in the markets where they exchange produce and other goods. They also want to be able to help their children with their studies. The first primary school opened in the village in 2003, and many of the participants’ children attend it. Some mothers say their children are helping them learn to read and write, while others say they are helping their children do the same. Some students study in small groups if they have free time during the day. All agree that they are becoming more confident and less embarrassed. People, sometimes even their own children, used to call them “stupid” because they could not read or write. Mr. Yem Im, a VDC, said, “I am very happy with the class, made possible through CWS. Now, I am able to read and write. It is has greatly impacted and changed my work and life.” Mrs. Yath Heam, a SHG member said, “I am the treasurer for my group, but I could not have sufficiently done my job if I didn’t have the opportunity to attend this class. Now, I can record each savings amount properly and I can accurately calculate the amount that my group members borrow and repay.”

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Students at an adult literacy class in Beng village, one of six non-formal education classes that began during the reporting period. Students are so keen to learn they have requested that the classes be extended by one hour.

The NFE class in Thmei Village began on June 30, 2008 with 24 students (19 women). They include members of Village Development Committees and Self Help Groups. Based on the final exams of the course on NFE book Part II, 124 students (100%) passed the exams. One student earned the top grade, 99 received the second, and 24 received the third. During the reporting period, community and vulnerable families have continued to work together for sustainable development. Vulnerable household development plans have been conducted by the families themselves, while villages have begun developing annual plans based on their own problem analysis. Community solidarity is being enhanced. Residents are working together to solve problems and social infrastructure that facilitates this is being strengthened. Objective 2: Improve access to basic social services and amenities, and improve overall food security for vulnerable people. Through close coordination and cooperation with health authorities (the Provincial Health Department, Operational Health District, and Health Centers), local health structures were established. Twenty-seven VHVs (nine women) were selected and 21 women TBAs were trained on roles and responsibilities, primary health care, malaria and dengue fever, HIV/Aids, maternal and child health care, basic nutrition, safe delivery, pre- and post-natal care, and child health care. Two quarterly meetings were also organized for VHVs to assess the effectiveness of the training they received. With some facilitation and support from Project staff, the VHVs collaborated with Health Centers to provide awareness raising to their communities. Three hundred and sixty-two people (305 women) from nine villages in Sraeung commune participated in malaria and dengue fever awareness raising in their villages. One hundred and seventy-two (172) people (87 women) from KPT Village Based Community Development Project

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two villages in Ti Pou commune and 225 primary school students (110 girls) from five schools joined the water and sanitation awareness session facilitated by VHVs. Moreover, 144 people (130 women) from two villages participated in awareness raising organized and facilitated by TBAs on birth spacing, maternal and child health care and family planning in December. A joint Maternal and Child Healthcare project, which is being implemented in all target villages in collaboration with United Nations WFP, produced positive results as VHVs were more actively collaborating with project staff. Three hundred nineteen (319) children under two, 69 pregnant women, 126 lactating mothers and another 331 mothers received supplemental nutrition. One thousand two hundred and eleven women in 12 villages gained knowledge on basic nutritional needs through monthly awareness-raising sessions facilitated by VHVs. Mothers are increasingly bringing their children to Health Centers to monitor their weight and growth and follow up on feeding practices.

From Left: Mothers receive food from a CWS-UN World Food Programme Maternal and Child Health project, while a mother presents a healthy baby boy who is benefitting from the project.

In response to an increase in school enrollment, the project helped 115 school-aged children (56 girls) attend primary school by providing school uniforms and supplies. The project also encouraged parents to send their children to primary school so that parents begin to take more responsibility for their children’s education. Home gardening and animal-raising training courses proved to be effective. Vulnerable families have started to plan integrated farm management, combining home gardening with animal production. Moreover, farmers are using newly acquired knowledge and techniques Mrs. Nang Ky collects herbs from her home garden. on crop storage, promoting the use of organic fertilizer and improving smallscale irrigation to expand production. As a result, 37 households have home gardens, 28 households practice integrated system of rice intensification, 12 households practice integrated farm management, 100 households have had their livestock vaccinated, and 30 households have increased poultry production with new chicken and duck raising techniques. KPT Village Based Community Development Project

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All families in the project areas are subsistence farmers. Most increase their incomes through various agricultural and non-agricultural income-generating projects supported with small grants from the project and SHG loans. Fourteen (14) vulnerable families received small grants and 12 SHGs were established with support from project staff. All 12 SHG (with 195 members in total, 151 of them women) were functioning fully with their members saving money every month. The groups used their savings for supporting business plans. Mrs. Hoeun Ham, 28, is the head of an absolute poor household in Choam Boeng Village, Sraeung Commune. In 2001 she married, then had two children. The family left their village and moved to Kandal Province in hope of a better life. Mrs. Hoeun worked in a garment factory, her husband was a motor-taxi driver and the family lived in a rented room. But the situation was dismal. She saved nothing in five years and her family’s living situation worsened. In 2006, she decided to return to her village with her children. She worked as a seasonal harvest laborer and occasionally as a construction worker. However, this did not pay enough to feed her children, who often got sick from infectious diseases. In February 2008, after CWS program activities expanded to this area, the VDC and the village leader discussed how to help her family. CWS approved a request for Mrs. Hoeun to start a small business selling breakfast meals and various groceries. Mrs. Hoeun Ham sells Khmer cakes to augment her family income.

With appropriate coaching from the VDC, village leader, project staff and support from village residents, her business expanded rapidly. By selling cooked rice and groceries, she earns a net profit of $2.00 per day. Next, she expanded her business by selling Khmer cakes in the afternoon, which increases her net profit to $3.00 per day. Mrs. Ham is very satisfied with her business and says she could not have started it without CWS’s help. “I can run the business because of educational support and coaching from CWS staff. Now my family does not suffer from hunger and my children’s health has greatly improved. I have some extra money to raise animals and grow vegetables. I am grateful am to CWS for supporting my family so we can have a new life.” Before -

Only rice cultivation (farmer) Worked as rice cultivation laborer Worked as construction worker (occasionally) No animal raising Children were sick two to three times a month Not enough food to eat and dependant on rice cultivation No household development plan

Now - Rice cultivation - Stopped working as a farm laborer for others, but continues to grow rice for her family - Sells breakfast meals and cakes in the afternoon - Raises chickens and pigs - Children are rarely sick as hygiene and sanitation have improved - Has enough food to eat - Developed Household Development Plan and plan to extend income-generating work.

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Objective 3: Strengthen communities understanding and practice of peace building and restorative justice. Twenty five (25) Community Peace Volunteers (13 women) were elected by their villages with the help of project staff. In cooperation with the Provincial Department of Woman Affairs, these Community Peace Volunteers have identified 56 people (28 women) from seven villages in Sraeung commune and 46 people (30 women) from four villages in Ti Pou Commune to participate in a training course on gender equality and domestic violence. Moreover, 168 people (102 women) joined an awareness session on women’s rights and domestic violence and 132 (77 women) participated in a two-day White Ribbon campaign in Beng village.

Participants at a domestic violence seminar raise their arms to show their commitment to ending violence. A high number of men participated in the seminars

Thirty two VPVs, VDC members and Village Leaders attended a three-day Peace building course organized by project staff from 23-25 October. They were able to transfer what they learned to members of their communities and conducted public awareness meetings on peace, gender and domestic violence. Gender streamlining has been implemented into the project and many women are in decision-making positions. Human rights issues are more openly discussed by residents who now frequently seek solutions from VDCs, Village Leaders and Commune Councils.

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Thlork Thin, an 11 year old girl living in Trapeang Trom village, Ti Pou Commune is grateful for the change in her father’s behavior. “Now my father never finds fault or hits my mother like he did before. Now, he always helps my mother. He helps make cakes, grows vegetable, and works hard to earn an income.” The family had been identified as a highly at-risk by field staff. The provision of materials such as a water filter, crop seeds, and working capital assistance have allowed the family to generate income through home gardening and producing Khmer cakes. Awareness raising on gender equity, domestic violence and peace concepts among vulnerable families, communities, and local authorities has had the most impact. Both vulnerable families and the target communities could now discuss openly as well as raise their concerns about human rights abuse or domestic violence to VDC, Village Leaders, and at times to CC for peaceful resolution.

Objective 4: Ensure meeting the basic needs of the most vulnerable people and victims of emergency by prioritizing target communities’ needs and enhancing their capacity to prepare for and respond to local disasters. Following democratic elections facilitated by the Provincial Red Cross and project staff, the 12 target villages now have 24 (12 women) Red Cross Volunteers. In coordination with Provincial Red Cross, two training courses on Roles and Responsibilities and Community Based Disaster Management were provided to the RCVs and VDCs. Project staff then helped them prepare disaster mitigation plans. As a result, eight villages have begun various disaster mitigation projects, including rehabilitation systems, open wells, rice banks, water pump machine groups, and emergency food support. These mitigation projects were planned to link with food security activities to ensure long-term food security. Moreover, five Community Based Disaster Management plans – construction of one water canal, repairs of three dams, and one CBDRM course – were inserted into the annual village development plans. First aid training in Tumnob Village for Red Cross Volunteers from 12 villages.

Ms. Un Neang, a SHG member in Choam Boeng village, said, “Before, we here never had enough water for use, especially in the dry season. We had to go to the pagoda to fetch water, which took a lot of time. Since we got well, my family can grow beans or pickles for sale and grow vegetables to eat. I plan to expand my garden to grow more produce for sale.”

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Objective 5: Effective and efficient program management and functioning; enhance community development planning and practice. Based on the program and project training work plan, nine project staff were trained on Creative Holistic Action Research for Relationship Transformation (CHART), Leading and Managing Rural Organization, Participatory Learning and Action, Community Development Concept, Community Development Model, Peace Concept, Local Capacity for Peace, CBDRM, Water and Sanitation, Community Led Total Sanitation, Primary Health Care, Maternal and Child Health, SHG, Most Significant Change and agriculture-related subjects. The monitoring report in June 2008 showed that the project activities were 70% completed as measured against the annual plan. Thus, another 30 percent of project activities will be achieved in the next semester. This outcome comes from the joint effort of qualified project staff, communities and related implementing partners. Project management is being improved, including the capacity of project staff to work with communities and with other implementing partners. Based on the monitoring report, the effectiveness of the implementation of project activities is 7.71 over the average. The coordination with VDC and Village leaders is 9.4, and beneficiaries’ satisfaction is 8.6. Major Challenges Community representatives are elected by residents through free and fair election, but in some cases one individual can be elected to a few positions at the same time. This can cause them to be too busy to be effective and to neglect their families, which can result in conflicts with their spouse. To avoid this, Project staff members encourage elected representatives to balance the work they do for their village with their responsibilities to their families. Kompong Thom was identified as one of the three poorest provinces in Cambodia by the Ministry of Planning in 2004, and there has been an influx of agencies and NGOs into the area since then. Information sharing among agencies and NGOs is, however, limited, and this can result in more than one NGO implementing identical programs in a single commune without any coordination. Different approaches taken by various agencies and NGOs can also complicate implementation. For example, in Sraeung Commune, our VBCD approach requires residents to contribute labor as well as a partial payment for the construction of a latrine or well or to receive a water filter. Other development models implemented by different NGOs require that residents only contribute labor in exchange for a latrine or well. This has made some residents of the commune reluctant to contribute partial payment for latrines and wells. Project staff attempted to explain that the partial payment was intended to ensure a sense of ownership and participation by the recipients. Eventually, however, a decision was made to stop installing latrines and wells in Sraeung and increase the number planned for Ti Pou commune instead. Several target villages are former target areas of other organizations. When CWS staff members begin implementing VBCD in these villages, they start by promoting SHGs as means for investing and saving. The intention is to encourage them to work together in a way that sparks self reliance and frees them from dependency on moneylenders and the crippling rates of interest they charge. In villages where other development models have failed, SHGs can be a tough sell initially. Residents are sometimes suspicious are dismissive. As a result field staff invest a lot of time explaining the strengths and weaknesses of CWS’s SHG model.

1

Maximum score =10

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Lessons learned The development process can be slowed if residents elect the same individual for multiple positions. As a result, field staff encourage residents to elect representatives on the basis of whether they can handle the workload rather than their reputation in the community, and explain that this leads to more effective development. For water and sanitation, more research is required during project planning in the target areas to determine whether other agencies or NGOs plan to implement similar projects. Furthermore, discussions should be held with other agencies or NGOs implementing (or planning to implement) similar projects to ensure sustainability and maximum advantages to the community. Clear presentation of project guidelines and varieties of development activities to be implemented to local authorities, VDCs, CBOs, and key people through the meeting can effectively increase their interest for higher participation with the project. Issues not addressed According to the four-year work plan, the project covers 12 villages (four in Ti Pou Commune and eight of nine villages in Sraeung Commune). One village, Svay, with 104 households (451 men and 215 women) was not selected due to its remoteness and isolation. It is inaccessible during the rainy season. No assistance or services have reached this village. Following requests from local authorities and village residents, the Project in cooperation with the Kompong Thom PDRD helped elect a VDC for the village in February 2008. Subsequently, residents frequently request that CWS implement VBCD in their village. Local authorities have also requested that the village be added to the Project but at this time CWS cannot fully implement VBCD in the village. In response Project staff have asked residents to make an official written request to be added to the target area in the future. Village Health Volunteers from the Svay village have been invited to participate in training sessions at the Kompong Thom office. Future Plans               

Organize two meetings for 24 participants, including commune councilors, police officers and project staff members Conduct a training course on accountability/anti-corruption for 14 Commune Councilors and 13 Village Leaders Conduct two training courses on domestic violence for VDCs, Village Leaders and Community Peace Volunteers (about 50 participants) Conduct two training course on Local Capacity for Peace for 52 VDCs, VLs, and CPVs Organize two meetings with 26 VDCs and two Commune Councils Conduct two participatory Monitoring and Evaluation training courses for 26 VDCs, 13 VLs, and two Commune Councilors Conduct two meetings for NFE teachers and VLs Provide three training courses on fish raising, fruit tree nurseries, and SRI for 56 residents of both communes Continue providing monitoring support to SHGs Conduct two meetings with 26 VHVs and 26 TBAs from both communes Support VHVs to provide awareness raising on water and sanitation, HIV/Aids and sexually transmitted diseases in both communes Support Health Center staff to raise awareness on hygiene and sanitation in schools Continue supporting household latrines, community open wells, and apron construction Support RCVs to conduct HVCA at all target villages Support RCVs to provide echo training on disaster preparedness to communities KPT Village Based Community Development Project

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1.3. PREAH VIHEAR VILLAGE BASED COMMUNITY DEVELOPMENT PROJECT Introduction CWS Cambodia began its Village Based Community Development (VBCD) pilot project in Preah Vihear and Kampong Thom Province in July 2007, and subsequently divided it into two parts to simplify monitoring and support. The Preah Vihear VBCD Project has targeted four remote communes: Cheam Khsant, Rumdas Sre, Tuek Krohom, and Yeang in Choam Khsant District. During the reporting period the Project has implemented stage two: livelihood strengthening. With a high level of commitment, the team has facilitated positive changes in the community through networking and local capacity building for development planning. Staff members have invested their time working as partners with vulnerable families, Village Development Committees (VDCs), Village Health Volunteers (VHVs), Red Cross Volunteers (RCVs), Community Peace Volunteers (CPVs), CBOs and local authorities as well as government offices and departments. With the support of World Food Program the Maternal Child Health project has improved the health and nutrition of mothers and children through education and nutritional supplements. With 11 staff members staying living in the target area three weeks per month and two program officers living there one or two weeks per month, the Project covers 18 villages, directly benefiting 8,420 people (6,099 women) and indirectly benefiting 2,030 more (1,320 women). Major Accomplishments and Changes Networking with government officials CWS-C regards relationship and networking building with local authorities and other government institutions as one of core principles of our work. Cooperation and collaboration with authorities at all levels is important as they are responsible for assisting the people they represent, while NGOs like CWS-C can only assist those who cannot afford to help themselves and cannot take responsibility for the entire population. Within this reporting period, local authorities and government institutions provided support to CWS staff in many ways, including security, material and moral support. Security support: As our staff members spend most of their time in villages with residents, including staying overnight, they often leave our office, and valuable assets such as motorbikes and computers, unattended. However, due to our good rapport with local authorities, police regularly patrol to ensure the office is secure when CWS staff members are away. Moreover, during the border dispute between Thailand and Cambodia, local authorities kept us updated on the situation and recommended when it was safe to resume work. Government offices also assist CWS by providing facilities and materials for free. For example, during World Aids day, Heath Center staff lent 100 signs and two cloth banners with HIV/Aids prevention messages, saving CWS about US$ 150 in printing costs. Health Center staff also provided leaflets on malaria and dengue fever to VHVs for a joint health care campaign.

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Moral Support: Commune Councils and District officials have continuously encouraged our work and the relationships built in the target area have encouraged authorities in other communes to invite CWS to work in their areas. These close relationships can translate into benefits for village residents. During the rainy season last year, some villages in Yeang commune were inaccessible for about four months. This interrupted the delivery of nutritional supplements to mothers and children. When this issue was raised by CWS’s Direct Services Program Manger during her courtesy visit to District Governor Mr. Kao Long said he would do his utmost to prevent the same situation from arising during the next rainy season. “There must be no delay [delivering aid] in the future,” he said. “Even if it means that I will have to go to Yeang commune myself,” he stressed. Close relationships with government officials also allow CWS staff to cut through formalities when advocating on behalf of residents. Vegetable Seed Distribution During the reporting period, CWS staff members distributed vegetable seeds to 90 vulnerable households in 18 villages. In most cases, these families had little experience in home gardening and their yields were low. With training, however, residents began placing fences around their gardens to prevent animals from eating their crops, and started weeding and watering their home gardens regularly. Seventy of the 90 families had already started their home gardens and 10 had produced surplus vegetables that they could sell to neighbors to generate income. By growing their own vegetables the families also saved the money they would have spent to purchase them. Mrs. Van Khan, who is married with four children, noted that her home garden also saved her the time she used to spend traveling to and from the market to buy vegetables. “The market is very far from my house and we have to spend a long time traveling to it. We used to spend about 3,000 riels a day to buy vegetables but now we grow our own. It saves travel costs, provides food and a little extra we can sell to neighbors,” she explained. Project staff members are now encouraging the families to expand their home gardens and pointing to those households who have been most successful to encourage others to follow suit. They are also encouraging residents to save money for buy their own seeds in the future. Mrs. Eam Ean, a widow who supports four children as well as her elderly mother, was easily to convinced to start buying seeds. The resident of Chat Taing village has experienced the benefits home gardening for the first time. “I now have vegetables for eating and don’t have to buy them from the market or neighbors so I can save a bit of money. I also save the cost of traveling to the market and have bought morning glory seeds to continue my CWS garden,” she said. Tropeang Thom village resident Mrs. Soeurn Sam On, who also has four children, summed up the Project’s success in one sentence. “I can see the benefits with my own eyes,” she explained. “I no longer have to buy vegetables, I can grow them myself and I will continue to do so.”

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Model farmer Mr. Nou Sareth waters his garden in Kok Sralaov village, Preah Vihear.

Mr. Kong Chon, 24, and his spouse Kong Chim, 25, have two children, (a three year old and a six month old infant). They live in Rolum Thmor village where they used to use 60% of their farming land to grow vegetables with chemical fertilizer and pesticides. Mr. Chon said that he often felt dizzy and had headaches after using chemical pesticides and that sometimes he and his family sometimes got sick after eating vegetables that had just been sprayed with chemicals. Because he had never been warned about the dangers of chemical pesticides sometimes he and his family would eat vegetables that had just been spayed, he said. He did not realize that this was the reason he and his family often got sick. CWS staff visited this family and encouraged them to avoid using chemical pesticides to save money and ensure their health. He was encouraged to try compost fertilizer and natural pesticides instead. This method was explained by successful farmers in a magazine distributed by CWS staff. Mr. Chon began experimenting with these new cost-saving and healthy techniques. “I started to make compost in October. I used livestock dung and green leaves. After just three months, I was able to use it,” he said. He made natural pesticide by mixing chili, onion, urine, sdao leaves and morning glory. It took just two weeks to make, he said. “I notice that my vegetables look healthier and I don’t feel sick all the time. My family is healthier too,” he explained.

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Seeing his industrious and creativity, CWS provided his family with seeds and he built a fence around his the garden to protect it. Although his vegetables were not yet ready for harvest they looked promising. “I believe there will be a demand for my vegetables. If I cannot sell them we can eat them or find some way to turn them into a processed food,” he said. Hs techniques are catching on. Four neighbors have sought his advice on organic farming.

Mr.Chon’s wife in their garden in Rolum Thmor village. Since they stopped using chemical pesticides they are feeling healthier and saving money by switching to homemade pesticides.

Book Distribution Schools in remote area like Choam Khsant District face many challenges, including a lack of classrooms, qualified teachers and books. Mr. Va Mao is the principal of Choam Khsant High School. “My school has 172 students (76 girls) and three teachers, but unfortunately there isn’t enough space for all the students and we have a shortage of reading materials. All we have are textbooks. To respond compensate for the lack of space, we use four classrooms from Choam Khsant Primary School while we wait for more classrooms to be constructed,” he said. As CWS staff members noticed that in Choam Khsant market there are no bookshops selling reading materials, just shops selling stationary and notebooks. Although CWS staff cannot solve classroom shortage and lack of qualified teachers, CWS is supporting schools with books.

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CWS staff members first identified appropriate content for reading materials in consultations with teachers and the principal. During the reporting period, CWS distributed 222 books on various topics, including moral education, Khmer literature and peace, youth. With more books to choose from, students will be more likely to read. The Table below lists the books distributed. No 1 2 3 4

Title (English translation) My Dear Children The Word from Parents Mothers

Amount 6 books 6 books 6 books

Fatherly advice to children Parental advice to children Motherly advice to children on how to handle money Advise on living well

5 6 7

Four Blessing (longevity, happiness, energy, physical power, intelligence and wisdom) How to Control Anger Katiloka (Way of the World) Srihitobadesa

6 books 6 sets of 10 books 6 sets of 4 books

8 9

Life Constitution Buddha as Peacemaker

6 books 6 sets of 4 books

10 11 12

Source of Blessing The Path of Life Life of Buddha (SIPAR’s publication) Collection of Khmer Proverbs Youth and personal values (Youth for Peace publication) What is peace?(Youth for Peace publication)

6 books 6 books 3 books

13 14 15 16

6 books

3 books 6 books 6 books 6 books

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Nationalism (Youth for Peace publication) Ethnicity (Youth for Peace publication) I Want to Know Khmer History (Part I and 2) National Museum

20

Pictorial biography of Buddha

3 books

21 22

Contentment and Quality of Life Venerable Choun Nath’s Idea

3 books 6 books

23 24

Life’s lessons Khmer Poem on Code of Conduct

3 books 3 books

25 26

Ideas to Consider 43 Buddha Sayings Total

3 books 3 books 222 books

17 18

6 books 6 books 3 books

Topic

Ways to control anger Folktales Moral education from Sanskrit literature translated into Khmer Morals, peace Example of peaceful conflict resolutions in Buddha’s time Introduction to blessing acts Introduction to downfall acts Biography of Buddha and outline of his teachings Khmer proverbs Values that youths choose and how they affect their lives Peace and what youth can do to bring it about Constructive and destructive nationalism Understanding about ethnicity and how to eliminate racism Khmer history until independence in 1953 History of Cambodia’s National Museum and description of artifacts on display Important events of Buddha’s live from his birth to death How to lead a fulfilling life Advice from a Khmer scholar on Khmer language and Buddhism Advice from elderly people Khmer teachings about earning a living, making friends and getting married. Some of the poems date back to early 19th century. Life related Steps for living in the moment

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Students at Choam Khsant Secondary School read books distribute by CWS. There is no bookstore in the town or district.

During the report writing, staff members met students and teachers to ask them about the benefit of the books. CWS also received 17 thank you letters from ten schoolboys and seven schoolgirls. Chemistry Teacher Mr. Thong Kim said, “I am very happy with the books. Even though they are few in proportion to the number of students and none are related to chemistry they are helpful for my students and as well as for teachers like me.”.] Mr. Seng Sethor, a Chemistry Teacher in Romdas Sre Secondary School, said that he hoped that by reading the books students would attend class more regularly and study hard. In a letters sent to CWS, 12th Grade student Pouv Sokry said, “The book that introduced self reflection and choosing the right livelihood (Way of the World), made me think deeply.” Grade 9 student Yean Vannath learned the cause of personal destruction while Lach Tola learned that imitating others is harmful.

A letter of thanks from student Chhan Sopheakdey from Rom Doh Sre Secondary School

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Major Challenges Duck raising To encourage food security the project bought 500 ducklings from Kompong Thom and distributed them to 24 farmers in 12 villages. Two families of those selected were identified as model farmers and received 100 ducklings, while other 22 families received 13-15. However, due to the young age of he ducklings (one week) and the long distance they were transported, 120 died soon after arrival. As a result, the model farmers received only 70 ducklings, while the other families received less than 10. Almost two-thirds of those that survived were male ducklings that farmers could raise only for consumption or sale. The selected families expected, however, to raise them to produce eggs to sell in local markets demands. Border Tension Due to the conflict near Preah Vihear temple the office in Choam Khsant was closed for a month and staff were shifted to Kompong Thom. Residents were also advised by the government to speed up their harvest. As a result, the early harvest interfered with many planned activities such as workshops, food delivery for the MCH project, development activities, meetings, and monitoring. CWS formed a security committee to monitor the Preah Vihear Project and security guidelines for staff were introduced and evacuation points identified. Daily security updates were made and the work plan was revised. Lessons Learned To reduce the mortality rate of ducklings they should be bought when they are between 20 and 30 days old so they can be transported a long distance. Moreover, it is easier to distinguish the sex of older ducklings. Appointing a security assessment team and drafting a detailed security plan helps create a feeling of safety among staff working in conflict areas, as well as appreciation for the organization. Issues Not Addressed

A farmer tending ducklings supplied by CWS.

Farmers in Cambodia are very busy and have their annual rice harvest in December. They sell their rice to wholesalers at very cheap prices, about 800 to 1,000 riels per kilogram as they need money to repay the cost of fuel and chemical fertilizers bought on credit during the planting season. Selling rice when prices are at their lowest makes it difficult to repay loans. If farmers could keep their rice in stock they could sell during the planting season when prices nearly double. Although it is not possible to convince farmers to hold onto their rise when they need to sell it to repay loans, project staff try to convinced them to consider the possibility of food shortages before the next harvest.

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

Continue to strengthen relationships with residents, local authorities and government departments and offices. Conduct two training courses on Leading and Managing Rural Organizations to VDCs, Village Leaders and Commune Councils. Conduct three training courses on Project Management and Communication and Facilitation Skill to VDCs, Village Leaders and Commune Councils. Conduct two refresher courses on Safe Delivery, Ante- and Post- Natal Care and Breast Feeding to TBAs. Conduct a training course on Integrated Farming Management to model farmers Conduct three training courses on Peace Concept to CPVs, Village Leaders and VDCs Conduct one training course on LCP Introduction to Commune Councils Conduct a refresher training course on Peace Building and Accountability to Commune Councils Continue to work with teachers and parents to improve school attendance rates Support NFE teachers for three literacy classes Support VHVs to distribute CSB and nutritional supplements to lactating mothers, pregnant women and infants from 7-24 months old, with the support from the World Food Programme Support VDCs and local authorities to identify beneficiaries for water filters, hand-pump and open wells Support VDCs and target beneficiaries to construct water filters, hand-pump and open wells Conduct annual VDC workshop with VDCs, Commune Councils and government agencies Conduct capacity building course for project staff. -

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1.4. SVAY RIENG WATER AND SANITATION COOPERATION PROJECT Introduction Church World Service Cambodia started working Svay Rieng in 1992, focusing on helping the absolute poor and vulnerable people through integrated community development. The project was successfully handed over to community based organizations, communities and provincial authorities in May 2005. By FY06, in partnership with Provincial Department of Rural Development (PDRD), CWS started a new initiative: the Water and Sanitation Cooperation Project, or WatSan, focusing on the access to and quality of drinking water, environmental sanitation, health and hygiene development, wastewater use, use of household water filters and safe water storage, water-related diseases and other issues. For three years (2006-2008), the project focused its attention on community awareness as well as developing the technical capacity of local partners by providing training, workshops and construction of infrastructure in 19 villages of five communes in Romeas Haek and Rumduol districts along the border of Cambodia and Vietnam. In order to ensure effective and efficient implementation of the project, CWS changed its working strategy from being a direct implementer with large number of staff to working in a cooperative partnership the PDRD, whose staff have skills and expertise related to water and sanitation. During this reporting period CWS plans phase out from the target areas and the Memorandum of Understanding (MoU) was not renewed as CWS could not provide extra funding to its cooperative partner. However, with seven project staff members and seven commune development facilitators (CDFs), the WatSan Cooperation Project distributed 10 bio-sand filters to 49 beneficiaries (27 women). Additionally, 564 beneficiaries (253 women) received training on village development plans, bio-sand filter operation and maintenance, latrine use and maintenance, and hygiene and sanitation practice. Major Accomplishments and Changes Overall Objective: To expand the coverage of improved water and sanitation facilities to the under-served population of Romeas Hek and Romduol District, Svay Rieng Province, and to improve health and hygiene practices related to water-borne diseases and sanitation. In collaboration with Commune Councils, CDFs, village leaders, user groups and respective communities, staff conducted needs assessment in 20 villages in five communes in two districts in September and October. More than one thousand, 1,044, households were identified as in need of bio-sand filters and 370 interested in household latrines. The beneficiary selection process included introducing the negative effect of poor sanitation and hygiene, need prioritization and participatory wealth ranking. As the result, 710 households out of 1,044 were selected as beneficiaries of bio-sand water filters and 140 households of 370 were selected as beneficiaries of latrines by communities. Village water and sanitation related action plans were developed accordingly, covering education and awareness raising, capacity building for key persons and bio-sand filter and latrine construction.

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Capacity Building In this reporting period, 21 training courses delivered by the project has reached 564 people (253 women), including beneficiaries of bio-sand filters, latrines, user groups, Commune Councils, village leaders and CDFs (see chart below).

Local capacity in development planning is one of the most critical core concepts of the WatSan Cooperation Project. The Village Development Plan and Simple Proposal training course is a crucial intervention to build capacity so that communities can manage and implement their development activities locally. Participants showed high interest in the course provided by CWS staff and requested more training courses. Immediately after the training course, a water and sanitation user group in Trapiang Svay village, Daung Commune was able to write a proposal and submit it to CWS to request 25 more latrines without any support from staff. In the proposal, the committee was able to mobilize community contributions as well. This request will be granted in the next semester. It is noticed that training courses and awareness raising provided by CWS also influenced non-beneficiaries of the project, like Mrs. Hem Sina, 34, in Thmey village. “I never received any awareness training from CWS, but became aware that sanitation and hygiene has critical effects on my family’s health through my neighbor Mrs. Chan Sophea, who received awareness raising on water, hygiene and sanitation from CWS. Mrs. Chan advised me to clean my house compound, clean utensils and cover the food well before and after eating. She also explained the danger of drinking unclean water.” Mrs. Sina continued, “I follow Mrs. Sophea’s advice and I noticed that all of my family members’ health improved. We no longer get diarrhea or diseases such as typhoid. This also helps my family save a lot of time and money that would be spent on medicine.” Mrs. Sina cleans her yard.

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Bio-sand filter construction and installation Since FY06, the WatSan Cooperation Project has constructed 1,215 bio-sand water filters benefiting 1,154 households (5,314 people consisting of 2,514 women and 1,348 children), 13 schools (with 115 male teachers, 19 female teachers, 2,744 schoolboys and 2,309 schoolgirls), five commune halls (with 42 staff), 14 pagodas (78 monks, 187 laymen, 31 nuns and 14 children), and one health center (8 staff). According to the beneficiary selection process and participatory wealth ranking, the project allows cash or labor contributions for bio-sand filters. The financial contribution has enabled the project to supply more filters to families in target communities. It has also allowed the program to expand coverage beyond the absolute poor in an area where the need for clean water is immense. The contributions ensure a sense of ownership by recipients as well. In FY08, the project had supplied 400 more bio-sand filters to residents of 20 villages. During this reporting period, 10 bio-sand filters were constructed and installed in Bos Mon Leu Village, Bos Mon Commune, Romeas Hiek District for 10 households benefiting 49 people (27 women), 10 boys and 7 girls. According the future plans, 700 filters will be constructed and distributed in the next semester to 20 villages. The need assessment and village planning exercise also indicated that 85-90% of community people in the target area are now thinking of their health, starting with drinking safe water (filtered or boiled). Mr. Meas Than, 58, a resident of Kra Nhoung Village, Daung Commune, has become more health conscious. “Before members of my family often got diarrhea because we drank water from an open well. We wasted a lot of time and money, mostly spent on health care. After we received the filter from CWS as well as education, we definitely understood the importance of sanitation and hygiene (good food, good living). I and my family believe 100% in the quality of the bio-sand water filter because there is no sediment after the water is filtered and my family’s health has improved. After seeing the benefits, I recommended that my neighbors use the water from the filter and clean the filter as well as household compound to make our family healthier. Moreover, I usually tell other villagers that when their village is cleaned, they will get a higher yield of rice production because when they live in a healthy environment, they will be able to do all kinds of work, including harvesting to support our daily living.” One noticeable effect of the WatSan Project is that residents are keeping yards tidier

The Magic of Bio-sand Filters Mr. Kao Sophon, 52, and his wife Mrs. Moeng Ry, 37, live in Ta Suos Village, Doung Commune with their two children (a daughter and a son). Their son later migrated to Phnom Penh to work as a garment factory worker. During non-harvesting time, his wife and daughter travel across the border to Vietnam to earn extra income. Sophon’s family often got sick. He himself suffered from water-related diseases often.

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In March of 2007, CWS provided this family with a bio-sand filter when it was discovered that the water from the well in his area had a high concentration of iron concentration. Seventeen months later when he was interviewed during a monitoring visit to find out how the bio-sand filter is working at his place, he said: “My family uses the water from the filter for drinking and cooking 100% of the time. My family’s health is much better today and we rarely have diarrhea and abdominal pain. It saves us time and frees us to do more work thus increasing my family’s income.” He also introduced his neighbors and other villagers to the advantages of bio-sand filter. Some villagers have changed their behavior of drinking water directly from the wells to drinking and using filtered water. His family members and some other villagers are not only drinking filtered water at home but they also bring the filtered water with them when they go to work. They now understand the importance of clean water for their health. Besides sharing this information with his neighbors, M Sophon also shared the water from his filter with four neighboring families (17 household members). “The four families always come to get water from my filter for drinking and cooking daily since they know the effectiveness of water purified by bio-sand filters.”

Mr. Sophon pours water into his bio-sand filter.

He and his household members were not greedy. They strongly urged CWS to provide one bio-sand filter for each family to bring clean water to them. Now, the entire community has access to clean and safe water. Latrines construction Since FY06, the project had constructed 320 household latrines for households consisting of 1,095 members (727 women, 218 boys and 216 girls) and three school latrines benefiting 13 teachers, 343 schoolboys and 333 schoolgirls. In this reporting period 370 families in 20 villages are identified as in need of household latrines. However, based on a participatory wealth ranking approach, the project plans to construct 140 latrines in next semester. Moreover, among the 140 identified beneficiaries, 120 families have already been trained on latrine operation and maintenance. Through awareness raising and capacity building, communities as well as key people understand the effect of poor sanitation. This is shown through the numbers of people willing to use and request latrines as well latrines constructed by village residents based on CWS’s model (one in Sramor Village, one in Trapeang Thom Village, one in Bos Svay Village, one in Andaung Krasaing Village and another at the Administrative Police Post of Daung Commune). Moreover, the water and sanitation user group in Trapeang Svay Village (a target village in FY08) requested 25 more latrines for their community, volunteering to contribute 50,000 riels (about US$12.5) for each latrine. In Andaung Krasaing Village in Pongtoek Commune, the family of Mr. Nhim Tre, 33, constructed a latrine based on the CWS’s model. “I need a latrine as I realized the negative impact of open defecation and difficulties during raining season. Getting diarrhea at night time is one of the examples. Animals eat the excreta and there is bad smell in the village,” he said. He added that “In 2007, CWS entered my village and I saw the construction of a CWS latrine. I decided to SVR WatSan Cooperation Project

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construct one for my family because I understand that latrines help reduce sickness, such as diarrhea and typhoid; they reduce the chance of getting worms. Besides helping to improve the health of my family, it is comfortable to use a latrine and we are no longer ashamed by a bad smell.” How a Latrine Can Save Lives Mrs. Kim Thoeurn and her husband Mr. Smong Leak recalled the direness of their situation in their village. “Before CWS came to our village in 2008, we had no latrines and were forced to use the backyard and the nearby forest as our bathroom. Chickens and pigs often unearthed the waste buried there and made the environment unsafe and unhygienic,” she said. Mr. Leak and the children often suffered from abdominal pain and stomach maladies. What made the situation worse was that because of his hypertension, Mr. Leak was unable to walk by himself and constantly needed his wife’s physical assistance. She was so tied up by this daily chore of helping her husband move around that it prevented her from earning a living. The situation changed when CWS made a timely intervention in their village. Kim Thoeurn was selected as one of the beneficiaries of the WatSan project. She recalled her happiness and excitement when she found out that her family would get a free latrine, saying she was so pleased that she was unable to sleep the night before the installation. Mr. Smong Leak proudly shows off the family latrine.

Her husband said he could not be appreciative enough. “I appreciate CWS’s kindness and understanding in providing this latrine for my family. It greatly improves our situation because our house no longer smells bad as it did and we no longer suffer from diarrhea. For me it is easy to go to our latrine on my own by using a walking stick. I suggest that CWS should construct more latrines for the vulnerable people in this community. Having the latrine indeed saved my life as well as my family,” he explained. CWS provided an average of five latrines per village. Hand pump well construction Since FY06, the project has constructed 406 hand pump wells for communities and schools and upgraded 32 wells for communities, benefiting 1,028 households consisting of 4,715 people (1,351 women, 128 boys and 113 girls) in 59 villages in the five target communes. The number of indirect beneficiaries was estimated at 1,900 people. Moreover, 633 people (227 women) were trained on hand-pump operation and maintenance, and 255 user group members (92 women) were also trained on hand-pump maintenance and repair. Among the 406 wells, 226 wells have fences to protect them (and adjacent home gardens) from animals. Of the 226 families with home gardens 49 earn additional income by selling vegetables. Mr. Svay Lot, 28, in Chea Theach Village, Daung Commune, said that after getting a hand-pump SVR WatSan Cooperation Project

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well he and his wife grew vegetables and herbs, such as cucumbers, morning glory, pumpkins, and lemongrass. His family has access to vegetables for daily consumption and can earn more income. “Last year my family earned 200,000Riels (about US$50) from selling vegetables that I grew with water from my well. I used this income to buy 10 chickens, five ducks and one pig to raise. I believe that this will help increase my income even more, and also help avoid a food shortage this year”. However, due to the exit plan, the end of cooperation with the PDRD and the result of the village need assessment and planning in October 2008, the WatSan project has decided not to construct wells in FY09. Major Challenges Conducting village profiles, activity plans and the selection of user groups is quite time consuming, and draws staff away from other activities, especially construction of latrines and water filters. Moreover, the harvest season and extended rainfalls also pose a challenge regarding the participation of community people in village meetings, awareness raising and biosand filter construction. As the result, most of the construction was delayed. Only 10 water filters were constructed out of the planned 710 and no latrine was constructed during the reporting period, though the plan called for 140 to be built. Lessons Learned Due to the above challenges, project staff have learned that work plan should be completed before implementation starts, especially the village profiles, which were conducted in the first half of the 4 year project implementation.

Future Plans          

Construct 700 bio-sand filter for 700 households in 20 villages Construct 6 bio-sand filter for Sramor Primary School Construct 140 latrines for 140 households in 20 villages Provide education on bio-sand filter operation and maintenance to 700 beneficiaries in 20 villages Provide education on general hygiene and sanitation to 840 beneficiaries in 20 villages Provide training on roles and responsibilities of water and sanitation user groups to 120 group members in 20 villages Provide training on Leading and Managing Rural Organization to Commune Councils, village leaders and members of user groups in 20 villages Count CWS assets in 56 villages Review WatSan guidelines Conduct handing over workshop to hand over CWS assets in 56 villages to village leaders and Commune Councils

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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 many NGOs in Cambodia that began working with the Cambodian NGO network in Kompong Thom in 1996 to contribute to poverty reduction. However, without strong effort and capacity building on institutional development, CNGOs cannot effectively implement their development programs and handle organizational management to reduce oppression, injustice and inequities. CWS believes our partnership model is to provide financial and technical capacity for holistic partners, grant partners and local institution development (LID) partners to build and develop their professional competencies, including knowledge, skills and attitudes so that they can become self-reliant. To ensure sound management of the partnership program, CWS has used its own partnership protocol and guidelines when we partner with civil society. Within this report period, the Partnership Program continued to focus on building capacity, providing financial and technical support and joint project implementation with 47 organization partners1 in 10 different partner categories: Buddhist-based, Christian-based, children at risk, indigenous-based, peace building, community development, youth partner, advocacy, network, and implementing partners. The Partnership Program provides overall leadership and management to the Partnership Program office, Partnership Project BTB&BTM and Partnership Kompong Thom to assist 59 partner relationships2 including a new holistic partner: Cooperation for Indigenous People and Development in Cambodia (CIDC). During this reporting period, the Partnership Project BTB&BTM worked with four holistic partners: KCDA and ADOVIR in Battambang province and CFEDA and KNTO in Banteay Meanchey province; while the Kompong Thom Partnership project worked with two holistic partners: KORCD and CIDC. The BTB&BTM Partnership Project also works with DYBTB in BTB and DYBTM and DYMB in BTM province, while the KPT Partnership Project words with Adsu Church in Adsu village, Prasath Sambo District. In addition, the Program Office provided capacity building on different skills of organizational development: financial management and accounting for 12 CNGO partners (CSF, KCC, CFED, CC, ICA, and CSCM and the 6 holistic partners); strategic planning for KCC, CSF and CC; proposal development for CSF; and financial review for CFED Svay Rieng. MAJOR ACCOMPLISHMENTS AND CHANGES Objective 1: To 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. CWS technical support enabled KCC and CC to sharpen their focus and confidently present long-term strategic plans to potential partners and donors.

1 2

47 partners: 43 CNGOs, 2 INGOs, one international organization and one research institute. 59 partners: 6 holistic, 5 graduated, 26 grant, 14 local institution development and 8 implementing partners. Partnership Program 33

CWS’s Partnership Program has recognized that most of its CNGO partners have either expired strategic plans or none, as they lack the technical skills and resources to develop such strategies. The partners have thus implemented their programs based on yearly plans and budget availability. Most partners have been asked by potential donors to present long-term strategic plans, but often no such plans exist. This was the case for the Kampuchea Christian Council (KCC) and Children Committee (CC). KCC was established and administered by WCC in July 1998. It now has 80 local church members across the country with core support from WCC, CCA and other potential donors. KCC’s vision is to work for “abundant life in Christ for all, by unity in affection, justice and peace in order to develop Cambodian society”. The council has faced many challenges with their management system and leadership as well as financing over the last 10 years3. Its strategic plan had expired and it needed support to develop a new one. With technical support from Partnership Program staff, KCC was able to develop a strategic plan and its members have a clear understanding of why the strategy is important. KCC staff can now articulate the ideas from the strategic plan and put them into proposals submitted to CCA and other donors. At the same time, KCC is also able to present its strategy to donors and has gained more confidence from them. KCC’s members discuss future directions (top) while KCC’s leader presents their draft strategy.

The Children Committee (CC) is a grant partner of CWS established on 20 September, 1995 through the election of children at all levels in different provinces and was administered by Egos Committee for Children’s Rights. CC works to enhance the longterm development of Child Rights and Education for a better future for children. However, CC is struggling to run its organization due to limited experience and skills in management, policy development, strategic planning and project development for fundraising. Most donors prefer to provide financial support for specific interventions rather than core funding that would allow CNGOs to develop their own programming.

CC’s staff used SWOT for strategic analysis

A strategic plan is one requirement of donors. CWS accepted CC’s request and conducted a one-week workshop to enable its staff to clarify and understand the details of a strategic plan developed for their organization. In addition, through a SWOT analysis, staff also practiced critical thinking and diagnosed their organization’s strengths, weaknesses, opportunities and threats. The staff said this was the first time they had looked at their organization deeply, critically and analytically. “On behalf of CC and child clubs, I would like to express our thankfulness to CWS for professional guidance and all support with emotional inspiration, motivation, encouragement, sharing common values and building confidence among us,” said Ms. So Kunthy, CC Executive Director.

3

27-29 March 2008, KCC with technical support from CWS organized a general assembly and selected a new general committee with 11 members. Partnership Program

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CWS doesn’t only build capacity for CNGO partners it also helps them tap more funds Objective 3: Provide overall management and supervision and capacity building to partnership program field staff; develop and strengthen mechanisms, practices, guidelines and tools to improve the partnership program and lead to enhanced outcomes. CWS has been working with more than 40 partners in different sectors across the country, dividing them into three categories. Among these categories, local institution development requires highly professional and experienced staff as well as longer working hours, more complex interventions and a greater degree of challenge. During this reporting period, the Partnership Program provided strong support for the Children Support Foundation (CSF) and Cambodian Farmer Economic Development (CFED) for their organizational development and management. CSF faced a funding shortfall for implementation of its programs, while CFED was required by its donor [MekongPlus] to improve its financial management and accounting system. CSF promotes advocacy on prevention and protection of at-risk children and their families through awareness raising, especially on HIV/Aids and other epidemic diseases. This advocacy requires CSF to strategically organize public campaigns on special occasions, such as the annual Water Festival, World Aids Day, and Children’s Day. CSF wanted to approach UNESCO and FAO for funds for these campaigns, but its staff were not strong enough to articulate their ideas and write proposals. Seeing great value from this opportunity, the Partnership Program Manager (although pressed for time with other urgent work) spent two full days to help CSF staff draft their ideas into a framework and write four small grant proposals. Two proposals were submitted to UNESCO for the HIV/Aids Campaign and one to FAO for awareness raising on preventing avian influenza. The campaigns were held during the Traditional Water Festival in November and on World Aids Day. The last proposal was submitted to ANZ Royal Bank for the child protection project. As a result, CSF had three proposals approved with fund support of approximately US$ 4,500.00 from UNESCO and US$ 600.00 from FAO for the campaigns. The proposal to ANZ Royal Bank is on the waiting list. With supporting funds, CSF staff and stakeholders were able to organize the campaigns successfully with full participation of the project team, municipality, local authorities, youth volunteers, school teachers, local police and honorable donors. CSF staff said, “Although this is small fund support, we have strategically built relations and trust with UNESCO and FAO staff and we hope to seek more support in the future.” The public campaigns were covered by journalists and released through Kampuchea TV, ABC Radio and the Phnom Penh Post on 13 November.

CWS assisted CSF to hold an awareness campaign on World Aids Day on1 December 2008, at Indra Devi High School

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CNGO partners are better able to clarify and understand their financial systems and build trust with donors. Financial accountability and transparency are still high concerns among government, NGO and business sectors in Cambodia. CWS Cambodia has realized that our CNGO partners also need capacity to improve their financial management and accounting systems. Within this reporting period, the Partnership Program in cooperation with Finance Office staff provided training to all CNGO partner leaders and accountants to review and discuss deeper issues during the five-day “Financial Management and Accounting System” workshop for 26 participants (12 women)4. The training included practical exercises on accounting, budgeting and basic financial policy issues. After the five-day course, CNGO staff members were able to differentiate financial management and accounting, budget preparation, bookkeeping and cash flow. Through group discussions, the partners were able to identify their weak points and improve areas. The pre-test result showed that 55% of participants understood only 20-40% of all financial aspects while 45% understood 50-70%. However, the post-workshop test showed a significant improvement: 88% of participants understood from 70-90% of the topics covered, while only 12% understood just 50-60% of them. Soon after the training, CFED and KORCD staff members were able to revise some of their financial policies to make them more transparent. KORCD staff simplified their financial system, making it less time consuming to record bookkeeping and data entry via a computerized system. KORCD is able to produce financial reports on time for the Partnership Project, while its staff members are able to prepare budget and financial report according to a set standard and are able to provide feedback directly to their colleagues on budgeting and recording expenses as well as reporting. CFED has had improved its understanding of financial management and gained more trust from MekongPlus for funding support. In this report period, with technical support from the CWS finance team, a global review of their financial management found that CFED had significantly improved on many areas of its financial management and accounting compared to the previous review. After this positive change, CFED is going to receive funding from MekongPlus of about US$ 20,000.00 for 2009. According to the financial review report written by the CWS finance office, “in our opinion CFED has seen more improvement on financial management compared to the previous financial review, however, there are some areas that need to be improved”. MAJOR CHALLENGES

CFED Accountant received certificate of financial management and accounting course

CWS has been working with more than 40 partners in different relationship from the three categories stated in the partnership protocol, of which most CNGOs need strong funding and technical programming support from the Partnership Program. Particularly, within this reporting period, one of the partners, CFED had pressure from their donor (Mekong Plus) to carry out a global financial review before it would commit new funding support. CFED found no way to do it except by approaching the CWS finance team to help (at the time CWS finance staff were facing time constraints due to an external audit). However, despite these constraints and in line with our goal of “accompanying” our partners, the field accountant and finance manager took time away from their hectic schedules to conduct the global financial review, and the results were presented to CFED and MekongPlus. This kind of urgent request was not addressed in the 4

“Financial Management and Accounting” was held on 15-19 September 2008 with 26 participants: 5 holistic partners (11 staff, 5 women), 2 non-funding partners (4 staff, 2 women), 5 small grant partners (8 staff, 3 women) and 3 CWS project staff (2 women). Partnership Program

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partnership program or finance staff plan and caused time pressure for both finance and partnership program staff. Similarly, while the partnership program staff were already over worked due to being under staffed for local institutional development, CSF had a shortfall of funds and faced program closure. It requested technical support from the partnership program staff to develop proposals and submit them to UNESCO, FAO, and ANZ Royal Bank to seek grants to sustain their organization and programs. At this time Partnership Project staff were already committed to supporting the Children Committee and Khmer Community Development Association (KCDA) to develop their strategies. To accommodate the huge scope of work, however, the Partnership Program Manager intervened to help CSF staff articulate their ideas to develop four proposals. This kind of work needs staff with a high level of professional expertise and plenty of time. The time adjustment impacted other tasks and planning of the overall program work. LESSONS LEARNED All funding agencies and donors have concerns about the issues of accountability and transparency among CNGO partners in Cambodia. CFED, one of our graduated CNGO partners, has recently received funding support from Heifer-International Cambodia and MekongPlus. CFED was still one of our targets for improving accounting systems, which was also a condition of their funding donor MekongPlus. If CFED did not properly set up its financial system and carry out the financial audit, they would not have been given more funds. CWS Partnership staff learned that this was very critical and that CFED could lose trust and a donor. CFED could find no one to help them at this risky point. Therefore, following an urgent request from CFED and MekongPlus, CWS Field Accountant, Mr. Sar Heang and Finance Manager, Mr. Seng Vutha, with a guidance from the Country Representative and Director for Programming, carried out the global financial review successfully. The crucial work and positive reference from CWS was very important for CFED to prevent the loss of a funding donor and to increase its profile and reputation among other NGOs and funding donors. It would have been impossible to receive a new financial pledge from MekognPlus without the work from the CWS team. This shows that CWS’s reference is essential to build confidence and trust between funding agencies and implementing partners. Within this reporting period, with a global financial crisis occurring, some CNGOs have shortfalls of funding to support their organization and programming on the ground and Partnership Program staff members have received a huge number of requests from CNGOs for capacity building and funding, while the program has been under staffed. Most requests asked for technical support and capacity building on fundraising, proposal development and strategic planning and other organizational aspects. Therefore, program staff, in this period, have turned their focus from provision of small grants to work on strategic planning, proposal development and fundraising for non-funding partners, in which KCC, CC, CSF and holistic partner KCDA have developed their strategic plan and particularly three proposals of CSF were approved by UNESCO and FAO for public-awareness campaigns on HIV/Aids and Avian Influenza. Working on local institutional development produces immense benefits for non-funding partners. However, this work cannot be done without highly experienced and professional staff who have sufficient time to focus on the intricate work and accompany the partners through the processs.

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ISSUES NOT ADDRESSED ƒ

ƒ ƒ

Training on Monitoring and Evaluation for 25 partner staff was not conducted during this reporting period and it has moved forward to the next semester due to time constraints of the staff and partners due to donor visits, new projects coming, and the border conflict, etc. Training on Human Resource and Staff Management were cancelled due to limited budget and tight schedule of the program. There were 15 proposals submitted to the partnership program and one of them was approved due to the uncertainty of program budget within the period.

FUTURE PLANS ƒ ƒ ƒ ƒ ƒ ƒ ƒ

Provide training on Monitoring and Evaluation for the partners Provide grants to the prioritized project partners Conduct program meeting Review CAT and Partnership Operating Guidelines Continue to assist partners for the proposal development for fundraising and strategic plan development Continue to build capacity on technical aspects of financial and accounting systems as well as organizational development to partners (CFED, CSF, CC, KCC, etc.) to build sound management systems for organization and programming Assist the Country Representative to organize the Square Table Meeting on 25-27 March 2009.

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2.2. B BATTAM BANG & BA ANTEAY Y MEAN NCHEY PA ARTNE ERSHIP PROJE ECT INTROD DUCTION CWS Cambodia has deep ro oots in the western border proviinces of Ba attambang (BTB) and d Banteayy Meancheyy (BTM) wh here in the early 90s we w helped the t Departm ment of Aniimal Health h and Pro oduction im mprove vacccination off livestock (in collabo oration with h the Luthe eran World d Federatiion and the e American Friends Se ervice Com mmittee). Ass our work expanded, knowledge e and tech hnology fro om foreign experts e wass gradually y and carefu ully transferrred to loca al residentss through our Village e Livestock Agent train ning progra am. By 1998 this vital program was w handed d over to government g t departmen nts. In 1999 the BTB&B BTM Projecct shifted itss focus to the t institutional develo opment of Cambodian C n NGOs, a move that was in n line with h our coun ntrywide co ommitment to local institutionall development (LID)). CWS-C was w quick to recognize the vasst potential of the dy ynamic and d committe ed Cambod dian NGOs that were emerging e in the provincces, despite e minimal su upport from m their inte ernational counterparts c s. The ma ajor develop pment in th he reporting g period is s the imple ementation of Community Based d Disasterr Risk Mitig gation (CBDRM) through three of the Pro oject’s four holistic pa artners: the e Cambod dian Familly Econom mic Develo opment As ssociation (CFEDA), Khmer Community C y Develop pment Asso ociation (KC CDA) and Kumnit Th hmey Orga anization (K KNTO). They receive e support from CWS S-C’s Emerg gency Resp ponse unit in collaborration with Provincial Red Crosss departm ments. Once e again, vittal international know w how (thro ough a gen nerous gran nt from the e Europea an Commisssion) is bein ng transferre ed to local residents. r CBDRM M is being im mplemented d in 40 villag ges in three e provinces: BTB, BTB and Oddarr Meancheyy (ODM). It aims to increase the t capacitty of these e villages to o effectively prepare for naturall disasterss and to mitigate impa acts resulting from them m. Eighty-on ne Red Cro oss Volunteers (RCVs)) have be een trained.. During the e reporting period, nin ne training courses on n CBDRM, Commune e Develop pment Plann ning and Co ommunity Based B First Aid were organized o fo or 200 participants (67 7 women), including RCVs, Village V Health Volunte eers, Villag ge Chiefs, Village De evelopmentt Committtee membe ers, Commu une, Districtt and Proviincial comm mittees for d disaster ma anagement, CNGO partners, p an nd CWS-C staff s and the eir Red Cro oss counterp parts. During the t reportin ng period, 4,643 4 families were direct beneficciaries of th he BTB&BT TM Project, while an nother 4,65 58 1 benefittted indirecctly. The fo our holisticc partners implement integrated d commun nity develop pment, focu using on su upporting an nd strength hening Self--Help Group ps (SHGs), basic he ealth care education, e c community education, agriculture and anima al raising, and a supportt for the absolute a po oor. They also a work to o strengthen social inffrastructure, such as building b the e capacityy of Commu une Councils, Village Chiefs, Village Development Co ommittee (V VDCs), and d commun nity-based organization o ns such as rice r banks, funeral asssociations, a and commu unity ponds. The Pro oject also continues c to o provide small s grants s to three volunteer v g groups that implementt HIV/Aidss and peace education n in Battam mbang and Banteay B Me eanchey: Dhammayietra Mongkoll Borei, Dhammayiet D tra BTB and d Dhammayyietra BTM.

1

Direct ben neficiaries: 4,643 families (628 led by women) comprising 22,5 524 individuals (8,290 women and 7,729 children). Indirect beneficiarie es: 4,658 familie es comprising 23,185 individuals including 6,20 09 women and 9,630 children.

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Our objjective: To o strengthe en the cap pacity of holistic h CN NGO partners and sm mall grantt recipien nts so they y can facilittate progra ams that wiill effective ely and sus stainably im mprove the e lives off the most vulnerable v people.

MAJOR R ACCOMPL LISHMENT TS AND CHANGES Improve ed capacity y of holistic c partners The Pro oject has continued c es the thre ee alreadyy to assist its four holistic partners. Beside mentioned, they incclude the Association A ers’ Rights (ADOVIR). for Development and Our Village This cap pacity buildiing applies to all 22 sttaff members (10 wom men) of the p partners, an nd includess individua al coaching, monitoring g of program m planning and implem mentation, p proposal de evelopment,, financiall managem ment and re eporting, and reviews of guideline es and organizational structures.. The Pro oject has also a worked d closely with w CWS-C C’s Emerge ency Respo onse unit to o build the e capacityy of CFEDA A, KNTO and d KCDA to understand and implem ment CBDR RM. Frequen nt meetingss, discussio ons and fie eld observa ation, have e shown th hat the parrtners have e increase ed their cap pacity in ovverall program implem mentation and a organizzational ma anagement. They ha ave improvved their cooperation n and collaboration with Comm mune Coun ncils, locall authorities and govvernment de epartments – such as health and d education – and Provincial Red d Cross department d s. Their program p acchievementts, which include co ommunity ponds p and d commun nity school construction, have been recogniz zed and prraised by lo ocal authoritties. KNTO O has exp panded its program to o four more e villages in n Banteay Ampil Distrrict, Oddar Meancheyy Province e. (This disttrict had bee en a stronghold of the Khmer Rou uge until the e late 1990s s.) Below iss an overvie ew of the work conduccted by the four f holisticc partners, ffollowed by a synopsiss of challe enges and le essons learrned and an n outline of plans for the next half of this fisca al year. 2 Associa ation for De evelopmen nt and Our Villager’s Rights R

ADOVIR R has becom me more efffective at report r writing, financial reporting a and manage ement, and d strengthening sociial infrastru ucture such h as comm munity sch hools, funerral associa ations, and d Commune Councilss. Moreove er, field visiits have sh hown that th hese increa ased skills have been n passed on to reside ents of the villages v whe ere ADOVIR R works. Village chiefss, Village De evelopmentt Committtees, Comm mune Counccils as well as committtee membe ers of funera al associatio ons, parentt associattions and community c p ponds have e increased d their know wledge and capacity fo or proposall writing, basic rightss, and advo ocacy. ADO OVIR has also acquired a high re eputation am mong otherr CNGOs working in its area. It is respecte ed as well by b local auth horities, Co ommune Co ouncils, and d governm ment officialss, especially those worrking in hea alth, educatiion and vete erinary serv vices. ADOVIR R has helpe ed enhance e the capaccity of eightt village-bassed funeral associatio ons in eightt villages, which in turn t has strrengthened community y solidarity and provid ded invalua able help to o impoverrished resid dents dealin ng with foo od shortage es, sicknesss and dea ath. ADOVIR R provided d material support3 to o two funera al associatio ons in Buo Run and Sthapor Mou uy villages. In addition,, it helpe ed funeral association n committe ee members review their operrating guidelines and d structure e. According to ADOV VIR staff, th he result ha as been inccreased com mmunity solidarity and d greater assistance a from the asssociations. 2

ADOVIR has five staff (2 2 women) and implements inte egrated commu unity developme ent in 14 post-cconflict villages in Ampil Pram m Daeum Commune, Bavel District, BTB. Direct D beneficiaries: 1,499 families ((86 of which are led by w women) with 6,,364 individualss (2,626 wom men and 2,090 children). c Indirecct beneficiaries:: 1,156 families with 6,395 indivviduals (1,544 w women and 3,428 children). 3 The materials include coo oking pots, plate es, soup bowls, and water-carrrying carts.

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This asssistance is especiallyy critical du uring emerg gencies. Fo or example e, two families whose e houses burnt down in Novemb ber 2008 recceived imm mediate assistance from m their villag ge’s funerall associattion, which helped them m avoid relying on mo oneylenderss and the crrippling rate e of interestt they cha arge. Mr. Chin C Chum and his fam mily were provided p with 50,000 rriels, clothin ng, 50kg off rice, and d cooking pots p and ute ensils by th he funeral association a in Boeng S Snoul village e. Mr. Sourr Chen an nd his family were pro ovided with 20,000 riels, cooking pots and u utensils by the funerall associattion in Stha apor Pir villa age. ADOVIR also disttributed 4 mosquito m ne ets, 4 blanke ets, 2 matss and 50 kg k of rice to o each family. As noted d in the End Year Rep port for FY0 08, Boeng Snuol S and Kob are tw wo of the mo ost isolated d villages in Ampil Prram Daeum Commune. They lacked school buildings b an nd accessible roads forr children to attend classes elssewhere. With W financia al support from ADOV VIR, two ne ew schoolss (three classrooms each) were e constructe ed in the se econd half of o FY08, ass well as a 120 meterr road to the schooll in Boeng Snoul villa age. Two classrooms were consttructed by communityy memberrs. They alsso provided d land. Com mbined, the e schools now n accom mmodate 35 54 studentss (156 girrls). They became op perational during d the reporting period. The eir inaugurration 4 wass organize ed by ADOV VIR, parent association ns, Village Chiefs C and teachers on n Decembe er 26, 2008, and theyy were hand ded over to the commu unities, loca al authoritiess and comm mune schoo ol cluster. Boeng Snoul S Villag ge Committe ee Develop pment member Mr. Yip p Van, 45, w was among those who o mobilize ed support for f the school: “I workked hard to o get people e to work ttogether, including the e parents’’ association n, to establiish a schoo ol constructiion committtee. I even lled the com mmittee. We e mobilize ed and colle ected resou urces from the t commun nity to build d this three-classroom school butt we were e not able to o complete it, as we ca an afford litttle more tha an enough rrice to fill ou ur rice pots. Our woo oden schoo ol is 24m by b 7.5m an nd has a co oncrete floo or. It was m made poss sible by the e collaborration betwe een the com mmunity and d ADOVIR and a financia al aid from C CWS Camb bodia. “ADOVIR R staff me embers worked very hard with us, startin ng from he elping us prepare p the e construcction plan, identifying necessary resources and getting g the comm munity invo olved. Theyy also con nnected us to commune councilorrs, the direc ctor of the co ommune scchool cluste er and otherr officials who rarely visited or offered o servvices becau use our villa age is very iisolated and d difficult to o access. But now we w have a new n schooll. Our child dren can stu udy and atttend classe es regularlyy because e the schoo ol is near ou ur village an nd has enou ugh desks and a school equipment.. The 120m m road [to the schooll] was builtt by commu unity people e through a work-for-ffood projectt. The road d makes access a easyy, even duriing the rainyy season, as a long as itt does not fllood.” Once th he school was w built, the t “commu une clusterr school” director d asssigned three e voluntaryy teacherss to it. (Schools are grrouped in co ommune clu usters in Ca ambodia an nd the direc ctor of each h cluster ensures e tha at the curriculum adherres to government stan ndards.) AD DOVIR also distributed d 5 school materials m to o the 354 scchool childre en.

4

About 400 0 people, includ ding school child dren, members of o parent assoc ciations, village residents, r teach hers, village chie efs, and members of o VDCs from the e two villages attended a the inauguration. 5 The mate erials include 4 note n books, two pens, one penccil and one ruler per student.

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portant to note n that prior to 1996, Boeng Snoul S villag ge was a b battle zone where the e It is imp remnantts of the Kh hmer Rouge and gove ernment forrces foughtt for controll. It is also one of the e most iso olated villages in Am mpil Pram Daeum D Com mmune, located abou ut 70km no orthwest off Battamb bang town. The T village is situated in a flood-p prone forested area witth no roads connecting g it to the Commune or District center. Alth hough, it ha as a sizeab ble populatio on (1,044 people, p 218 8 families)), it has recceived almo ost no servvices from the t governm ment or humanitarian assistance e from inte ernational or o Cambod dian NGOs,, except AD DOVIR. Neighboring vvillages hav ve received d some asssistance frrom the government. Residents of the villag ge make a living by fa arming rice e and corn n, and fruit orchards. They also work w as da ay laborers in agricultu ure production. In mid-2006, CWS-C C acco ompanied ADOVIR A sttaff to the village, v and d provided capacity building and d grants to o support th heir work. ADOVIR A began by building relatio onships with h community y memberss and then n helped th hem conducct a Particip patory Rura al Appraisal. The PRA identified a school ass one of th he village’s top prioritie es, and residents requ uested imme ediate assisstance in bu uilding one. Children n from Grad des 1-3 had been studyy in a very old o building g inside Boe eng Snoul pagoda p and d under a house. Ressidents conttributed the eir own mon ney to suppo ort voluntee er teachers. Besides school construction, during the reporting period p ADO OVIR also p promoted basic health h awarene ess through h Village Health H Volunteers and d Health Ce enter staff. VHVs in 14 villagess dissemin nated monthly information on dise eases and health h topiccs such as m malaria, dengue fever, respirato ory disease e, diarrhea, general hyg giene and child c immun nization. AD DOVIR also distributed d 40 wate er filters to 40 familiess in Boeng Snoul, Boeng Popou ul and Kob villages. The familiess shared the cost of o water filtters (from 4,000-5,000 0 riels, US S$ 1-1.25) and were trained byy ADOVIR R staff and d VHVs on safe drinkking water and waterr-filter use. Reports frrom Health h Centers show a sha arp drop in disease and d a rise in the number of immunizzed children n.

A ADOVIR bene eficiaires recceived ceram mic water filte ers, which red duce the incidencce of water-b borne disease es.

With hellp from ADO OVIR, Com mmune Councilors in Ampil A Pram Daeum org ganized a coordination c n meeting with 26 participantss (2 wome en) comprising Villag ge Chiefs, Village De evelopmentt Committtees and members of internationa i al and Cambodian NGO Os working in the com mmune. The e district governor g pre esented a program p coo ordination plan p so that groups6 wo orking in the e commune e could co ollaborate more m effectivvely and encouraged th hem to conttinue such m meetings.

6

VSG, CDC CV, Lutheran World W Federation n, CARITAS and d ADOVIR

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V Village Chiefss, members of o VDCs and d staff from in nternational and a Camboid dian NGOs meet m to coordinate th heir work at a seminar orrganized by the t Ampil Prram Daeum C Commune Council. C

Khmer Communitty Develop pment Asso ociation7 KCDA became b ass new holisstic partnerr in FY08. During the e reporting g period, Project P stafff memberrs have con ntinued to train and provide p inte ensive technical assisttance to KC CDA. As a result, KCDA K staff members have h upgra aded their skills s in fina ancial mana agement an nd program m impleme entation, particularly p the Comm munity Development approach,, Participatory Rurall Appraisa als, SHGs and CBDRM. During their firs st year of partnership support they have e establish hed coope erative rela ationships with village residentts, local a authorities, Commune e Councilss, and the Samlout S Disstrict Red Cross C Office e. After see eing the efffectiveness of KCDA’ss work in Ta Toak Commune, Councilorss and Village Chiefs in neighbo oring Kamp pong Lpeuvv Commune invited KCDA K to wo ork in vulnerrable and poor villagess in their com mmune. KCDA’s entry into these new w villages began with building co ooperative rrelationships s and trustt with ressidents, identifying ava ailable reso ources, barrriers and untapped u po otential, tarrget groupss and pow wer structure es. Staff ma ade home visits v to talk k informally with reside ents so thatt they could d acquire in-depth understandi u ng of each h village. KCDA K stafff then cond ducted PRA As in nine e villages (August 11 1 to Septem mber 12). Participation P n averaged about 50% % in each village. v The e PRAs identified what the comm munities reg garded as th heir most pressing nee eds, potential solutionss and targ get groups fo or direct assistance. The PRAs were w used fo or developin ng program plans.

7 KCDA’s five staff mem mbers (2 wom men) impleme ent integrated community development d in 13 villages s in Ta Taok,, Sung and Ta Sanh com mmunes of Sa amlout Districct, BTB. Direct beneficiarie es: 364 familie es (66 led by women) with h 1,737 individuals, includ ding 456 wom men and 903 children. c Indire ect beneficiarie es: 1,153 fam milies with 4,99 99 individuals,, including 1,370 1 women and 2,108 children. BTB & BTM Partnersh hip Project 43 4

s memberr conducts a PRA in Ou Nonoung N villlage, Ta Toa ak Commune e. A KCDA staff Reside ents ranked their standarrd of living as s either rich, middle incom me, poor, o poorest to help determ or mine the flow of direct aid and assistan nce. ging them to establish the eir own rankiing minimizes Encourag Disp putes over dirrect aid, alters perception ns about vu ulnerable hou useholds and d fosters soliidarity.

To stren ngthen com mmunity-bassed organizzations, KCDA continu ues to supp port ten SHGs8 in nine e 9 villages in Ta Taokk Commune e, Samlout District. Th he groups have h memb bers from 245 2 familiess (208 women). KC CDA facilitates monthly meetin ngs to mo onitor the groups an nd discusss bookkee eping, savin ngs and borrrowing, pro oblems, solu utions, and mutual help. KCDA ha as reported d that SHG G memberss are helpin ng each oth her more fre equently. This is especially notice eable when n the poorr and poorest families face f emerge encies, suc ch as seriou us illness or food shorta ages. For exam mple, in Se eptember 20 008, SHGs in Ta Taok k village hellped impove erished and d distraughtt parents pay for th he funeral of their 14 4-year-old daughter. d In November 2008, after a KCDA A identified d six hungryy families10 in Phnum Rai, R Ou Nonoung, and d Ta Taok vvillages, Villa age Chiefs, VDCs an nd RCVs were w quick to o provide enough e food d to the fam milies (includ ding powdered milk forr babies) to last until harvesting season.

From Left: L A KCDA A staff mem mber facilitate es a monthly y SHG meetting in Phnum m Rai village e while anothe er distributes food to a fam mily facing a food shortag ge. 8

KCDA had facilitated SHGs before beco oming a holistic partner. Samlout was w controlled by b the Khmer Ro ouge until 1998 8. One of 13 disttricts of BTB, it has h 7 commune es and 49 villages. It is located in the south hwest of the pro ovince and has a population of 30,044 (15,202 women). 10 The six families f (30 mem mbers) that face ed food shortages included one e led by a disabled father, 1 led d by a mother whose husband had been shot s dead by a Thai T border patrrol, 1 led by an ill i and elderly grrandmother, 1 with w recently borrn twins, and 1 led l by a parent living with HIV/Aids. H 9

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With inte ensive coacching from Project stafff and coord dination with the Samlout District Red Crosss office, KCDA K has in ntegrated CBDRM C into its ICD pro oject. It has explained tthe conceptt in detail to o village residents, r V Village Chiefs, VDCs and a key individuals (su uch as villag ge elders) and a helped d them se elect 26 RC CVs (15 wo omen) from m 13 village es (2 RCVss per village). The 26 RCVs, 13 3 Village Chiefs, C and 13 membe ers of VDCss (17 wome en) participa ated in a fivve-day training session n on Community Bassed First Aid as well as a a five-day training session s on CBDRM in Decemberr 2008. Th he training sessions were w organizzed by CWS S in cooperration with tthe District Red Crosss office. Besides B the e knowledg ge gained, participants s learned how h to dup plicate the training to o residentts of their villages throu ugh formal and informa al “echo” aw wareness-ra aising discu ussions thatt help villa ages preparre and imple ement disaster mitigation plans. KCDA iss the only NGO N workin ng in a rem mote ethnic village alon ng Thai borrder on the Cardamon n mountain range, about 100km m south of Battamban ng town. It had also b been a Khm mer Rouge e village until u the ea arly 90s. The ethnic Por P residen nts have th heir own la anguage, which is nott understo ood by govvernment offficials. The eir isolation is extreme e, their histtory difficultt, and theirr current hardships numerous. n The village e was found ded in 1979 9, after the Khmer Ro ouge forcess had bee en driven to the we estern and northern fringes f of Cambodia by govern nment and d Vietnam mese forces. At that tim me, 83 ethn nic Por fam milies migratted to the a area, and named n theirr village 83 8 because e it comprissed 83 fam milies. In 19 993, after fighting f stop pped in the e area, the e village was w rename ed Phnom Rey R (Rattan n Hill) beca ause rattan (which tran nslates as “rey” “ in Porr language) is plentiful in the are ea. The villa age has gro own to 147 families f wh ho are mainly subsisten nce farmerss, growing rice, r beans, and corn on moun ntain terrace es and in valleys. v Tra aditionally, they t rely on n prayers to land and d forest sp pirits prior to planting and a harvestting. Howev ver, their crrops are oftten eaten by y wild pigs,, monkeyss and otherr animals, while w recenttly enacted forest consservation ru ules now prevent them m from trap pping or hunting wild animals. a KCDA starting workking in this village v in 20 006, by building cooperative relationships witth residentss and establishing links betwee en local au uthorities and residentts. KCDA a also explained to the e residentts that its ap pproach wa as to help th hem help th hemselves. Their workk in this rem mote village e was one e of the facctors that le ed the Proje ect to selec ct KCDA ass a holistic partner. Th he intensive e capacityy building, grant g support and acco ompanimentt KCDA hass received h has enabled d it to more e effective ely impleme ent integrate ed community developm ment, with a special focus on SHG Gs. SHGs were w a new w concept in i Phnom Rey. KCDA A facilitated d the forma ation of the e first SHG G (Samakii Phnom Rey) R there. It has 17 families f as members (13 women), with thrree women n serving as committtee memb bers. Its lea ader, Mrs. Chhay Pheap, 39, fa acilitates th he monthlyy ach membe er contribute es 500 riels s in savingss. Besides monitoring the moneyy meetings where ea saved, KCDA K also assists the group with bookkeepin ng. As of the end of thiis reporting period, the e group ha as saved 18 80,000 rielss, which members borrrow primarilyy to purchase food and d medicine. More im mportantly, during d the monthly meetings, m members alsso discuss mutual pro oblems and d solutionss, which fossters social solidarity. The SHG is succe eeding in allleviating fo ood shortag ges and its capacity to o do so is increasing,, accordin ng to reportss from KCD DA staff. In November 2008, the SHG S distribu uted 10,000 0 riels each h to two fa amilies facing food sho ortage. In addition, a KC CDA provide ed 20kg of rice and otther stapless to each family. Thiss support provided p the e two familiies with eno ough food tto last till harvest time e when me embers cou uld find work as day lab borers. “What KCDA K has given g us iss hope,” exp plained Mrs s. Chhay Pheap. P “Sincce they arrrived in ourr village they t have supported s u and encouraged ou us ur initiative. We will co ontinue to expand e ourr Self Help p Group. Th he future off our village is looking brighter.” b

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Kumnit Thmey (Ne ew Ideas) Organizatio O on S, KNTO expand e its ICD progra am to fourr With financial and technical assistance from CWS i Ampil Commune, Banteay B Am mpil Districtt 12 , Oddar Meanchey during the e isolated villages 11 in g period. It has steadily s up pgraded its s organiza ational stru ucture and d program m reporting impleme entation, wh hile its eigh ht staff me embers (thre ee women)) have imp proved theirr skills and d confiden nce in plann ning, reportting, propossal writing and financial management. In the reporting g period, KNTO K bega an integrating CBDRM M into its inttegrated co ommunity development work with h support from CWS and in coo operation with the BTM M Red Crosss and Bante eay Ampil District D Red d Cross offfices. It has h explain ned CBDRM M concepts in-depth to o Co ommune Councils, C V Village Chie efs, VDCs, res sidents, and d key indiviiduals (such h as village e eld ders), and selected s 24 4 new RCV Vs in the 15 5 villlages it worrks in, raisin ng the totall number off RC CVs to 31 3 (14 wo omen). Tw wenty-three e res sidents (6 women) w –1 11 RCVs, eight e VHVs, thrree VDC members, an nd one Villa age Chief – atttended a three-day refresher course on n Co ommunity Based Firsst Aid and d CBDRM M org ganized in November 2008 by CW WS. Since e the en the participants h have been n providing g “ec cho training g” and awareness rais sing in theirr villlages as well w as leading the pre eparation off dis saster mitigation plans. The hig gh reputatio on KNTO has h acquire ed among internation nal and Ca ambodian NGOs, N and d governm ment departtments and d officials in i BTM an nd OMC KN NTO is especially res spected byy provincia al and distrrict health, agriculture e and educa ation officia als), helped d it receive a grant off US$12,0 000.00 from m the Austra alian Embasssy for FY0 09 to implem ment ICD in n the new ta arget area133 14 in Odda ar Meanchey. Its ICD program p c covers now covers 15 villages in Preah Netr Preah (3)) and Serei Saopho oan (4) districts, Batttam Bang, and Ban nteay Ampil (8) Distrrict, Oddarr Meanchey. KNTO’s entry into o the new villages included hom me visits that allowed d staff to experience e firsthand d residents’’ daily livess. Staff then n conducted d a PRA from Septem mber 1-5, 2008. Aboutt 60% of the t residentts participatted in the asssessment, which KNT TO used forr its program m plan. h a speccial focus on o improving g KNTO has villages of Chub Korki Lech h and Chub Cambod dian soldierrs are facing off over a state of disrepair with w no teachers in th he

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the qualiity of educa ation for ch hildren in the isolated d Korki Ko oeut 15 in Banteay B Am mpil where e Thai and d border dispute. The ere was a ssingle, old school s in a area. As s a result, children c recceived educ cation from m

The 4 new n villages arre Tbaeng Chas, Kdol, Cha ar and Souphe eap.

Bantea ay Ampil is a post-conflict district in OM MC with 4 com mmunes and 46 villages a and a population of 38,221 (19,105 women). w 13 The new w villages in ODM O are: Chob Korki Lech, Chob Korki Kaeut, K Tbaeng Thmei, Tbaen ng Chas, Kouk Prech, Kdol, Cha ar and Souphe eap. 14 Direct beneficiaries: b 1 1,158 families (130 led by women) w comprrising 5,321 in ndividuals (1,6 627 women an nd 1,133 children). Indirect benefficiaries: 470 families f comprrising 2,256 in ndividuals (598 8 women and 526 children). 15 Chub Korki K Lech and d Chub Korki Koeut K villagess are located on o Dong Rek Mountain, M along the Thai bo order in Ampill Commune e, Banteay Am mpil District, OMC. They are e about 110km m north of BTM M town and we ere controlled by the Khmerr Rouge in 1998. They arre located in an a area where the border dis spute with Tha ailand is intense. BTB & B BTM Partnersh hip Project

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monks at a the local pagoda. Altthough the monks werre well liked by the children and tre eated them m affection nately, they were untrained in teacching and th he quality off education was low. In coo operation with the gove ernment clu uster schooll directo or, KNTO helped h parent associatiions in both h village es construcct a small (16m by 7m) primaryy schoo ol (Grades 1 and 2) forr 54 children n (32 girls).. However, due to o the borderr conflict, 163 familiess were displaced to t temporarry shelters about 5km m from their village es in mid-O October 2008. As the e situatiion calmed d about 60 0 families returned r to o their homes. To o prevent a an interruption in the e childre en’s educcation, KNTO help ped locall authorities, teacchers and parents by y providing g school materials m to the displacced children n so they could attend a neighborin ng school. To stren ngthen SHG Gs, KNTO provided p coa aching durin ng the repo orting period d to 27 SHG G memberss (20 wom men) from four f SHGs in Chub Ko orki Koeut, Tbeng Thm mey and Ko ok Prech villages. The e training focused on o bookkee eping, savin ngs, borrow wing, recorrding minuttes of mee etings, and d discussions of SHG G principles. KNTO su upports 26 SHGs S in 11 villages (19 in its old target area a in BTM and a seven in i its new ta arget area in n OMC) witth 346 mem mbers (224 w women). KNTO staff s reporte ed that Villa age Committtees for Prrogram Man nagement in n old targett villages in n BTM ha ave acquire ed the capa acity to sup pport SHG committee es to condu uct monthly y meetings. Moreove er, the SH HGs have dramatically increase ed capacityy, solidaritty, and mu utual help, especiallly for suppo orting vulne erable familiies facing crises. For example, e aS SHG in Tba aeng village e distribute ed 14kg off rice to a widow w and her childre en who face ed a food sshortage in Novemberr 2008. In n September 2008, SHG Gs in Ruessei village contributed c 20,000 rielss to transpo ort a seven-year-old girl to Prea ah Netr Pre eah District Hospital for treatment of dengue fever. She recovered. (The death rate fro om dengue fever is ve ery low if proper p and timely treattment is received, butt delayed or imprope er treatment can heigh hten the risk k of dengue e hemorrhagic fever, and a dengue e shock syndrome, s w which can be fatal. In 2007 the ere were over o 40,000 0 cases of dengue in n Cambod dia, most off them child dren. The fa act that SHG G memberss arranged hospital transportation n demonstrates that they t have acquired a the ability to recognize the t symptom ms of deng gue and the e need forr timely and proper trea atment.) To imprrove health conditions among the e poor in the t new tarrget villages in Ampil commune, KNTO cooperated c h Center sta aff and VHV Vs to condu uct awarene ess raising for f malaria, with Health dengue, diarrhea, hygiene an nd safe drin nking waterr for 283 re esidents (18 81 women) during the e g period. In n seven othe er villages, VHVs, VDC Cs and Villa age Chiefs held “Villag ge Hygiene e reporting Day” forr residents and schoo ol children. In Decemb ber 2008, with w funding from the e Australian n 120 water filters, 150 Embasssy, KNTO distributed d 0 mosquito nets, and 85 water jars j to 328 8 families in eight viillages (eacch family contributed between 1,000-5000 riels, 25 US U cents to o US$1.25 5 towards the t cost). Prior P to disstributing th he materialss, KNTO p provided ed ducation on n health isssues and water-filterr use. As a result, res sidents of the villagess have bec come more e knowled dgeable abo out preventing illness and a hygiene e. The incid dence of illn ness caused d by unsafe e water ha as declined dramaticallly.

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KN NTO staff me embers cond duct a dengu ue and malari ria awareness campaign in a target viillage. The poste er illustrates the t differencce between th he two endem mic diseasess and explain ns tha at the mosqu uitoes that trransmits den ngue bites du uring the dayy, while the mosquito m tha at transmits malaria m bites at night.

Additionally, during the reporting period, funding from m the Austrralian Emba assy allowe ed KNTO to o provide training on chicken ra aising and home h garde ening in eig ght villages. Chickens, seeds and d agricultu ural tools were w supplie ed to 42 fa armers (5-6 farmers pe er village) tto improve household d nutrition and incom mes.16 The farmers f plan to sell su urplus chickkens and ve egetables to t generate e income. Cambod dian Family y Economiic Developm ment Asso ociation Within the reportin ng period, CFEDA’s C d director and d accountan nt resigned. With guid dance from m Project staff, s the asssociation restructured r d its organiz zation to prromote fema ale leaders in a three-of the committee, hass memberr management committtee. Ms. Liim Savuth, 28, now th he director o been witth CFEDA since 2003 3 (CFEDA was w formed in 1998) when w she be egan as a Community C y Develop pment Worker. Althou ugh she iss now a key k manag ger committted to org ganizationall manage ement and development, she still works to find solutio ons to build d sustainab ble income-generation activitiess for vulnera able familie es and comm munities. CFEDA is a grassro oots organizzation guide ed by an inttegrated community de evelopmentt model thatt is rooted d in organizzational devvelopment and value-b based workk.17 It implements its programs p in n 17 villag ges comprissing both fo ormer Khme er Rouge an nd non-Khm mer Rouge residents in n northwestt Cambod dia. It directtly benefits 1,328 households (7,,778 people e) and indirrectly beneffits anotherr 1,895 ho ouseholds. When entering e a village v CFE EDA spendss six month hs on trustt-building re elationships s based on n open co ommunicatio on and prin ncipals of cllarity and honesty. h The trust issu ues apply to o both stafff and residents as well w as bettween the residents r th hemselves: returnees from refug gee camps, newcom building is b mers and forrmer Khmerr Rouge soldiers. The confidence c bolstered by y regular 16

Each fam mily received 4-8 8 chickens, toolls, and vegetablle seeds (the co ost was about US$ U 40 per familly). Its value e-based approacch includes pea aceful solutions, gender equity equality, e democcracy and buildin ng good governance. It works directly with h Commune Co ouncils under Ca ambodia’s new decentralized d sy ystem. 17

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visits, offten overnig ght, in the village. v Sta aff rely on the t old Khm mer adage, “We meet in order to o separate e and we separate so we ca an meet again,” as a kind of shorthand d for initiall conversa ations, disccussions and d chats. As a ressult of the ongoing o discussions, CFEDA C succeeded in building b coo operative re elationshipss with village reside ents, local authorities and Com mmune Cou uncils. At the same time, theyy increase ed cooperation and co ollaboration n with intern national an nd Cambodian NGOs as well ass Governm ment departtments. The ese include ed Mines Ad dvisory Group, Health Centers, Malai Districtt Health Office, and d Banteay Meanchey Red Cros ss. Through implementing the Community C y Develop pment apprroach, PRA As, SHGs and CBDR RM, CFEDA A has imp proved its capacity c in n program m implementtation, allow wing it to recceive a US$ $ 12,000 grrant from th he Australian Embassyy for FY09 9 for an In ntegrated Community C Developme ent Project in a new target area a 18 in Malaii District, Banteay Me eanchey. The worrk of CFEDA A staff has helped h prevviously tens se and fractured comm munities build d solidarity, mutual assistance, a and improvved relation nships. Village Committees for Pro ogram Management in n its old ta arget area19 have also o improved their capac city to manage develo opment activities. With h five stafff (four women), CFEDA A implemen nts ICDP in 17 villagess in two disttricts of BTM M Province: Ou Chro ov and Mallai. It directtly benefits 1,622 fam milies (346 led by wom men) comprrising 9,102 2 people (3,581 wom men and 2,725 childre en), and in ndirectly be enefits 1,87 79 families comprising g 9,535 pe eople (2,690 0 women an nd 3,198 ch hildren). With fun nding suppo ort from the e Australian Embassy and a CWS to o improve tthe health of o residentss in eight new targett villages in n Malai Disstrict, CFED DA cooperated with He ealth Cente er staff and d VHVs to o increase awareness a about mala aria, dengue e fever, dia arrhea, gene eral hygiene e, and safe e drinking water. The ese interven ntions were e the first off their kind in two villages, while six villagess are bene efiting from ongoing ca ampaigns th hat reach 1,690 residen nts (1,170 w women). During the t reportin ng period, CFEDA C disttributed 106 6 water filte ers, 300 mo osquito netts, and 100 0 water bu uckets to 30 00 families. Each family shared th he cost (ran nging from 2 2,000-5000 0 riels or 50 0 US centts to US 1.25). CFED DA also org ganized a two-day tra aining sesssion (29-30 Decemberr 2008) att the Toul Pongro P Health Centre for f 16 VHVs s (8 women n) to increasse their und derstanding g about malaria, m deng gue fever, safe s drinking g water, hyg giene, and diarrhea. B Based on an n evaluation n of the tra aining sesssion, VHVs gained g in-depth understanding off the topics as well as the t skills to o to village residents. CFEDA sta dissemin nate this knowledge k aff memberrs have ob bserved an n increase e in the num mber of peo ople boiling water for drrinking, and d using wate er filters and mosquito o nets. Improvementss in family hygiene h havve also occu urred. The leve el of educa ation for chiildren of the e most vuln nerable fam milies in Sa antepheap, Banteay Tii Muoy, Ou O Ampil, an nd Ou Sa Om O villages in Malai Diistrict is verry low becau use the clos sest schooll is quite far f to accesss by foot: absenteeism a m is high forr children fro om poor fam milies. CFE EDA worked d with Villa age Chiefs, parent asssociations and school directors to t select 40 0 children to distribute e 2 bicycles and schoo ol materials20 to. The children atte ended Grades 2-5, ran nged in age from 11 to o 14, and included 23 2 girls. Fo ollowing the e interventio on, teacherrs reported that the ch hildren had d begun attending a cla asses regula arly. During the reporting g period, CFEDA staff also assistted commun nities to esttablish four new SHGss with 56 members (36 women n) in four villages v in Malai Distrrict. CFED DA also sta aff provided d coaching g to 69 SHG S comm mittee and general members (24 women) from five SHGs on n bookkee eping, savin ngs and borrowing. CF FEDA supp ports 34 SH HGs in 12 vvillages (19 in the new w target arrea in Malaii and 15 in Ou O Chrov) comprising c 517 membe ers (345 wo omen). CFE EDA staff 18

The new w target villag ges in Malai District D are: Khla K Ngoab, Koh K Snuol, Sa antepheap, Ba anteay Ti Muo oy, Ou Ampil,, Kbal Tumnob, Ou Sa Om, O Banteay Ti T Pir, and Ou Sampor. S 19 The villa ages in Ou Ch hrov District where w CFEDA has been worrking are: Bonllech, Voat, Sa amraong, Thm menh Trei, Bat Trang, Thmei, Anhchan nh and Ou Chrrov. 20 Supplies comprised 10 1 notebooks, 2 pens, 1 pen ncil, 1 bag and d 1 uniform for each student. BTB & BTM Partnersh hip Project 49 4

hat SHG co ommittee members m ha ave upgrade ed their skiills in bookkeeping, fa acilitation off report th meetings and reco ording minutes of mee etings. More eover, they report a re emarkable increase in n commun nity solidaritty and mutu ual assistan nce, which is s especiallyy noticeable e in supportt vulnerable e families in crisis. For example, in September 2008, SHG members in Ou Am mpil village e contributed 10,000 riels (US$ 2.5), labor, wood and materials to o repair the house of a vulnerable e family. Moreove er, during the t reportin ng period, two more SHG committee mem mbers who had been n isolated in extreme poverty were electted to loca al positions following training an nd capacityy building from CFED DA. Mr. Chh het Bora wa as elected to t be the new leader o of Santephe eap village, while Mrr. Sot Kimsa an was eleccted leader of the VDC C. ensive technical assisttance and coaching c fro om CWS an nd cooperation from the e BTM Red d With inte Cross office, CFED DA has inte egrated CBD DRM into itts integrate ed community development work. As is th he case with its two im mplementin ng counterp parts, it hass explained CBDRM concepts c to o Commune Councils, Village Chiefs, C VDC Cs and res sidents. Mo oreover, it h has and se elected and d trained 18 new RC CVs in 12 target villag ges. CFED DA now sup pports 24 R RCVs (11 women). w In n Novemb ber 2008, fivve RCVs, tw wo VHVs, six s members s of VDCs, and one Village Chief (1 woman)) attended d a three-day course on Commu unity Based First Aid and a CBDRM M organized d by CWS. The 14 participantts gained knowledge as well as a the skills to provid de echo trraining and d awarene ess raising in i their com mmunities ass well as he elp lead the preparation n of disaste er mitigation n plans in March 2009. MAJOR R CHALLEN NGES The resignation of two CFED DA staff dellayed progrram implem mentation and consum med a greatt amount of Project staff s time. They T helped d the group p restructure e its leadersship and managementt as well as recruit replacemen nts. Once the recruitm ment and re estructuring was comp pleted, theyy continue ed to investt a great am mount of tim me with the new manag gement com mmittee me embers and d staff to build management, leadership and progra amming capacity. The ey provided d individuall coaching g as well as a motivatio on to help CFEDA C staff become familiar witth their new w roles and d responsibilities. Pro oject staff re ealized thatt the new fe emale committee lead ders require ed intensive e training in managem ment and le eadership skkills to allow w them to su uccessfully operate CF FEDA. Impleme entation of the 15-month CBDR RM Projec ct had bee en well pla anned with the three e impleme enting partn ners, but fin nal approva al for the project p wass slightly de elayed to mid-August. m Consequ uently, impllementation n in the firstt six months s occurred on a very ttight schedu ule. This, in n turn, ca aused delayys in imple ementation of Australiian Embasssy-funded integrated communityy development becau use partner staff had to o focus morre time than n planned on the CBDR RM Project. To resp pond to the e tight sche edule, Proje ect, partnerr staff and communitie es often worked w overr weekend ds to accom mplish goalss. NS LEARNED LESSON Although h KCDA is a new holiistic partner, it got off to a good start by eff ffectively en ntering new w commun nities throug gh CWS-C’s model of o focusing on building g relationsh hip with res sidents and d commun nity and NG GO partners via a particcipatory app proach that has proven n to be high hly effective e for comm munities in the area. The effectivveness of their t integra ated comm munity work,, especiallyy through SHGs, attrracted the interest of residents, Village V Chie efs and Co ommune Co ouncilors in n Kompon ng Lpeuv co ommune. They T subseq quently invited KCDA to work the ere. At the same time, CWS BT TB&BTM sta aff have been inspired by the com mmitment an nd professio onalism of KCDA K staff, as well as a their ability to adherre to the “Do o No Harm”” philosophyy.

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Project staff memb bers have continued c to o fully enga age commu unities and relevant sttakeholderss and invo olve them in the enttire project management cycle. Consequen ntly, comm munities are e identifyin ng their ow wn problemss, recognizing their po otential and directing th heir own de evelopmentt paths. This T approa ach continue es to inspirre communiities to assume ownerrship of pro ograms and d take gre eater respon nsibility in im mplementation, which leads to heightened su uccess. This s approach,, howeverr, is quite time consum ming and re equires extensive netw working by highly com mmitted and d qualified d facilitatorss. For exam mple, to construct the community c s schools in B Boeng Sno oul and Kob b villages, ADOVIR staff held in-depth discussions d with Village Chiefs, parent as ssociations, teacherss and resid dents of bo oth villagess during th he entire de ecision-makking and construction c n process, which finished abou ut one yea ar. Construc ction was completed c in Octoberr 2008. Byy engaging all stakeh holders in all a process, community y people ha ad the oppo ortunity to provide theirr input an nd, thus, acquire resp ponsibility for f school maintenancce and ma anagement along with h recognittion from the e Commune e Council, Cluster C Sch hool Director, Bavel Disstrict Educa ation Officerr and Disttrict authoritty. S NOT ADD DRESSED ISSUES The borrder tension n that turne ed critical on o 15 Octo ober near th he famous world herittage Preah h Vihear Temple he eightened lingering conflict c bettween the two coun ntries, whic ch affected d Cambod dian NGO partners p working in the Northwest provinces of o Oddar M Meanchey an nd Banteayy Meanchey. As note ed earlier, 163 familiess from Chu ub Koki Lecch and Chu ub Koki Koe eut villagess (where KNTO K workks) were dissplaced and d resettled about 5km from their villages in inadequate e shelters, with little access to water, w a sho ortage of fo ood shortag ge, and a la ack of educational and d health services. s T The situatio on was no oted by KN NTO and CWS C and an assess sment wass conducte ed, but a lack of fun nding preve ented an adequate a re esponse. C CWS’s ERP P unit then n requeste ed emergen ncy funding from CWS New York. CWS pa artners worrking along the Cambodian-Thai border havve reported d negative impacts on n poor and d absolute poor families who wo ork as laborrers on farm ms in Thaila and. Since the borderr tension erupted, Th hai authorities have re estricted the e access off Cambodia an laborers.. Moreover, Thai farrmers are upgrading u their agricu ultural technology, usiing more thresher ma achines forr example e, and are becoming b le ess reliant on o Cambodian laborerss. As a result, border co ommunitiess are facin ng declining g opportunities to gene erate incom me at farmss in Thailand. The bord der tension n also cre eated imme ense dema and in com mmunities fo or the limitted resourcces offered d by CWS-supporte ed Cambodian NGOs. P Future Plans ƒ Cond duct Capacity Assessm ments of the e four holistiic partners and a help th hem prepare e proposalss for FY10 F proposals, while continuiing to stre engthen th heir capaciity for org ganizationall mana agement an nd program implementa ation. ƒ Contiinue to stre engthen capacity of CEFEDA’s C new n manag gement com mmittee, especially forr organ nizational managemen m t and program implementation. ƒ Contiinue to imp plement CB BDRM proje ect: organiz ze eight tra aining coursses for RC CVs, VDCs, Villag ge Chiefs, as well as Commune, Distriict and Provincial D Disaster Managementt Comm mittees, and PFT in Battam B Bang g, Banteay Meancheyy and Odda ar Meanchey. Provide e coach hing and su upport to partners to assist a RCV Vs, VCs and d VDCs to conduct ec cho training g and raise awarreness in their t village es, and he elp them prepare p and d implement disasterr mitiga ation plans. ƒ Provide micro-prroject grants in 40 villages through h CNGO pa artners. ƒ Contiinue to provvide small grants g to Dh hammayietrra groups fo or peace ed ducation an nd HIV/Aidss progrrams. ƒ Organize progra am-related workshops and intern nships for partner p stafff to facilita ate learning g excha ange. BTB & BTM Partnersh hip Project

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2.3. KOMPONG THOM PARTNERSHIP PROJECT

INTRODUCTION Since it began working with the CNGO Network and other partners in 1996, the project has maintained its focus on institutional development and programming in multi-religious communities. It also provides financial grants to CNGOs. This reporting period marks the second year of working with the Khmer Organization for Rural Community Development (KORCD) as a holistic partner. Project staff provides capacity building for institutional development, with a focus on improving reporting skills, financial management and accounting, and enhancing administrative capacities. Furthermore, they help KORCD implement conflict resolution, nonformal education classes, enhanced agricultural techniques and the formation of elder associations. During the reporting period, KORCD relocated its office to Prampi Makara village, Tang Krasang Commune, Sontuk District, from which it continues to implement integrated community development in 10 target villages spread across three communes (Thnot Chum, Pnov and Tang Krasang) in two districts (Santuk and Baray). The 10 villages are: Tang Krasang, Prampi Makara, Kang Meas Cheung, Kang Meas Tbong, Vaing Cheung, Tuol Chan, Thormneath, Pnov Thom, Pnov Tbong and Tnot Chum Ti Muoy. Residents of these villages total 4,376 families, of which 951 families (3,655 people, 2,308 women) are direct beneficiaries, while the remaining 3,425 families (19,414 people, 9,515 women) are indirect beneficiaries. The Project also provided technical assistance to Cooperation for Indigenous People and Development in Cambodia (CIDC) to prepare its self for applying to become as a CWS holistic partner. Monitoring of the Adsu weaving program was also conducted by Project staff.

MAJOR ACCOMPLISHMENTS AND CHANGES KORCD has improved its report writing, financial management and administration skills The Partnership Project Coordinator has continued intensive coaching and one-on-one training for KORCD staff to improve their report-writing skills. Specifically, the Coordinator introduced concepts such as “input”, “output”, “outcome” and “impact” that allowed KORCD staff to more objectively plan, implement and monitor their work. KORCD staff members were also asked to review and reflect on their individual draft reports in light of these concepts and then revise them. The Coordinator reviewed the drafts from each staff member and provided encouragement and feedback. As a result, KORCD staff members are able to write higher quality reports that are more organized, reflective and detailed. These reports provide more precise and comprehensive accounts of activities with detailed descriptions of outputs, outcomes and impacts. To upgrade financial management and accounting, KORCD’s director and accountant attended a Basic Financial Management training session organized by the Partnership Program in September 2008 at our Phnom Penh office from 15-19 September. This was the first formal training session the accountant participated in and she said it enhanced her understanding of financial management and accounting as well as the importance of coding.

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“I never attended official training on financial management and accounting before. I worked as an accountant based on a little knowledge. Now, I understand the broader concepts of financial management and accounting, as well as practical skills in preparing budgets and financial reports. I also learnt about the immense value of financial management and accounting, which makes my understanding much clearer and provides me with the confidence to better control budget inflows and outflows.” Kin Sineng, KORCD accountant Also during the reporting period, the Kompong Thom Partnership Project Coordinator encouraged KORCD to review its financial policies, identify weak points as well as the differences between their previous and new formats for financial reports, and Advance Request Forms. The Project Coordinator guided the accountant through a practice exercise: the accountant prepared a report according to the enhanced format and the Project Coordinator provided intensive feedback. As a result, the accountant is now able to prepare financial reports correctly. During the last two months of the reporting period the financial reports were correct and included sufficient supporting documents. KORCD administration staff was also provided with coaching and technical assistance from our Kompong Thom Administration project staff. With coaching and on one-on-one training, their understanding of administration systems, roles and responsibilities, office management and filing systems were enhanced. Following this intensive coaching and training, KORCD is now able to produce all necessary documents for financial reports, training reports, guidelines and other documents in accessible formats and a well ordered filing system. Enhanced conflict resolution skills lowers domestic violence CWS Partnership Project staff provided technical to help KORCD conduct the three-day (25-28 August) training course “Conflict Resolution Part II” for 30 participants.1 The facilitator, the Partnership Project Coordinator and KORCD staff helped them understand conflict analysis as well as techniques for resolving conflicts, the process of negotiation and reconciliation. After the course, an evaluation was conducted. It found that 80% of participants had deepened their understanding of conflict resolution techniques, which they had already been applying within their communities. Within the reporting period, VDCs and village leaders applied their enhanced knowledge and skills to resolve six conflicts in four villages: five were cases of domestic violence (two cases in Tang Krasang, one case in Prampi Makara, one in Thorm Neath and another in Pnov Thom villages) and one was a land conflict between two neighbors in Prampi Makara village. Mr. Leng Boeun, 60, a former commune councilor in Tang Krasang Commune, used to beat his wife, Mrs. Oak Roeun. Following intervention he expressed remorse as well as gratitude to those who intervened: “I regret what I had did to my wife. It was wrong. I am thankful to the conflict resolution committee who spent their evenings persuading me to resolve my family problem without violence.”

1

30 participants: 6 KORCD staff, 3 community peace volunteers and 21 village residents (14 women). KPT Partnership Project

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KORCD staff members report that members of all 10 communities they work in are encouraging them to increase the capacity of conflict resolution committees. Reports by the three commune councils where KORCD works note a significant decline in domestic violence and attribute this to the high commitment of the conflict resolution committees who have received CWS-led training that fuses an analytical component with effective intervention techniques. Committee members become known by village residents through the awareness raising campaigns they implement after their initial training session. Residents involved in conflicts then approach committee members for assistance, but in some cases committee members make the first move. In such cases, committee members are informed about conflicts in their village by other residents. The committee then calls for a meeting to discuss the conflict before approaching those involved. The committee then facilitates discussions between those involved in a conflict with the goal of seeking a just resolution. The lack of policing and legal assistance in remote villages, as well as gender inequality, makes these committees the only viable solution, especially for women who experience domestic violence. Self help inspires literacy classes KORCD has been introducing and facilitating Self Help Groups for almost two years. Most members are women who are raising families alone, the absolute poor and vulnerable families who received little or no education during Cambodia’s 30 years of civil conflict. Illiteracy is a major challenge KORCD faces in promoting SHGs, which have proven to enhance social solidarity and mutual help. Weaving programs have been a key activity of KORCD’s SHGs. With technical guidance from CWS, KORCD encouraged and assisted SHG members to start adult literacy classes in Toul Chan and Thormneath villages in August 2008. Two teachers who received certificates from the Education Office in Baray District were selected to provide classes for the SHGs. Although the SHG members are busy with livelihood activities every day, the 37 female members2 are highly committed to these classes. They attend the daily classes from 12 to 2pm. Students of the classes say the ability to read and write has vast consequences. One student said it would reduce the conflicts with her husband and savings group caused by the mistrust that sometimes arises over written numbers. “I really appreciate the help from KORCD staff,” she explained. “The refresher training on bookkeeping3 encouraged the members of the 27 SHGs in the 10 villages who do not read and write. They should spend time to attend the literacy classes after lunch time.” Case Study: A foundation for new life “My name Ros Pheap. I am 53 and my wife Mrs. Pal Him is 39. We have seven boys and one girl and live in Kang Meas Tbong village. After we married, we lived in a small hut on a spot of land given by my mother-in-law. We were very poor. We had no education, no permanent jobs and just half a hectare of land for farming that was given to us by my mother-in-law. The land was not very productive because it flooded so much, and often did not produce enough food to feed us. I had to borrow from moneylenders to buy food and fishing nets. They charged very high interest so I had work on construction sites doing jobs like carrying soil to pay the interest. “In 2005, KORCD started to work in my village and introduced a savings group, rice bank, cow bank, vegetable group, and techniques for increasing crop production. They also introduced the village development plan and encouraged poor families to participate in the groups. I joined all the groups. This gave me a chance to participate in village development work and I gained a lot of knowledge about development initiatives. What was really helpful was that I could borrow 2 3

37 members: 22 females in Tuol Chan and 15 females in Thormneath Training in November 2008 for 30 participants KPT Partnership Project 54

money from the savings group with low interest, borrow rice from the rice bank for food and seedlings during the planting season. Because of this I did not have to borrow from money lenders. My wife and I worked very hard to grow other crops, such as potatoes, so that we could sell them to earn more money. Eventually we saved enough to buy wood to build a bigger house in 2007. “I am very happy that KORCD and CWS brought community development to my village, especially the Village Development Committee, Saving Groups, Rice Banks, Cow Banks and Vegetable Groups. I’m also happy that they provided know how on crop production for higher yields. I think I can speak on behalf of my village and say we are committed to higher crop production for better livelihoods and that we can keep doing this. I hope KORCD and CWS keep working with us.”

From Left: Ros Pheap & his wife at their first home. Their vegetable garden helped them increase their income so that they could build a larger home for them and their seven children.

Villages going green with home gardens A major cause of malnutrition in children and mothers in rural Cambodia is a lack of vegetables. Traditionally, village residents collected seasonal wild vegetables from their fields or nearby forests for their own consumption as well as sale. However, due to increasing population and deforestation such practices are no longer sufficient to meet basic nutritional needs. The introduction of home gardening techniques has proven to be a sustainable and effective method of improving nutrition and incomes. Home gardens are planted after the rice harvest in the fields, but many households grow them in their yards. With financial assistance from CWS, KORCD has provided training on home gardening and compost making for 25 members (21 women) of new vegetable groups in two villages during the reporting period: Prampi Meeker and Tang Krasang. After the training and support from KORCD, members of the new groups made their own compost and started home gardens. With these new groups, the number of vegetable groups KORCD has facilitated has risen to 10 (142 members, 124 women) in the 10 target villages. The change is visible. Within the reporting period the villages looked very green as most households were surrounded by vegetable gardens. More importantly, home gardens are producing surplus vegetables and herbs that can be sold in local markets to generate income. For example, Mrs. Doha Pat, 37, a SHG member in Vain Cheung village with six children (three girls) grows vegetables and buys more from her neighbors to sell at Taking Krasang market every day. Besides enabling members to cultivate vegetables, SHG loans have provided them with the capital to start raising pigs and launch small businesses. KPT Partnership Project

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Mr. Cheat Ly, a village development committee member in Vain Cheung village, said that financial assistance from CWS through KORCD to form SHGs and vegetable groups had reduced food shortages by about 90%. Moreover, poor families are able to keep their children in school and repair their homes, he noted. Interviews with vegetable group members found that on average they earned about 65,000 Riles (16 US$) per household each season from selling surplus vegetables. Those who also bought vegetables in their villages to sell at markets said their profit ranged from 7,000 to 10,000 Riles (1.80 to 2.50US$) per day. Elder Associations breathe new life into village development Interest rates from moneylenders average 5-10% per day. When impoverished families face emergencies, such as sickness, they often have no other choice but to borrow at such crippling rates. Unless this cycle of indebtedness is broken there is no escape from absolute poverty. An Elder Association formed in 2005 at Kang Meas pagoda by pagoda members have developed into a group that provides low interest loans to those who need them. However, when it was first formed it lacked sufficient guidelines for distributing assistance. In late 2007, after KORCD received full financial assistance from CWS, its staff, in cooperation with local authorities and the pagoda committee, realized that the Elder Association had great potential to assist community members – especially the elderly, the absolute poor and vulnerable families – when they faced food shortage, sickness and death. Consequently, it started building the association’s capacity and assisting its members to develop guidelines. This initiative began with 50 members of the pagoda and subsequently inspired five more pagoda committees and villagers to establish similar associations in their areas. They visited and learned from the first association. By December 2008, there were six Elder Associations (in Kang Meas, Pnov Thom, Pnov Tbong, Ton Chum, Tool Chan and Thorm neat pagodas) with 298 members (189 women). Combined, the six associations have capital of 5,430,000 Riels (US$ 1,358.00), of which 1,965,000 Riels is from earned interest4. In addition to granting small loans, local residents also received assistance from the associations. For example, the Elder Association in Pnov Thom Pagoda provided 50 Kg of white rice and 50,000 Riels to Mrs. Yea Seng, an impoverished elderly bind woman who lives alone in the village. The Elder Association in Kang Meas provided 20,000 Riels for the funeral ceremony of a widow, Mrs. Chim Trorng, whose three children drowned on 20 December. Case Study: Elders chart new directions for community Yin Sim, 65, is Ajar (laymen) and a leader of the Elder Association at Kang Meas Pagoda. This is his account of the how the association developed: “In accordance with Buddhist tradition, especially old people and pagoda members regularly meet together in the pagoda every Sil Day (holy day) for meditation and to receive blessings from the monks. We also discuss the construction and development of the pagoda. The pagoda traditionally establishes two committees: one for ceremonies and another for boat racing. But the committees had no operating guidelines and were not recognized by local authorities because they had limited understanding of association principles. 4

Elder Association members in Kang Meas

Loans are provided to members at an interest rate of 3% per month KPT Partnership Project 56

“In 2005, KORCD started working in our village, building relationships with the pagoda leader, committee, and Ajar and pagoda members. Later, KORCD staff helped form the Elder Association as the pagoda members wanted to improve the quality of life of older people and set a model for the new generation. We also wanted people to build trust and resolve problems in accordance with the Buddhist path, which brings peace to the heart. The Elder Association was established for everyone, regardless of color, position, religion or political party. “We started in 2005 without proper guidelines and with 42 members. Now we have 112 members and total income of 2,970,000 Riels, of which 1,130,000 Riels is shared capital and 1,840,000 Riels interest. With help from KORCD, the association is now recognized by the local authorities with guidelines and a quarterly meeting. Our members are happy as they understand the guidelines and are able to borrow loans with a low interest rate to start a business and support their livelihoods. “I am very happy with KORCD and CWS who have been working in my pagoda, especially for the establishment of the Elder Association. On behalf of Kang Meas villagers, I express our great support and admiration for the work of KORCD and CWS. I wish KORCD and CWS success for all their work and that it will be sustainable.” MAJOR CHALLENGES With financial support from CWS and cooperation from the Provincial Department of Rural Development, KORCD has formed 36 VDCs in their target villages. It provides ongoing capacity building on different areas, including management and technical programming. However, the capacity of VDCs is not yet strong enough to provide training for community members or manage their projects independently. KORCD staff, with technical assistance from CWS, has been working hard to train and coach VDCs on project management and monitoring SHG bookkeeping, but progress has been slow. Nevertheless, KORCD still encourages members of groups to attend all trainings sessions and, offers one-on-one assistance. With 80% of Cambodia’s population reliant on farming, rice is the main source of income generation. As the rice harvest occurred during this reporting period, members of groups put their programs on hold so that they could tend to their fields. For example, production by the weaving program plunged during harvest season. The women will continue their weaving in the coming months when they no longer have to farm. LESSONS LEARNED With encouragement from our Partnership Project Coordinator, KORCD staff is encouraging exchange visits among SHG members. It believes that such networking is useful and compounds success. These networking events allow members to exchange experiences, skills and knowledge, which they then apply. The number of Elder Associations, for example, has grown rapidly in two years (from one to six) following study tours to the original group.

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ISSUES NOT ADDRESSED Although this was not a component of KORCD’s plan, it received a study tour in September 2008 from Foundation Health in Cambodia (FHC), a nongovernmental organization based in Oddar Meanchey province. FHC sent 50 members to observe KORCD projects, including SHGs, Elder Associations, Weaving Programs, Rice Banks and Home Gardening. Group members were eager to share their experiences with the visitors. FHC’s coordinator praised KORCD staff and the communities for sharing their experiences with his group, and he said he and his members were determined to incorporate what they learned from KORCD in their own organization program. FUTURE PLANS The Partnership Project Kompong Thom achieved the objectives of its six-month plan for the reporting period. Within the next six months of FY09 the following objectives are proposed: • • • • • • • •

Work closely with KORCD, CIDC staff and their target community representatives to visit and learn from other organizations. Provide technical support to KORCD to organize an event for International Women’s Day Work closely with CIDC staff to prepare an implementation plan and monitor it. Attend national partnership meeting and meetings with CNGO partners. Provide technical assistance to develop proposals for KORCD and CIDC for FY10 and submit them to the funding committee. Prepare FY10 log-frame and budget plan. Conduct capacity assessment of partner and follow up with discussions. Continue to encourage and monitor partners’ activities. Coach and mentor partners to review financial guidelines and restructure when necessary.

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

CHURCH WORLD SERVICE/CAMBODIA

3. INTEGRATED HUMANITARIAN MINE ACTION MALAI DISTRICT, BANTEAY MEANCHEY PROVINCE (Reporting Period: 1 July - 30 September 2008)

INTRODUCTION Malai District in Banteay Meanchey province is situated on the border between Thailand and Cambodia and was the scene of heavy fighting for many years. The K5 mine belt runs through the district, creating a barrier between communities and access to the border and employment in Thailand. There have consistently been around 35 casualties per year according to Cambodian Mine and UXO Victim Information System data. Additionally, the area is targeted due to its proximity to the border town of Poipet where scrap metal dealers are based who target specific communities for the metal found in remnants of conflict.1 The problems caused by mines and unexploded ordnance (UXO) in the ex-battlegrounds of Malai require continuous intervention. Mines Advisory Group (MAG) has sought to address these problems by providing efficient, effective and safe clearance using an integrated Humanitarian Mine Action team under the generous support of Church World Service. The exact sites for clearance within the province were selected by MAG, CWS, the Cambodian Family Economic Development Association (CFEDA), the Provincial Government and the Mine Action Planning Unit, prioritizing areas that, through the clearance of mines and UXO, will have the greatest positive economic and social impact on the residents in the district. MAG provided an integrated response through the continued deployment of one Mine Action Team (MAT) to clear mines and UXO affecting the social and economic development of communities the district. The activities conducted by the team directly enable CWS and its partner CFEDA to implement development activities within this district. MAJOR ACCOMPISHMENTS AND CHANGES The following project activities have been conducted: Target sites were selected in Banteay Ti Pir village and Kbal Tumnob village in Ou Sampoar commune, Malai district. The Mine Action Team achieved the following outputs:   

conducted clearance of 8,083 m² of suspect land in 2 villages* found and destroyed 12 anti-personnel mines removed 11,643 pieces of scrap metal fragmentation from working lanes2

1 MAG uses the term Remnants of Conflict to describe all items recovered and destroyed as part of its humanitarian disarmament activities, which include Anti-Personal and Anti-Vehicle mines, Explosive Remnants of War, abandoned and unexploded ordnance (UXO) and SA/LW. This term has been developed to reflect more accurately the broad range of clearance activities undertaken by MAG 2

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

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  

Honda petrol trimmers deployed have cleared vegetation from 3,166 m² of land in preparation for manual clearance. Clearance activities during this period benefited 14 families comprising 61 people. 1 technical assessment was conducted

The table below lists full details of all project outputs

Statistical data by month Month

Team

Jan-08 Feb-08 Mar-08 Apr-08 MAT-16 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Total

Area Cleared (m²)

APM

ATM

UXO

Scrap Metal

41,281 26,916 7,443 4,593 8,339 6,518 2,915 2,949 2,219 103,173

25 67 69 0 26 20 0 7 5 219

0 0 2 0 0 0 0 0 0 2

1 4 0 0 4 6 0 0 0 15

3,990 8,223 8,412 3,220 6,204 4,215 3,582 4,727 3,334 45,907

3 month no-cost extension period

*See Project Challenges for information on reduced productivity in this period.

A technical assessment conducted by MAG staff.

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Success story 47 year-old farmer Mr. Moeun Ry and his laborer wife Chum Rath (47) arrived in Banteay Ti Pir village, Banteay Meanchey in 1998. They have four children, and two daughters still live with them. A former soldier and landmine survivor, Ry talked of the difficulties of living with the continued threat of death or injury from mines and UXO. “I was tired of fighting and thought when we came here that we could settle. We thought we had bought land on which we could build a home, but no, we had bought land contaminated with mines. We worried every day, for our safety and our lives. Life has been very hard for the few people who live here, for something as simple as going to work to earn enough for a bowl of rice we had to face our fear of mines. Nobody went far from the village because of this fear, so we all lived in terrible poverty. My family was very poor. I lost a leg to a landmine I have had to struggle hard to earn enough to support my family. I tell my daughters to do the best they can and be patient in their life.”

From Left: Mr. Ry’s daughter collects water from a pond. Mr. Ry and his family outside their home. MAG Demining Project

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However, life is better than before as they now have safe land to farm and grow rice on. Mr. Ry feels that given time the family may even be able to start a small business: “My family and the other villagers would like to say thanks to MAT 16. They cleared land mines often in very difficult conditions to make things much better for the poor people in this community.” Village chief Ream Sopheak expressed his feelings on the effect of clearance upon his community: “I very much appreciate the MAG team who worked to rid our land of landmines. Now many development organizations come here and help us to construct wells and ponds and teach us how to raise pigs and chickens.” INTERNAL TRAINING AND MONITORING MAG field, technical and administrative staff undergo regular training that leads to enhanced levels and quality of support for all program activities. During this reporting period, training took place in Battambang on innovative dual-sensor detection technology and on using Mine lab F3 detectors to support clearance activities. In addition, training on GIS systems for staff from the Information Technology department, the Information Cell and the Grants and Partnerships Office took place in MAG Cambodia headquarters, Phnom Penh in August/September 2008. Field monitoring visits to project operations are conducted by Mine Action Officers, a Standard and Training Officer and a Mine Action Coordinator. During the de-mining period 15 monitoring visits were made to the project sites. During this reporting period and in accordance with MAG’s commitment to safe, effective and efficient operations a revision of SOPs took place. The updated SOPs have been disseminated to all staff and are available in Khmer and English. Briefings on the updated SOPs were delivered to regional staff by the Mine Action Quality Assurance Manager in August. MAJOR CHALLENGES Developments that have impacted upon the project A number of factors impacted upon program outputs during the de-mining period. A stand down period for holidays of 5 days took place in July/August and a further stand down of 7 working days in September. Operations also ceased under government instructions from 16 July until the end of that month for the national election period. MAG teams undertook additional training activities during this enforced operational stand down. Clearance figures were impacted by minefield conditions. In addition to climatic conditions, dense bush and bamboo clumps hampered progress, as did topography (inclined surfaces) and soil conditions. It should be noted that MAG target figures for clearance are reviewed regularly to reflect operational realities as there are many factors which impact productivity in the variety of deployment scenarios encountered in Cambodia. At the time of writing the proposal for this grant, the figure stood at an estimated 13,200m² per month per team, which was revised to 11,500m² earlier this year and is again under review pending further reduction. MAG endeavors to give realistic figures as indicators, but success should not be judged upon m² indicators alone. As can be seen from section 3.2 above, MAG operations have a profoundly positive effect upon mine-affected communities. This de-mining period also encompassed part of the rainy season in Cambodia and heavy rainfall had a significant negative impact upon operations. Flooding of the minefield which occurred during September severely hampered operations in that month.

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ISSUES NOT ADDRESSED MAG teams see firsthand the impact a known threat or suspected threat of a single item of Remnants of Conflict can have on the livelihoods of communities, let alone an entire minefield. Therefore, MAG Cambodia is pleased to report that during this three-month NCE period MAG activities mean that 14 families comprising of 61 men, women and children will be able to have more fulfilling livelihoods through CWS funding of the clearance of 8,083m² of land, while the removal of 12 AP mines has undoubtedly contributed towards saving the lives and limbs of people in those mine-affected communities of Banteay Meanchey province of Cambodia. In summary, during the total 9 month period covered by this grant, clearance of 103,173m² of land by MAG team took place, which represents an achievement of 87% against targets. In the process, 219 AP mines, 2 AT mines and 15 items of UXO have been located and destroyed. Additionally, 45,907 pieces of metal fragmentation were removed from the working lanes. These activities have directly benefited 168 people from 31 mine-affected families.

Report/pictures by: Prum Sovuthy, CLW, MAG Siem Reap Translated by: Chham Rivann, Project Officer, MAG PNP

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FMER, FINANCE, ADMINISTRATION AND HUMAN RESOURCES

CHURCH WORLD SERVICE/CAMBODIA

4. 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. One significant point during the reporting period was the amount of time required to prepare for the Ecumenical Funding Partners meeting (“Biannual Square-table Meeting”) held from March 25 to 27, 2009. The preparation for this event took more time and energy of our Senior Management Team than expected.

Organizational Development CWS Cambodia values creative approaches to organizational development and problem solving. The seven-year strategic directions adopted by CWS Cambodia provide a clear and coherent agenda guiding the organization and its operations into the next decade. In order to achieve this agenda, the institutional structure and culture as well as organizational approaches have been reviewed to adopt the current development practice. The Community Redevelopment Program is partnered to do a peace alliance exercise with other NGOs involved in peace work in order to learn more about the specific type of work each organization does. This also gave CWS and other NGOs in attendance an opportunity to identify the different organizations involved in peace work with the goal of collaborating with them in future.

Planning Each program/department has reviewed logical framework and annual detailed work plans for FY09 by following the format developed from last year to support program activities. Senior Management Team meetings were conducted bi-weekly to handle ongoing issues that related to policies, MoUs with government bodies and international organizations and NGOs, as well as other internal and external issues. A monthly meeting is held by the Program Oversight Group (POG) to address program development, review the specific recommendations identified by the program monitoring team, identify strategic issues challenging the organization and develop specific action plans to follow as well as lessons learned. In these project and program planning exercises, several options were chosen to:    

Address major needs of target groups in isolated and remote areas Have the greatest expertise and capacity in implementation Best fit mission, goals and the mandates of major stakeholders, Obtain resources and make the most effective use of them.

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Monitoring & Evaluation The full program monitoring for the second half of FY08 was delayed to 4-29 August from June because the National Election, which was held in July, restricted access for conducting field interviews in target areas. Every project in both the Direct Services and Partnership Programs was fully monitored. This included following up on the agreed actions from the first monitoring, planning, achievements and changes, training packages, program guidelines, quality of work and the effectiveness of each project. Primary data collection was made through interviewing CWS and CNGOs staff members, beneficiaries and related/associated local authorities, while the secondary data was based on available documents (proposals, log-frames, Gantt charts, agreements, and so on) at project and CNGOs offices. The Monitoring Team provided verbal feedback to the projects on the last day of field monitoring based on what was found out through interviews and discussions. The formal presentation made to the Program Oversight Group was impressive. With support from the Country Representative, the monitoring activities were more active and useful. The presentation of specific findings is intended to:      

Indentify strengths and areas that could be improved Understand monitoring concepts in order to prepare/implement enhanced projects for evaluation and the future design Focus mainly on the quality of the project implementation and identity of the organization and funding partners that CWSC is international and professional organization Follow guidelines/standards required by the government as well those developed by organization and funding donors, Fill the gap which the implementers (programs and projects) do not see because they are busy implementing activities Improve communication and coordination between project programs and the organizational level.

As result, all specific recommendations for improvement from the first semester monitoring in FY08 were implemented by the respective projects and programs. These results were documented in the FY08 second semester monitoring report. Effectiveness of training provided to partners (Partnership Program) found during first semester monitoring field work. NGO

ADOVIR

Training Provided

Effectiveness/ Change/ Applied

Strategic plan, VMG

After training staff were able to developed 3-year strategic plans (2009-2011) with support from CWS. Strategic document was sent to CWS to finalize.

Proposal writing

Developed FY09 proposal to CWS with support from CWS project staff 10%. The proposal was approved.

Report writing

Wrote semester report for FY08: quality and information enhanced.

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Strategic plan, VMG

After training staff were able to developed 3-year strategic plan (2009-2011) with support from CWS. Strategic document was sent to CWS to finalize.

Proposal writing

Developed FY09 proposal to CWS. It was approved

Report writing

Wrote semester report for FY08.

Proposal writing

Developed a proposal for FY09. It was approved.

Report writing

Wrote semester report for FY08: quality and information enhanced.

Advocacy

Integrated advocacy into SHGs.

CFEDA

KNTO

Strategic VMG

KORCD

plan,

5-year strategic plan (2008-2012) was developed.

Proposal writing

Proposal for FY09 developed with less support from CWS staff than last year. It was approved.

Conflict resolution

70-80% of conflicts now solved in the community rather than courts. Conflict-resolution committees formed in 8 villages. Sometimes land conflicts in the community cannot be solved and residents ask KORCD Manager and/or Director to help solve them. KORCD staff invited to participate in conflict resolution at the district level.

Management leadership

and Improved management and leadership within organization and CBOs.

Report writing

Semester report was written and sent to CWS.

PRA

PRAs of 10 target villages were documented.

Full Program Monitoring for Church World Service Cambodia is critical since two main programs are separate; the Direct Services Program is implemented by CWS staff while the Partnership Program is implemented through CNGO partners. For this reason, the monitoring tools require revising in advance for each monitoring conducted. The revision is made to absorb changing practices in field activities as well to ensure monitoring tools measure the impact of programs.

Reporting During the reporting period, various reports such as the FY08 End-Year Report, a short annual report for FY08 called “Developing in Sight”, two CDC quarterly reports, and UMCOR annual 2008 were produced and disseminated. In CWS-C hired a short-term consultant to assist the reporting unit to produce “Developing in Sight” to ensure it could encapsulate our work in a way that appealed to broader audiences. Five hundred copies were published in late January 2009 and distributed to partners, donors, stakeholders, and other interested institutions in early February 2009.

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By working hard and closely with the Government, the CDC quarterly reports produced by CWSC were recognized by the Ministry of Rural Development as detailed report. This is one instance among others that has helped CWS-C become a highly regarded and well-recognized organization by the Royal Government of Cambodia. This recognition has affirmed CWS-C’s steps towards outputs that focus on priority needs of the Royal Government of Cambodia’s development framework.

Website Due to increased duties and workload in the IT section, CWS-C’s website, www.cwscambodia.org, was handed over for further development by the Data Management Officer of the FMER Unit from 26 December 2008. It has been slightly restructured. For example, the option of allowing visitors to select a preferred language was removed as recently uploaded pages are only available in English. The FMER Unit’s Reporting and Proposal Development Officer has proposed a new structure for the website. The design and information flow for the new website structure has already been created, and a more dynamic website will begin its coding by the Data Management Officer soon after approval is obtained from the Senior Management Team and Country Representative.

Newsletter To update partners, donors, stakeholders, and other interested institutions about the progress of CWS-C at the field level, a monthly newsletter has been issued since January 2008. So far, seven issues have been released. In addition, five newsletters (“Fact Sheets”) on specific programs (Water and Sanitation, Village-based Development, Partnership Development, Peace, and Humanitarian De-mining) were produced to capture and reflect the reality of fieldwork and the impact of programs on the lives of the most vulnerable residents in remote areas, particularly villages along the border with Vietnam in Svay Rieng province and villages along the border with Thailand in the northwest.

Proposal Development No new proposal was developed during this reporting period as most of the proposals were developed and submitted in the previous semester. However, two proposals submitted from last semester were approved for funding support:  

The proposal for the Water and Sanitation Cooperation project in Svay Rieng province was approved by UMCOR in their new quadrennial 2009-2012. They committed US$ 50,000 per year. The proposal for the Battambang/Banteay Meanchey Partnership Project was also approved by UMCOR in their new quadrennial 2009-2012. They committed US$ 50,000 per year.

As a major funding shortfall beyond June 2009 has been identified, particularly for the Partnership Program, Local De-mining and the Water & Sanitation Cooperation Project, CWS Cambodia is in the process of revising proposals for these projects to obtain funding support. The process has been tried through the CWS regional office and other funding support offices. This major funding shortfall was on the agenda for discussion during the Ecumenical Funding Partners “Square-table” meeting for a possible solution.

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Centralized Data Management system CWS-C’s Data Management System was designed to collect and collate data from all projects and programs. This collection and collation provides CWS-C with a user-friendly system at the central office that allows staff to easily access data for preparation of report and proposal development. In early September a database structure was designed and over 30 questionnaire forms were used to gather and present data. Sixteen key staff members from FMER, Programs (Direct Services and Partnership) and their Projects participated in a presentation workshop, organized by the Data Management Officer. Through the workshop, feedback from participants was used to redesign and revise some points of the system to better incorporate data from the field level. Completed questionnaires have been sent in hard and soft copies to the Central office for encoding and summarization. This new system is not restricted to data collected from project staff members, but tries to encompass all data gathered from every project/program and office. As a result, information about thousands of project beneficiaries was consolidated, including, for example, the number of wells and latrines installed or upgraded, water filters distributed and the scope of capacity building/education interventions in five provinces. In addition, summarized outputs are sent to management staff for verification before formal use. The enhanced flow of comprehensive, up-to-date and accurate data is gaining momentum.

Finance During the second half of FY09 the finance department has performed well on the management of financial implementation, budgeting and cash flow, and has maintained safeguards for financial accounting data and systems. There has been good cooperation from all staff throughout the organization in maximizing resources with a commitment to adhering to the financial policies and procedures. In addition, the finance department provided technical support on financial accounting to finance staff at the provincial level as well as to Cambodian NGO partners. The finance department produced accurate monthly, quarterly and semester financial reports within deadlines. In this semester, the financial report showed expenditures were 80% of the planned budget, indicating that financial and budgeting management was highly effective. Moreover, the department worked well with the external auditor, Pricewaterhousecoopers, which audited EED funding and had an open discussion during the audit exit meeting. The result of the audit findings were that there were no major risks in the financial, budgeting and accounting systems. A new finance manager was recruited in October 2008 to replace an interim finance manager who was subsequently transferred back to his post as Field Accountant. With his wide experience in financial management, the new financial manager has performed well. With daily support from the Director of Programming finance staff are on board and fully functioning.

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Fiscal Operations In the first six months of FY09 the finance department achieved the following: 

Promoted financial transparency to individual staff through the organization by making them aware of organizational policies and procedures and ensuring they are committed to comply with them.



Daily financial transactions were carefully reviewed, checked and entered into financial accounting records on time.



Monthly financial reports were produced on time with accuracy. All managers have been aware of financial monitoring through monthly financial variance analysis.



Quarterly financial reports were produced and submitted to the Royal Government of Cambodia on time.



The six-month audited financial report of funds from the donor EED for the Kompong Thom and Preah Vihear Community Development programs and annual global audited financial report of the entire CWS-C organization were sent to their appropriate recipients and CWS headquarters on schedule.



The Field Accounting Officer conducted the second financial review of CNGO CFED in Svay Rieng province. The financial review finding with the positive result that CNGO CFED has a great improvement on financial management; there had no major risk found. In the result of this, the CFED continues to obtain funding from other donor because of great support from CWS Cambodia.

Administration The Administration Office continues to provide a variety of support to CWS-C 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 Three lease contracts (the Phnom Penh office and field offices in Preah Vihear and Battambang) were renewed. In cooperation with the IT officer, several replacement desktop and laptop computers were purchased for the program and projects. Nine motorbikes were purchased for the Svay Rieng, Kompong Thom, Battambang and Preah Vihear projects. The process of registering motorbikes and obtaining appropriate license plates was made to the relevant government department for approval and took longer than expected.

Phnom Penh Central Office

69

All fixed assets in the Phnom Penh, Kompong Thom, Svay Rieng, Battambang and Banteay Meanchey, and Preah Vihear offices were maintained and taken care by the administration office. IT Server Security and System Upgrade On June 12, 2008, the capacity of the computer system was reviewed in our PHP office, aiming to increase the performance of computers for each employee. With the approval of the Country Representative each department has upgraded its computers to function at a faster speed and improve the efficiency of each employees work. On September 3, 2008, a Backup Domain Controller (BDC) was installed and tested in the IT department in order to ensure that the Primary Domain Controller (PDC) was up and running. A BDC could authenticate the users in a domain, but all updates to the domain (new users, changed passwords, group membership, etc) could only be made via the PDC, which would then transfer these changes to the BDC in the domain. Network and Internet Installation for CWS/SVR, CWS/KPT, CWS/BTB Previously, these three projects had many problems with their email systems, printing, sharing documents, and virus infections from using flash drives from outside sources. Email systems posed a special problem because they relied on dialup connections, which provided only speeds of 20kbps maximum. In the last three weeks of December 2008, a new Internet connection was installed with the speed of 128kbps maximum and a network connection for these three projects to reduce connectivity problems. For security reasons, all computers are hooked to the network and Internet, but only key staff (project managers or project coordinators) have internet access. Building Capacity of CWS staff and Partners The IT unit conducted a three-day training session for CWS Partners (14-16 October 2008) at CWS’s Battambang Office with eight partner staffs from Kompong Thom, Battambang, Banteay Meanchey and other provinces. The training provided focused on information, communication and technology (ICT), but the main goal was to transfer general knowledge about viruses and maintenance of computer systems by focusing on the following topics: hardware and software, viruses, identifying a common type of virus extension, anti-virus protection software, updating virus definitions, troubleshooting software errors and maintaining computer systems. Health and Accident insurance for CWS staff and vehicles: Newly recruited staff have been signed up with the insurer (Forte) for illness and accident claims and shown how to claim reimbursements for medical expenses.

Phnom Penh Central Office

70

External Visitors The table below lists CWS-C’s external visitors from July to December 2008.

No.

Visitors

Sex

Country/ Agency

Purposes

1

Ms. Marlene Schroth

F

EED

Financial Meeting

2

Mrs. Rachel Barnett

F

UMCOR

Field Visit to WatSan

4

Ms. Carol Gleason

F

Tour consultant

Came to drop a copy of letter Mr. John Denish

5

Ms. Janejinda Pawadee

F

CCA

Visit CWS main office

6

Dr. Prawade

M

CCA

Visit CWS office

7

Mr. Betman Bhandari

M

CAWTS

Conducted the Low Cost Sanitation workshop for CWS, others NGOs and Ministry

8

E. (Betty) Langeler

F

Consultant

CWS Com Dev Model Reflection Workshop

9

Mr. Vincent MacIsaac

M

Consultant

Conduct Report

Country Context Affecting Operations Security: Cambodia has achieved a relatively stable peace and has entered its 11th year of relative political stability. The security situation in Cambodia related to the civil war is over. However, human rights abuses and criminal activity are still considered a main area of concern. In addition to politically related attacks, retribution and revenge continue to permeate the overall climate. There are worrying signs of tension between Cambodia and Thailand over Preah Vihear Temple that could escalate into war. It is a hot issue in Thai politics and the dispute has arisen from a misunderstanding of a judgment by the International Court of Justice in June 1962 on the part of Thai successive government and politicians. The tension has been exacerbated by incorrect and fraudulent statements made by Thai partisans. More than 1,000 troops were engaged in a stand-off at the ancient site last year for several months. Tensions rekindled, and erupted into open combat on July 15. Three Cambodian and one Thai soldier died in exchanges of fire. The clash, near the ancient temple, has prompted Thailand to urge its nationals to leave Cambodia. Tension has been high since July, when hundreds of soldiers on both sides faced off meters apart. Both sides have said they want to find a peaceful solution and will hold talks to discuss the conflict. Accordingly, only a small contingent from each side would remain at Preah Vihear temple.

Phnom Penh Central Office

71

This tension directly affected to the operation of CWS Cambodia programs for a full month in July and August, 2008, particularly the Preah Vihear VBCD project as well as partnership project in the north-west provinces including: Battambang, Banteay Meanchey and Odor Meanchey. All staff based in Preah Vihear were relocated to a temporary to base in the Kompong Thom VBDC project until an assessment of the security situation found it was safe to return. All operations of the partnership project in the north-west provinces were postponed more than one month until security along the border stabilized. Staff members were restricted from field work while an assessment of the security situation conducted by CWS-C was conducted. Two security assessment teams visited the two areas to assess the situation. The operations along the border of Thailand returned to normal after August and staff members returned to work. Dengue-related deaths plummet in Cambodia in 2008: Only 65 people died from dengue fever in Cambodia in 2008, down from 407 last year thanks to preventive measures taken by the government and international agencies, a Health Ministry official said. Dengue is transmitted by mosquitoes and causes fever, headaches, agonizing muscle and joint pains, and in serious cases internal hemorrhaging and profound shock. It infected 9,300 people during last year compared with more than 40,000 in 2007, the highest in nearly a decade, said Ngan Chantha, director of the health ministry's anti-dengue program. Website: http://tvnz.co.nz/healthnews/dengue-related-deaths-down-in-cambodia-2431527 (However, the dramatic decline in cases in Cambodia last year was in line with regional trends and some epidemiologists who map outbreaks of dengue say they tend to occur in 3-5 year cycles (as the prevailing serotype of the virus changes: there are four serotypes). Cambodia’s health infrastructure remains inadequate to cope with major outbreaks and preventive interventions, especially community-based education that changes behaviors, must be applied constantly, they say. Water storage jars used in rural areas are the primary breeding ground of the dengue-transmitting mosquito in Cambodia.) Road Accidents: Traffic accidents are becoming increasingly common in Cambodia, with collisions between motorcycles and automobiles causing a high causality rate. In September 2008 an estimated 1,970 casualties were reported by the participating hospitals, health centers, private clinics and traffic police departments in the 24 provinces. Among them, 538 sustained severe injuries and 129 died. In Phnom Penh alone, 531 casualties were reported, marking a 10% increase over September 2007 and a 24% increase over the previous month. Among them 18 died: 33% of the fatalities were workers, followed by students (17%), house keepers/servants (17%) and motor taxi drivers (17%). Almost half of the fatalities in Phnom Penh, 44%, were between 20 and 24 years old, compared to only 20% in province. About three quarters, 73%, of all fatalities occurred on national roads. The highest daily number of casualties were reported during the Pchum Ben holiday (28-30 September), with a peak of 129 causalities on the 29th, twice the daily average for the month. In total, 292 people were injured and 20 died during the three-day holiday. (See RTAVIS monthly report on September 2008 at www.roadsafetycambodia.info and www.cnctp.info.) 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.

Phnom Penh Central Office

72

As previous 6 month report, SMT had met with all staff to brainstorm of their concern related to inflation that direct affect to the daily living of staff. The follow up actions was undertaken to conduct salary survey with other 7 international NGOs. The data and other need information had been selected, identified and finalized. The tasks had been assisted from external consultant and expect to complete in July 2009. The conclusion result will detail in the next report. Personnel New Hires and resignations Eight new staff members were recruited for new positions or to replace vacancies due to resignation. The new Finance Manager was selected, and Interim Finance Manager returned to his previous position as Field Accounting Officer from 06 October 2008. A temporary cleaner in the KPT project was promoted to regular staff and a new ERP Program Assistant was selected. Tables below list new employees and resignations. New Employees No Position

Start date

1

Cleaner-KPT

01 Jul

2

Program Manager for Funding and Reporting-PNH

08 Jul

3

Full time Volunteer in Partnership-PNH

01 Jul

4

Full time Volunteer Partnership-KPT

01 Jul

5

Part time Cleaner-BTB

01 Oct

6

Part time Cleaner-BTM

01 Oct

7

Finance Manager-PNH

06 Oct

8

ERP Program Assistant-PNH

03 Nov

Resignations No Position

Last date Reason in office

1

Program Manager for Funding 07 Oct and Reporting-PNH

Did not pass probation

2

Volunteer Partnership-KPT

10 Aug

Found employment better suited to his skills.

3

ERP Program Assistant

31 Dec

Applied for the ERP Coordinator position, and decided to resign from current position.

31 Dec

He returned to live and run a small business in Phnom Penh after he was away from home. He had worked with CWS-C for 9 months.

4

Finance Office Assistant-SVR

Phnom Penh Central Office

73

Staff Development As a learning organization, all staff members are encouraged and supported to develop their capacity based on their actual training needs to perform their work effectively. Internal promotions are also encouraged. This has been taken into consideration when each staff development plan is undertaken, looking at the possibility to help them gain more knowledge and skills to move forward in their career. Moreover, all staff members have the opportunity to attend either short training courses or continue their academic study, and are able to attend short training courses abroad based on their work requirements. Internal CWS Training Three different internal training sessions were conducted for 54 CWS-C staff members to further enhance and strengthen knowledge skills (one staff member might attend two or three sessions). The full list is in Table 1 below. External Training Three different external training sessions in Cambodia were attended by 13 staff members, including eight senior management members on Gender Discrimination and Advocacy at the Advocacy and Policy Institute, four project managers on Leadership Development Program in VBNK and one executive assistant attended an English training course. The full list is in Table 2 below External workshop or conference Sixteen staff members visited “House in Battambang Province in the Past” at Reyum Gallery, and seven staff attended the Khmer Rock Opera “Where Elephants Weep”. The purpose of the exposure visits was to orient young Cambodians generation about Khmer culture and new creative directions. The full list is in Table 3 below. Scholarship support CWS-C 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. Some staff members are continuing their academic study this semester: one for a BA in English, one is studying Finance and Banking, and one started a Master’s in Development in October 2008. The full list is in Table 4 below. Local Institution Development: CWS-C has provided learning opportunities through internships to two trainees from a local partner, Cambodian Women’s Development Agency, for office skills practice. The trainees completed a three-month short course on office skills through working closely with the Receptionist. They learn basic office skills: answering phone calls, sending faxes, taking messages, greeting visitors, typing and copying documents for staff. Since LID started, 17 interns (women and men) have found employment elsewhere after completing their internship with CWS-C.

Phnom Penh Central Office

74

Overseas Conferences The program coordinator for Peace participated in the six-day “Action Asian Peace Builders” forum in Kathmandu, Nepal from 16-23 October 2008, organized by Action for Conflict Transformation. The forum was critical for sharing and learning, as well as aligning strategies and developing the capacity of peace workers and activities to a higher level. It also provided an opportunity for peace workers to rejuvenate their personal commitment, focus and energy, and to build important networks for developing their national work. The full list is in Table 5 below.

3 days

08-10 Sep

Senior Management Team Retreat

Koh Kong

3 days

11-15 Oct

Community Development Model Reflection Workshop (Direct Service Team)

Sihanouk Ville

4 days

15-18 Dec

SvR

Sihanouk Ville

PnP

Peace Building and Reconciliation Workshop (SMT and Core team)

KPT/ PVH

Date

BTB/ BTM

Number of Staff Attended

(Days)

Description

Duration

Training Place/ Institutions

Table 1: Staff Attendance at Internal Training Courses

3

3

12

1

7 19

9

Table 2: Staff Attendance at External Training Courses

Gender, Advocacy, and Discrimination

Training Place / Institution

Duration (Days)

Date

The Advocacy and Policy Institute

3 days

3-5 Dec

Leadership Development Program (4 middle management team member)

VBNK , Training Institute

5 days

15-19 Sep

5 days

17-21 Nov

English course (outside working hours, executive assistant )

Pannasastra University

3 months

22 Oct-22 Jan

( 7 senior management team members, 1 partnership project manager)

1

SRV

Description

BTB&B TM KPT&P VH PNP

Number of attended staff

7

3

1

1

Phnom Penh Central Office

75

Table 3: Staff Attendance at Workshops and Conferences

GADNet NGO

2 days

17-18 Nov

Youth and Reconciliation Conference

Youth for Peace NGO

6 days

18-23 Sep

6

Exposure visit to gallery’s historical photos of Battambang province

Gallery Expose name “Reyum“ in Phnom Penh

Half day

8 Aug

16

Drama Rock Opera ”Where Elephants Weep”

Cambodian American Artist at National Theater

Evening

04 Dec

7

Nov 2008

1

1

2

PNP

The Civil Code Workshop

Date

KPT&PVH

Duration (Days)

BTB&BTM

Training Place / Institution

Description

SRV

Number of attended staff

Table 4: Staff Receiving Scholarship Support Masters of Art in Development Study (outside working hours-M&E Officer )

Royal University of Phnom Penh

2 years

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

PUC University

4 years

Oct 2007Oct 2012

1

BA in Accounting (outside working hoursFinance Assistant II )

Sovanaphum University

4 years

Oct 2006-

1

Oct 2010

Oct 2010 b

Phnom Penh Central Office

76

Table 5: Staff Attendance at Overseas Forums

Action Asian Peace Builder Forum

Action for Conflict Transformation in Kathmandu, Nepal

6 days

Date

16-23 Oct

SRV

Duration

PNP

Place/Institution

BTB/BTM

Description

KPT/KVH

Number of attending staff

1

Implementation of Staff Policies All staff members are expected to understand that the National Staff Policy applies to them in full when they are dealing with personnel issues. During this semester period, the Senior Management Team has amended in the National Staff Policy to add a condition to the Provident Fund. The new condition is that if an employee resigns without giving CWS the required notice under the Cambodian Labor Code, CWS has the right to disburse only the employment share. However, if a project closes employees are entitled to receive full compensation from the Fund independent of the two-year requirement. The Senior Management Team has also amended the Driver appraisal form and policy to make it compliant and consistent with other staff appraisal forms. The new form includes full instructions, comments from staff and supervisors on each section (i.e. driver professionalism, interpersonal skills) as well as open questions from the employee. The Senior Management Team also amended the CWS-C Identity Card for 2009. The new card adds a Khmer version logo on the front and in color. The Human Resource Department is also working on a new database for personnel data, including leave queries, attendance, and other important information.

Phnom Penh Central Office

77

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 SIX MONTHS 01 July – 31 December 2008 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 accounting policies and adherently carry out in compliance with those 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

The management is responsible for keeping proper accounting records accurately and timely at any time of the financial implementation of the organization and also responsible for taking such steps as reasonably open to safeguard the assets of the organization and to prevent and detect fraud and other irregularities. REVIEW OF BUDGET, INCOMES & EXPENSES DURING SIX MONTHS IN FY 2009 Budget

: US$ 745,463.84

Incomes : US$ 704,561.40 Expenses: US$ 590,177.98 In analysis of the budget, incomes and expenses as reported above, the incomes are less than budget plan in amount of 40,902.44 or 5.49%. And the expenses are also less than budget plan in the amount of US$ 155,285.86 equivalent 20.83%. CWS – Cambodia received a clean report from the auditors. The financial report of incomes and expenses can be viewed as below:

Opening Balance: 321,515.47 The financialFund audited report as well as income and expense statements canUS$ be viewed as below: Donations/Revenues and Transfers:

US$ 704,561.40

Total Fund Available:

US$ 1,026,076.87

Closing Fund Balance:

US$ 435,898.89

Financial Summary and Variance Analysis

78

STATEMENT OF FUND RECEIPTS AND DISBURSEMENTS FOR THE SIX MONTHS ENDED 31 DECEMBER 2008

Financial Summary and Variance Analysis

79

Financial Summary and Variance Analysis

80

Church World Service - Cambodia Program Financial Statements For the 6 months 01 July, 2008 to 31 December, 2008 Statement of funds

Schedule Reference

Amount USD

Opening fund balance :

Amount USD 321,515.47

ADD - Incoming amounts : Svay Rieng WatSan Cooperation Project Kompong Thom VBCD Project Preah Vihear VBCD Project Kompong Thom Partnership Project Banteay Meanchey Demining Project BTB & BTM Partnership Project Phnom Penh Central Office DIPECHO Project

3 4 5 6 8 7 9 10

110,287.71 64,124.98 43,759.80 53,481.32 0.00 217,978.36 120,987.62 93,941.61

Total fund available

704,561.40 1,026,076.87

LESS - Outgoing amounts : Svay Rieng WatSan Cooperation Project Kompong Thom VBCD Project Preah Vihear Dev't Project Kompong Thom Partnership Project Banteay Meanchey Demining Project BTB & BTM Partnership Project Phnom Penh Central Office DIPECHO Project

3 4 5 6 8 7 9 10

62,986.23 104,632.68 94,311.04 37,053.65 29,960.00 84,043.29 139,718.97 37,472.12

590,177.98

Less- Fund Reserve:

0.00

Closing fund balance :

435,898.89

Notes to the Financial Statements Schedules 1 to 14 form an integral part of these Financial Statements Date: 17 February 2009

__________________________________ Seng Vutha Finance Manager

________________________________ Josephine Barbour Country Representative

Financial Summary and Variance Analysis

81

Church World Service - Cambodia Program Financial Statements As at 31 December, 2008 Balance Sheet

Schedule Reference

Amount USD

Amount USD

67,726.66 962,212.55

1,029,939.21

ASSETS Cash and bank balances : Cash on hand Cash at banks

1

Amounts receivable :

1

12,416.12

TOTAL ASSETS

1,042,355.33

LIABILITIES Amounts payable :

2

606,456.44

TOTAL LIABILITIES

606,456.44 435,898.89

ASSETS LESS LIABILITIES Represented by : FUND BALANCES CWS programs Svay Rieng WatSan Cooperation Project

3

(9,123.86)

Kompong Thom VBCD Project

4

18,527.44

Preah Vihear VBCD Project

5

38,090.76

Kompong Thom Partnership Project

6

20,853.59

Banteay Meanchey Demining Project

8

163,383.71

BTB & BTM Partnership Project

7

173,970.92

Phnom Penh Central Office

9

(26,273.16)

10

56,469.49

DIPECHO Project TOTAL FUND BALANCE

435,898.89 435,898.89

Notes to the Financial Statements Schedules 1 to 14 form an integral part of these Financial Statements Date: 17 February 2009

__________________________________ Seng Vutha Finance Manager

_________________________________ Josephine Barbour Country Representative

Financial Summary and Variance Analysis

82

Church World Service - Cambodia Program Schedule to the Financial Statements As at 31 December, 2008

Cash at Banks

Amount USD

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

480,857.62 139,747.15 128,783.28 136,105.23 7,291.13 7,462.76 4,209.58 17,160.84 7,009.28 32,086.97 1,498.71

Total Cash at Banks :

962,212.55

Church World Service - Cambodia Program Schedule to the Financial Statements As at 31 December, 2008 Amounts Receivable Advances to CWS Projects and staff: Staff advances Project advances

Amount USD

Amount USD

969.50 0.00

969.50

2,857.00 1,443.81 5,816.07 1,329.74

11,446.62

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

Total amounts receivable :

12,416.12

Financial Summary and Variance Analysis

83

Church World Service - Cambodia Program Schedule to the Financial Statements As at 31 December, 2008

Amounts payable :

Amount USD

Amount USD

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

Total amounts payable :

0.00 0.00 147,758.44 110,770.00 347,928.00 0.00 0.00 606,456.44

Financial Summary and Variance Analysis

84

Church World Service - Cambodia Program Schedule to the Financial Statements As at 31 December, 2008 Chart Project

Phnom Penh Central Office Total Amount USD-FY09 6 months

Opening balance :

Amount USD

Local Institution Building Community Commune Cambodian Based Council Non-Gov'tal Organizat 'n Support Organizat 'n Amount Amount Amount USD USD USD

Food Security Food Production Amount USD

Income Generation Amount USD

Health

Emergency Response

Advocacy

Amount USD

Amount USD

Amount USD

Peace

Women's Equity

Natural Resource Management

Learning Organisation

Support Office

Amount USD

Amount USD

Amount USD

Amount USD

Amount USD

(7,541.81) *

ADD - Incoming amounts : CWSW/New York (SED) ICCO CWS ODD CWS Agent Reimbursement C. D Discretionery Funds Martha Teas Memorial Funds Mey Meakea Memorial Funds Interest on general bank account Other (Dis- general equipment, Admin) Disposal Vehicle Admin costs recovered CWS Total incomes LESS - Outgoing amounts : Personnel-expatriate Personnel-National Technical support CWS staff development CWS Organizational 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

43,525.00 24,792.72

742.23 7.61 51,920.06 120,987.62 11,417.15 82,568.76 2,500.00 2,300.63 1,914.02 745.51 34,987.90 3,285.00 139,718.97

Administration charge Total expenditure Less Fund Reserve Closing balance

139,718.97

11,417.15 82,568.76 2,500.00 2,300.63 1,914.02

745.51 34,987.90 3,285.00 -

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

139,718.97 139,718.97

(26,273.16)

Note: Second quarter of FY09 actual income $21,766 and CWS Agent reimbursement of quarter 1 and 2 of FY09 have not yet been received, therefore, in this report reflected overspent $26,273.16

Financial Summary and Variance Analysis

85

Church World Service - Cambodia Program Schedule to the Financial Statements As at 31 December, 2008 Chart Project

Kompong Thom VBCD project Total Amount USD-FY09 6 months

Opening balance :

59,035.14

Amount USD

Local Institution Building Community Commune Cambodian Based Council Non-Gov'tal Organizat 'n Support Organizat 'n Amount Amount Amount USD USD USD

Food Security Food Production Amount USD

Income Generation Amount USD

Health

Emergency Response

Advocacy

Amount USD

Amount USD

Amount USD

Peace

Women's Equity

Natural Resource Management

Learning Organisation

Support Office

Amount USD

Amount USD

Amount USD

Amount USD

Amount USD

*

ADD - Incoming amounts : CWSW/New York (SED) CWS Tool of Hope Christian Aid NCC/Australia EED ICCO UMCOR SHG Repayment WCA C. D Discretionery Funds Disposal General Equipment Other (Disposal general equipment) Interest on bank account EED Total incomes LESS - Outgoing amounts : Personnel-expatriate Personnel-National Technical support CWS staff development CWS Organizational 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

36,322.29 24,987.50 73.15 747.04 1,578.00 417.00 64,124.98 42,070.51 1,059.00 1,701.75 4,371.16 6,532.80 518.22 1,163.96 5,991.12 21,471.18 6,105.20

-

11,992.23 203.88 577.46 2,141.16 518.22 1,916.38 6,083.90 1,721.75

2,697.40 42.16 191.46 23.48 21.94 1,191.79 331.70

-

3,844.52 64.81 223.16 581.99 562.89 1,908.11 537.83

5,146.89 82.55 637.81 262.56 410.93 2,289.39 648.06

8,292.38 50.69 248.55 1,419.65 2,241.49 1,163.96 337.12 5,065.89 1,424.49

4,599.47 69.23 275.95 244.36 706.55 2,066.35 584.82

-

5,240.45 1,008.32 983.97 1,034.14 692.37 2,032.13 2,662.07 798.34

257.17 6.60 11.53 345.39 3.18 203.68 58.21

-

-

-

90,984.90

-

25,154.98

4,499.93

-

7,723.31

9,478.19

20,244.22

8,546.73

-

14,451.78

885.76

-

-

-

13,647.78

-

3,773.26

674.99

-

1,158.50

1,421.72

3,036.64

1,282.02

-

2,167.78

132.87

-

-

-

104,632.68

-

28,928.24

5,174.92

-

8,881.81

10,899.92

23,280.86

9,828.74

-

16,619.56

1,018.63

-

-

-

Less Fund Reserve Closing balance

18,527.44

* Fund balance carry foreward from FY08 $147,373.14 - $60 is allocated a proportion of 40% to Preah Vihear VBCD project and the rest 60% allocated to Kongpong Thom VBCD project.

Financial Summary and Variance Analysis

86

Church World Service - Cambodia Program Schedule to the Financial Statements As at 31 December, 2008 Chart Project

Preah Vihear VBCD Project Total Amount USD-FY09

Amount USD

6 months

Opening balance :

88,642.00

Local Institution Building Community Commune Cambodian Based Council Non-Gov'tal Organizat 'n Support Organizat 'n Amount Amount Amount USD USD USD

Food Security Food Production Amount USD

Income Generation Amount USD

Health

Emergency Response

Advocacy

Amount USD

Amount USD

Amount USD

Peace

Women's Equity

Natural Resource Management

Learning Organisation

Support Office

Amount USD

Amount USD

Amount USD

Amount USD

Amount USD

*

ADD - Incoming amounts : CWSW/New York (SED) CWS Tool of Hope Christian Aid NCC/Australia EED ICCO UMCOR SHG Repayment WCA C. D Discretionery Funds Disposal General Equipment Other (Disposal general equipment) Interest on bank account EED

42,639.22 1,120.58 -

Total incomes

43,759.80

LESS - Outgoing amounts : Personnel-expatriate Personnel-National Technical support CWS staff development CWS Organizational 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

47,759.33 1,588.51 1,545.70 6,779.86 4,919.31 4.88 5,070.45 8,614.76 5,726.80

-

10,741.79 33.54 519.64 1,122.98 1,144.32 1,752.62 1,123.43

3,247.40 8.98 349.25 105.57 8.84 401.41 382.40

-

4,830.77 14.59 430.56 286.52 404.17 712.53 549.03

5,469.51 21.47 1,197.67 120.22 11.30 846.38 597.69

9,568.00 76.03 38.76 1,650.42 1,993.61 4.88 483.15 1,638.58 1,281.66

5,195.29 15.56 752.74 356.27 10.66 781.71 558.43

-

6,025.45 1,512.47 1,405.19 1,517.94 858.99 3,001.24 2,128.08 926.66

2,681.12 7.60 361.64 75.15 6.76 353.45 307.51

-

-

-

82,009.60

-

16,438.33

4,503.85

-

7,228.17

8,264.23

16,735.10

7,670.65

-

17,376.02

3,793.23

-

-

-

Administration charge

12,301.45

-

2,465.75

675.57

-

1,084.22

1,239.64

2,510.26

1,150.61

-

2,606.40

568.99

-

-

-

Total expenditure

94,311.04

-

18,904.08

5,179.42

-

8,312.39

9,503.87

19,245.37

8,821.26

-

19,982.43

4,362.22

-

-

-

Less Fund Reserve Closing balance

38,090.76 0%

* Fund balance carry foreward from FY08 $147,373.14 - $60 is allocated a proportion of 40% to Preah Vihear VBCD project and the rest 60% allocated to Kongpong Thom VBCD project.

Financial Summary and Variance Analysis

87

Church World Service - Cambodia Program Schedule to the Financial Statements As at 31 December, 2008 Chart Project

Svay Rieng WatSan Cooperation Project Total Amount USD-FY09 6 months

Opening balance :

Amount USD

Local Institution Building Community Commune Cambodian Based Council Non-Gov'tal Organizat 'n Support Organizat 'n Amount Amount Amount USD USD USD

Food Security Food Production Amount USD

Income Generation Amount USD

Health

Emergency Response

Advocacy

Amount USD

Amount USD

Amount USD

Peace

Women's Equity

Natural Resource Management

Learning Organisation

Support Office

Amount USD

Amount USD

Amount USD

Amount USD

Amount USD

(56,425.34)

ADD - Incoming amounts : UMCOR NCC/Australia ICCO CWS Tools of Hope CWSW/New York (SED) SHG Repayment WCA C. D Discretionery Funds Disposal General Equipment Other (Disposal general equipment) Total incomes Personnel-expatriate Personnel-National Technical support CWS staff development CWS Organizational 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

24,987.50 84,545.00 77.21 678.00 110,287.71 30,025.33 1,134.65 1,022.86 2,064.59 3,424.22 1,243.63 2,345.67 2,152.24 6,240.44 5,117.00

-

3,448.44 9.91 3.69 423.61 100.00 639.46 223.38

-

-

878.67 2.35 37.64 148.20 48.50

1,399.26 3.79 73.92 238.26 77.98

20,462.75 54.31 5.07 1,276.44 2,325.75 1,243.63 2,345.67 3,711.31 4,275.18

1,254.05 3.38 61.33 212.74 69.62

-

2,429.68 1,080.34 997.83 784.46 448.29 2,052.24 1,257.12 411.42

152.49 0.53 53.68 33.34 10.91

-

-

-

54,770.62

-

4,848.49

-

-

1,115.36

1,793.21

35,700.10

1,601.12

-

9,461.38

250.96

-

-

-

8,215.61

-

727.28

-

-

167.30

268.98

5,355.02

240.17

-

1,419.21

37.64

-

-

-

62,986.23

-

5,575.77

-

-

1,282.67

2,062.19

41,055.13

1,841.29

-

10,880.59

288.60

-

-

-

0.00 (9,123.86)

Financial Summary and Variance Analysis

88

Church World Service - Cambodia Program Schedule to the Financial Statements As at 31 December, 2008 Chart Project

BTB & BTM Parntership project Total Amount USD-FY09 6 months

Opening balance :

Amount USD

Local Institution Building Community Commune Cambodian Based Council Non-Gov'tal Organizat 'n Support Organizat 'n Amount Amount Amount USD USD USD

Food Security Food Production Amount USD

Income Generation Amount USD

Health

Emergency Response

Advocacy

Amount USD

Amount USD

Amount USD

Peace

Women's Equity

Natural Resource Management

Learning Organisation

Support Office

Amount USD

Amount USD

Amount USD

Amount USD

Amount USD

40,035.85

ADD - Incoming amounts : Christian World Service/NZ CWSW/New York (SED) CWS Tools of Hope ICCO UMCOR AJWS SHG Repayment WCA Other Income

134,022.00 78,840.00 5,116.36

Total incomes

217,978.36

LESS - Outgoing amounts : Personnel-expatriate Personnel-National Technical support CWS staff development CWS Organizational 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

34,003.70 120.00 706.51 29.29 3,465.38 22,031.52 10,584.73 2,140.00

-

-

-

34,003.70 120.00 706.51 29.29 3,465.38 22,031.52 10,584.73 2,140.00

-

-

-

-

-

-

-

-

-

73,081.13

-

-

-

73,081.13

-

-

-

-

-

-

-

-

-

Administration charge

10,962.16

-

-

-

10,962.16

-

-

-

-

-

-

-

-

-

Total expenditure

84,043.29

-

-

-

84,043.29

-

-

-

-

-

-

-

-

-

Less Fund Reserve Closing balance

-

-

173,970.92

Financial Summary and Variance Analysis

89

Church World Service - Cambodia Program Schedule to the Financial Statements As at 31 December, 2008

Chart Project

Kompong Thom Partnership Total Amount USD-FY09 6 months

Opening balance :

Amount USD

Local Institution Building Community Commune Cambodian Based Council Non-Gov'tal Organizat 'n Support Organizat 'n Amount Amount Amount USD USD USD

Food Security Food Production Amount USD

Income Generation Amount USD

Health

Emergency Response

Advocacy

Amount USD

Amount USD

Amount USD

Peace

Women's Equity

Natural Resource Management

Learning Organisation

Support Office

Amount USD

Amount USD

Amount USD

Amount USD

Amount USD

4,425.92

ADD - Incoming amounts : EED ICCO Christian World Service/NZ CWSW/New York (SED) Other Income

52,862.00 619.32

Total incomes

53,481.32

LESS - Outgoing amounts : Personnel-expatriate Personnel-National Technical support CWS staff development CWS Organizational 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

10,302.05 80.00 60.00 378.93 2,699.61 14,501.62 3,156.37 1,042.00

10,302.05 80.00 60.00 378.93 2,699.61 14,501.62 3,156.37 1,042.00

32,220.58

-

-

-

32,220.58

-

-

-

-

-

-

-

-

-

-

4,833.07

-

-

37,053.65

-

-

-

4,833.07

-

-

-

-

-

-

-

-

-

-

-

37,053.65

-

-

-

-

-

-

-

-

-

-

20,853.59

Financial Summary and Variance Analysis

90

Church World Service - Cambodia Program Schedule to the Financial Statements As at 31 December, 2008 Chart Project

Banteay Meanchey Demining project Total Amount USD-FY09 6 months

Opening balance :

Amount USD

Local Institution Building Community Commune Cambodian Based Council Non-Gov'tal Organizat 'n Support Organizat 'n Amount Amount Amount USD USD USD

Food Security Food Production Amount USD

Income Generation Amount USD

Peace

Women's Equity

Natural Resource Management

Learning Organisation

Support Office

Amount USD

Amount USD

Amount USD

Amount USD

Amount USD

Amount USD

-

-

-

-

-

Health

Emergency Response

Advocacy

Amount USD

Amount USD

193,343.71

ADD - Incoming amounts : Christian Aid NCC/Australia EED Interest on bank account EED Total income

-

LESS - Outgoing amounts : Personnel-expatriate Personnel-National Technical support CWS staff development CWS Organizational 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

28,000.00 28,000.00

Administration charge Total expenditure Less Fund Reserve

Closing balance

28,000.00

-

-

-

-

-

-

-

28,000.00

-

1,960.00

-

-

-

-

-

-

-

1,960.00

-

-

-

-

-

-

29,960.00

-

-

-

-

-

-

-

29,960.00

-

-

-

-

-

-

163,383.71

Financial Summary and Variance Analysis

91

Church World Service - Cambodia Program Schedule to the Financial Statements As at 31 December, 2008

DIPECHO Project

Chart Project Total Amount USD-FY09 6 months

Opening balance :

Amount USD

Local Institution Building Community Commune Cambodian Based Council Non-Gov'tal Organizat 'n Support Organizat 'n Amount Amount Amount USD USD USD

Food Security Food Production Amount USD

Income Generation Amount USD

Health

Emergency Response

Advocacy

Amount USD

Amount USD

Amount USD

Peace

Women's Equity

Natural Resource Management

Learning Organisation

Support Office

Amount USD

Amount USD

Amount USD

Amount USD

Amount USD

-

ADD - Incoming amounts : DIPECHO

93,941.61

Total incomes

93,941.61

LESS - Outgoing amounts : Personnel-expatriate Personnel-National Technical support CWS staff development CWS Organizational 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

7,415.22 15,857.90 4,677.27 1,329.00 3,347.73 4,845.00 37,472.12

Administration charge Total expenditure Less Fund Reserve Closing balance

37,472.12

7,415.22

15,857.90 4,677.27 1,329.00 3,347.73 4,845.00 -

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

37,472.12 37,472.12

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

56,469.49

Financial Summary and Variance Analysis

92

Church World Service - Cambodia Program Schedule to the Financial Statements As at 31 December, 2008

Consolidated

Chart Project Total Amount USD-FY09 6 months

Opening balance :

321,515.47

Amount USD

Local Institution Building Community Based Organizat'n Amount USD

Commune Council Support Amount USD

Food Security

Health

Emergency Response

Advocacy

Amount USD

Peace

Women's Equity

Natural Resouce Management

Learning Organisation

Office Costs

Amount USD

Amount USD

Amount USD

Amount USD

Amount USD

Cambodian Non-Gov'tal Organizat'n Amount USD

Food Production Amount USD

Income Generation Amount USD

Amount USD

Amount USD

5,944.79 51.14 540.71 129.05 30.79 1,593.21 714.09

44,305.75 200.00 766.51 408.22 6,164.99 36,533.14 13,741.10 3,182.00

9,553.96 81.75 653.72 906.16 967.06 2,768.84 1,135.36

12,015.67 107.80 1,835.48 456.70 422.23 3,374.03 1,323.72

38,323.13 181.03 292.38 4,346.51 6,560.85 1,243.63 3,514.51 820.28 10,415.78 6,981.34

18,464.02 88.17 1,028.68 16,519.86 4,677.27 30,046.21 6,408.54 6,057.87

-

13,695.58 3,601.13 3,386.99 3,336.54 1,999.65 7,085.61 6,047.27 2,136.42

3,090.78 14.73 373.17 474.22 9.94 590.47 376.63

-

-

11,417.15 82,568.76 2,500.00 2,300.63 1,914.02 745.51 34,987.90 3,285.00 139,718.97

*

ADD - Incoming amounts : CWSW/New York (SED) CWS Tool of Hope CWS ODD Christian Aid Christian World Service/NZ EED ICCO UMCOR NCC/Australia ADPC DIPECHO American Jewish World Service CWS Agent Reimbursement SHG Repayment WCA C. D Discretionery Funds Other (Disposal general equipment) Other Income Mey Meakea Memorial Funds Martha Teas Memorial Funds Interest-bank account and deposits Disposal General Equipment Admin costs recovered CWS

134,022.00 43,525.00 52,862.00 78,961.51 78,840.00 49,975.00 84,545.00 93,941.61 24,792.72 150.36 1,867.62 685.61 5,735.68 1,159.23 1,578.00 51,920.06

Total incomes

704,561.40

LESS - Outgoing amounts : Personnel-expatriate Personnel-National Technical support CWS staff development CWS Organizational 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

704,561.40

-

11,417.15 254,144.90 6,482.16 7,337.44 15,537.85 36,899.22 6,439.12 3,514.51 79,821.46 88,403.11 28,261.00

-

26,182.46 247.33 1,100.79 3,687.76 518.22 3,160.70 8,475.98 3,068.57

538,257.92

-

46,441.80

9,003.77

105,301.71

16,066.85

19,535.63

72,679.43

83,290.61

-

41,289.19

4,929.95

-

-

51,920.06

-

6,966.29

1,350.56

15,795.23

2,410.03

2,930.34

10,901.92

4,632.80

-

6,193.39

739.50

-

-

590,177.98

-

53,408.09

10,354.34

121,096.94

18,476.87

22,465.98

83,581.35

87,923.41

-

47,482.58

5,669.45

-

-

0.00%

0.00%

139,718.97

0.00 435,898.89

0.00%

9.05%

1.75%

20.52%

3.13%

3.81%

14.16%

14.90%

0.00%

8.05%

0.96%

23.67%

Financial Summary and Variance Analysis

93

APPENDIX II ANNUAL OUTPUTS/ LOGFRAMES

CHURCH WORLD SERVICE/CAMBODIA

Church World Service Cambodia Logical Framework 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

▪ 6 meetings with Medicam

▪ 1 meeting on district strategic

▪

plan organized by Provincial

NGO and relevant Ministries ▪ 6 meting with watsan working

office attended ▪ 2 formal meeting with district

group

▪ There are several informal

▪ 2 networking meetings GAD

Activities Medicam Monthly Meeting

CWS's Inputs ▪ Program Officer for Health

Actual Activities ▪ Attend 3 meetings with Medicam

Variances/ Explanation ▪ Meeting was attended

according to request made Watsan Sectoral Working Group

▪ Program Officer for Health

▪ Attend 3 meetings with WatSan

and availability

working group

Meeting GAD networking meeting

▪ Program Officer for Peace

▪ Attend GAD networking one time

Other meeting/workshop

▪ PM and PO

▪ attended international event on

Sanitation impact, organized by World Bank and MRD.

94

▪ attended International Day of

sanitation organized by MRD ▪ attended Pesticide impact work-

shop organized by NGO forum ▪ attended small and Micro Business

experience sharing, organized by NGO forum ▪ Attended CCSP 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 primary ▪ 15 field staff (6 women) which is 7

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

from KPT and 8 from PVH trained on Dengue Fever, Malaria, Primary

▪ All staff members are able

to transfer their knowledge to target communities

Health Care and Diarrhea Activities

CWS's Inputs

2.1.11 Provide training on dengue fever ▪ Program Officer for Health, budget, malaria, avian-influenza materials

Actual Activities

Variances/ Explanation

▪ Provide training on Primary

Health Care, dengue fever,

prevention, and primary health

malaria, diarrhea prevention to

care to 18 staff

15 staff which is 7 from KPT (3 women) and 8 from PVH (3 women)

95

Output 2.5 Improve agricultural productions, food security and household income among

▪ 18 trained staffs are able to monitor and assist SHG committees on

vulnerable people, self-help/interest

book keeping and group

group in target communities

management

▪ 19 staff were trained on SHG concept and book keeping at CWS central office in Phnom Penh ▪ 19 CNGO partners staff trained on SHG concept, bookkeeping and micro business

Activities 2.5.30

Provide training on Bookkeeping to 19 staff

CWS's Inputs ▪ CDW, CIG Coordinator

Actual Activities ▪ Provide a-3 day training on SHG

Variances/ Explanation ▪ Staffs can provide training

concept and book keeping to 19

to SHG in their respective

project field staffs (6 women),

village

10 from PVH and 9 from KPT at CWS central office Phnom Penh ▪ Cooperate with partnership project

▪ All CNGO staffs interested

in BTB to provide a-5 day training on

and request for next training

SHG concept and micro- business

and commit to apply in their

management to 19 CNGO staffs

area

(9 women)

96

Theme 3: Strengthening Civil Society OBJECTIVE Strengthen target community understanding and practice of peace building and restorative justice Output 3.1 Output 3.2: Key persons in the community VLs, WSUG, CDF, CCs, old persons and

▪ 19 project staff trained in Accountabi- ▪ Not done

▪ Planned in next semester

lity (Anti-corruption)

monks play an important role in peace building, conflict resolution and use the LCP methodology in

▪ 19 project staff trained on Gender /

▪ Not done

▪ Planned in next semester

▪ 4 project staff have ability to conduct ▪ Not done

▪ Planned in next semester

Women equality

their community LCP assessment practice

and will be practice LCP assessment in Jan 09 ▪ 18 staff (SMT, POG and core staff

▪ Participants interested and

provided training on reconciliation

suggested to have it in every 6 months

▪ 13 participants ( 5 women) from

▪ Cambodian Youth feel happy

KPT and BTB BMC joint Youth and

and have opportunity to learn

Reconciliation conference in Siem

and share to other

Reap province. 11 participants (4 CPV from KPT

▪

and PvH; 3 NGOs staff and 6 CWS youth staff)

97

▪ 32 participants (13 women) in Timor

▪ The training finished in 3

Leste (10 CWS TL, 6 NGO partners

modules as committed to

staff and 16 youth) trained Module III

support CWS Timor Leste

of Peace Building and Restorative Activities 3.1.9 Provide training course on

CWS's Inputs

Actual Activities

Variances/ Explanation

▪ Budget, materials, PC for Peace,

▪ Not done

▪ Planned next semester

3.1.10 Training course on Accountability ▪ Budget, materials, PC for Peace,

▪ Not done

▪ Planned next semester

▪ Budget, materials, PC for Peace,

▪ Not done

▪ Planned next semester

▪ Budget, materials, PC for Peace,

▪ Not done

▪ Planned next semester

▪ Coordinate with CDRI to conduct

▪ Participants interested and

gender to 19 CWS staff to 19 CWS staffs 3.1.11 Workshop on Trauma and Restorative Justice for 4 CWS staff in Kirirum Resort (4 days) 3.1.12 Lead all field staff to conduct LCP Assessment Reconciliation workshop to 18 px

suggested to have it in every

( SMT, POG and Core team) at

6 months

Sihanuk Ville ▪ 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

98

▪ With support from CWS Country

▪ The training finished in 3

Representative, 32 participants (13

modules as committed to

women) of Timor Leste including 10

support CWS Timor Leste

CWS TL staff, 6 NGO partners and

They requested to provide

16 youth provided Module III of

more session that related to

Peace Building and Restorative

peace building.

Justice training Output 4.1 Red Cross Volunteers (RCVs) are actively functioning, commune and

▪ 19 staff trained on CBDRR and planning

target communities

▪ As Planned

and 10 from PVH trained on

village disaster preparedness plans developed and implemented in

▪ 18 staff (6 women), 9 from KPT CBDRR

▪ 19 staff trained on community first

▪ Not done

▪ Planned in next semester

▪ Not done

▪ Planned in next semester

aid ▪ 19 staff trained on Sphere and Accountability (ERP)

Activities 4.1.8 Provide training on CBDRR to 18 staff

CWS's Inputs ▪ Budget, materials, Program Coordinator and Assistant of ERP

4.1.9 Coordinate with CRC to provide

▪ Budget, materials, ERP Program

Actual Activities ▪ Provide a three-day training on

Variances/ Explanation ▪ Achieved as planned

CBDRR to 18 staff (6 women), 10 from PVH and 8 from KPT project ▪ Not done

training on First Aid to 19 staff

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

4.1.10 Provide training on Sphere

▪ Budget, materials, ERP Program

▪ Not done

▪ Planned next semester

and Accountability to 19 staff

99

Activities 5.1.3a Medicam Monthly Meeting Watsan Sectoral Working

CWS's Inputs

Actual Activities

Variances/ Explanation

PO

3 meetings (17 Oct; 9 July; 19 Sept)

Base on invitation letter

PC & PO

3 meetings (4 Nov; 2 Sept; 1 July)

and time availability

PO & PC

4 times(18,11,9 Dec & 27 Nov)

Group Meeting Other meetings/national events/ workshop 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

▪ Monthly project monitoring on:

appropriately monitored and

12 project management

supported

12 project implementation activities

▪

6 staff performance Activities 5.1.1b Field visit of Program Manager to monitor project management

CWS's Inputs ▪ PM, PO, PC

Actual Activities

Variances/ Explanation

▪ Regular field monitoring from

Program Office and rarely from Program Manager as time constraint

5.1.2b Field visit of Program staff to project implementation and

▪ Program staff conducted 15 regular

field monitoring in purpose of quality program implementation of Health, SHG, Food production, WatSan etc……

100

▪ Program Manager conducted 2 one

▪ The one day meeting was

day meeting on Most Significant

improved knowledge of

Change meeting with all project

project staff on MSC concept

staff of PVH, KPT and SVR.

and how to apply MSC in the communities.

▪ Program Manager conducted 6

▪ Coaching and advice was

times of field monitoring to projects,

given to project manager

which 2 times in SVR, one time in

on staff performance and

KPT and 3 times in PVH

project implementation.

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

▪ On the job training & formal training/

capacity building of staff on:

project staff ▪ 1 VBCD reflection ▪ 1 CD reflection ▪ 19 project staff (9 KPT and 10 PVH)

staff trained in leading and managing rural organization ▪ 19 project staff (9 KPT and 10 PVH)

staff trained in PM &E ▪ 19 project staff (9 KPT and 10 PVH)

are able to facilitate training to communities

101

▪ 4 exposure visits ▪ 4 on the job trainings ▪ 4 tools development

Activities 5.2.1b Organize VBCD reflection

CWS's Inputs ▪ PM,Pm and PCs

Actual Activities ▪ Not done

Variances/ Explanation ▪ Due to the time constrain to

complete project activities, VBCD reflection workshop be moved to next semester 5.2.2b Organize annual reflection on

▪ PM,Pm and PCs

▪ 27 staff attended a 3-day CWS

▪ Achieved as planned

Com Dev model reflection workshop

CWS CD model

workshop (9 PVH, 9 KPT, 9 Prog. office and one M and E Officer) 5.2.3b Provide Leading and Managing Rural Organization Training

▪ Pcs, field Staff, Pm, budget,

materials

▪ Not done due to program give

priority to other training

19 project staff (9 KPT and 10

▪ The program give priority to

the CLTS course which is urgent need for field staff

PVH) ▪ The Training on leading and

managing rural organization 5.2.4b Provide Participatory Monitoring

▪ Pcs, field Staff, Pm, budget, materials ▪ Planned in next semester

▪ will move to next quarter

and evaluation training course to 19 project staff (9 KPT and 10 PVH)

102

5.2.5b Provide on the job training to KPT ▪ PM,POs, Pm

▪ Program staff conduct on the Job

training to project staff during field

and project staff

▪ Integrated plan of Program

office and project

visit and meeting ▪ Program Manager and Program

5.2.6b Develop tool development for

▪ PO,Pm,Pc

staff conducted three day meeting

were integrated in project

with all project, PVH, KPT and PVH

work plan. Its help to support

staff to integrate FY09 planning of

project implementation at

program and project.

target villages.

▪ Develop 3 tools: VP monitoring

book, database forms, and SMCH

implementation (4tools)

▪ All annual program work plan

▪ The other tool will develop

next semester

forms. 5.2.7b Organize exposure visit for KPT

▪ Pm,PCs

▪ Only 2 internal exposure visit in

the target village area, SHG and

and PVH staff (4 times)

▪ The external exposure visit

will be done in next semester.

VDC activities. Conducted Low Cost Sanitation

Budget, materials, Program Officer

training to CWS and other NGO

for Health

staff

▪ Coordinate with CAWST to provide

▪ Unplanned, but it's necessary

training to project staff and other

for staff capacity

NGO staff on Low Cost Sanitation

enhancement to support their

which is 6 CWS (2 from KPT, 2

work quality

from PVH and 2 from SVR) and 9 other NGO staff Conduct Community Led Total

Budget, materials

▪ Coordinate with MRD to provide

▪ Unplanned, but it's necessary

Sanitation Training to CWS field

Training on Community Led Total

for staff capacity

staff

Sanitation to 25 staff (10 PVH, 9 KPT

enhancement to support their

and 6 SVR)

work quality

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Output 5.3b

▪ Develop guidelines of:

Effective exit strategies, phase-out/ hand over guidelines/ tools, baselines

Food Security guideline

survey instrument…developed, trialed

VP family guideline

▪ In the process to finish it.

and introduced ▪ Review guidelines of:

In-kind and cash credit guideline

▪ In-kind and in cash credit guide line

reviewed and plan to submit to POG early next semester Health Activity Implementation guideline

▪ Health Activities implementation

guideline was presented to POG

ERP contingency plan

▪ ERP contingency plan developed

ERP guideline

▪ The ERP guideline drafted

Village Phasing out

▪ Phase out plan for SVR is in placed

and implement from October 08

▪ The implementation of

phasing out plan has made changes of the FY09 plan

Water and Sanitation guideline

▪ WatSan guideline reviewed

Water and Sanitation manual

▪ WatSan manual drafted

Activities 5.3.1b Develop food security guideline

5.3.2b Develop VP family guideline

CWS's Inputs ▪ PO,PC

▪ PO,PC

Actual Activities ▪ Food security guideline was drafted

Variances/ Explanation ▪ Will review again after

and it will submit to POG next

comment and advise from

semester

Program Manager

▪ Program staff develop VP

monitoring book

▪ The VP guideline will finish

to link with VP monitor in next semester

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5.3.3b Review in-kind and cash credit

▪ PO,PC

guideline developed

guideline 5.3.4b Review Health activity

▪ PO,PC

Implementation guideline

5.3.5b Review ERP contingency plan

▪ In kind and in cash credit

▪ PO,PC

▪ Reviewed health Activity

▪ Will submit to POG next

semester ▪ Have been submitted to POG

Implementation guideline on

member for the approval

30 July 08 and presented to

and will be finalized next

POG on 31 July 08

semester

▪ ERP contingency plan was

▪ Achieved as planned

already reviewed and submitted to POG 5.3.6b Review ERP guideline

▪ PO,PC

▪ The ERP guideline was already

drafted and will need POG approval 5.3.7b Review CWS Peace manual 5.3.8b Develop village phasing out

▪ PO,Pm

▪ This guideline will be in valid

after POG approval

▪ In the process ▪ The phase out plan was made

▪ Planned was approved and

by SVR staff after 2 consultation

implemented in Oct 08 until

meetings with PM, PC and PO

Jun. 09

and 1 meeting with CR and DP 5.3.9b Review water and sanitation guideline

▪ WatSan guideline reviewed with

Project staff and will be finalized

▪ Will present to POG

next semester

early next semester 5.3.10 Review water and sanitation manual

▪ WatSam manual developed with

expert consultant

▪ Will present to POG

next semester

105

Church World Service Cambodia Logical Framework Mid Year Report FY09 Project Name: The Kompong Thom VBCD Project Project No.

Narrative Summary

Objectively Verifiable Indicators

Actual Output

Variances/Remarks

Overall Objective: To develop the communities' capacity to define their development direction and improve them to meet their basic need; access to basic social services; sustainable livelihood opportunities and food security. Theme 1: Capacity Building for Development Planning OBJECTIVE Develop community capacity to engage with Government institutions and CBOs to define their development direction and manage their affairs in aparticipatory and democratic manner. Output 1.1: Enhance program coordination with ▪ At least 2 coordination meetings with ▪ 6 coordination meetings with ▪ Over planned sectoral forums (PROCOCOM) PDRD, PDOH, PDoEY, PDoWA, PDRD, PDoH, PDoA, and provincial departments (PDRD, 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 Sambou authorities and concerning government office are conducted and Santuk were organized ▪ 2 coordination meeting with commune

councils are conducted (2 meeting in each commune) Activities 1.1.1 Attend coordination meetings with PDRD, PDoA, PDoE, PDoH

CWS's Inputs ▪ Project Manager, Project Coordinators

Program Manager

▪ Two quarterly meetings were

▪ Achieved as planned

conducted Actual Activities ▪ Program Manager, Project

Manager, and Coordinator organized one coordination with PDRD and UNICEF to discuss on the collaboration of water and sanitation project

Variances/Remarks ▪ 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

106

▪ Program Officer for Health and

▪ PDoH agreed to provide two

Project Coordinator

Project Coordinator meet with PDoH to discuss on refresher training courses to VHVs and TBAs

trainers to support project's activities

▪ Project Coordinator

▪ Project Coordinator meet with

▪ PDoA agreed to provide one

PDoA one time to discuss on Integrated Farm Management Training to demo farmers

trainer to discus on the topic and conducted the training

▪ Program Officer for Health and

▪ Program Manager an Project

Manager

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

▪ Project Manager, Project Coordinators

1.1.3 Organize quarterly meetings with commune councils for 2 communes

▪ Project Manager, Project Coordinators

Program Officers, budget, vehicle

Program Officers, budget, vehicle

▪ Program Manager and Project

Manager meet with PDoE Officers on supporting and monitoring NFE classes in six target villages, two communes ▪ Project Manager meet with two

district governors of Prasat Sambou and Santuk on CWS program and commune development plan ▪ Project organized two quarterly

▪ PDoE provided two district

education officers from Prasat Sambou and Santuk district to cooperate and support the project. ▪ District governor understand

CWS program and willing to integrate in Commune development plan

▪ Achieved as planed

meetings with participation of 11 CC members, police officer, and key commune officers to discuss on collaboration and how to implement activities

107

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

▪ 43 VDCs, VLs & CCs attend 2 times

meeting

▪ 13 VDPs developed by VDCs and VL

▪ 26 VDCs, VLs, and CCs from

Achieved 50% of project plan will organize another meeting in next semester

12 target villages attended two VDC/CC quarterly meetings ▪ Annual village development

▪ Achieved as planned

planning in 13 target villages were developed ▪ 63 VDCs & CCs attend annual plan-

ning workshop

▪ 43 VDCs, VLs & CCs (40%women)

trained in leading and managing rural organization

▪ 43 VDCs, VLs & CCs (40% women)

▪ 56 VDCs, CCs, VLs and other

▪ 89% of project plan achieved

relevant district government officers (14 women) attended the annual planning workshop ▪ 17 VDCs and CCs (1 woman)

▪ Achieved 50 % of project plan.

from 4 target villages of Ti Pou commune attended the training on leading and managing rural organization

as communities are busy with rice harvest. The training planned at the end of first semester will move to next semester

▪ Planned in next semester

▪

▪ 146 peoples (105 women) in 12

▪ CD concept was a subject

trained in Participatory Monitoring and Evaluation (PM&E) ▪ 43 VDCs, VLs & CCs (40% women)

trained in CD concept

▪ 43 VDCs, VLs & CCs (40%women)

trained in planning & proposal writing

target villages received regular coaching on CD concept from project staff during community meeting ▪ 23 VDCs, VLs, and CCs

(6 women) attended the training on planning and proposal writing

requiring more conceptualizing. Based on knowledge of VDCs VLs, and for more efficiency, project staff provided them regular coaching ▪ Achieved 50 % of project plan. The training planned at the end of first semester will move to next semester

108

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

Actual Activities ▪ Two quarterly meetings were

Variances/Remarks ▪ Achieved as planed, to share

conducted with 26 participants including VDCs, VLs and CCs to present 3 achievement and next planning

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

▪ Project field staff, VDCs, and

g VDCs in 13 villages g 1.2.3 Encourage to integrate VPD into commune development plans

▪ Pcs, cs, field e d Sta Staff,, Pm,materials , ate a s

▪ See 1.2.4

1.2.4 Organize annual VDC workshop to present achievement and next planning to VLs CCs and relevant stakeholders

▪ Pcs, field Staff, Pm, budget, materials

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

▪ Program Manager, budget, materials

▪ Achieved as planned

VLs worked together to organize 13 village general meetings to set up annual VDPs ▪ The e integration teg at o o of VDPs s into to

communal development plans was done during annual VDC workshop ▪ Organize the annual VDC

workshop with 56 participants (14 women) included VDCs, VLs, CCs, District Department of Education Officers, PDRD, PDoW officer, HC staff and project staff ▪ 14 VDCs (one woman) and 3

CCs from 4 target villages of Ti Pou commune attended the training on Leading and managing rural organization

▪ The workshop present the village

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

▪ Achieved 50 % of project plan.

The training planned at the end of this semester will move to conduct next semester due to communities busy with rice harvesting

109

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

▪ Pcs, field Staff, Pm, budget, materials

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

▪ Pcs, field Staff, Pm, budget, materials

▪ Planned in next semester

▪

1.2.8 Provide training course on Planning and Proposal writing to VDCs, VLs and CCs (2courses)

▪ Pcs, field Staff, Pm, budget, materials

▪ One training course on planning

▪ Another training will conduct

1.2.9 Support local initiatives (community meeting hall, bridge, community road, culverts…)

▪ Materials, budget, Pcs, field staff

1.2.10 Provide training in gender to VDCs, VLs, CCs & CPVs

▪ Materials, budget, Pcs, field staff

▪ Two training courses on Gender

▪ Achieved as planned

1.2.11 Assist 2 commune councils to develop commune development plans

▪ PO/PC/CDW

and Domestic Violence were provided to 69 peoples (38 women) in Sroeung commune ▪ Not done

▪ The commune development

1.2.12 Support budget and materials for CCs to implement commune development plans

▪ PC/CDW, budget, materials

▪ Provide orientation to villagers

▪ CD concept was a subject

and regular coaching to VDC CD concept to 146 people (105 women) in 12 target villages of two communes

and proposal writing with 23 participants (6 women) included of VDCs, VLs, and CCs attended. ▪ Project provided supports to

local initiatives such as one water pump machine, one community hall and one community latrine

requiring more conceptualizing Based on knowledge of VDCs VLs, and for more efficiency, project staff provided them regular coaching

in next semester

▪ Based on annual village

development plans

plan was already developed by commune councils in June 2008 ▪ Not done

▪ Refer to 1.2.11

110

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

▪ 130 VP families trained to understand

on Com dev Concept

▪ 30 VP families in 12 villages are able

to develop their household plans and implemented Activities

CWS's Inputs

▪ 146 community peoples (105

▪ Over expectation

women) including absolute poor families attended the orientation training on CD concept ▪ 38 absolute poor families were

▪ Over expectation

developed household plan

Variances/Remarks

Actual Activities

1.3.1 Orientation meeting on CD concept to vulnerable and communities

▪ Budget, materials, Pc, staff

▪ See 1.2.6

▪

1.3.2 Coordinate with VDC to select 65 families for training in houseplanning and family assessment

▪ Materials, staff

▪ With coordination of VDC and

▪ 50% achieved of project plan

field staff, 35 families were selected from 12 target villages to attend the training on household planning and family assessment

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

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

▪ With coordination of VDC and

▪ PC, staff, budget

as another 50% was selected last fiscal year

▪ Over expectation

assessment and household and household planning were conducted to 72 absolute poor families ▪ Achieved as planned

field staff, 38 absolute poor families were supported on household development planning

111

1.3.5 Support and monitor 30 VP families to implement household plan

▪ PO/Pc/CDW, materials, budget,

1.3.6 Support and encourage 12 vulnerable families to implement household plan

▪ PO/PC/CDW, budget

▪ Refer to 1.3.5

▪ Refer to 1.3.5

▪ 11 trained literacy teacher (30%

▪ Eight literacy teachers were

▪ Not achieved as planed due to

Output 1.4: Improve literacy and numeracy among 9 target communities

▪ Project staff provided regular

supports and monitor to 38 absolute poor family to implement their household development plans, included 8 families plan of chicken and duck raising, 12 of microbusiness and 19 of home gardening

women) are able to facilitate literacy class ▪ 100 literacy students (50% women)

are able to read, write and calculate

▪ 6 literacy classes consist of 120

success complete the training on pedagogy of Non-Formal Education ▪ 124 literacy students (94

▪ Six literacy classes with 124

students (76% women) are well functioned

▪ 200 people(120 students) participated

▪ 450 community peoples and

▪ 12 community mobile libraries

interested in improving their families living status and actively involved with project activity

3 literacy teacher candidates abandoned the class ▪ Over expectation

women) enrolled in six classes are able to read, write and numeracy

students(50%women) functioned well

in International Day of Literacy

▪ Most absolute poor families

▪ Women are more interesting

in literacy class than men ▪ Over expectation

183 students participated in International Day of Literacy ▪ Planned in next semester

▪ Planned in next semester

established and functioned, benefited to 240 readers

112

Activities

CWS's Inputs

Variances/Remarks

Actual Activities

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

▪ Support the graduated literacy

1.4.2 Coordinate with District NFE officer to monitor 6 classes

▪ Pc/CDW, budget

▪ Planned in next semester

▪

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.

▪ CDW, Pc, budget, materials

▪ Provide school materials to

▪ Achieved as planned

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) 1.4.7 Cooperate with District Education Office to organize International Literacy Day with 200 participants (120students)

▪ CDW, Pc, budget, materials

▪ CDW, Pc, budget

▪ Achieved as planned

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

124 NFE students (94 women) in 6 classes ▪ Provide monthly stipend to 6 literacy y teachers from Julyy 08 ▪ Not done

▪ Achieved as planned

▪ Due to the NFE classes will

be graduated in next semester

▪ CDW, Pc/PO, budget, materials

▪ Planned in next semester

▪

▪ CDW, Pc/PO, budget, materials

▪ Cooperated with District

▪ Over expectation

Department of Education to organize an International Literacy Day with participated of 450 villager (321 women) and 183 school children (106 girls) from 8 target villages of Sroeung commune

113

1.4.8 Enhance 12 mobile libraries and provide education books to those libraries for 240 readers

▪ CDW, Pc/PO, budget, materials

▪ Planned in next semester

▪

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

▪ Pc, budget

▪ Support the district education

▪ Based on the invitation from

officer to attend the monthly coordination meeting on NFE at Phnom Penh 4 times

Phnom Penh department

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 coun-

▪ 23 TBAs were trained on Pre

selling on pre & post natal care to the communities

Pre and Post Natal Care and Counseling

▪ 390 people from 13 villages received

▪ 144 community peoples (130

awareness on birth spacing, mother and child health care

▪ 26 VHVs trained in education on prim-

ry health care, avian, influenza, dengue fever and HIV/ AIDS to the communities

▪ 520 people from 13 villages received

awareness of HIV/ AIDS and sexual transmitted diseases prevention

women) in three target villages attended awareness raising on Birth Spacing ▪ 20 VHVs (9 women) from 12

▪ There are only 23 TBAs in 12

target villages

▪ Due to HC staff not available

this period, we will move some activity to next semester

▪ Achieved as planned

target villages were trained on Dengue Fever, Malaria, Primary Health Care, Diarrhea and pneumonia. ▪ Not done

▪ As the HIV/AIDS & STD training

is still not provided to VHVs yet, the awareness raising will move to next semester

114

▪ 520 people form 13 villages received

▪ Not done

▪ As the topic on dengue fever,

awareness of dengue fever, malaria prevention

▪ 520 people from 13 villages received

malaria prevention and primary Health care is just provided, the awareness raising will move to next semester ▪ Planned in next semester

▪

▪ 197 peoples (138 women) in

▪ Participants were interesting

awareness of avian influenza prevention ▪ 200 people in Ti Po commune

participated in International World AIDS Day Activities 2.1.1 Cooperate with HC staff to provide refresher course to 26 TBAs

CWS's Inputs p ▪ 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

Ti Pou commune attended International World AIDS Day Actual Activities ▪ In cooperation with OD and HC

staff, the program staff provided a training course to 21 TBAs on pre and post natal care and counseling on 22-24 Sept 08. ▪ Support TBAs in 3 target villages to organize and provide awareness raising on birth spacing to 144 community peoples (130 women) ▪ In cooperation with OD and HC staff, the program staff provide a training on dengue fever, malaria, primary health care diarrhea and pneumonia to 22 VHVs (9 women) from 12 target villages on 18-19 Nov 08

in HIV/AIDS awareness and understood how to prevent themselves from the disease Variances/Remarks

▪ There are only 21 TBAs in 12

target villages

▪ Due to time constrain and

HC staff not available in this period, some activities will move to next semester ▪ 4 VHVs go outside village

for their earning income

115

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

▪ Not done

▪ As the training on HIV/AIDS &

STD did not provide to VHVs yet, So the project plan to implement nest semester ▪ Support VHVs to provide

▪ Based on capacity of VHVs in

awareness raising on primary health care to 172 community peoples (147 women in Sroeung commune

some target villages, the project plan to collaborate with HC staff and VHVs on this awareness in next semester

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

▪ Not done

2.1.7 Support VHVs to educate on avian -influenza influenza prevention to 520 people in 12 villages

▪ CDW, budget, materials

▪ Planned in next semester

▪

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

▪ CDW, budget, materials

▪ Organized an International

▪

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 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

▪ Pc, CDW, budget, materials

▪ Not done

▪ Refer to 2.1.9

▪ Support to VHVs in providing aware-

▪ 435 peoples (406 women) were

▪ Women were much interesting

▪ The project plan to collaborate

with HC and VHVs on this topic next semester

World AIDS day with 197 participants (138 women) from target villages of Ti Pou commune ▪ Not done

▪ HCs were busy with their

original plan. So the activity will move to next semester

ness raising to 520 families

educated on food nutrition and SMCH

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

116

▪ 60 malnourished children under 5

years old from 6 villages received food supplement Activities

CWS's Inputs

2.2.1 Provide refresher training in nutrition to 26 VHV

▪ Program Officer for Health, CDW,

2.2.2 Support VHVs to provide education on nutrition to 520 f ili in families i 12 villages ill

▪ CDW, budget, materials

2.2.3 Cooperate with VHVs to provide seeds to parents of 60 children under 5 years to improve nutrient food

▪ CDW, budget, seed

2.2.4 Coordinate with VHVs to provide nutrient food to improve health of 60 children under 5 years in 13 villages

▪ PO, CDW, budget

2.2.5 Cooperate with VHVs to provide ingredients of nutrition food for mother of malnourished children under 5 years

▪ CDW, budget

budget

▪ 331 infants (157 girls), 324

mothers, 72 pregnant women, 105 lactating mother and 25 VHVs received nutrition foods Actual Activities ▪ Cooperate with OD and HC

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 to 435 peoples l (406 women)) in i 12 target villages of two commune ▪ Cooperate with VHVs to provide

vegetable seed to 37 families who have children under 5 ys ▪ Under FWP support 331infants

(157 girls) from 6-4 months,324 mothers, 72 pregnant women, 105 lactating mother and 25 VHVs benefited from SMCH project a total of 14.2 T of white rice, 0.948 T of oil, 17.550 T of CSB and 2.193 T of sugar ▪ Planned in next semester

▪ The children above 24 months

under 60 months will support next semester Variances/Remarks ▪ 4 VHVs are busy on their

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

▪ Women were much interesting

in SMCH project as it could help to improve health status of their children ▪ Number of supports based on

malnourished children.

▪ The children above 24 months

under 60 months will support next semester

▪ It will continue to support

children above 24 months to 60 months

117

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

▪ 100 families from 12 villages benefit

▪ 3 open wells benefited to 21

from 20 new open well constructions

families in two target villages of Sroeung commune

▪ 120 families benefit from 20 upgraded

▪ 17 open wells benefiting 88

families will be constructed in next semester

▪ Not done

▪ Planned in next semester

▪ 64 absolute poor families were

▪ Final decision to put ceramic

wells ▪ 30 families benefit from 30 bio-sand

filters construction

selected in 7 target villages of Sroeung and Ti Pou commune ▪ 28 ceramic water filter was

water filters was made with all staff participation based on actual need of communities and target area

p p provided to 28 absolute poor families ▪ 270 families from 12 villages educated

on water and sanitation

▪ 20 families from 12 villages benefit

from 20 latrine construction

▪ 800 school children and teachers

▪ 240 peoples (130 women) in

▪ 12 household latrines in eight

target villages of Sroeung and Ti Pou commune were constructed ▪ Not done

from 7 schools benefit from 15 biosand filters construction ▪ 800 school children and teachers

from 7 schools educated on water and sanitation

▪ Achieved as planned

Sroeung commune attended water and sanitation awareness raising ▪ Other eight household latrines

will be constructed in next semester

▪ Most target schools had water

filters supported by project and UNICEF in last FY08 ▪ 240 primary school students

(130 girls) were educated on water and sanitation by HC and project staff

▪ Other 560 primary school

students will be targeted in next semester

118

▪ 200 people were aware of clean water

▪ Planned in next semester

▪

using through World Water Day's participation Activities

CWS's Inputs

Variances/Remarks

Actual Activities ▪ Cooperate with VDCs and VLs

▪ Achieved as planned

2.3.1 Cooperate with VDCs to select families who will benefit from 20 new open wells

▪ CDW, budget

2.3.2 Cooperate with VDCs to support the communities in constructing 20 open wells for 120 families in 13 villages

▪ CDW, Pc, materials, ring molds

2.3.3 Cooperate with VDCs to select 120 families to benefit from 20 upgraded wells

▪ CDW, materials

2.3.4 Support materials to 240 families to upgrade 40 wells

▪ CDW, Pc, materials, budget

▪ Planned in next semester

▪

2.3.5 Cooperate with VDCs to select vulnerable families who benefit from 30 biosand water filters

▪ CDW

▪ Cooperate with VDCs to select

▪ The original plan is Bio-sand

to select 109 families in 12 target villages of Sroeung and Ti Pou communes to benefit from 20 open wells ▪ Support the VDCs, VLs, and

▪ 17 open wells were planned in

beneficiaries to construct 3 open wells benefited 21 families in two target village of Sroeung Commune ▪ Cooperate with VDCs and VLs

next semester

▪ Achieved as planned

to select 125 families in 12 target villages of two commune to benefit from 20 upgraded

2.3.6 Cooperate with VDCs to provide ▪ CDW, materials, Pc education on water sanitation and bio-sand filter maintenance to 30 VP families

64 absolute poor families in 7 target villages of Sroeung and Ti Pou communes for ceramic water filters ▪ Support VDCs, VLs, and VHVs

water filter but the communities interest on ceramic as they see in some areas used. ▪ Achieved as planned

to provide awareness on water and sanitation, and water filter maintenance to 64 absolute poor families

119

2.3.7 Support 30 families to construct bio-sand filter

▪ CDW, materials, molds, PO

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, PO

2.3.10 Support 20 families to construct 20 household latrines

▪ CDW, materials, molds, Pc, PO

▪ Refer to 2.3.5

to 28 absolute poor families ▪ Support VHVs to provide

▪ Achieved as planned

awareness on clean water and and sanitation to 240 people (130 women) in Sroeung commune ▪ Support VDCs, VLs to select

12 families in eight target villages of Sroeung and Ti Pou commune for household latrine construction ▪ VDCs, VLs, and beneficiaries

▪ Other eight families will be

selected in next semester

▪ Refer to 2.3.9

worked together to construct 12 household latrines in eight target villages of Sroeung and Ti Pou commune

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 teachers to construct 15 bio-sand filters for 7 schools with 800 teachers and students

▪ Provided 28 ceramic water filter

▪ CDW, materials, molds, Pc, PO

2.3.13 Cooperate with HC to educate on C▪ CDW, materials, Pc, PO clean water and sanitation to 800 teachers and students

▪ 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

▪ Other 560 primary school

staff to provide awareness on clean water and sanitation to 240 primary school children (130 girls)

children will be targeted in next semester

120

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

Activities

▪ 65 primary school children (32

▪ Achieved as planned

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

▪ The result of 65 primary school

students supported in this semester will be disclosed at the end of this semester Variances/Remarks ▪ Achieved as planned

CWS's Inputs ▪ CDW, Pc, PO

Actual Activities ▪ Support VDCs to select 65 primary school children (girls) of absolute poor families in 12 target village for scholarship

▪ CDW, budget, school materials

▪ Support school materials to 65 primary school children of absolute poor families

▪ The project supported school education materials only one time a year

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

▪ Project staff, VDCs and school teachers regularly motivated parents to encourage their children to attend school ▪ Project staff coordinated with teachers to follow up children score in every quarter

▪ Project staff cooperated with VDCs and VLs to follow up and motivate children's parents

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

▪ 34 absolute poor families (27 ▪ Number of innovative farmers women) trained on chicken and will be increased as they were duck raising improved technique much interesting in the and increased number of livestock techniques

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

2.4.2

Support school materials to 65 children (60% girls) to go to school

▪ At least 65% of 40 fowl alternate / livestock trained families improved their livestock raising technique and increased number of livestock

▪ 58 primary school children who were supported education materials in previous semester passed the grade.

121

▪ At least 60% of 25 fish raising trained families start to raise fish

▪ Not done

▪ At least 60% of 16 SRI trained farmers practiced SRI techniques in their rice plots ▪ At least 70% of 56 home gardening trained families have home garden in their plots ▪ 12 farmers practice IFM with supported techniques/ materials/ seeds from CWSC ▪ 10 families benefit from 10 family y ponds ▪ 360 families oriented on SHG concept and its advantage

▪ Planned in next semester

▪ The communities interest on livestock than fish raising as the water resource is not available in the dry season ▪

▪ Planned in next semester

▪

▪ 12 trained farmers practice pig raising with vegetable production ▪ Not done

▪ Achieved as planned

▪ 10 SHG with 250 members organized and function ▪ 42 trained of 14 SHG committees have capacity in bookkeeping and and operate the group process

▪ Refer to the familyy pond is purpose on fish raising ▪ Over expectation

▪ 471 community people (370 women) were introduced the SHG concept ▪ 12 SHGs consist of 195 ▪ The members of SHG is members (151 women) formed less than plan as estimated and needed materials supported plan is 25 member per group ▪ 22 SHG committees trained on ▪ Another training course will be SHG concept and book keeping conducted in next semester

▪ 10 SHG used CWS' WCA to run business for increasing their family income

▪ Planned in next semester

▪

▪ 18 trained farmers increased rice yield by using compost/ natural fertilizers for soil improvement

▪ 18 farmers selected for compost fertilizer training

▪ The training will be done in next semester as the farmers selected in Dec 08.

122

▪ 15 trained farmers increased family's income from mushroom growing

▪ 18 farmers selected for mushroom growing training

▪ 3 community tree nurseries created and have fruit trees for vulnerable people

▪ Planned in next semester

Activities

CWS's Inputs

Actual Activities

▪ The training will be done in next semester as the farmers selected in Dec 08. ▪

Variances/Remarks

2.5.1 Cooperate with VDCs to select 40 vulnerable families for animal raising training courses (20 for pig training & 20 for chicken)

▪ CDW

▪ Cooperate with VDCs to select 40 absolute poor families (32 women) from target villages for chicken and duck raising

▪ All absolute poor families interested in chicken and duck raising than pig raising as they did not have enough food for pig

2.5.2 Provide 2 training courses on f l alternative fowl lt ti and d livestock li t k raising to 40 families (pig 1 course & poultry 1 course)

▪ Budget, Program Coordinator for Credit C dit and d Income I generation, ti CDW Project Coordinator

▪ Provide training on duck raising to 20 absolute poor families (18 women) from 2 villages, Ti Pou commune

▪ All absolute poor families used the learnt knowledge to apply at their home bases.

▪ 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) from 8 villages, Sroeung commune 2.5.3 Provide fowl alternative, fingerling ▪ Budget to 26 trained families (3 kg of hens/ fam)

▪ Provide hen breed, which is 3 hens and one cock per each family, to 7 absolute poor families,

▪ The other trained families will provide hen breed after they finish chicken and duck house in next semester

▪ Provide duckling, which is 15 duckling per each family, to 20 absolute poor trained families.

123

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

▪ CDW

▪ Not done

▪ The community people is more interested in livestock raising than fish raising as the water resource is not available in dry season

2.5.5 Provide 2 fish raising training courses to 25 families

▪ CDW, CIG Coordinator

▪ Not done

▪ Refer to 2.5.4

▪ Provide 15 fishing net to 15 absolute poor families from Thmei village, Ti Pou commune in purpose of earning income 2.5.6 Cooperate with VDCs to select 16 families for SRI training g

▪ CDW, CIG Coordinator

▪ Planned in next semester

▪

2.5.7 Provide training on SRI to 16 selected farmers

▪ Program Coordinator for Credit and Income Generation

▪ Coordinate with PDoA to provide SRI training to 20 participants (17 women) from. Thnot Chuo village, Sreung commune

▪ More families interested on this training course

2.5.8 Support 16 families to practice SRI in their rice fields

▪ CDW, CIG Coordinator

▪ Planned in next semester

▪

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

▪ CDW

▪ Planned in next semester

▪

2.5.10 Provide 2 training on home gardening to 56 families

▪ CDW, CIG Coordinator

▪ Planned in next semester

▪

2.5.11 Provide vegetable seed and materials to 40 trained families

▪ Budget

▪ Planned in next semester

▪

124

2.5.12 Cooperate with VDCs to select 6 demo famers

▪ CDW

▪ Cooperated with VDCs to select 6 demo farmers

▪ As planned

2.5.13 Provide IFM training to 12 model famers (6 in FY08)

▪ CDW, CIG Coordinator

▪ Cooperate with PDoA staff to provide training on IFM to 12 demo farmers

▪ Achieved as planned

▪ During IFM training, project provided 12 water baskets and vegetable seed to 12 demo farmers

▪ Achieved as planned

▪ Provide 360 kg of rice seed (IR 66) to 35 families for dry rice season cultivation

▪ Based on needed from communities whom their rice field affected by drought

2.5.14 Provide seed and materials to 12 demo farmers

Seed, fingerlings and other materials

2.5.15 Cooperate with VDCs to select families to benefit from 10 family ponds

▪ CDW

▪ Not done

▪ It will be done in the next semester

2.5.16 Support FFW to 10 families to dig 10 family ponds

▪ CDW, rice food for work, Pc

▪ Not done

▪ Refer to 2.5.15

2.5.17 Organize orientation meeting on SHG concept to 360 families in 13 villages

▪ Budget, CDW, Program Coordinator for credit and income generation

▪ Program staff coaching field staff to introduce SHG concepts to 471 community peoples (370 women) in all target villages

▪ Over expectation

▪ Form 12 SHG consist of 195 members (151 women) in 6 target villages of two commune.

▪ The number of members are less than planned

▪ Project provided needed materials for 12 SHGs in six target villages

▪

2.5.18 Support to form 10 SHGs and and materials supply

▪ CDW

125

2.5.19 Provide 2 training courses on book keeping to 14 SHG with 42 committee members

▪ CDW, Program Coordinator for credit and income generation

▪ Provide a three day training on SHG concept and book keeping to 22 SHG committees in Sroeung commune commune

▪ Another training course will be conducted in next semester at Ti Pou commune

2.5.20 Provide WCA to 10 SHGs after evaluation

▪ CDW, CIG Coordinator, WCA

▪ Planned in next semester

▪

2.5.21 Cooperate with VDC to select 20 VP families for small business

▪ CDW, CIG Coordinator

▪ Cooperate with VDCs and VLs to select 22 absolute poor families in 8 target villages for income generation activities

▪ Over expectation

2.5.22 Grant support to 20 VP families for small business

▪ CDW, CIG Coordinator, budget

▪ Project provided grant for small business and eight with chicken and duck to 14 absolute poor families

▪ Refer to 2.5.21

2.5.23 Cooperate with VDCs to select 18 families for compost making training

▪ CDW

▪ Cooperate with VDCs to select ▪ Achieved as planned 18 families in four target villages for compost fertilizer making training

2.5.24 Provide training on compost making to 18 families

▪ CDW, CIG Coordinator

▪ Not done

▪ The selection was done at the end of December 2008. So the training will be done next semester

2.5.25 Cooperate with VDCs to select 15 families for mushroom training

▪ CDW

▪ Cooperate with VDCs to select 15 families in 7 target villages for mushroom growing training

▪ Achieved as planned

2.5.26 Provide training on mushroom growing training to 15 families

▪ CDW, CIG Coordinator

▪ Not done

▪ As explained in 2.5.24

126

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

▪ CDW

▪ Planned in next semester

▪

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

▪ CDW, CIG Coordinator

▪ Planned in next semester

▪

2.5.29 Provide materials and seeds for ▪ Budget ▪ Planned in next semester 3 community tree nurseries Theme 3: Strengthening Civil Society OBJECTIVE Strengthen target community understanding and practice of peace building and restorative justice Output 3.1 Communityy keyy persons (CCs, p ( , VDCs,, ▪ 52 CPV,, VL and VDCs trained in ▪ 32 CPVs,, VDCs,, and,, VLs VLs, elderly, monk) play an active Peace Concepts were trained on peace concept role in peace building, responding to conflict, and utilizing LCP approaches in their communities ▪ 38 CPV, VL, trained in Local Capacity ▪ Not done, for Peace

▪

▪ Another course will conduct next semester

▪ The project move this training to next quarter as requested by program staff

▪ 27 CCs and VLs trained on Local Capacity for Peace

▪ Planned in next semester

▪ Planned in next semester

▪ 27 CCs and VLs trained on Anticorruption (Anti-corruption)

▪ Not done

▪ As the course need to provide to project staff before CCs and VLs, so it will move to next quarter.

▪ 4 key people in target villages involve in damayeatra and other peace activities

▪ 2 CPVs (1 woman) from two target villages of Ti Pou commune joined International Youth Conference on Peace at Sieam Reap Province

▪ Other two is from Partnership program

127

Activities

CWS's Inputs

Actual Activities

Variances/Remarks

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

▪ Budget, materials, Program Coordinator for Peace, CDW

▪ Coordinate with Program staff to conduct two trainings on peace concept to 32 CPVs, VDCs and VLs

▪ Achieved as planned

3.1.2 Provide 2 training courses on Local Capacity for Peace to 38 VDCs, CPVs (1 course for CPV and 1 course for VDC, )

▪ Budget, materials, PC for Peace, Pcs, field staff

▪ Not done

▪ The project agreed to move this activity to next semester as requested by program staff

3.1.3 Provide training on Local Capacity for Peace to 27 CC,VL

▪ Budget, materials, PC for Peace,

▪ Planned in next semester

▪

3.1.4 Provide 3 days training on Accountability to 27 CC CC,VL VL

▪ Budget, materials, PC for Peace,

▪ Not done

▪ As the course need to provide to project staff before CCs and VLs, so it will move to next quarter.

3.1.5 Support Peace books to schools and prayer group

▪ Budget, materials, PC, field staff

▪ Supported peace and dhamma ▪ The project planned to support book and Buddha fold painting to peace book to three target prayer group in Thmei village schools in next semester with 20 members (15 women)

3.1.6 Coordinate with PDoW to provide training courses on Domestic Violence to 52 VDCs and key people

▪ Budget, materials, PC, field staff

▪ Planned in next semester

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

▪ Budget, materials, PC for Peace

▪

▪ Conduct white ribbon campaign with 189 people participated (107 women) in Sroeung commune ▪ Support two CPVs (one woman) ▪ Other two CPVs were from from two target village of Ti Pou Partnership program commune to join International Youth Conference on Peace at Sieam reap province

128

3.1.8 Form 2 prayer groups and supporting materials

▪ Budget, materials, PC for Peace,

▪ Project staff facilitated and provided materials to organize one prayer group in Thmei , village, Ti Pou commune with 20 members (15 women)

▪ The project planned to organize another group in next semester

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

▪ 17 RCVs (nine women) trained on CBDRR

▪ Seven RCVs were absent as they went outside the villages for income generation activities

▪ 4 CC, 13 VL trained in CBDRR

▪ Not done

▪ The CCDMs were not formed yet. Program and project staff planed to discuss with PCDM in next semester

▪ 12 villages have disaster preparedness plans integrated in Village Development Plan

▪ 22 disaster preparedness plans were raised in VDPs

▪ Disaster preparedness plans is not conducted yet but the plan derived from VDPs based on community experiences on disaster

▪ CCDM quarterly meetings conducted regularly

▪ Not done

▪ Refer to the above explain on CCDM formation

▪ 240 interested ( VDC:5 , VL:1 , literacy teacher: 1 VHV:2 and other interested people: 11 ) got echo training on HVCA by RCV

▪ Planned in next semester

▪

129

Activities

CWS's Inputs

Actual Activities

Variances/Remarks

4.1.1 Provide training on CBDRR and Planning to 24 RCV

▪ Budget, materials, CDW, ERP Pro.

▪ Provide a 3-day training on CBDRR and HVCA to 17 RCVs (9 women) from target villages of two communes

▪ 7 RCVs were absent as they went outside the villages for income generation activities

4.1.2 Provide training on HVCA to 24 RCVs

▪ Budget, materials, CDW, Pc

▪ See 4.1.1

▪ Refer to the above explanation

4.1.3 Support 24 RCV in conducting ▪ Budget, materials, Pc, CDW HVCA in their respective villages in association with VLs and VDCs

▪ Not done

▪ Prioritize to the training for field staff on Community Led Total Sanitation as this the urgent need of staff capacity building

4.1.4 Provide training on CBDRR and Planning to CCDM and VLs

▪ Budget, materials, Pc, CDW ERP Prog.

▪ Not done

▪ The CCDMs were not formed yet. Program and project staff planed to discuss with PCDM in next semester

4.1.5 Assist RCV to develop disaster preparedness plan and implement

▪ Budget, materials, Pc, CDW

▪ Not done with RCV but 22 of disaster preparedness plan were raised in Village Development Plan

▪ The plan derived from VDPs based on community experiences on disaster

4.1.6 Organize quarterly full member meeting of CCDM

▪ Budget, materials, Pc, CDW

▪ Not done

▪ Refer to 4.1.4

4.1.7 Support RCV to provide echo training on Disaster Preparedness to 108 ( 9 ps per village) interested people

▪ Budget, materials, Pc, CDW

▪ Planned in next semester

▪

4.1.10 Provide training on Sphere and Accountability to 9 staff

▪ Budget, materials, ERP Program

▪ Planned in next semester

▪

130

Output 4.2 Improve capacity of RCV to provide first aid services to emergency Activities 4.2.1 Support first aid kids to 24 RCVs

▪ 24 RCVs are equipped first Aid kit

CWS's Inputs ▪ Budget, materials, ERP Program

▪ 24 RCVs from 12 target villages ▪ Achieved as planned of two communes were equipped with 24 first aid kids Actual Activities Variances/Remarks ▪ Cooperate with CRC to provide

▪ Achieved as planned

24 first aid kids to 24 RCVs in 12 target villages 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

▪ 50 families received emergency kits when there is emergency stike their lives and well being

▪ 9 absolute poor families supported emergency kids ▪ 3 absolute poor families cash amount of 280,000 riels for medical treatment at hospital ▪ 360 kg of rice seed (IR 66) for dry season cultivation were provided to 35 families

Activities

▪ Based on needed

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

Actual Activities

Variances/Remarks

▪ Not done as no victim affected

▪

▪ Support food commodity to 9 absolute poor families in 4 target villages of Sroeung commune and one village of of Ti Pou commune which included 480 kg of white rice, 18 bottles of soy sauce, 8 bottles of fish sauce, and 12 packs of salt

▪ Based on annual VDPs and actuality

131

▪ Provide cash amount 280,000 R to 3 absolute poor families for medical treatment at hospital Theme 5: Project Development, Management and Supervision OBJECTIVE Effective and efficient program management and functioning; enhance community development planning and practice Output 5.1a Field staff and field operation ▪ Monthly project monitoring on: ▪ 8 time monitors on VDC ▪ Coaching given on the job appropriately monitored and quarterly meeting, education on training to all CDWs and PCs 12 project management supported 12 project implementation activities SMCH, proposal writing training, on staff performance and base line survey assessment, project implementation 6 staff performance SHG training, VDC planning, VDC workshop. And 14 times for sport p checks of CDW's \activities at target villages Activities

CWS's Inputs

5.1.1a Field visit of Project Manager to to monitor Pc & CDW at the field level

▪ Pm

5.1.2a Monthly meeting to reflect the work implementation and see the strength and weaknesses & develop plan for next month

•

Actual Activities ▪ Project manager monitored

Variances/Remarks ▪ Coaching given on the job

VDC quarterly meeting, SMCH, proposal writing training, baseline survey assessment, SHG, VDC integrated planning, VDC workshop, and sport checks of CDW's activities for 14 times Pc, CDW

•

Six monthly meetings with all project staffs to discuss and feedback the implementation of VBCD project and planning for next month activities

training to all project field staff for improve daily projects implementation.

•

Coaching and advice were given to project staff on monthly report, work plan, achievement, and project management

132

Church World Service Cambodia Log-frame Report: Mid Year 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 manner. Output 1.1: Enhance program coordination with Provincial Department (PDRD, PDoA,

▪ At least 2 coordination meetings with

▪ a district strategic plan meet-

PDRD, PDoH, , PDoWA attended

ing organized by Provincial office was attended

PDoEYS, PDoH and PDoWA), district authorities and CCs

▪

▪ 2 coordination meetings with district

▪ 2 meetings with district gover-

▪ There are several informal

authorities and 3 coordination

nor to update the progress

meetings between staff and

meetings with commune councils

and security and another

district authorities have

are conducted

meeting with Education Office

been conducted instead.

▪ Regular meetings were

conducted between staff and 4 target commune councils ▪ One coordination meetings with

PLAU/POLA are conducted

▪ 1 meeting with was conducted

to discuss about strengthening capacity of CCs and CBOs

133

Activities 1.1.1

1.1.2

Attend coordination meetings

CWS's Inputs ▪ Budget, Pcs, POs

Actual Activities ▪ PO attended 1day meeting,

Variances/ Explanation ▪ The meeting was participated

with PDRD, PDoEY PDoA,

organized by provincial

by NGOs, 6 CCs and all

PDoH and PDoWA

governor on district 10-year

district offices working in

strategic planning. participated

Choam Ksant district.

Organize 2 times meeting with

▪ Budget, Pcs, POs

▪ Staff met district governor

▪ Several discussions and

district authorities & concerning

two times officially discussed

meetings were also made

district department offices

about success and challenges

informally

of the project and security update ▪ Staff met District Education

to discus about book distribution to high school and secondary school students ▪ PO and Pc attended District

Integration workshop 1.1.3

Organize 3 times meeting with

▪ Budget, Pcs, POs, Field staff

CC of 4 communes

▪ Staff met commune councils

▪ Communication between

in 4 communes on a regular

CWS staff and CC in target

basis formally and informally

areas are very good and frequently

1.1.4

Meeting with PLAU for CC training in target areas

▪ Budget, Pcs, POs

▪ PC and PO met vice-chief of

▪ PLAU support CWS plan

PLAU regarding CWS's plan

to provide training to CC

to provide training to commune counselors

134

Output 1.2: Strengthen leadership among local

▪ 80 VDCs, VLs & CCs attend 3 times of

▪ 20 VDC (10 women), 10 VLs

▪ In Yeang Commune, the

(1 woman) and 6 councilors

meeting could not be

better understand and implement

attended 1 quarterly meetings

conducted due to raining

community development principles

3 communes

that cut off road from the

partners and community structure to

meeting

and processes

village to commune hall and security issue ▪ 18 VDP developed by VDCs and VL

with support from CWS

▪ 18 VDP developed by VCD

with back up support of staff ▪ 67 VP developed plan with

support from staff ▪ 88 participants (VDC (VDC, VL VL, CC CC, District District…))

▪ Not done

attend annual planning workshop ▪ 116 VDCs, VLs & CCs (40% women)

▪ Due to Cambodian-Thai

border tension ▪ 10 VDCs, VLs and CCs (3

trained in Leading and Managing

women) trained on L&MRO in

Rural Organization

one course

▪ Only 1 course was able to

provide because of Cambodian-Thai border tension and harvesting

▪ 116 VDCs, VLs and CCs (40% women)

▪ Not done

trained in project management

▪ Due to Cambodian-Thai

border tension and harvesting

▪ 116 VDCs, VLs and CCs (40% women)

▪ Not done

trained in communication and

border tension and harvesting

facilitation skills ▪ 300 vulnerable families are oriented

on community development concept

▪ Due to Cambodian-Thai

▪ 276 VP from 18 villages

trained on CD concept (self help concepts)

135

▪ 10 PVH staff trained in Leading and

▪ Not done

Managing Rural Organization

▪ Staff were so busy with

other unanticipated training course on CLTS.

▪ 10 PVH staff trained in PM & E

▪ Not done

▪ CWS called of PVH project

Due to Cambodian-Thai border tension ▪ 10 PVH staff trained on communication

▪ Not done

and facilitation skill Activities 1.2.1

Conduct 12 meeting with VDCs, VLs & CCs (3times/ (

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

POs

commune/ year)

1.2.2

Assist VDCs & VLs in 18 villages to develop Village Development

▪ Pcs, Staff, PCs,

POs

Plans (VDP)

▪ Staff already attend commu-

nication and facilitation in CHART training courses Actual Activities ▪ Staff conducted quarterly

Variances/ Explanation ▪ Yeang Commune, the

meetings g with 3 communes

eet g cou couldn't d t co conduct duct meeting

to discuss about success

due to raining was cut off

and plan of each village

road from village to

within commune

commune hall

▪ 276 people ( VLs, VDCs,

literacy teachers and villagers) from 18 villages participated in developing village development plan of their respective villages under facilitation of VDC and support from staff

1.2.3

Encourage VDCs in 18 villages to conduct meeting with villagers to discuss and approve VDP

▪ Pcs, Staff, PCs,

POs

▪ 362 villagers ( 191 women) in

10 villages participated in VDP presentation and approved 18 VDP in their respective villages under the facilitation of VCDs with support of staff

136

1.2.4

Assist 4 commune councils to dev-

▪ PO/PC/CDW

▪ Not done

▪ Time constraints

▪ PC/CDW, budget, materials

▪ Not done

▪ Time constraints

▪ Materials, budget, Pcs, Staff, PCs,

▪ Not done

▪ Plan in next semester

▪ PO conducted two days

▪ The remaining course will

elop commune development plans 1.2.5

Support budget & materials for CC to implement commune development plan

1.2.6

Organize annual VDC workshop with VDCs, VLs, CCs and

POs

relevant stakeholder 1.2.7

Provide training course on Leading & Managing Rural Organization to

▪ Materials, budget, Pcs, Staff, PCs,

POs

VDCs, VLs and CCs (5courses) 128 1.2.8

P Provide id training t i i course on Project P j t Management to VDCs, VLs, CCs

▪ Materials, M t i l budget, b d t Pcs, P Staff, St ff PCs, PC

training on L&MRO to 1 CC,

be conducted in next

8 VDC (3 women) and 1 VL

semester

▪ Not N t done d

POs

▪ To T be b conducted d t d in i nextt

semester

(5 courses) 1.2.9

Provide training course on Communication & Facilitation skill

▪ Materials, budget, Pcs, Staff, PCs,

▪ Not done

POs

▪ To be conducted in next

semester; however, staff

to VDCs, VLs and CCs (5courses)

always coach VDCs, VLs & CCs about facilitation skill

1.2.10 Organize 18 village meetings to

▪ Budget, materials

▪ Staff provided 18 half-day

conduct orientation on CD concept

orientations on CD concepts

to 300 vulnerable families

to 276 VP from 18 villages.

1.2.11 Support local initiatives(community

▪ Materials, budget, Pcs, PCs, POs

▪ Not done

▪ Need was identified and

meeting hall, community road,

construction will be made

culverts, bridge…)

in next semester

137

Output 1.3: Vulnerable families are able to plan and manage household resources leading to

▪ 54 VP families trained on household

planning and family assessment

to improve overall living condition

▪ 90 VP were trained on families

▪ There are more VP than

assessment and planning by

expected and most of them

staff

expressed their high interest to participate in the process

▪ 36 VP families in 18 villages are able to

▪ 67 VP developed their house-

develop their household and implement

hold plan about home garden

their household plan ▪ 108 VDCs, VLs and interested villagers

and were supported by CWS ▪ Not done

trained on family assessment

Activities 1.3.1

Coordinate with VDC to select 54

CWS's CWS s Inputs ▪ Materials

VP families

▪ Other 23 VP were in and out

the village that make staff difficult to follow up ▪ Due to Cambodian-Thai

border tension and harvesting Actual Activities ▪ 90 VP were sleeted in

coordination with VDC and VL

Variances/ Explanation ▪ 5 VP were selected from

each villages

through the process of participatory wealth ranking. 1.3.2

Provide 3 training courses on

▪ Budget, materials

family assessment & household

▪ Staff conducted training course ▪ expressed their high interest

on household assessment and planning to 90 VP in their own

planning to 54 vulnerable families

to participate in the process

respective villages 1.3.3

Cooperate with VDCs to assist 54

▪ PC, budget

develop their respective

VP families to develop household planning 1.3.4

Support & monitor 36 VP families to implement household plan

▪ Staff supported 67 VP to

▪ PO/PC/CDW, materials, budget

family plan. CWS distributed various ▪ vegetable seeds to 67 VP who have their household plan and

▪ The remained in 23 VP

committed to develop their family plan in next semester ▪ 70 of them planted seed

and able to harvest vegetable

23 VP who were selected

138

1.3.5

1.3.6

Support & encourage 36 vulnerable

▪ PO/PC/CDW, budget

▪ Staff meet 90 VP on a regular

families to implement household

basis and encourage them

plan

to improve their living condition

Conduct workshop on family asse-

▪ PC/CDW, budget, materials

▪ Not done

▪ Due to Cambodian-Thai

ssment to 108 community people

border tension and

(VDCs, VLs, villagers)

harvesting

Output 1.4: Improve literacy and numeracy among 9 target communities

▪ 12 literacy trained teacher(30%women)

are able to facilitate literacy class

▪ 100 literacy students (50% women) are

▪ 12 literacy teachers (1 women)

▪ 4 literacy teachers completed

trained and 8 (1 women) will

only one module and this

manage the literacy classes

make them not qualify enough

in next semester

to facilitate the class.

▪ Not done

▪ Staff could not access to

able to read, write and calculate number ▪ 8 literacy classes consist of 160

Yeang and people were ▪ Not done

busy with harvesting

students (50% women) functioned ▪ 300 people (200 students) participated

▪ Not done

▪ Time constraints

▪ 18 mobile libraries were

▪

in International Day of Literacy ▪ 18 mobile libraries are functioned and

benefited to 540 readers

setup in 18 villages and 540 reading books were provided

Activities 1.4.1

Coordinate with District NFE officer

CWS's Inputs ▪ Pc/CDW, budget

Actual Activities ▪ Not done

Variances/ Explanation ▪ Classes did not start yet

to monitor 4 old literacy classes and 8 new classes (12 classes)

139

1.4.2

Coordinate with VDC & literacy

▪ CDW, materials

teachers to identify and register

▪ 56 illiterate people registered

for 3 classes

▪ 3 class will begin

in February 2009

literacy students for 8 classes 1.4.3

Provide school materials for running

▪ CDW, Pc, budget, materials

8 literacy classes consist of 160

▪ CWS provided materials to 3

literacy classes

students (50% women) 1.4.4

Support stipend to 12 literacy

▪ Staff should not deliver

material to other classes in Yeang

▪ CDW, Pc, budget

▪ Not done

▪ See above point

▪ CDW/Pc/PO, budget, materials

▪ Not done

▪ The classes are not running

teachers to process 12 literacy classes on a monthly basis. 1.4.5

Cooperate with District Education Office conduct quarterly meeting

yet

with literacy teachers (4times/year) 1.4.6

Cooperate with District Education

▪ CDW/Pc/PO, budget, materials

▪ Not done

▪ Time constraints

▪ CDW/Pc/PO, budget, materials

▪ 540 reading books cover

▪ In average about 10 people

Office to organize International Day of Literacy with 300 participants 1.4.7

Enhance 18 mobile libraries and provide education books to those

topics such as home garden,

libraries for 540 readers

malaria, dengue fever , drug

read books per months

and HIV/Aids distributed to 18 libraries. ▪ 18 bookshelves made for 18

villages 1.4.8

Support District Education Officer

▪ CDW/Pc, budget

▪ Not done

▪ No literacy class run yet

to attend monthly meeting on NFE in Phnom Penh

140

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

▪ 30 TBAs trained in education and coun-

▪ Not done

▪ Planned in next semester

▪ 720 people from 18 villages were aware of ▪ Not done

▪ TBAs were not trained yet

selling on pre & post natal care to the communities birth spacing, mother & child health care ▪ 43 VHVs trained in education on primary

▪ 14 VHVs in 3 commune

▪ Postponed the training

health care, avian, influenza, dengue

trained on primary health care,

in Yeang due to security

fever and HIV/ AIDS to the communities

dengue, malaria, diarrhea and

problem at the border tension

pneumonia ▪ 810 people from 18 villages are aware of ▪ See World AIDS Day output

HIV/AIDS and sexual transmitted diseases prevention ▪ 810 people from 18 villages are aware of

▪ 113 people from 3 villages

▪ More awareness raising

dengue fever, malaria and avian influenza of Yeang commune attended

will be conducted in next

prevention

semester

3 half-day awareness raising events on malaria, dengue, AI prevention

▪ 300 people aware of HIV/AIDS

through World AIDS Day

▪ 270 people participated in

World Aids Day (183 students (93 women) 55 villagers (28 women), 14 teachers (1 woman) and 18 government officials)

141

Activities 2.1.1

Cooperate with HC staff to provide

CWS's Inputs

Actual Activities

Variances/ Explanation

▪ CDW, budget, materials

▪ Not done

▪ Next semester

▪ CDW, budget, materials

▪ Not done

▪ TBAs were not trained yet

▪ CDW, budget, materials

▪ Staff provided 2-day refresher

▪ 2.1.3, 2.1.4, 2.1.5 were not

refresher course to 30 TBAs 2.1.2

Support trained TBAs from 18 villages to provide awareness on birth spacing, mother & child health care to 720 people (40p/vill)

2.1.3

2.1.4

Cooperate with HC staff to provide refresher training to 43 VHVs on

course to 14 VHV (8 women)

done due to boarder tension

HIV/ AIDS, dengue fever, malaria

on diarrhea, dengue fewer

between Cambodia and

and primary health care

and acute respiratory

Thailand

pp VHVs to provide p awareness ▪ CDW,, budget, g , materials Support

▪ Not done

on HIV/AIDS & STD to 810 people from 18 villages 2.1.5

Support VHVs to provide awareness ▪ CDW, budget, materials

▪ VHV conducted awareness

on primary health care, malaria,

raising on primary health care

dengue fever and avian influenza

to 370 pregnant women,

prevention to 810 people from

and lactating mothers

18 villages 2.1.6

Cooperate with HC/OD to organize

▪ CDW, budget, materials

▪ CWS cooperated with district

▪ Due to time constraints

World AIDS Day with participation

authority and OD organized

only one commune was

of 300 people

a World AIDS Day campaign

able to get the campaign

to 270 people. Output 2.2 Improve knowledge and practice of

▪ 1,100 families applied nutritious food

▪ 450 people (430 mothers)

▪ Postponed the training

target communities on nutrition, and

for children and family members after

participated awareness

in Yeang due to security

health status of malnourished under

awareness raising

raising event on nutrition and

problem at the border and

how to feed children

harvesting

5 year children.

142

▪ 14 VHVs (8 women) trained on

primary health care ▪ 26 VHVs (15 women) refreshed

their understanding on nutrition and MCH activities ▪ 270 malnourished children under 5 years ▪ 450 children have accessed

old from 18 villages have better health

to nutrition food prepared by their mother and VHVs ▪ 523 infants (265 girls) have

▪ Children under 2

better health through MCH commodities. ▪ 121 lactating mother, 128

pregnant women and 43 VHVs 25 women) have better health through MCH commodities Activities 2.2.1

Provide refresher training on

CWS's Inputs ▪ PO, CDW, budget

nutrition to 43 VHVs

Actual Activities ▪ Staff in cooperation with HC

Variances/ Explanation ▪ 2.2.1 & 2.2.2 wasn't done

staff conducted a 2-day

in Yeang commune due to

training course on primary

border tension between

health care to 14 VHVs

Cambodia and Thailand

(8 women) ▪ Staff conducted a 2-day

▪ see above

refresher training course on nutrition for 26 VHVs (15 women) 2.2.2

Support VHVs to provide education

▪ CDW, budget, materials

▪ VHV educated 370 mothers

nutrition to 1,100 families in

participated in CSB distribution

18 villages

about nutrition

143

2.2.3

2.2.4

Cooperate with VHVs to provide

▪ CDW, budget, seed

▪ We target only the most

seeds to parents of 270 children

parents of 105 of children

malnourished children in this

under 5 to improve nutrient food

< 5years in 6 villages to im-

semester

supply

prove their health

Coordinate with VHVs to provide

▪ PO, CDW, budget

nutrient food to improve health of Cooperate with VHVs to provide

▪ Staff cooperated with mothers

and VHVs prepared nutrition

270 children under 5 in 18 villages 2.2.5

▪ CWS provided seed to 105

food and feed 450 children < 5 ▪ CDW, budget

▪ Staff cooperated with mothers

ingredients of nutrition food for

and VHVs provided ingredients

mother of malnourished children

such as egg, oil, vegetable and

under 5 years

meat for preparing each village ▪ Under WFP SMCH, CWS

▪ Food delivery to 6 villages

di t ib t d 22,737kg distributed 22 737k off CSB, CSB

in i Yeang Y commune

18,298kg of rice, 2,849kg of

was not done from August

sugar and 1,207kg of oil and

to November 08 because of

benefited to 523 infant (265

road condition was so bad

girls) from 7-24 months, 498 mothers of infants, 121 lactating mother, 128 pregnant women and 43 VHV (25 w) Output 2.3 Improve access to safe water and household sanitation to reduce incidence of water-born diseases in target communities

▪ 180 families from 11 villages benefited

▪ Not done

▪ Planned in next semester

▪ Not done

▪ Planned in next semester

▪ Not done

▪ Planned in next semester

from 25 open wells construction ▪ 15 wells committees are able to

maintain & repair 15 hand pumps ▪ 90 families from 7 villages benefited

from 8 hand pumps construction

144

▪ 240 families benefited from 35 well

▪ Not done

▪ Planned in next semester

▪ 30 families benefit from 8 family ponds

▪ Not done

▪ Planned in next semester

▪ 200 VP families can access to clean

▪ Not done

▪ Planned in next semester

▪ Not done

▪ Planned in next semester

▪ 2 latrines constructed and

▪ Planned more in next

aprons construction

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

benefited to 2 families

semester

▪ Not done

▪ Planned in next semester

▪ Not done

▪ Planned in next semester

▪ Not done

▪ Planned in next semester

▪ Not done

▪ Planned in next semester

secondary and 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 Activities 2.3.1

2.3.2

Cooperate with VDCs to select

CWS's Inputs ▪ CDW, budget

Actual Activities ▪ Staff cooperated with VDCs

families who will benefit from 30

selected 43 families to benefit

open wells construction

to 5 open wells

Cooperate with VDCs to construct

▪ CDW, materials, Pc

▪ Not done

Variances/ Explanation ▪ Those 5 well will be

constructed in next quarter ▪ Planned in next semester

25 open wells for 180 families in 11 villages

145

2.3.3

Cooperate with VDCs to form &

▪ CDW, materials, Pc

▪ Not done

▪ Planned in next semester

▪ CDW, materials, Pc

▪ Not done

▪ Planned in next semester

▪ CDW, materials, Coordinators

▪ Not done

▪ Planned in next semester

▪ CDW, materials, budget

▪ Not done

▪ Planned in next semester

▪ CDW

▪ Not done

▪ Planned in next semester

▪ CDW, materials, Pc

▪ Not done

▪ Planned in next semester

▪ CDW

▪ Not done

▪ 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

train well committees 2.3.4

Construct 8 hand pumps for 90 families in 7 villages (drilling and installation hand pump)

2.3.5

Cooperate with VDCs to select 240 families to benefit from 35 well apron construction

2.3.6

Support materials to 240 families to upgrade 40 wells aprons

2.3.7

Coordinate with VDCs to select families who benefit from 8 family ponds

2.3.8

Support FFW to 30 families to dig 8 family ponds

2.3.9

Coordinate with VDCs to select vulnerable families to benefit from biosand water filters

2.3.10 Coordinate with VDCs to provide education on water filter maintenace to 200 VP families 2.3.11 Support 200 families in constructing bio-sand filter 2.3.12 Support and cooperate with VHVs to educate clean water & sanitation to 900 people from 18 villages

146

2.3.13 Cooperate with VDCs to select 50

▪ CDW, materials, ring molds, Pc, PO

▪ Not done

▪ Planned in next semester

▪ CDW, materials, molds, Pc, PO

▪ CWS support 2 families to

▪ cont' next semester

people from 18 villages to construct latrines 2.3.14 Support 50 families to construct 50 household latrines 2.3.15 Cooperate with District Education

construct 2 latrines. ▪ 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

▪ Not done

▪ Planned in next semester

▪ CDW, materials, molds, Pc, PO

▪ Not done

▪ Planned in next semester

▪ CDW, materials, Pc, PO

▪ Not done

▪ Planned in March 22, 2009

▪ 90 school children (60% girls) from

▪ 90 school children (49 girls)

Office to identify number of school to receive water filters 2.3.16 Support teachers to construct 15 bio-sand filters for 3 schools with 750 teachers and students 2.3.17 Cooperate with HC to educate clean water to 750 teachers & students 2.3.18 Support HC staff to construct 2 bio-sand filters for 2 HC 2.3.19 Cooperate with HC to organize World Water Day with 300 participants Output 2.4 Children of vulnerable families have the necessary materials to attend

vulnerable families are encouraged

from 11 primary schools in

primary schools

to attend school by providing school

18 target villages and 4

necessary materials

commune received school materials

▪ 80% of 90 supported children

(50 girls) passed grade

▪ Not done

▪ The school year just

started in October 2008

147

Activities 2.4.1

Cooperate with VDCs to select 90

CWS's Inputs ▪ CDW, PC, PO

Actual Activities ▪ Staff cooperated with VDCs

Variances/ Explanation ▪ Staff also worked with

children(60%girls) from VP families

selected 90 children from poor

school teachers, parents of

to receive educational materials

families to receive school

these children to encourage

materials from CWS

them to support education of these children

2.4.2

Provide educational materials to

▪ Budget, education material package

▪ Staff cooperated with VDCs

90 children of VP families

and teachers provided school

(60% girls)

materials to 90 children (49 girl) from 11 primary schools

2.4.3

Cooperate with teachers & VDCs to

▪ CDW

▪ Not done

▪ However, from day to day

motivate ti t parents' t ' children hild to t enco-

work k staff t ff h has ttalked lk d tto

urage their children to attend

parents to encourage

school

the children to study and attend school regularly

2.4.4

Cooperate with teachers to monitor

▪ CDW

▪ Staff cooperated with teachers

study situation of 90 supported

to support and monitor the

children

selected schoolchildren

Output 2.5 Improve agricultural productions, food

▪ At least 70% of 108 livestock trained

▪ 38 families from 6 villages

▪ More trainings will conduct

security and house hold income among

families improved their livestock raising

trained on chicken and duck

in next semester. It couldn't

vulnerable people, self-help/interest

technique & increased number of

raising, and 20 trainees

conduct due to border

group in target communities

livestock

reviewed 500 ducklings

dispute and harvesting

▪ At least 60% of 54 fish raising trained families start to raise fishes

▪ 33 people from 12 villages trained on fish raising

▪ They showed interest in raising fishes. Fingerling will be distributed in the 3rd quarter of 2009

148

▪ 24 SRI trained farmers practiced SRI

▪ Not done

techniques in their paddy field ▪ At least 90% of 96 trained farmers on home garden have home garden in

▪ Time constraints due to border tension

▪ 190 of 195 households planted ▪ See 2.5.12 their vegetable

their plots ▪ 50 families in 12 villages

▪ This is new initiatives of

revived 180 mangos and 20

staff in promoting fruit trees

jackfruit tree which were

planting in the community

grown by staff during their free time in office ▪ 18 selected demo farmer (9 in FY08) implement IFM with technical/ materials/

▪ 3 new model farmers were selected

▪ No model farmer guideline designed

seeds from CWS ▪ At least 60% of 270 participants improved ▪ Not done knowledge on IFM ▪ 34 SHG with 408 members formed and functioned

▪ No IFM guideline designed yet

▪ 188 interest villagers (127

▪ Due to Cambodian-Thai

women) in 12 village

border tension and

were introduced SHG concept

harvesting that the project could not reach the planned

▪ 2 SHGs were formed with 29 members (24 women) in

target

Kok Sralao village ▪ 102 member of 34 SHG committees are

▪ Not done

able to prepare bookkeeping and

border tension and

maintain the group performance ▪ 18 SHG (8 SHG in FY08) used CWS' WCA to run business for increasing their

▪ Due to Cambodian-Thai

▪ Not done

harvesting ▪ The formed SHG did not function yet

family income

149

Activities 2.5.1

2.5.2

Cooperate with VDCs to select vul-

CWS's Inputs ▪ CDW

Actual Activities ▪ Staff cooperated with VDCs selected 38 people for chicken

planting season, The rest

training courses(108 families)

and duck raising training

will provide next semester

Provide 7 training on fowl alternative, ▪ Budget, CDW, Pc

course ▪ PC and staff conducted 1-day

semester as time

and duck raising to 38 people

constraints due to border

from 6 villages

tension and harvesting

the trained 20 families P Provide id vaccines i off lilivestock t k tto

▪ B Budget d t

108 trained families (Vaccines)

2.5.5

Cooperate with VDCs to select 54

▪ CDW

▪ Staff St ff vaccinated i t d 400 ducklings d kli

▪ 2 model farmers get 100 ducklings to raise ▪ 100 ducklings d kli died di d after ft

against new castle disease

one months long raised

▪ Staff cooperated with VDCs

▪ The training conducted in

families for fish raising training

selected 33 families in 12

planting season, The rest

courses

villages for fish raising training

will provide next semester

Provide 2 fish raising training

▪ CDW, CIG Coordinator

courses to 54 families 2.5.6

▪ More training will be in next

training course on chicken

▪ CWS provided 500 ducklings

2.5.4

▪ The training conducted in

nerable families for animal raising

livestock raising to 108 families

253 2.5.3

Variances/ Explanation

Provide fingerlings & materials to

▪ Staff provided 3 fish raising training courses to 33 families

▪ Fingerling, pond construction materials

▪ Not done

54 trained families

▪ In high raining season the trained beneficiaries did not raise fish yet

2.5.7

Cooperate with VDCs to select 24

▪ CDW, CIG Coordinator

▪ Not done

families for SRI training

▪ Time constraints due to border tension

2.5.8

Provide training on SRI to 24 farmers ▪ Budget, CDW, CIG Coordinator

▪ Not done

▪ See 2.5.7

2.5.9

Support 24 families to practice SRI

▪ Not done

▪ See 2.5.7

▪ Budget, CDW, CIG Coordinator

in their field

150

2.5.10 Cooperate with VDCs to select 96

▪ CDW

families for home garden training

▪ Staff cooperated with VCD selected 90 vulnerable families to receive vegetable seed

2.5.11 Provide 4 training on home garden-

▪ Budget,CDW, CIG Coordinator

ing to 96 families

▪ Staff provide instruction to single 195 family on vegetable

▪ Formal training will be provided in next semester

planting techniques 2.5.12 Provide vegetable seed & materials

▪ Budget, CDW

to 96 trained families

▪ Staff distributed vegetable seeds to 90 VP in 18 villages

▪ 70 families have harvested their vegetable for consumptions and selling

▪ Provide vegetable seed to

▪ The provision is made due

105 mothers with under

to those 105 mothers have

five children in 7 villages to

severe malnourish

promote their 105

children under 5

malnourished children 2.5.13 Cooperate with VDCs to select

▪ CDW

9 model famers 2.5.14 Provide IFM training to 18 model

▪ Staff cooperated with VDCs selected 3 new model farmers

▪ Budget, CDW, CIG Coordinator

▪ Not done

famers (9 in FY08) 2.5.15 Provide seed and materials to

▪ No model farmer guideline designed ▪ No IFM guideline designed yet

▪ Seed, fingerlings… and other materials

18 demo farmers

▪ Staff provided seed to 3 model

▪ See 2.5.14

farmers and provided 100 duckling to 2 of them

2.5.16 Conduct 9 Farming Days in 9 diffe-

▪ Budget, CDW, Pc

▪ Not done

▪ See 2.5.14

rent places for 270 families in cooperation with PDoA

151

2.5.17 Support to form 34 new SHGs

▪ CDW

and stationeries

▪ PC and project staff conducted ▪ Due to Cambodian-Thai awareness raising on SGH border tension and concept to 188 interested villagers (127 women) in 12

harvesting thus the project could not reach the planned

villages.

target

▪ 2 SHGs were formed with 29 members (24 women) in Kon Sralao village 2.5.18 Provide 5 training courses on book

▪ Budget, CDW, CIG Coordinator

▪ Not done

▪ Due to Cambodian-Thai

keeping to 34 group with 102

border tension and

committee members

harvesting

2.5.19 Provide WCA to 18 groups (10 SHGs in FY08) 2.5.20 Cooperate with VDC to select 15

▪ CDW, CIG Coordinator, CWS

▪ Not done

▪ See 2.5.17 and 2.5.18

▪ Not done

▪ Due to Cambodian-Thai

WCA (Loan) ▪ CDW, CIG Coordinator

VP families for small business 2.5.21 Grant support to 15 VP families for

border tension ▪ CDW, CIG Coordinator, budget

▪ Not done

▪ See 2.5.20

small business Theme 3: Strengthening Civil Society OBJECTIVE Strengthen target community understand and practice peace building and restorative justice Output 3.1 Community key persons (CCs, VDCs, VLs, elderly, monk) play an active role in

▪ 104 VDC, VL, VHV & CPV trained on

Peace Concepts

▪ 9 CPV introduced their roles

and responsibility

152

peace building, responding to conflict &

▪ 11 VDC, 6 VL and 2 CPV

utilizing LCP approaches in their

received a 3-day training

communities

course on peace concept ▪ 18 VDC, trained on LCP

▪ Not done

▪ 24 CCs strengthened capacity on

▪ Not done

▪ 3 more courses will be

conducted in next semester ▪ Due to Cambodian-Thai border tension

Peace Building ▪ 20 CPV strengthened capacity on LCP ▪ 24 CCs trained in accountability

▪ Not done

▪ Due to Cambodian-Thai

▪ Not done

border tension ▪ Will be conducted after training to staff

▪ 10 project staffs trained in accountability

▪ Not done

▪ Planned in Feb. 09

▪ 300 people increased knowledge on

▪ Not done

▪ Due to Cambodian Cambodian-Thai Thai

how to reduce domestic violence in

border tension

their communities Activities 3.1.1

Conduct 5 training courses on Peace Concept to key people

CWS's Inputs ▪ Budget, materials, Peace Pc, PC,

Team A, Team B

Actual Activities ▪ PC-Peace in coordination with

project staff provided a 3-day

(1course for CPV, 4 courses for

training course on peace

VDC, VL)

concept to 11 VDC, 6VL and

Variances/ Explanation ▪ 3 more courses will be

conducted in next semester

2 CPVs 3.1.2

Provide 2 training courses on LCPs to VDCs, CPVs

▪ Budget, materials, Peace PC, Pc,

▪ Not done

Team A, Team B

▪ 3.1.2-3.1.8 was not done

due to boarder tension between Cambodia and

3.1.3

Provide refresher training on peace building to 24 CCs

▪ Budget, materials, Peace PC, Pc,

▪ Not done

Thailand

Team A, Team B

153

3.1.4

Provide training on LCP to 24 CCs

▪ Budget, materials, Peace PC, Pc,

▪ Not done

▪

▪ Not done

▪ Will be conducted after

Team A, Team B 3.1.5

Provide 3 days training on

▪ Budget, materials, Peace PC, ERP PC

Accountability to 24 CCs 3.1.6 3.1.7

training to staff

Cooperate with DoWA to organize

Budget, materials, Peace PC, PC,

White Ribbon campaign

CDW

Cooperate with DoWA to organize International Women Days with

▪ Budget, materials, Peace PC, PC,

▪ Not done

▪

▪ Not done

▪ Planned in March 2009

▪ Not done

▪ see 3.1.2 above

▪ Not done

▪ Planned in Jun. 09

CDW

300 people 3.1.8

Cooperate with CC in Yeang to provide 2 trainings courses on

▪ Budget, materials, Peace PC, PC,

CDW

gender to 42 VDC and VL 3.1.9

Coordinate with DoEYS to organize International Children days with

▪ Budget, materials, Peace PC, PC,

CDW

250 people (180 students) 3.1.10 Provide Peace books to 3 schools in target areas

▪ Budget, Peace PC, Pc,

CDW

▪ CWS provide 222 peace

related books to 3 schools with 657 students (328 girls) and 30 teachers (8 women)

3.1.111 Coordinate with DoWA to provide 3 training courses on Domestic

▪ Budget, materials, Peace PC, Pc,

▪ Not done

▪ Planned in next semester

CDW

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

▪ CWS supported two CPVs

(one woman) to attend Youth and Reconciliation conference organized by YFP

154

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

▪ 36 RCV trained on CBDRR and planning

actively functioning, and commune and

are able to conduct HVCA in their Village

village disaster preparedness plans

(4day, 2courses)

▪ 20 RCVs trained CBDRM

and Planning

▪ Yeang commune wasn't

conducted due to rainfall

developed and implemented in target

▪ 18 villages have HVCA

▪ Not done

▪ Planned in next semester

communities

▪ 18 villages have Disaster Prepared plan

▪ Not done

▪ Planned in next semester

▪ Not done

▪ CCDM was not formed yet

▪ Not done

▪ CCDM was not formed yet

▪ Not done

▪ Due to border tension, staff

integrating 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 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

could not support RCVs to

disaster preparedness by 18 public event

conduct awareness raising

(1 in each village) by RCV ▪ At least 2 villages implement DRR

▪ Not done

▪ Planned in next semester

measure under leadership of RCV & VDCs

155

Activities 4.1.1

4.1.2

Provide training on CBDRR, HVCA

CWS's Inputs ▪ Budget, materials, Pc, CDW, ERP Pro.

Actual Activities ▪ Staff conducted a 3-day

Variances/ Explanation ▪ 1 course in Yeang commune

and Planning to 36 RCV (2 courses:

training course on CBDRM

will be conducted in next

1 in Yeang and 1 in office)

and Planning to 20 RCVs

quarter

Support 36 RCV in conducting

▪ Budget, materials, Pc, CDW

HVCA in their respective villages in

▪ RCV had planned but not

done

▪ No HVCA support material

and due to border tension

association with VLs and VDC. 4.1.3

Assist RCV to develop disaster

▪ Budget, materials, Pc, CDW

▪ Not done

▪ No HVCA result yet

▪ Budget, materials, Pc, PO, CDW

▪ Not done

▪ No CCDM was formed yet

▪ Budget, materials, CDW

▪ Not done

▪ No CCDM was formed yet

▪ Budget, materials, CDW

▪ RCV had planned but not

▪ Due to border tension, staff

preparedness plan integrating into VDP 4.1.4

Provide training on CBDRR and planning to VLs and CCDM

4.1.5

Organize semester full member meeting of CCDM

4.1.6

Support RCV to provide awareness on DRR to 720 interested people

done

could not support RCVs to conduct awareness raising

4.1.7

Support RCV to provide echo

▪ Budget, materials, Pc, PO, CDW

training on Disaster Preparedness

▪ RCV had planned but not

▪ see 4.1.6.

done

to key interested people in their respective villages. 4.1.8

Support RCV & VDC to implement micro project in at least 2 villages

▪ Budget, materials, Pc, PO, CDW

▪ RCV and VDC have not

▪ See 4.1.3.

identified micro project yet.

156

Output 4.2 Improve capacity of RCV to provide

▪ 36 RCVs are equipped first Aid kit

▪ Not done

first aid services to emergency

▪ All RCVs have already

equipped the kit by CRC

victims and most vulnerable people Activities 4.2.1

Coordinate with CRC to provide

CWS's Inputs ▪ Budget, materials, ERP Program

Actual Activities ▪ Not done

refresher training on CBFA and

Variances/ Explanation ▪ All RCVs have already

equipped the kit by CRC

support first aid kids to 36 RCVs Output 4.3 Respond to basic needs of vulnerable

▪ 270 families received emergency kits

people and disaster victims of emergen-

when there is emergency strike

cy in a timely manner and ensure their

their life and well well-being being

▪ Not done

▪ No emergency/disaster

occurs

lives with dignity and well being. Activities 4.3.1 Coordinate with VDCs, VLs, RCV to

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

Actual Activities ▪ Not done

conduct assessment and select

Variances/ Explanation ▪ No emergency/disaster

occurs

victim families of Emergency 4.3.2

Distribute the emergency response

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

▪ Not done

kit to victims of disaster or most

▪ No emergency/disaster

occurs

vulnerable people. 4.3.3

Cooperate with PRC to support budget or emergency kits to victim

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

▪ Not done

▪ No emergency/disaster

occurs

families in target district/ province

157

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:

field operation in appropriate manner

▪ 2 program officers conducted

12 project implementation activities

at least 5 on-going field visits

assigned to support field

10 staff performance

within 6 months

office on a regular basis by

▪ 3 monthly staff meetings

conducted within 6 months Activities 5.1.1a Field visit of Program Officers

▪ 2 program officers were

CWS's Inputs ▪ POs

Actual Activities

spending about 2 weeks of each PO at PVH Variances/ Explanation

▪ 2 program officers monitored

to monitor Project Coordinator

the project on a monthly basis

and CDW performance

and provide necessary support to make the project become effective

5.1.2a Monthly meeting to reflect the work implementation and see the strength and weaknesses &

•

POs, Pc, CDW

▪ PO and PC conducted regular

monthly reflection meeting with all staff

▪ Some times it was done

weekly

develop plan for next month

158

Church World Service Cambodia Logical Framework Report Mid Year 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

•

4 coordination meetings with PDRD was conducted to discuss cooperation agreement

•

Cooperation was finished according to CWS has no support budget for PDRD staff's allowance which was requested by PDRD after MoU for FY09 was signed

•

Not done

•

Planned in next semester

•

5 coordination meetings conducted in 5 communes on CWS's exit plan

•

Planned in next semester

district authorities (2times/ district) ▪ 20 coordination meetings with CCs

(4 times/ commune)

159

Activities: 1.1.1

1.1.2

1.1.3

1.1.4

1.1.5

Attend meetings /relationship with provincial department and other relevant offices (PDRD, PDAFF, PDEYs, PDoH) Organize semester meeting with district authorities and related district officers to share the achievements and planning for and next semester / year Conduct quarterly meeting with Commune Councils in 5 commune to strengthen the coordination and supporting Project Coordinator met representative or director of PDRD to strengthen the implementation of WatSan activities in target communities 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.

CWS's Inputs

•

•

•

Not done

•

Planned in next semester

•

Not done

•

Planned in next semester

•

Regular meetings will be in next semester

•

Cooperation was finished according CWS has no support budget for PDRD staff's allowance, which was requested by PDRD after MoU for FY09 was signed.

•

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

•

Time constraint of PO

Project Coordinator, Program Officer

Budget, Pc, PO

CCs, VLs,WSUGs 38(F8) attended meeting in Bos Mon, Pong Toeuk, Daung and Tras commune hall of RomeasHek and Rumduol districts • PM and PC conducted 4 coordination discussion with PDRD Director on MoU •

•

•

Budget, Pc, PO

Pc, CDW

• •

Variance/Explanation

Actual Activities

6 monthly meetings conducted with 7 CWS staff and 6 CDFs

Pc, CDWs, Budget 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 • Not done •

•

75 CCs & VLs (40% women) train CD concept

•

75 CCs & VLs (40% women) trained in leading and managing rural organization

160

•

CWS's Inputs

Activities: 1.2.1

1.2.2

Provide 3 training courses on Leading and Managing Rural Organization to 35 CCs, 40 VLs from 20 villages in 5 communes. 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.

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)

Variance/Explanation

•

Pc, PO, Materials and Budget

•

Not done

•

Planned in Apr. 09

•

PO, Pc, Materials, Budget

•

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.

•

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

•

60 vulnerable people from 20 villages in 5 communes trained in developing & implementing family planning CWS's Inputs

•

Not done

•

This planned activity is cancelled due to the Project focuses on implementing exit plan.

•

CWS staff

•

Not done

•

This planned activity is cancelled due to the Project focuses on implementing exit plan.

•

20 VLs & 10 CCs are able to continue WatSan activities in 20 handed over villages

•

Not done

•

Planned in next semester

Activities: 1.3.1

Actual Activities

Actual Activities

Variance/Explanation

161

CWS's Inputs

Activities: 1.5.1

1.5.2

1.5.3

Conduct workshop to review all guideline related to WatSan program Coordinate with VL, CCs, WSUG PDRD to join assets count for handing over in 20 villages Coordinate with PDRD to hand over CWS' assets to CCs and 20 VLs to manage

Actual Activities

Variance/Explanation

•

PM, PO, PC, Pc, CDW, Budget

•

Not done

•

Planned in next semester

•

PO, PC, Pc, CDW, Budget

•

Not done

•

Planned in next semester

•

PM, PO, PC, Pc, CDW, Budget

•

Not done

•

Planned in next semester

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

•

Not done

•

50 hand pumps upgraded and benefit to 50 families in 20 villages

•

Not done

20 WSUG established with 100 members (40% women) to maintain repair & provide education on water & sanitation among communities • 800 families benefit directly from 800 bio-sand filter construction

•

24 WSUG were formed in 24 villages with 120 members (56 women)

•

10 bio-sand filters constructed and installated which benefited to 10 families consisting of 47 people (27 women), 17 children (7 girls) in Bos Mon Leu Village in Rumdoul District

•

This planned activity is cancelled due to the Project focuses on implementing exit plan and as it is not primary need of the target group in FY09 • This planned activity is cancelled due to the Project focuses on implementing exit plan • 4 WSUGs are formed as it was delayed from FY08. •

•

Planned in next semester

162

•

• Not done 1000 educated people will have good health by using safe water & practicing family & individual hygiene

•

Planned in next semester

•

60 families benefit from 60 latrines construction

•

Not done

•

Planned in next semester

•

At least 110 families trained on well maintenance and pump repairing (120 from hand pump construction & 50 families from upgrading wells)

•

Not done

•

This planned activity is cancelled due to the Project focuses on implementing exit plan

•

480 school children and 20 teachers from total of 775 school children & 25 teachers practice using clean water regularly after receiving education

•

Not done

•

This planned activity is cancelled j due to the Project focuses on implementing exit plan

•

300 people participated in World Water Day

•

Not done

•

Planned in Mar. 09

CWS's Inputs

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.

Actual Activities

Variance/Explanation

•

Pc, CDW, Budget, Materials

•

Not done

•

This planned activity is cancelled due to the Project focuses on implementing exit plan

•

Pc, CDW, Budget, Materials

•

Staff, CDF and VL facilitated the election of 24 WSUGs in 24 villages in 3 communes in RomeasHek and Rumduol District

•

4 WSUGs are formed as it was delayed from FY08.

163

2.3.3

2.3.4

2.3.5

2.3.6

2.3.7

2.3.8

2.3.9

Collaborate with PDRD to provide training on role and responsibilities of WSUG and WatSan Action Plan to WSUG members in 20 villages 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

•

Pc, CDW, Budget, Materials

•

•

Pc, CDW, Documents

•

Collaborate with PDRD in constructing new 40 hand wells which benefited to 180 families Collaborate with PDRD to repair and upgrade 50 wells which benefited to 50 families in 20 villages Collaborate with PDRD to select 800 people to construct and demonstrate 800 bio-sand filters in 20 villages

•

Pc, CDW, Budget, Materials

•

Pc, CDW, Budget, Materials

•

•

Pc, CDW, Budget, Materials

•

Collaborate with PDRD to motivate 60 people to construct 60 latrines in 20 villages Collaborate with PDRD to educate 110 people on well maintenance, clean water used and sanitation

•

Pc, CDW, Budget, Materials

•

Pc, CDW, Budget, Materials

Not done

•

Planned in next semester

Staff in cooperation with VL, CC • There's no cooperation with and CDF selected 710 bio-sand PDRD due to cooperation was filter beneficiaries and 140 latrine finished beneficiaries through village planning and need assessment process with villagers • Not done • This planned activity is cancelled due to the Project focuses on implementing exit plan Not done

Staff, CDF and VL selected 710 bio-sand filter beneficiaries and installed 10 bio-sand filters for 10 families in Bos Morn Leu Village. • Staff, CDF and VL 140 latrine beneficiaries in 20 village in 5 communes. • Not done

•

This planned activity is cancelled due to the Project focuses on implementing exit plan

•

See 2.3.4

•

See 2.3.4

•

There's no cooperation with PDRD due to cooperation was finished, and this made time constraints of Project staff

164

2.3.10 Collaborate with PDRD to provide training on latrines construction, latrines use and maintenance to 60 families

•

Pc, CDW, Budget, Materials

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 2.3.12 Collaborate with PDRD to educate 1000 people from 20 villages on Water and Sanitation 2.3.13 Collaborate with PDRD to 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

•

Pc, CDW, Budget

•

Pc, CDW, Budget, Materials

• 20 more beneficiaries will be Staff provided 6 awareness courses on latrine operation and trained in next semester maintenance to 120 selected beneficiaries in 19 villages of 5 communes • Staff and CDF provided 1 training • More training will be done before course on bio-sand filter construc- filter construction in next tion and maintenance to 22 (8 semester women) beneficiaries in Prey Tayorn village • Not done • Planned in next semester

•

CDW, Budget, Materials

•

Not done

•

Planned in next semester

•

CDW, Pc, Budget, Materials

•

Not done

•

This planned activity is cancelled due to the Project focuses on implementing exit plan

•

PO, Pc, CDW, Budget, Materials

•

Not done

•

Planned in Mar. 09

•

At least 90% of 160 families received • Not done training on vegetable growing have home garden

•

This planned activity is cancelled due to the Project focuses on implementing exit plan

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

•

165

CWS's Inputs

Activities: 2.5.1

2.5.2

Collaborate with CDFs, WSUG, VL in selecting 160 VP in 20 villages to train on vegetable growing in the community Provide training on vegetable growing to 160 VP (5 courses)

Actual Activities

Variance/Explanation

•

CDW, budget, materials

•

Not done

•

This planned activity is cancelled due to the Project focuses on implementing exit plan

•

Pc, CDW, budget, materials documents

•

Not done

•

This planned activity is cancelled due to the Project focuses on implementing exit plan

•

This planned activity is cancelled due to the Project focuses on implementing exit plan

Theme 3: Strengthening Civil Society OBJECTIVE Strengthen community understanding and practice of peace building and restorative justice Output 3.2: 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

•

80 CCs, VLs, WSUG, elders, monks WSUG, VDCs, CDFs trained on Local Capacity for Peace/ Peace building (4 courses)

•

Activities: • 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

Not done

Actual Activities •

Not done

Variance/Explanation •

This planned activity is cancelled due to the Project focuses on implementing exit plan

166

Theme 5: Project Development, Management and Supervision OBJECTIVE Effective and efficient project management and functioning; enhance community development planning and practice Output 5.1: • Regular project monitoring by PC • Field staff and field operation ▪ Monthly project monitoring on: 6 project management appropriately monitored and is done 6 times a month • 3 visits conducted by PM, PC • Field monitoring visit will improv. 12 project implementation activities supported 5 staff performance and PO to support developing in next semester to ensure exit exit plan and project management plan is properly implemnted CWS's Inputs

Activities: 5.1.1

5.1.2

5.1.3

5.1.4

5.1.5

5.1.6

• Pc, Pos, CDW, Vehicle Regularly field visit of Project Coordinator to monitor CDW and cooperation partners in project implement • Pc, CDW Monthly meeting to reflect the work implementation and see the strengths & weaknesses and develop plan for next month Monthly field visit to follow up and • PCs, Pos improve skill acquisition

Collaborate with PDRD in evaluating new target area and to assess the working size Coordinate with Program Staff to develop activities and budget Plan for FY 2010 Regularly visit for project management

Actual Activities •

Variance/Explanation

Pc conducted regular monthly project monitor to support and encourage the staff operation

Pc conducted regular monthly staff meeting to identify staff challenges and strengths and develop monthly plan • Not done-PC and PO focused their support to KPT and PVH VBCD Project. • Not done •

Time constraints of PO and PC especially during CambodiaThailand border tension • Planned in Feb. 09 •

•

Pc, PO, CDW, documents, budget

•

Pc, PO, CDW, materials, budget PM

•

Not done

•

Planned in Mar. 09

•

PO and PM, Vehicle

•

PM, PC and PO conducted 3 visits to support developing exit plan and project management

•

Field monitoring visit will be improved in the next six months to ensure exit plan is properly implemented

167

Church World Service Cambodia Logical Framework FY09 Mid Year Report 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 • CNGO & Small Project fund recipients Strengthen the capacity of holistic 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 KCC/CSF developed

• KCC, CC& CSF developed

• At least one holistic partner CSF/KCC

• KCDA develops strategy in

developed strategic plan Activities: 1.1.1 Support the partnership project KCDA & KCC to develop strategic plan for partner Output 1.2 CNGO partner matured in technical capacity

• Over plan

their strategies next quarter

CWS's Inputs • Program and Project staff, budget,

training materials

Actual Activities • KCC, CC &CSF developed

their strategies

Variance/remarks • KCDA will developed in the

next report period

• Partners developed project

• CSF was able to draft activities • CSF made four proposals

• Partners obtained M and E skills

• None

• Training in the next period

• Partners reviewed their HR policies

• None

• HR Training was cancelled

for four projects

168

• Problem solving skill of partner

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

• None

staff improved CWS's Inputs • Program and project staff, budget,

• Problem solving training

Actual Activities

was cancelled Variance/remarks

• None

• Training in the next period

• None

• HR Training was cancelled

• None

• HR Training was cancelled

• 3 CNGOs received small grant

• None

• The program had limited

• Partners conducted Human Rights

• None

• This will be done next period

CWS M&E Staff • Program and project staff, budget,

materials • Program and project staff, budget,

materials

budget available Child at risk, Women's Day, Peace Building

Activities:

CWS's Inputs

• Program staff and budget 1.3.1 Provide small grants to CNGO partners to implement activities including Child at risk, women, and peace building Theme 3: Management and Supervision OBJECTIVE • Partnership projects are smoothly Provide overall management, supervision and capacity building implemented to partnership program field staff; • 4 holistic partners are able to develop develop & strengthen mechanism, practice, guideline and tools that will phase-out plan with their community improve the partnership program & • 4 holistic partners are able to design lead to enhanced outcomes project, proposal and report

Actual Activities

Variance/remarks

• None

• This will be done next period

• Over 90% of the project

• Few recommendations

activities completed as plan • Five partners developed their

phase-out plan

were made for improvement • The program and project

will follow up the phase-out plan

• 6 holistic partners developed

their proposals to submit to CWS last 6-months 169

Output 3.1 Improved capacity of CNGO partners to plan, implement, monitor, assess & report outcomes

• 12 visits to holistic partners

• Program reports

• Time available

at least two times per partner/ year

Activities:

CWS's Inputs

Actual Activities

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

• Program staff, budget and time

3.1.2 Support partners for exposure visits to other partners

• Program staff, budget and time

• None

• Too small budget available

3.1.3 Support partners to attend other training/workshop

• Program staff, budget and time

• None

• Advised the project to send

314 O 3.1.4 Organize i the th Partnership P t hi Reflection workshop for partners

• Program P staff, t ff budget b d t

• None N

their partners to attend the training on peace building • This Thi will ill be b done d in i May09 M 09

• At least 2 visits to project field office

• Two visits to BTB&BTM office

• Staff meeting & donor visits

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

• The program staff visited two

Variance/remarks

times to KORCD,KCDA, KNTO CFEDA during the period

per year

• Some visits were accompany

donors

and three times to KPT office

• Feedback and recommendation from

• None

• None

partners documented Activities: 3.2.1 Visit field office and feedback for the management & program implementation Output 3.3 Improved program management and coordination

CWS's Inputs

Actual Activities

Variance/remarks

• Program staff, budget

• None

• July 08 - June 09

• At least 3 program meetings/year

• One full program meeting

• The 2nd meeting delayed

• At least 7 meetings with POG/year

conducted • Attended four POG Meetings

• POG was also delayed

• At least 7 meeting with SMT/year

• Attended five SMT meetings

• One SMT meeting delayed

170

• At least 7 meetings with other NGOs

Activities: 3.3.1 Conduct program meetings

CWS's Inputs • Program staff, budget

• 4 meetings with NGO-GPP&

• Missed one NGO-GPP

NGO-Forum Actual Activities

meeting Variance/remarks

• One full program meeting

• One full program meeting

conducted 3.3.2 Attend POG & SMT Meeting

• Program staff

• Attended four POG Meetings

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

• Program staff, budget

• Meeting with 2 NGO-GPP

was delayed due to the tight schedule • Two POG meetings delayed

and five SMT meetings

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

• None

meetings and NGO-Forum for two times • Target groups satisfied with Partner's

service

Activities:

• The 1st Monitoring of CWS

• None

was done by M&E officer • Evaluation for partners not done

• This will be done next period

CWS's Inputs

Actual Activities

Variance/remarks

3.4.1 Coordinate for internal or external M&E to partners

• Program/project staff, time, budget

• None

• This will be done next period

3.4.2 Support the project staff to develop the follow up actions

• Program/project staff, time, budget

• The project staff already took

• The program staff will help

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

• CAT reviewed

• The program staff already

• discussed next meeting

• Training Need Assessment Tool (TNA)

proposed revisions in draft • TNA tools already commented by the program staff

• discussed next meeting

• Proposed revisions already

• discussed next meeting

FMER staff this action

developed • Partnership Operating Guideline

reviewed

follow up the strategic plan

drafted

171

Activities: 3.5.1 Review CAT

CWS's Inputs • Project/program staff

• All proposed revisions will be

done in draft • TNA tools already commented by the program staff • Proposed revisions already drafted

discussed in the next meeting • TNA tool will be discussed in the next program meeting • This proposed change will be discussed in the next meeting

• 2 Donor coordination meetings

• One meeting with MekongPlus

• MekongPlus is one of CFED

• 2 proposals submitted to other donors

in late November 2008 • CSF submitted 4 proposals to UNESCO, FAO, ANZ Royal

donors • UNESCO, FAO and ANZ called for proposals

• Program staff

3.5.3 Review Partnership Operating Guideline

• Project/program staff, budget

Activities:

CWS's Inputs

3.6.1 Coordinate meeting with other donors Mplus, AusAID, Hiefer, and NGOs meeting/forum

• Program and project staff, budget

3.6.2 Support partners to develop project proposals

• Program and project staff, budget

Output 3.7 Staff development; effective training and mentoring of field office staff; enhanced capacity building of program office staff

Variance/remarks

• Proposed revisions already

3.5.2 Develop TNA Tools

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

Actual Activities

Actual Activities • Meeting with MekongPlus

• CWS finance office staff for a global financial review undertook financial review of CFED before they give new funding support to CFED • Program staff assisted CSF • three proposals to UNESCO developed 4 proposals to FAO, and FAO approved UNESCO, ANZ Royal Bank

• Program staff possess OD skills

• OD Program officer assisted

• Program/project staff improved skill

KCC, CC &CSF to develop their strategies • The partnership program manager involved in the development of project

of project management

Variance/remarks

• This on-job training give OD

staff improved their skills • The program manager

did actual work in designing project for partners

172

Activities:

CWS's Inputs

3.7.1 Provide on-going coaching to program and project staff on the OD & Project Management

• Program staff

3.7.2 Support program & project staff to learn necessary skills through internal & external training/ workshop

•

Actual Activities • Provide coaching for OD staff

Variance/remarks • Ongoing

on the strategic planning for partners Program/project staff, budget

•

The program manager and project manager BTB&BTM attended the gender and advocacy training with the Advocacy and Policy Institute

• None

173

Church World Service Cambodia Logical Framework FY 2009 Mid- Year Project Name: Battambang and Banteay Meanchey Partnership Project Project No. Narrative Summary

Objectively Verifiable Indicators

Actual Output

Variances/Explanation

Overall Objective: Theme 1: Capacity building of holistic CNGO partners OBJECTIVE ▪ CNGOs and small project fund Strengthened capacity of CNGO 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 for 2 newly engaged CNGO partners and maturing organizational capacity for 4 established CNGO partners.

▪ FY 2009 grants were approved and

disbursement provided to 4 partners (CFEDA, KNTO, ADOVIR & KCDA) to implement ICD program in remote villages. ▪ 2 new CNGOs selected as holistic

▪ CFEDA, KNTO, ADOVIR &

KCDA expand their ICDP to benefit more poorest families in 59 remote villages in BTB BTB, BTM & OMC.

▪ FY 2009 grants were disbursed

& ADOVIR were strengthened.

directly to 4,643 families (22,524 persons) and indirectly to 4,658 4 658 families (23,185 persons).

▪ 100% achieved as planned.

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

▪ Not done

partners. ▪ Governing board of CFEDA, KNTO

▪ The programs benefited

▪ This will be considered in

the second semester. ▪ Non functional governing

board of CFEDA was dissolved.

▪ CFEDA will form a new

governing board while KNTO & ADOVIR was encouraged to have regular board meeting.

174

▪ KCDA obtained 3 year-strategic

▪ This was planned in the

▪

plan and proposals. ▪ KCDA obtained financial,

second semester. ▪ KCDA obtained financial

administration & staff policies/ guidelines. ▪ KCDA is able to develop village

guideline. ▪ KCDA is able to prepare

profiles and monitoring forms. ▪ Capacity needs of KCDA and 2 new

village profile. ▪ Capacity building plan of

partners assessed and capacity building plan developed ▪ 4 partners (CFEDA, KNTO, ADOVIR

KCDA developed.

▪ Not done

& KCDA) assessed organizational performance by using CAT. ▪ V, M, G & core values of 2 new

1.1.1.

1.1.2 1.1.3

1.1.4

Assist & assess proposals and plan of CFEDA, KNTO, ADOVIR & KCDA for FY 2010. Select 2 new holistic CNGO partners. Prepare agreements and disburse grants for CFEDA, KNTO, ADOVIR, KCDA & 2 new CNGO partners. Conduct partnership meeting with 2 new partners and explain partnership operation guideline.

▪ Not done

Holistic grants Project and Program staff Transportation Training fund, materials. Training room.

▪ 50% achieved as planned.

Continue coaching KCDA on program monitoring. ▪ 30% achieved as planned.

Capacity needs of new partners will be assessed when they are selected. ▪ This is rescheduled in the

▪ This will be done when

new partners selected.

CWS's Inputs ▪ ▪ ▪ ▪ ▪

to develop admin & staff policy/guideline.

second semester.

partners defined. Activities

▪ Continue to assist KCDA

Actual Activities

Variances/Explanation ▪ This was planned in the

▪

second semester. ▪ Not done

▪ This will be considered in

▪ Grants of USD 23,497 was

▪ Grants of USD 20,000 was

the second semester. disbursed to KNTO & CFEDA.

▪ Not done

disbursed in June 2008 to KCDA & ADOVIR for FY'09 first semester program. ▪ Will be conducted when new partners selected.

175

1.1.5

1.1.6

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.

1.1.7

Provide mentoring, coaching and field monitoring regarding strengthening organizational g g g& 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. 1.1.12 Conduct CAT to evaluate organizational growth of 4 partners.

▪ Conducted monthly financial

▪ Continue; monthly for

monitoring/coaching for ADOVIR, CFEDA, KNTO and KCDA ▪ Provided coaching to CFEDA to restructure their organization management & to dissolve nonfunctional governing board. ▪ Advised and encouraged ADOVIR, & KNTO to organize regular board meeting. ▪ Provided regular coaching/ mentoring & field monitoring to CFEDA, KNTO, ADOVIR & CFEDA. ▪ Not done

CFEDA & KCDA and every two months for KNTO & ADOVIR. ▪ Continue to assist CFEDA in the formation of a new governing board. ▪ Continue in the second

semester. ▪ Will continue

▪ This was planned in the

second semester ▪ Provided coaching to KCDA

staff to develop finance guideline. ▪ Provided coaching to KCDA

staff to prepare village profiles of their target village. ▪ Conducted capacity

assessment needs and prepared capacity building plan for KCDA. ▪ Not done

▪ Assistance of KCDA in

preparation of admin & staff policies is rescheduled in the second semester. ▪ Coaching KCDA to prepare monitoring form will be done in the second semester. ▪ Capacity needs of new partners will be assessed when they are selected. ▪ This is reschedule in the

second semester.

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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.

▪ Not done

▪ This will be done when

new partners selected.

▪ 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 p regarding g g Community y Based Disaster Risk Mitigation (CBDPM) organized for 20 partner staff, and 230 persons (RCVs, VHVs, VCs, VDCs, CCs, district & provincial government staff. The project supported by DIPECHO.

▪ At least 2 workshops related to

▪ 3 training courses on

Participatory Rural Appraisal (PRA), basic computer maintenance system, and self help group & small business management were organized & provided for 37 partner staff (16 women) from 4 CNGOs. ▪ 9 training courses (6 training courses & 3 refresher training) g) 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 areas of KCDA, CFEDA, & KNTO in BTB, BTM & OMC. ▪ Not done

program implementation organized for 30 partner staff. ▪ One exposure visit organized for 12

for 4 CNGO partner staff.

▪

▪ ▪

▪

knowledge/skill and apply it to improve their program. 3 sets of computer under DIPECHO Project were donated to CFEDA, KNTO & KCDA. 90% achieved as planned. 8 more training g courses will be organized in Jan & Feb 2009. Within this semester the project focused in implementation of the CBDRM project.

▪ This is rescheduled in the

second semester. ▪ Not done

CNGO partner staff. ▪ Internship organized & facilitated

▪ 100% achieved as planned. ▪ Partner staffs increase

▪ This is rescheduled in the

second semester. ▪

▪ This was planned in the

second semester.

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▪ At least 15 CNGO partner staff & 15

CCs supported to attend relevant training & workshops, organized by Partnership Program office. CWS's Inputs

Activities 1.2.1

1.2.2

Organize and provide training & training follow-up to partner staff.

Coordinate with relevant stake holder to organize training & workshops related to CBDRM.

▪ ▪ ▪ ▪ ▪

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

▪ 9 partner staff (4 women) from

▪ Partner staffs increase

4 partners were arranged and supported to attend training on basic finance management. Actual Activities

knowledge & apply it to improve their program. Variances/Explanation

▪ Provided a three-day training

▪ KCDA conducted PRA in

on PRA to 10 staff from 4 partners. ▪ Organized a two-day training on basic computer maintenance to 8 staff from 4 partners. ▪ Organized a five-day training on SHG & small business management for 19 staff from 4 partners. ▪ Training follow-up were provided to CFEDA, KNTO, KCDA, & ADOVIR to apply the learning into practice.

9 target villages and KNTO conducted PRA in 4 new target villages. ▪ Partners improve their computer maintenance system and their SHG program.

▪ Coordinated with ER staff,

▪ The training were provided

BTB & BTM RC, CFEDA, KNTO & KCDA to organize 9 training courses in target area of 3 CNGO partners (CFEDA, KNTO & KCDA) in BTB, BTM & OMC. ▪ Organized a refresher training of three- days and a training of five-days on CBFA in BTM and in Samlout district, BTB for 46 participants (21 women) of 42

by ERP staff, BTB & BTM PRC, NCDM & MOP. ▪ Participants have increased and gained knowledge regarding CBFA, CBDRM and CDP. Training follow up will be provided to the participants. ▪ Provided 42 First Aid kits to 42 RCVs.

178

1.2.3 1.2.4 1.2.5 1.2.6

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.

RCVs, and 3 partner staff and a RC Counterpart from 28 target villages of 3 partners. ▪ Organized two training courses of five days and two refresher training of three days on CBDRM in BTM & in Samlout district, BTB for 80 participants (28 women) from RCVs, VHVs, VLAs, VCs and VDCs in 28 villages of 3 partners. ▪ Organized two training courses of three days on CBDRM in BTB and in BTM for 45 participants (5 women) of CCDM, DCDM & PCDM from 8 communes, 6 districts & 3 provinces. ▪ Organized a training of four days on CBDRM and commune development planning in BTM for 29 participants (13 women) from 4 partners, CWS, & RC Counterparts. ▪ Not done

▪ This is rescheduled in the

▪ Not done

▪ This is rescheduled in the

second semester. second semester. ▪ This was planned in the

second semester. ▪ Coordinated with Program

▪ Continue to support partner

staff and supported 9 partner staff to attend relevant training.

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

▪ CFEDA, KNTO and KCDA

▪ Capacity of CFEDA, KNTO &

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

▪ Under DIPECHO project; micro

KCDA on CBDRM project increased.

second semester.

▪ Not done

to use LCP tools to assess their program. ▪ ADOVIR increased capacity to

strengthen community structure & to prepare phase out plan from old target villages.

CWS supports CFEDA, KCDA & KNTO to implement CBDRM project (DIPECHO project) in 40 villages in BTB, BTM & OMC provinces. ▪ This was planned in the

▪

project grants were provided to CFEDA, KNTO and KCDA to support communities regarding CBDRM. CFEDA KNTO & ADOVIR are able ▪ CFEDA,

▪ 60% achieved as planned.

▪ Priority was given in

building their capacity on PRA, SHGs,& basic computer. ▪ Capacity of ADOVIR

increased.

▪ 75% achieved as planned.

ADOVIR officially handed over community school, ponds and roads to communities in Boeng Snoul village with recognition from local and district authorities, CCs, and Commune and District Education representatives.

180

▪ KCDA increased capacity in

implementation of ICD program activities such as support SHGs, need let CBOs, CCs and community changed agents etc. Activities 1.3.1

1.3.2

1.3.3

1.3.4

Provide training & coaching to CFEDA, KNTO & KCDA staff related to capacity building & support to communities on CBDRM.

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 and phase out plan from old target villages.

CWS's Inputs ▪ Holistic grants ▪ Project and Program staff ▪ Transportation

Training fund/ materials.

▪ KCDA increased capacity in

▪ 60% achieved as planned.

support SHGs, RCVs, community forestry, working with VCs, VDCs & CCs.

Actual Activities ▪ Organized training for partner

on CBFA, CBDRM and CDP. ▪ Provided coaching to partner staff to explain CBDRM program among CCs, VCs, VDCs, villagers in 40 villages and to support them to select 2 RCVs in each village (1 man and 1 woman).

Variances/Explanation ▪ Continue coaching. ▪ 81 RCVs (40 women)

selected and supported.

▪ This was planned in the

second semester.

▪ Not done

▪ Priority was given in

▪ Provided mentoring and

building their capacity on PRA, SHG & basic computer. The plan is rescheduled. ▪ Continue coaching

coaching to ADOVIR related to community structure strengthening & phase out plan from target villages.

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1.3.5

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. Activities 1.5.1

Share funding information & establish link between CNGO

▪ Provided training & coaching

on PRA, SHGs, CBDRM activity, working with VCs, VDCs & CCs.

▪ At least one CNGO partner received

▪ Not done

▪ Continue training follow-up

and coaching.

will continue

fund from other funding agency. CWS's Inputs ▪ Project and Program staff

Actual Activities ▪ Shared relevant funding

information to CNGO partners.

partners and potential donors donors.

Variances/Explanation ▪ Continue sharing the

information

▪ Introduced CFEDA leader to

funding partner of MAG. Output 1.6 CNGOs, CBOs, CCs etc are to implement small projects in support of the most vulnerable in their communities. Activities 1.6.1

1.6.2 1.6.3

Conduct appraisal of proposal and field assessment. Prepare agreement and grant disbursement. Monitor project implementation

▪ At least 3 small projects approved

and implemented (peace building, community development, food security, community pond & HIV focused program etc). CWS's Inputs ▪ Project and Program staff ▪ Fund for small project

▪ Not done

▪ The grant will be disbursed

in the second semester.

Actual Activities

Variances/Explanation

▪ Potential small grant partners

▪ Appraisal of proposal will

were met to discuss proposal preparation. ▪ Not done

be done in the second semester. ▪ Will be done after grant approved. ▪ Will be done after grant approved.

▪ Not done

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Output 1.7 Vulnerable people provided emergency relief through CNGO partners. Activities 1.7.1

Conduct assessment of emergency situation, prepare for response and monitoring

Output 1.8 Increase public awareness raising activities through CNGOs & Govt. Departments. Activities 1.8.1

Support partners (CNGOs, Govt Depart) to organize the public awareness events such as International Women's Day, etc

▪ At least USD 1,500 made available

▪ Not done

and disbursed through CNGOs for emergency relief. CWS's Inputs

not received. Actual Activities

▪ ER fund. ▪ Project staff ▪ Transportation.

▪ Not done

▪ At least USD 400 contributed to

▪ Not done

Variances/Explanation ▪ Appropriate request was

not received.

CNGOs and Govt.Dept for organizing of awareness raising events. CWS's Inputs

▪ Appropriate request was

▪ Appropriate request was

not received. Actual Activities

▪ Fund. ▪ Materials and transportation. ▪ Project staff

▪ Not done

▪ 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.

▪ CNGO partners improved management & programmatic capacity. They manage their org & implement program more effectiveness and more beneficial to the target groups.

Variances/Explanation ▪ Appropriate request was

not received.

Theme 3: Management and Supervision OBJECTIVE Improved program design, monitoring and evaluation; effective and efficient implementation; enhanced program outcomes Output 3.1: Improved capacity of CNGOs to plan, implement, monitor assess and write report

▪ 100% achieved as planned. Will continue

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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

CWS's Inputs

Actual Activities

Variances/Explanation

▪ Project and Deputy Manager

▪ Project manager provided regular meeting/visit to 4 partners (every two months) to mentor them regarding program planning & implementation.

▪ Will continue

▪ Regular staff meeting and planning (monthly meeting)

▪ Monthly staff meeting & planning conducted.

▪ 100% achieved as planned.

CWS's Inputs ▪ Project staff

Actual Activities ▪ Conducted staff meeting & planning.

Variances/Explanation ▪ Continue staff meeting & planning.

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Church World Service Cambodia Log- frame Mid-year report FY09 Project Name: Partnership Project - Kompong 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 of holistic CNGO partners and small project grant reciptients to facilitate program that will effective and sustainably improve the living condition of the most vulnerable

▪ Holistic CNGO partners and small project grant recipients have the necessary organizational system & technical capacity to carry out effective community Development by supporting the vulnerable

Output 1.1: Matured organizational capacity for KORCD and new holistic partner

▪ VMG and core values of new CNGO reviewed

▪ CIDC has V,M,G and core value.

▪ Governing board of CNGOs strengthened

▪ KORCD conducted board meeting twice a year

▪ Financial, administrative, staffing policy of new partner documented

▪ Administrative, staffing policy of KORCD were revised. The

▪ CIDC was selected as partner and received fund on December 2008. ▪ KORCD conduct the meeting with two board members and consulted the third member by phone. ▪ Admin and staffing policy have been improved and

new partner CIDC created the organizational policy ▪ CIDC have three year-strategic plan, six months plan and proposal document in place

reflect the current situation & change within the org. ▪ CIDC received fund amount US$7,090 to implement the project in December 2008.

▪ KORCD staff conducted the

▪ KORCD staff conducted

in place and strengthened ▪ Strategic plan, annual plan and proposal documents and report for new partner in place ▪ Implementation, monitoring and

185

reporting on time

routine monitoring their project in 10 villages and report on time.

field monitoring four days per week and they write the report to their supervisor.

▪ KORCD and new partner assessed by using CAT

Activities

CWS's Inputs

▪ KORCD and CIDC will

▪ It will be done in May 09

assess their organization in the next semester. Actual Activities

Variances/Explanation

1.1.1 Facilitate to review VMG for new partner

▪ Budget, project staff and materials

▪ Not done

▪ CIDC has VMG in place, it will be reviewed next year.

1.1.2 Support KORCD and new partner to organize Board meeting and Training

▪ Budget and materials

▪ KORCD conducted the Board meeting on 7 August 2008. ( two times per year)

1.1.3 Provide coaching to new partner staff and strengthen KORCD on finance, admin, bookkeeping and staffing system

▪ Budget, materials and project staff

▪ Two KORCD staff (Director & Account) attended Financial Management training conducted by Partnership Program. ▪ Provided coaching on admin tasks to KORCD admin staff admin staff of KORCD

▪ KORCD will review structure on January 09, after the recommendation of Board and Partnership staff. ▪ The financial report of KORCD is acceptable and documents and policy are in good order filing.

1.1.4 Facilitate to review/develop strategic plan, annual plan, proposal

▪ Budget, materials, program staff and partners

1.1.5 Conduct regular monitoring to KORCD and new partner and small grant partners

▪ Transport, project staff and motor

▪ KORCD reviewed strategic plan facilitated by partnership project and program staff on 11 December 2008. ▪ Annual plan with detail activities and timeframe was developed and being implemented ▪ Conducted regular monitoring both organization and project implementation of partners

▪ Strategic plan of KORCD is in place. ▪ CIDC just started as holistic partner to review strategy next year

▪ Feedback and advice was provided to improve the program.

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1.1.6 Conduct TNA for KORCD and new partner

▪ Project staff, budget

1.1.7 Conduct Capacity Assessment of KORCD & new partners by using CAT

▪ Project staff, budget

Output 1.2: CNGO Partners matured in technical capacity

Training for CNGOs: ▪ 10 CNGO staff are able to practice PRA in the villages

▪ TNA was conducted for KORCD ▪ KORCD staff conducted and put into staff development training followed TNA plan. plan. ▪ CIDC will do TNA in Jan 09 ▪ Not done ▪ Planned in May 09

▪ Six KORCD staff & one CIDC are able to conduct PRA in two new villages of KORCD

▪ KORCD obtained PRA document and CIDC planned to conduct PRA in April 09.

▪ 10 CNGO staff understand account y p system & able to p prepare financial report

▪ Two KORCD staff & two CIDC y understood account system & able to prepare financial report

▪ Planned to provide coaching to six field staff of two p partners in January 09.

▪ 25 (10 CNGO staff and 15 VDCs) solved problems at their community

▪ 25 people (KORCD 2, Thormneath 10,Tang Krasang 5 and Prampi Makara 5, and Pnov Thom 2) solved five cases of conflict, four domestic violent & one land conflict in 4 villages

▪ KORCD staff and VDCs, Key person in the conflict resolution team are able to solve the problem in their villages.

▪ 5 CNGO staff able to organize the Program Reflection Workshop

▪ Not done

▪ It will be done in May 09

▪ At least 4 CNGO staff improved technical skills through outside training/workshop/internship

▪ Five KORCD staff improved technical skill on Good Governance, Proposal Writing and Peace

▪ After each training or workshop they shared their knowledge to other staffs.

187

Activities

CWS's Inputs

Actual Activities

Variances/Explanation

1.2.1 Conduct PRA coaching to 10 new staff

▪ Budget, program/project staff and materials

▪ Not done

▪ It will be done in April 09

1.2.2 Conduct a basic financial management training for 10 CNGO staff

▪ Budget, program/project staff and materials

▪ Partnership has planned to provide coaching to six staff more in January 09.

1.2.3 Conduct training on conflict resolution (II) for 10 partner staff 15 VDCs

▪ Budget, project staff and materials

1 2 4 Support partners to organize the 1.2.4. Program Reflection Workshop

▪ Budget, Budget project staff and materials

▪ Four KORCD staff attended training on Basic Financial Management conducted by Partnership Program for five days in September 08. ▪ Project staff conducted the training "Conflict Resolution Part II" in KORCD office on 25-28 August 2008 with 30 participants(14 women) ▪ Not done

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 1.2.7. Support 2 new CNGO staff to attend internship of management system

▪ As the result, the conflict resolution team members plays the important role in solving conflict in the community. ▪ It will be done in May 09

▪ Budget, project staff

▪ Five CNGO staff were support fo attend training on Good Govenhance, Proposal Writing with Director in Kompong Thom, Peace Building with CDRI and Peace Workshop at Seam Reap province ▪ Not done

▪ After training, partner staff wrote proposal and submitted to other donors and have planned to integrate Peace in their project activities plan.

▪ It will be done in February 09

▪ Budget

▪ Not done

▪ it will be done in February 09

188

Output 1.3: Matured practice among partners

▪ 9 village profiles of new partner developed

▪ planned in the next semester

▪ 6 VDCs and 3 CBOs able to write simple proposal, report, planning and facilitate resolutions

▪ 40 people from10 villages received training on simple proposal, report minute taking and planning conducted by KORCDstaff under support of partnership staff. ▪ KORCD & CIDC staff attended ▪ KORCD made integration of every quarterly meeting with CC planning with Baray and Suntuk district. ▪ 40 families planted vegetables, ▪ 127 families have vegetables animal raising and made seed and they will plant them compost fertilizer after they finished their rice harvest. ▪ 203 people (women 155) ▪ People reduce on malaria, understand primary Typhoid and Tuberculosis 40% health care from 2007.

▪ CNGO staff worked closely with CC, local authorities & villagers ▪ 20 target groups of CNGO partners have home garden, animal raising and compost making ▪ 200 people understood and practice primary health care and hygiene

▪ 25 VDC understood SHG concept and bookkeeping

Activities 1.3.1 Provide coaching to new CNGO on the community/partner profile collection 1.3.2. Provide training course on simple proposal and report writing, and planning to VDCs & CBOs

CWS's Inputs

▪ 30 VDC and SHG members understood on SHG concept and bookkeeping. Actual Activities

▪ CIDC received support of CWS from 01 January 09,so the village profile will plan in April 2009. ▪ 10 VDCs in 10 villages sent the quarterly progressive report to KORCD on time & some also submitted request to borrow water pump.

▪ VDCs in 10 villages are able to check SHG book and they work closely with KORCD field staff Variances/Explanation

▪ Budget, project staff

▪ Not done

▪ It will done in April 09

▪ Budget, project staff

▪ Under supporting of Project staff, 2 KORCD staff provided training on simple proposal &

▪ As the result, 20 VDCs from 10 villages sent quarterly report to KORCD and VDC from three

189

report writing and planning to 40 people (20VDCs, 30 VCPMs 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 1.3.4 Support partners to promote home garden, animal raising and compost making

▪ Project staff

▪ Budgets, technical

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

Output 1.4: CNGOs and CBOs implemented the small projects

▪ At least 2 partners received small project grant support

▪ KORCD staff worked closely ▪ with VDC, village leader, CC and district authority. ▪ KORCD staff are able to provide ▪ training on home garden and compost making to 25 villagers ▪ (21 women)

villages,Kang Meas Cheung & Kang Meas Tbong, Tuol Chan and Pnov submitted proposal to borrow four water pumpes for their dry season rice season Three KORCD staff attended regularly in quarterly meeting with CC in three communes 40 families planted vegetable and made compost fertilizer. They earned money from selling vegetables 400,000 to 600,000 Riels per family per season. Continue to visit field

▪ Three visiting field operation of ▪ KORCD target villages Vaing Cheung, Korng Meas Tbong & Tuol Chan to monitor the implementation of vegetable growing. ▪ KORCD staff conducted exte▪ The number of ill people nsion on primary healthcare on malaria,tuberculosis,typhoid awareness on Tuberculosis, reduced 40% from last year. Aids prevention, malaria, typhoid to 203 people, 155 women in 10 target villages. ▪ Conducted the refresh training on ▪ Participants happy to use the bookkeeping 30 participants, new SHG bookkeeping format 27 SHG members & 3 VDCs because it is simple and easy to review SHG bookkeeping & to compile. introduce the new format of SHG book. ▪ Not done

▪ Budget not available

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Activities

CWS's Inputs

Actual Activities

1.4.1. Assess and review proposal of partners at office and target areas

▪ Budget, CWS staff

1.4.2. Submit proposal of partners and join in proposal appraisal with Program Office

▪ Project staff

Output 1.5: Increased advocacy awareness in the partner target areas

▪ 300 people attended the International ▪ Not done Women's Day

Activities

CWS's Inputs

Variances/Explanation

▪ Project staff assessed the target ▪ CIDC received fund from CWS villages of CIDC and reviewed amount US$ 7,090 to implement its proposal and submitted to Child club to support 550 poor Partnership Program Manager. rural children with opportunity to study in the villages. ▪ Join in proposal appraisal with ▪ The Funding committee agreed the Funding Committee to accept CIDC as holistic partner of CWS Project in Komong Thom.

Actual Activities

▪ It will be done in March 09 Variances/Explanation

1.5.1. Support partners to organize the International Women's Day

▪ Project staff and budget

▪ Not done

▪ It will be done in March 09

1.5.2. Mainstream gender concept in VDCs, SHGs, CVPMs and activities

▪ Project staff and budget

▪ KORCD increase capacity in integration of gender concept & peace building as cross cutting issue in VDCs,SHGs& VCPMs.

▪ On going to implement

▪ Annual Plan of KORCD are better prepared

▪ Capacity of KORCD increased related to set up annual plan, implementation and write report

▪ KORCD staffs are able to make acceptable report.

▪ CNGO staff have regular monthly meeting

▪ KORCD has conducted regularly ▪ The capacity of KORCD staff monthly meeting has strengthened

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

CWS's Inputs ▪ Project staff and budget

Actual Activities ▪ KORCD has annual plan, and submitted quarter activities plan

Variances/Explanation ▪ Annual , quarter plan ,report and others document are in place

191

and implementation 3.1.2 Provide advice and support partners to organize filing system 3.1.3. Conduct regular visits to the fields and office to ensure the quality of the project implementation

to Partnership Coordinator and quarterly report on time. ▪ All files of KORCD are well organized ▪ Provided coaching on Admin work and filing system to KORCD staff. ▪ Budget, project staff and materials ▪ Conducted regular visits to the field and office to monitor the project implementation of KORCD

▪ Document policy and guidelines are in good order ▪ Monitoring feedback was given to partner's staff to improve their program

3.1.4. Attend monthly and quarterly meeting with partners

▪ Budget, project staff and materials

Output 3.2: Partners improved project management and development

▪ Partners have clear planning process ▪ KORCD partners have clear ▪ Exit plan and villages profile on exit plan with CWS and are in place partner prepare exit plan with community ▪ CNGO partners understood CWS's ▪ KORCD staff understood on ▪ Partnership Coordinator provided partnership guidelines and proposal partnership guideline & proposal orientation in August 08 to development procedure development procedure of CWS KORCD staff.

Activities

CWS's Inputs

3.2.1. Provide orientation to CNGOs partners to prepare village profile

▪ Budget, project staff and materials

3.2.2. Provide orientation on the partnership guidelines, proposal format and appraisal process

▪ Budget, project staff and materials

▪ Attended regular monthly meeting ▪ and quarterly meeting with KORCD. The objective was to monitor quarterly activities plan, budget plan review some policy and d project j t guideline id li & provide id coaching on what need to improve to partner staff

Actual Activities ▪ KORCD prepared the two new villages profile and updated the eight villages profile. ▪ Provided orientation of partnership guideline, proposal format & appraisal process to KORCD

Partnership staff will continue to attend the monthly, quarterly and yearly meeting with CNGO partners .

Variances/Explanation ▪ Villages profile of KORCD are in place. ▪ Project staff will continue to orientate CIDC in January 09

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APPENDIX III CWS/CAMBODIA PROGRAM PERSONNEL LIST

CHURCH WORLD SERVICE/CAMBODIA

CWS/CAMBODIA PERSONNEL LIST (Jul – Dec 2008) PHNOM PENH OFFICE 1. Ms. Josephine Barbour 2. Mr. Chhouk Chantha 3. Ms. Svay Samol

Country Representative Director for Programming Executive Assistant

HUMAN RESOURCE DEPARTMENT 4. Ms. Seng Sothla

Human Resource Manager

FINANCE DEPARTMENT 5. Mr. Seng Vutha 6. Ms. Lieng Oubol Leakhena 7. Ms. Prum Leakhena 8. Ms. Sar Chanyadeth

Finance Manager (Recruited on: 06-Oct-08) Deputy Finance Manager Finance Assistant I (Promoted on: 1-Jan-08) Finance Assistant II (Promoted on: 1-Jan-08)

FIELD ACCOUNTANT UNIT 9. Mr. Sar Heang

Field Accounting Officer (Transfer on: 01-Nov-08)

ADMINISTRATION DEPARTMENT 10. Ms. Chum Jany 11. Mrs. Ly Sothea

Administrative Officer Administrative Assistant (Recruited on: 09-Jun-08)

12. Mr. Keo Serai 13. Mr. Soeur Kemsy 14. Ms. Has Vicheka 15. Mr. Oum Vanthy 16. Mr. Oun Vibol 17. Mr. Om Lim 18. Mr. Kong Phal 19. Mr. Sermat Sary 20. Mrs. Huon Phon 21. Ms. Son Sophy

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 & Evaluation, Reporting) 22. Mr. Heng Kun 23. Mr. Uon Vichetr 24. Ms. Pon Pagna Vattey

Monitoring and Evaluation Officer Reporting & Proposal Development Officer Data Management Officer

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DIRECT SERVICES PROGRAM 25. Ms. Mao Sophal 26. Ms. Tauch Norneath 27. Mr. Pich Phourith 28. Mr. Koh Chhina 29. Mr. Nao Sok 30. Mr. Hong Reaksmey 31. Mr. Min Vannak

Program Manager Program Coordinator for Peace Program Officer Credit / Income Generation Coordinator Program Officer Com Dev & Peace Emergency Response & Preparedness Coordinator Emergency Response and Preparedness Program Assistant

32. Mr. Mao SaoHorn

Emergency Response and Preparedness Program Assistant

33. Mr. Khem Thann 34. Ms. Ek Sothea 35. Ms. Soth Nanita

Program Officer for Health Program Assistant Volunteer (Recruited on: 09-Jun-08)

PARTNERSHIP PROGRAM 36. Mr. Mot Sana 37. Mr. Kong Sedth 38. Mr. Choun Mony Roath

Program Manager Program Officer – Organization Development Volunteer (Transferred from Direct Service Program to Partnership Program on: 01-Apr-08)

KOMPONG THOM & PREAH VIHEAR COMMUNITY DEVELOPMENT PROJECT 1. 2. 3. 4. 5. 6. 7. 8.

Mr. Khem Sophal Mr. Kao Vanny Mr. Chheang Sok Mao Ms. Kim Van Thoeun Mr. Man Sarat Mrs. Path Chha ViVorn Mrs. Khem Ratha Mr. Thong Chhen

9. Ms. Surn Meng 10. Mr. Ou Vannkea 11. Mr. Dy Sovann 12. Mr. Leang Seng Hourng 13. Mr. Chan Haksokhom 14. Ms. Mak Sreyny 15. Mr. Chey Pisith 16. Ms. Ay Satya 17. Mr. Bun Sakhan 18. Mr. Vong Saran

Project Manager Project Coordinator Project Coordinator Finance Officer Office Assistant Community Development Worker Community Development Worker Community Development Worker (Recruited on: 09-Jun-08) 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 Finance and Office Assistant (Transfer on: 03-Nov-08)

194

19. Mr. Hiek Chhai Ny 20. Ms. Peng Soungy 21. Ms. Samreth Amara 22. Mr. Chan Savat 23. Ms. Eang Thida

Community Development Worker Community Development Worker Community Development Worker Driver Cleaner (Converted from Temporary Cleaner to Full-Time Cleaner on: 01-Jul-08)

KOMPONG THOM – PARTNERSHIP PROJECT 24. Ms. Prak Vimeany

Project Coordinator

SVAY RIENG – WATER AND SANITATION COOPERATION PROJECT 1. 2. 3. 4. 5. 6. 7.

Mr. Ven Yath Mr. Phy Pha Mr. Teng Phearom Mr. Ven Vannavuth Mr. Lim Kok Mr. Chheng Kosal Mr. Vean Vansy

Project Coordinator Finance and Office Assistant Community Development Worker Community Development Worker Community Development Worker Community Development Worker Community Development Worker-Water Sanitation and Health

BATTAMBANG/BANTEAY MEANCHEY – PARTNERSHIP PROJECT 1. 2. 3. 4. 5. 6. 7.

Mr. Lee Bun Kun Mr. Meach Sothea Ms. Nou Vary Mr. Chourn Narith Mr. Penh Saro Mr. Tim Vanna Ms. Kauy KimHean

8. Ms. Thor Daniep

Project Manager Deputy Project Manager Project Coordinator Office Assistant II Project Assistant Driver Cleaner Part time (Recruit on 01 Oct 2008) Cleaner Part time (Recruit on 01 Oct 2008)

195

ANNEX A:

CHURCH WORLD SERVICE/CAMBODIA ORGANIZATIONAL CHART Mid -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

196

ANNEX B:

CHURCH WORLD SERVICE/CAMBODIA GEOGRAPHICAL IMPLEMENTATION MID-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 (PHD, PDRD, PDEYS, local authorities)  CBOs/ VDCs/ VHVs/Literacy Teachers

Project Beneficiaries: [32 villages]  Direct families: 2,780 [P: 14,423, W: 5,208]  Indirect families: 2,349 [P: 11,791, W: 3,288]

Project Beneficiaries: [18 villages]  Direct families: 1,684 (P: 8,420, W: 6,099)  Indirect families: 406 (P:2,030, W: 1,320)

Battambang Partnership Project partners:  Holistic Support: ADOVIR, KCDA  Small Project Fund: DYBTB Kompong Thom Village Based Community Development

Project Beneficiaries: [27 villages]  Direct families: 1863 (P: 8101, W: 3082)  Indirect families: 2309 (P: 11394, W: 2921)

Project partners:  Government Departments (PHD, PDRD, PDoEYs, PDoWA)  CBOs/ VDCs/ VHVs/ TBAs/ VDVs/ RCVs/ CPVs/ SHGs/ Literacy Teachers  Cambodian Red Cross

Emergency Response:  Direct Beneficiaries: CBDRM training to P: 390, W: 116

KPT Partnership Project Partners:  Holistic Support: KORCD  Small Project Fund: CIDC Project Beneficiaries: [10 villages]  Direct families: 951 (P:3,655, W:2,308)  Indirect families: 3,425 (P:19,414, W:9,515)

Project Beneficiaries: [12 villages]  Direct families: 778 (P: 3,890, W: 2, 336)  Indirect families: 587 (P:3,083, W:1,201)

Svay Rieng WATSAN Cooperation Project Project Partners:  CBOs (CCs, CDFs, VLs, WSUGs) Project Beneficiaries: [20 villages]  Direct Families :112 (P: 612 , W: 280)

197

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

198

Preah Vihear Province target villages No.

District English Khmer

Commune English Khmer

Village

V_Code

English

1

Choam Khsant

Choam Ksant

13030102

Kouk Sralau

2

Choam Khsant

Choam Ksant

13030103

Veal Pou

3

Choam Khsant

Choam Ksant

13030104

Veal Thum

4

Choam Khsant

Rumdaoh Srae

13030402

Kouk

5

Choam Khsant

Rumdaoh Srae

13030403

Rolum Thma

6

Choam Khsant

Rumdaoh Srae R d hS

13030401

Srae S

7

Choam Khsant

Rumdaoh Srae

13030404

Svay

8

Choam Khsant

Tuek Kraham

13030202

Chat Tang

9

Choam Khsant

Tuek Kraham

13030205

Ou Khsan

10

Choam Khsant

Tuek Kraham

13030203

Sangkom Thmei

11

Choam Khsant

Tuek Kraham

13030204

Trapeang Thum

12

Choam Khsant

Tuek Kraham

13030201

Tuek Kraham

13

Choam Khsant

Yeang

13030505

Choam Antil

14

Choam Khsant

Yeang

13030506

Choam Srae

15

Choam Khsant

Yeang

13030504

h Kampeanh

16

Choam Khsant

Yeang

13030502

Kong Yaong

17

Choam Khsant

Yeang

13030503

Reaksmei

18

Choam Khsant

Yeang

13030501

Yeang

Khmer

199

WatSan Cooperation Target villages 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

Rumduol

18

Rumduol

19

Rumduol

20

Rumduol 2

Commune English Khmer

រមសែហក

Doung

រមសែហក

Doung

រមសែហក

Doung

រមសែហក

Doung

រមសែហក

Doung

រមសែហក

Doung

រមសែហក

Doung

រមសែហក

Doung

រមសែហក

Doung

រមសែហក រមសែហក រមសែហក រមសែហក រមសែហក រមសែហក រមសែហក រ ំដួល រ ំដួល រ ំដួល រ ំដួល

Kokir Kokir Kokir Kokir Tras Tras Tras Bos Mon Bos Mon Pong Tuek Pong Tuek 5

Village

V_Code

English

ដូង

20040708

Chheu Teal

ដូង

20040716

Doung

ដូង

20040702

Poun

ដូង

20040714

Prey Angkunh

ដូង

20040710

Prey Tuol

ដូង

20040701

Ta Suos

ដូង

20040717

Trapeang Phlong

ដូង

20040707

Trapeang Thlok

ដូង

20040709

Trapeang Thum

គគីរ គគីរ គគីរ គគីរ ្រតស់ ្រតស់ ្រតស់ បុសមន បុសមន ពងទឹក ពងទឹក

20040905

Kokir

20040902

Prey Kdei

20040901

Ta Sek

20040903

Ta Veang

20041603

Muni Proeksa

20041611

Serei Ao

20041606

Ta Suos

20030101

Bos Mon Leu

20030104

Bos Svay

20030704

Prey Ta Yoan

20030706

Trapeang Thkov

Khmer េឈើ ទល ដូង

េពន

ៃ្រពអងគញ់ ៃ្រពទួល សួស

្រតពំងផ្លុង

្រតពំងធ្លក ្រតពំងធំ គគីរ

20

ៃ្រពក្តី េសក ំ ង មុនីន្របឹក េសរ ីេ សួស បុសមនេលើ បុស ្វ យ ៃ្រព យ័ន្ត ្រតពំងថកូវ

200

Battam Bang Target villages No. 1

District English Bavel

2

Bavel

3

Bavel

4

Bavel

5

Bavel

6

Bavel

7

Bavel

8

Bavel

9

Samlout

10

Samlout

11

Samlout

12

Samlout

13

Samlout

14

Samlout

15

Samlout

16

Samlout

17

Samlout

18 19 20 21 22

Samlout Samlout Samlout Samlout Bavel

Commune Khmer

Khmer

English

បេវល

Ampil Pram Daeum

បេវល

Ampil Pram Daeum

បេវល

Ampil Pram Daeum

បេវល

Ampil Pram Daeum

បេវល

Ampil Pram Daeum

បេវល

Ampil Pram Daeum

បេវល

Ampil Pram Daeum

បេវល សំឡួត

Ampil Pram Daeum

សំឡួត

Ta Taok

សំឡួត

Ta Taok

សំឡួត

Ta Taok

សំឡួត សំឡួត សំឡួត សំឡួត សំឡួត បេវល

Ta Taok

Ta Taok

សំឡួត

Ta Taok

សំឡួត

Ta Taok

សំឡួត

Ta Taok

សំឡួត

Ta Taok Sung Sung Ta Sanh Ta Sanh Kdol Ta Haen

Village

V_Code

English

Khmer អំពិល

អំពិល្របំេដើម

02040503

Ampil

អំពិល្របំេដើម

02040506

Buo Run

អំពិល្របំេដើម

02040501

អំពិល្របំេដើម

Dangkao Kramang ដេងក្រកម៉ ង

02040507

Doung

អំពិល្របំេដើម

02040502

Siem

អំពិល្របំេដើម

02040504

Sthapor

អំពិល្របំេដើម

02040508

Sthapor Pir

អំពិល្របំេដើម េ ក

02040505

Ta Khiev

02090108

Ou Krouch

02090105

Ou Nonoung

02090107

Ou Tateak

02090102

Ou Traeng

02090106

Peam

02090101

Peam Ta

02090109

Phnum Rai

02090104

Ta Taok

02090103

Veal Rolueum

02090403 02090401 02090702 02090705 02040613

Kandal Sung Muoy Prey Rumchek Ta Sanh Tboung Boeng Sangkae

េ េ េ េ េ េ េ

ក ក ក ក ក ក ក

េ ក ស៊ុង ស៊ុង ញ ញ ក្តល ែហន

ប៊ួរន ុ ដូង

េសៀម

ថ ពរ

ថ ពរ ២

េខៀវ

អូរ្រកូច

អូរនេនង អូរ

េទៀក

អូរែ្រតង ពម ពម ភនំៃរ ៉ េ

ក

លរលឹម ក ្ត ល ស៊ុង ១ ៃ្រពរ ំេចក ញតបូង បឹងសែងក

201

Banteag Meanchey target villages No.

District English

1

Malai

2

Malai

3

Malai

4

Malai

5

Malai

6

Malai

Khmer ម៉ ៃឡ ម៉ ៃឡ

Commune English Khmer

V_Code

ទួលព្រង

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

បុសសបូវ

01060113

Khchas

បុសសបូវ

01060115

Khu Svay

បុសសបូវ

01060116

Khvav

បុសសបូវ

01060117

Tbaeng

Tuol Pongro Tuol Pongro

ម៉ ៃឡ

Tuol Pongro

ម៉ ៃឡ

Tuol Pongro

ម៉ ៃឡ

Tuol Pongro

ម៉ ៃឡ

Ou Sampor

ម៉ ៃឡ

7

Malai

8

Malai

9

Malai

ម៉ ៃឡ

Ou Sampor

10

Ou Chrov

អូរេ្រជ

Koub

11

Ou Chrov

12

Ou Chrov

13

Ou Chrov

14

Ou Chrov

15

Ou Chrov

16

Ou Chrov

17

Ou Chrov

18

Preah Netr Preah

19

Preah Netr Preah

20

Preah Netr Preah

21

Serei Saophoan

22

Serei Saophoan

23

Serei Saophoan

24

Serei Saophoan

Ou Sampor

ម៉ ៃឡ

Ou Sampor

អូរេ្រជ

Samraong

អូរេ្រជ

Samraong

អូរេ្រជ

Samraong

អូរេ្រជ

Samraong

អូរេ្រជ

Samraong

អូរេ្រជ

Samraong

អូរេ្រជ

Samraong

្រពះេន្រត្រពះ ្រពះេន្រត្រពះ

្រពះេន្រត្រពះ សិរ ីេ ភ័ណ្ឌ សិរ ីេ សិរ ីេ សិរ ីេ

ភ័ណ្ឌ ភ័ណ្ឌ ភ័ណ្ឌ

Rohal Rohal Rohal Bos Sbov Bos Sbov Bos Sbov Bos Sbov

ទួលព្រង ទួលព្រង ទួលព្រង ទួលព្រង អូរសំព័រ អូរសំព័រ អូរសំព័រ អូរសំព័រ កូប

សំេ ង សំេ ង សំេ ង សំេ ង សំេ ង សំេ ង សំេ ង រ រ រ

ល ល ល

Village English

Khmer បនទយទីមួយ េកះសនួល ខ្លងប់ អូរអំបិល សន្តិភព

បនទយទីពីរ កបលទំនប់ អូរសំព័រ

អូរសំព័រមួយ អូរេ្រជ

អញ ច ញ បន្លិច

បត់្រតង់ សំេ ង ថមី

េធមញ្រតី វត្ត

ពេពល បញស ី

នយ

ខចស់ ឃូ

ខ្វវ

្វ យ

ែតបង

202

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

203

CWS – CAMBODIA CURRENT DONORS/FUNDING PARTNERS CWS/CAMBODIA FY09 FUNDING PARTNERS