End-Year 2008 Report

END-YEAR REPORT
FISCAL YEAR 2008
“The lasting benefits that we create don’t come because we do good deeds, but because we
do good work – work that is focused on our mission to create value.”
END-YEAR REPORT
FISCAL YEAR 2008
Writing and Compiling: Program/Project/Field staff

Editing and Modifying: Uon Vichetr, Pech Vireak,
Chhouk Chantha and Josephine Barbour
Layout designed: Uon Vichetr/Pong Pagna Vattey
Photos: CWS Staff
Copies of this report are available at

Church World Service – Cambodia
Office: 69z, Street 450, Toul Tumpong II, Phnom Penh, Cambodia
Phone: (855) 23 217 786, Fax: (855) 23 216 014
E-mail: info@cwscambodia.org, Website: www.cwscambodia.org
© Copyright 2008, Church World Service Cambodia (CWSC)
All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any
means, without prior permission from CWS-C. Any person who does any unauthorized act in relation to
this publication may be liable to criminal prosecution and civil claims of damages.
Second published, 2008
Published by Church World Service Cambodia

This book is not for sale through commercial channels.
Recognition of Service
The Royal Government of
the Kingdom of Cambodia
recognized the quality of
work and level of service
and issued sub-Degrees for
“Bestowing the Medal of
National Rehabilitation” to
honor our work. The Gold
Medal of CBDRM
Initiatives was organized
during the 5th Disaster
Management Practitioners’
Workshop for South East
Asia on April 2 – 4, 2008,
under the presentation of
H.E Dr. Nhim Vanda,
Senior Minister and First
Vice-President National
Committee Disaster
Management. The gold
medal and letter of
commendation re lects recognition of our “outstanding
achievement in implementing the community based
disaster risk reduction program” for addressing and
promoting disaster preparedness and mitigation in
rural communities and for our efforts in dealing with
drought mitigation through awareness raising,
institution building, preparedness planning and
mitigation projects.
Mr. Chhouk Chantha, CWS’s Director for Programming
had the high honor to meet and received this Gold
Medal on behalf of Church World Service. We were
proud to have his represent the 75 staff whose
dedicated work made possible. It is part of his legacy to
the CWS staff continuing to work for the reconstruction
of Cambodia.
As semester report accurately details, there have been successfully timely food relief to Cambodian at risk
families with absolutely no food in their houses and huts to feed themselves or their children. Those who
one would imagine would be most harshly hit when loods destroy paddy land. CWS Emergency Response
unit continues to achieve ground breaking work on the critical but less headlined news of community
based mitigation and prevention. CWS was able to work with both the National Centre for Disaster
Management and the Provincial of ice for Disaster Management in Svay Rieng province.
Since 1979, many vulnerable and poor community people have been served through programming
implemented by our energetic, honest and committed staff.
CWS extend appreciation to Royal Government for their effort to recognize our work
Church World Service Cambodia
2008 Second Semester Report
Executive summary
The second 6 months of fiscal year 2008 closed another eventful year for CWS Cambodia
marking the 4th year implementation of our 7 year Strategic Directions (2005-2011). Despite
the effect of global inflation which increases the price of food and other basic commodities to
the point that the government has suppressed any standard reports on inflation at this time,
our dedicated staff members, with the support of our partners, strive to meet the targets as
outlined in our project documents. CWS-Cambodia’s staff members work hard to combat
poverty, fight corruption, respond to disaster issues and strengthen relationship with and
build capacity of local partners, village leaders, village development committee and
commune councils wherever we are working.
The peace programming has matured further in its 9th year, and CWS continues to foster its
reputation as an organization committed to promoting concepts of Restorative Justice as a
mechanism for promoting reconciliation, as we have been working on since 2004.
Major accomplishments for the second six months of the fiscal year fall into two thematic
areas: remote rural community development and enrichment in programming impact. There
is overlap between these two areas as they are inherently entwined. As you read this second
6 months of fiscal year 2008 report, the CWS activities in these broad categories, can
facilitate understanding of our organization and its culture of learning.
Growth and Health of the Organization
Future Direction and Aims: CWS continues to focus on its seven year strategic direction, of
which the current four Year Program Plan of 2008-2011 was approved by the Program
Oversight Group (POG), and presented in the Square Table meeting in November 2006.
The future is intended to refine the new programming and stay abreast of the needs imposed
by rising inflation and nationalism - particularly food security for all rural poor and personal
security for those citizens along the Thai Cambodian border in the northwest.
Recruitment of Key Staff: Although there are always some vacant positions at CWS,
several new staff members have joined our organization. They are adding value to our work,
and have reduced workload on existing staff members. In Kompong Thom Community
Development project, (a part of the Direct services Program), 3 Community Development
Workers and a Project Coordinator are on board. Human Resource Manager, a Personnel
Assistant were recruited to work in CWS Phnom Penh Central Office, and an Emergency
Response and Preparedness Program Assistant and a Data Management Officer are hired
to support the field.
Demining - As the report indicates mine affected communities are physically constrained
from working themselves out of poverty with minefields as real barriers to socio-economic
development. Agricultural land is blocked, resettlement of vulnerable households restricted
and development and infrastructure projects halted due to the physical threat of “Remnants
of Conflict”. CWS Cambodia has consistently made funding available to MAG Cambodia to
clear landmines, first in the war affected districts of Kompong Thom and most recently, in the
ex-battleground of Malai district bordering Thailand. In Malia, 95,090 square meters of land
were cleared, 207 anti-personnel mines, 15 UXOs, 2 anti-tank mines and 34,264 pieces of
metal fragmentation were successfully removed. Two clearance areas will be returned to
communities for agricultural and social purposes, producing a basis for sustainable
economic and social growth- empowering affected populations.
i
Partnership – the core of CWS programs as stated in the 7 year strategic direction - is
achieving greater substance in the CWS Cambodia program. CWS has found that the
richness of its partnership program comes from participating fully in the learning cycle that
allows for mutual growth. Our philosophy is based on building relationships of mutual respect
and assistance to local NGOs working within a framework of community development,
children and peace. For example, in addition to the existing local NGO partners that we are
supporting: ADOVIR, CFEDA, KNTO in Battambang and Banteay Meanchey Provinces and
KORCD in Kompong Thom province, the Partnership program has selected KCDA as a new
holistic partner to provide financial support and capacity building. There has been extensive
work for non funding partners this semester including, assisting and facilitating, the General
Assembly for the selection of new leaders in the KCC. The Partnership Program Manager
has been elected as a board member of CFS and provided support in the area of
organizational development to ICSO. A Partnership Reflection Workshop was conducted to
build collaboration through understanding with holistic, small grant and non funding partners,
as well as to strengthen good use of CWS Partnership Program Operating Guidelines.
Peace – For nine years CWS has accumulated a depth of experience and understating
about the way she should and can go about her work that has lead to improved opportunity
for gender equality, weapon reduction, protection of forests and fisheries, successful
dhammietras, restorative approaches to justice, transparency, anti-corruption policies and
practices, and a do no harm philosophy that provokes us to constantly review our work for
unintentional divisions or other harmful spill offs. This semester the Workshops on “Building
Peace in Our Life” to general staff and Local Capacity for Peace to staff in PVH built on the
training provided the commune counselors in various areas has been timely in its awareness
raising to citizens affected buy the escalation of cross border disputes. . We will hold a
workshop on restorative justice and reconciliation as part of the trauma seminars for our
senior staff members in September. Also the Peace officer continues to provide support for
the Timor Leste Team as they strengthen their practice in peace building.
Emergency Response – CWS-C is very proud to have received her 7th gold medal, this
time for our work on “Community Based Disaster Risk Management” from the Royal
Government of Cambodia and the National Center for Disaster Management in its 5th
regional workshop. The gold medal and letter of commendation reflects recognition of our
“outstanding achievement in implementing the community–based disaster risk reduction
program” for addressing and promoting disaster preparedness and mitigation in rural
communities and for our efforts in dealing with drought mitigation through awareness raising,
institution building, preparedness planning and mitigation projects.
Water for the poorest – The United Nation General Assembly has named 2008 the
International Year of Sanitation to draw attention to the plight of millions of people who do
not have access to basic sanitation. In this regard, the Water and Sanitation Cooperation
Project staff in Svay Rieng province is successfully bringing water to the poor, working in
partnership with the Provincial Department of Rural Development. Through this semester
468 water filters, 100 hand pump wells and 69 household latrines have been accomplished
by a dedicated joint team. CWS continues to examine the approaches needed in this next
and final year of NCCA funding to expand the target for the bio-sand water filters which are
very successful.
Community Development in Remote Rural areas – During this reporting period, the Direct
Services Program has successfully reviewed and revised SHG Guidelines which was
approved by Program Oversight Group (POG) in April 2008 for continuing implementation.
CWSC has this guidelines in hand aiming at rebuilding solidarity, self-confidence and
increasing women’s participation in development activities. We are also satisfied with the
confidence building phase that has encouraged community people to bring and discuss their
common issues related to health, environment, agriculture, animal husbandry, domestic
violence and human rights. For the first year of our Village Based Community Development
project in Preah Vihear province following our CD model, CWS Cambodia has focused on
building relationship, identifying key people; especially among vulnerable groups through
ii
home visits, overnight stays in order to listen and understand their concerns, village assets
and needs. In addition however CWS has significant achievements in other related
community development activities such as providing access to clean water for poorest
households. Since July 2007 CWS staff members dared to begin living and working in very
remote areas in the northernmost of the country, Choam Khsant district, Preah Vihear
province, where other organizations do not work. Our emphasis was placed on strengthening
community structures and introducing village participation along with capacity building. This
will enable the villagers to organize themselves, assess their livelihood needs, learn about
their rights and responsibilities, and to lead and manage, plan and implement projects that
were relevant to their lives.
Monitoring & Evaluation - The establishment of our M & E System as reported in the first
semester is a system of thinking at CWS as Learning Organization as well as a guide for
staff to consistently review CWS work as it does or does not measure up to meeting its goals
related to changing the lives of the rural poor in an honest and transparent way. CWS staff at
all levels are working to incorporate the suggestions made in the first full program
monitoring.
These are all notable achievements for the villagers, ourselves and our dependable funding
partners, in a nationalized learning organization, just one decade out of the civil war (1998 –
2008).
We would like to express our special thanks to all of our program and funding partners,
communities, local authorities, donors, host government ministries, and partner NGOs, who
have continued to work with CWS Cambodia in mutuality and collaboration toward fulfilling a
common vision. We thank all of our partners for their monitoring visits, analysis, guidance
and supportive feedback to the CWS Cambodia program.
It is my intention that this report will give you the opportunity to understand the scope and
depth of CWS’s work here in Cambodia. We welcome questions and observations about the
overall quality of our programming, with which we are very pleased.
Josephine Barbour
Country Representative
iii
ABBREVIATIONS
Acronym Full names
ADOVIR Association for Development and Our Villager’s Rights

AFSC American Friends Service Committee
AIDS Acquired Immune Deficiency Syndrome
AOC Asian Outreach Cambodia
APA Angkar Punleu Akphiwat
AusAID Australian Agency for International Development
AZEECON Asian Zone Emergency and Environment Co-operation Network
BFDK Buddhism for Development in Kompong Thom
BTB Battambang Province
BTM Banteay Meanchey Province
CAWST Center for Affordable Water and Sanitation Technology
CAT Capacity Assessment Tool
CBDRM Community Based Disaster Risk Management
CBOs Community Based Organization(s)
CC Commune Council
CCC Cooperation Committee for Cambodia
CD Community Development
CDA Church Development Association
CDF Community Development Facilitators
CDHS Cambodia Demographic and Health Survey
CDW Community Development Worker
CEDAC Centre D’etude et de Development Agricole Cambodgien (Cambodian
Center for Agricultural Study and Development)
CFEDA Cambodian Family Economic Development Association
CFI Community Forestry International
CIDC Cooperation for Indigenous People and Development in Cambodia
CSF Children Support Foundation
CGA Cambodia Global Action
CHART Creative, Holistic, Action Research for Relationship Transformation
CMVIS Cambodian Mine/UXO Victim Information System
CNGO Cambodian Non-governmental Organization
Com Dev Community Development
COWS Cambodia Organization for Women’s Support
CRC Cambodian Red Cross
CSCM Cambodian Student Christian Mission
CSO Concerns and Suggestions for the Government
CWS Church World Service
CWSC Church World Service Cambodia
DAHP Department of Animal Health and Production
DIPECHO Disaster Preparedness of European Commission Humanitarian Aid Office
DSP Direct Services Program
DYBTM Dhammayietra Banteay Meanchey
DYMB Dhammayietra Mongkol Borei (Name of local NGO partner in Banteay
Meanchey province).
EED Evangelischer Entwicklungsdienst
ER Emergency Response
ERP Emergency Response and Preparedness
FMER Funding, Monitoring, Evaluation and Reporting
FY Fiscal Year
GPP Good Principle Project
HAGAR Hagar International
HC Health Center
HIV Human Immunodeficiency Virus
FY08_End-Year_Narratives iv
HMA Humanitarian Mine Action
ICA Initiatives for Change Association
ICD Integrated Community Development
ICDP Integrated Community Development Programme
ICSO Indigenous Community Support Organization
IEC Information, Education, Communication
IFM ?
INGO International Non-profit Organization
KCDA Khmer Community Development Association
KCC Kampuchea Christian Council
Kg Kilogram
KNTO Kumnit Thmey Organization
KORCD Khmer Organization for Rural Community Development
KPT Kompong Thom province
LCP Local Capacity for Peace
LWF Lutheran World Federation
LSCW Legal Support for Children and Women
MAC Mine Action Coordinator
MAG Mines Advisory Group
MAO Mine Action Officer
MAPU Mine Action Planning Unit
MAT Mine Action Team
MCC Mennonite Central Committee
MCH Mother and Child Health
M&E Monitoring and Evaluation
MEDICAM Medical Cambodia (Umbrella organization for public health NGOs in
Cambodia)
MoH Ministry of Health
MoEY Ministry of Education Youth and Sports
MoU Memorandum of Understanding
MRD Ministry of Rural Development
NCCA National Council of Churches in Australia
NCCC The NGOs Code Compliance Committee
NGO Non Government Organization
NSDP National Strategic Development Plan
OD Operational District/Organization Development
OPA Old People Association
PDA Provincial Department of Agriculture
PADV Partnership Against Domestic Violence
PDoE Provincial Department of Education
PDoH Provincial Department of Health
PDRD Provincial Department of Rural Development
PHN Phnom Penh City
PRA Participatory Rural Appraisal
PM Project Manager
PO Program Officer
POG Program Oversight Group
PP Partnership Program/Project
PPS Phare Ponleu Selpak
PRA Participatory Rural Appraisal
PRC Provincial Red Cross
PVH Preah Vihear Province
RCV Red Cross Volunteer
ROC Remnants of Conflict
SHG Self Help Group
SMT Senior Management Team
FY08_End-Year_Narratives v
SOP Standard Operating Procedure
SRI Integrated System of Rice Intensification
STD Sexually Transmitted Diseases
SvR Svay Rieng province
SWOT Strengths, Weaknesses, Opportunity and Threat
TBA Traditional Birth Attendant
TNA Training Need Assessment
UNICEF United Nations Children’s Fund
UNFPA United Nations Population Fund
UCC United Church of Christ
US$ United States Dollar
UXO Unexploded Ordnance
VBCD Village-Based Community Development
VBNK Vityeasthan Bondosbandal Neakkrupkrong (an institute for managers
of organizations working for the development of Cambodia)
VC Village Chief
VCPM Village Committee for Program Management
VDC Village Development Committee
VHV Village Health Volunteer
VL Village Leader
VLA Village Livestock Agent
VP Vulnerable People
WATSAN Water and Sanitation
WFP World Food Programme
WG Working Group
WMC Women Media Center
WSUG Water and Sanitation User Group
WVC World Vision Cambodia
FY08_End-Year_Narratives vi
Table of Contents
Page
Executive Summary………………………………………………………………………………………..…i
Abbreviation or Acronym……………………………………………………………………………………iv
Table of Contents……………………………………………………………………………………………vii
Direct Services Program

1.1 Direct Services Office…………………………………………………………..……………..1
1.2 KPT Village Based Community Development Project……………………………………10
1.3 PvH Village Based Community Development Project……………………………………17
1.4 SvR Water and Sanitation Cooperation Project…………………………………………..27
Partnership Program
2.1 Partnership Office………………………………………………………………….…………34

2.2 BTB/BTM Partnership Project…………………………………………………….…….…..42
2.3 KPT Partnership Project………………………………………………………….……….…52
2.4 Ecumenical Partnership Project……………………………………………………….…...59
Integrated Humanitarian Mine Action
3 Malai District Demining Project…………………………………………………..…………64
Integrated Humanitarian Mine Action

Cases Story……………………………………………………………………..……………68
Phnom Penh Central Office
4 FMER, Finance, Administration, and Human Resource Management………….…….74
Appendices
Appendix I : Summary of Finances…………………………………………….……………….91

Appendix II : Annual Outputs/Log-frame………………………………………………………114
Appendix III : CWS Cambodia Personnel List…………………………………………………240
Annexes
Annex A : Organizational Chart……………………………………………………243

Annex B : Geographical Implementation Areas………………………………… 244
Annex B : Target Villages ………………………………………………………… 245
vii
DIRECT SERVICES PROGRAM
) KOMPONG THOM VILLAGE BASED COMMUNITY DEVELOPMENT PROJECT
) PREAH VIHEAR VILLAGE BASED COMMUNITY DEVELOPMENT PROJECT
) SVAY RIENG WATSAN COOPERATION PROJECT
) EMERGENCY RESPONSE
) PEACE
CHURCH WORLD SERVICE - CAMBODIA

1.1. DIRECT SERVICES PROGRAM
1.1.1 Introduction
The Direct Services Program (DSP) Office, based at CWS Cambodia Central Phnom Penh
Office, was established in 2006 as a result of a merge between former Community Development
Program and Strategic Support Unit in order to provide the technical and managerial support
and address the coordination/communication problems they encountered. The DSP staff
provides technical support and guidance to all the field level and/or implementing areas in the
Village Based Community Development (VBCD) work in Kompong Thom and Preah Vihear
Provinces, Water and Sanitation (WatSan) Cooperation work in Svay Rieng Province, and
Disaster Mitigation and Emergency Response Unit and Peace Building programming as
integrated in all areas of our target villages in the provinces.
Within this reporting period, DSP Office has nine staff members (three women) consists of a
program manager, three program officers, three program coordinators and two program
assistants, who are working in the areas of community based organization, income generation,
food security, health, emergency response and disaster risk management and peace building.
DSP Office staff focused their energy and time to support critical relationship building, problem
solving, as well as capacity building with communities for implementing the village based
community development outlined in new CWS Cambodia Community Development (Com Dev)
Model. The significant milestone for the DSP Office is developing and reviewing the Self Help
Groups (SHGs) guidelines, building capacity and technical supports to the Projects through
trainings in Com Dev Model, 6D/PPCM, workshops and collegial feedback via field monitoring
visits.
Within the reporting period, the DSP Office has achieved the following accomplishments:
1.1.2 Major Accomplishments and Changes
Overall Objective: To improve the communities' capacity on peace building, emergencies

response, and disaster risk management and develop their ability to define their development
direction in a participatory and democratic manner.
1. Capacity Building for Development Planning
Objective 1: Develop community capacity to engage with Government Institutions and CBOs to
define their development direction and manage their affairs in a participatory and democratic
manner.
♦ Establishment of Water and Sanitation User Groups (WSUGs)

The DSP Office staff guided the WatSan Project level staff and the cooperating partner, PDRD,
on the establishment of and strengthening Water and Sanitation User Groups (WSUGs). This
was accomplished through providing them with technical support and trainings. The WSUG is a
core committee responsible for planning and implementing activities related to the access of the
FY08_2nd End-Year_Narratives Direct Services Program 1

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

A three day Household Water Quality Testing
workshop presided by Center for Affordable Water
and Sanitation Technology (CAWST) from Canada
and hosted by Church World Service-Cambodia
from 28-30 May addressed crucial issues. Water
quality issues and the connection to public health;
drinking water quality guidelines and minimum
standards; types of contaminants and their
indicators; water quality testing: physical, chemical
and biological; selection of appropriate testing
methodology and equipment; developing a water
quality testing plan; record keeping, interpreting
results, and reporting; and household water
Dr Betman presented to the trainees in practicing treatment options for developing countries
of water testing especially Cambodia are important to deepen
understanding of staff and implementers as a
strategy towards durable programming. With this regard, there were 14 participants from CWS
Cambodia, Provincial Department of Rural Development of Svay Rieng and Preah Vihear, World
Vision Cambodia (WVC), Asian Outreach Cambodia (AOC), Cambodia Global Action (CGA) and
HAGAR International. The workshop’s objective is to help participants be familiar with different
water testing methodologies including physical, chemical and biological testing techniques and
select an appropriate testing methodology for their project work.
Other topics were also addressed such as physical, chemical and biological properties of water,
water quality guidelines, testing protocol, analysis of data and preparation of water quality
assessment plan. The workshop introduced household water treatment options as a potential
solution to contaminated water. In addition, the ME Officer was also trained and a high-tech
water testing tool, which will be kept in ME office for future testing of water quality during
monitoring visits, will be purchased. This will improve the effectiveness of ME Officer’s work in
regard to water and sanitation.

2. Meeting Basic Need and Building Self-Reliance, Sustainable Livelihoods
Objective 2: Improve access to basic social services and amenities and improve overall food
security of vulnerable people.
♦ Development of SHG Guidelines

Self Help Group Guidelines, which was developed and documented
by Income Generation and Credit Program Coordinator under
supervision of DSP Program Manager, was approved by the
Program Oversight Group (POG) in May 2008. CWS Cambodia is
one of the excellent INGOs in the country applying SHG model in
the rural and remote communities. Before May 2008 we didn’t have
complete SHG guidelines for best implementation practices. The
Guidelines provide institutional framework for direction and
guidance to CWS staff to effectively and efficiently implement the
cash credit activities of the SHG projects, particularly, from the
group formation and functioning to cash operation and group
ownership. This is a good output that can have impact on the SHG Book Covers
amount of daily supervision time needed to remind implementing
staff of how we should operate SHG.
3. Strengthening Civil Society
Objective 3: Strengthen target community understanding and practice of peace building and
restorative justice.
♦ Building Peace in Our Life Training

Building a peaceful and justice society is one of the
core values of CWS and an important part of our
vision and mission in contributing to a peaceful
country of Cambodia. A training need assessment
conducted in April 2007 by CWS Peace Program
Coordinator, found that 55 CWS staff, including
senior and support staff of projects and offices are
ready for additional training on peaceful and
interfaith relationships. In response to the TNA, a
Group discussion of LCP Workshop three-day workshop on Building Peace in Our Life
was conducted in Sihanouk Ville from 24-27 March by CWS in cooperation with CDRI for 26
CWS staff (10 women) from all Projects and Offices. All participants were introduced the idea of
reducing prejudice and stereotype, which is a common cause of conflict and widely understood
by Cambodians in their difficult relationships with the Thais and the Vietnamese. There are long
dark histories that feed prejudice and discrimination (Ex: to date CWS does not have any staff
who is an ethnic Vietnamese-Cambodian).The workshop retreat also introduced some tools for
analysing or even thinking about conflict. The attendees highlighted the course is helpful for
their personal and professional life. A similar peace building concept course will be provided to
senior and middle managers in FY 09.

♦ Local Capacity for Peace Concept Training
To motivate the Community Development
Practitioners to take into consideration the
advantages and disadvantages of development
activities and to change their attitude toward
assisting the community, a three-day
introduction workshop on Local Capacity for
Peace (LCP) Concept, from 29-31, January at
CWS Preah Vihear Office was conducted for 22
Project staff and Phnom Penh Office staff and a
CNGO Partner (CSCM). The training post-test
result showed that 19 participants had well
understanding about the advantage of LCP for Group discussion of LCP Workshop organized in
CWS Preah Vihear Office
themselves and community due to their previous
work background in peace building.
The attendees noted that if CWS Cambodia used the LCP framework, they can reflect on
intervention in the past and plan for the future that best lead to support community in a peaceful
way. Mr Navuth, CDW of the SVR Cooperation Project, Miss Amara, CDW of KPT and Mr.
Vankea, CDW of the PVH Project gave the same remark, “LCP concept helps us to pay more
attention on the negative and positive impact before giving assistance to communities;
moreover, we are able to identify the connecting and dividing factors of our intervention in the
respective target communities”.
In January 2009 CWS Program plans to organize training module two on LCP Assessment,
which will introduce to staff the LCP assessment tools and analytical skill in terms of peace
mainstreaming in the project implementation.
4. Emergency Response and Preparedness
Objective 4: Improve disaster preparedness and response capabilities among target

communities.
♦ Funding Appeal to ERP Program of CWS NY

The abject poverty in Cambodia is difficult to
imagine, especially when we only see Phnom
Penh and the major towns. Flood and drought are
chronic disasters to many CWS and CWS partner
target areas. When disaster happened in 2007 it
affected crop harvest of ADOVIR villages in early
2008. Vulnerable families were more than hungry.
Therefore, in the first week of April 2008, through
ADOVIR and in cooperation with Village Chief and
funeral association committees, CWS via our ERP
Program distributed food, blanket materials and
Family affected by house fire in Sthapor Pi Village
kitchen materials (see below table) to 45
vulnerable families (240 people; 122 women, and
102 children), who faced food shortage as well as house fires (nine families)1.
1
in four villages (Sthapor Pi, Buo Run, Ta Khiev and Doung), Ampil Pram Daeum Commune, Bavel
District, Battambang Province
No. Assisted with supplement # No. Assisted with supplement #
1 White rice 3,600 kg 8 Cooking pots 18
2 Soy sauce 270 bottles 9 Plates 45
3 Iodine salt 180 pkgs 10 Soup bowls 18
4 Vegetable oil 45 bottles 11 Spoons 108
5 Mats 9 12 Scoops 9
6 Mosquito nets 18 13 Kettles 9
7 Blankets 27 14 Water filters 9
Each family received six bottles of soy

sauce, four packages of iodine salt, one
bottle of vegetables oil and 15 kgs of
white rice, one mat, two mosquito nets,
three blankets, two cooking pots, five
plates, two soup bowls, 12 spoons, one
scoop, one kettle, and one water filter
(for nine families whose houses were
on fire). The on-time response saved
them from starvation; reduce their
stresses and difficulties for one month,
Food and kitchen utensil distribution to food shortage and
which allowed them to find other work house fire families in Sthapor Pi Village
elsewhere to earn money. Those victim
families expressed their thanks to ADOVIR and CWS for their timely support.
ERP Program was able to help them receive an approval from the CWS-NY ERP Program to an
appeal submitted by ERP Program. The CWS- NY ERP Program granted USD1, 860.00.
♦ CBDRR Gold Medal Award from the RGC and NCDM

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

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

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

CWS-C’s ERP Program submitted a CBDRM Project Proposal requesting US$ 220,810.00 or
EURO 147,207.00 from DIEPCHO SEA through Dan Church Aid (DCA) in Cambodia to
implement the CBDRM Project. The Project will implement through three holistic partners
working with CWS Partnership Program in 40 target villages; 13 villages of KCDA, 15 villages of
KNTO, and 12 villages of CEFEDA. Those target villages are selected based on their
vulnerability and as target provinces of Dan Church Aid.
A disaster risk and need assessment in 2008 by the ERP Program found that the target
communities are facing with various disasters especially drought that hurt the communities from
year to year. The scope of the risk is beyond the capacity of the community to cope with whilst
local disaster management structure – Commune Committee for Disaster Management – is not
yet strong enough. CWS also found that communities must have access to information and
knowledge on how to prepare for and respond to disaster situations.
5. Program Development, Management and Supervision
Objective 5: Effective and efficient program management and functioning; enhance community
development planning and practice.
♦ Annual Budget and Project Planning

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

♦ Reviewing of CWS-C’s Community Development Model
The CWS Cambodia’s Community Development
model was developed in May 2006 and has been
implemented since July 2007. In order to share
the achievement of the first year implementation,
and explore the root causes of challenges and
successes and revisit each phase of CWS
Cambodia’s Com Dev Model with
recommendation for change, a Reflection
Workshop was conducted from 23-25 June for 27
staff (nine women) from Program Office, PVH
CWS staff share their expectation and issues in the and KPT Projects. Key recommendations were
Action Reflection Workshop addressed including setting indicators on an
annual basis, looking at unanticipated activities,
but not included in the Model, to develop food security and income generation indicators. The
Workshop is documented as a source to review Community Development Model and all the
necessary guidelines in phase two and three. The DS Program Manager, Program Officer,
Project Manager, and other key staff will work together as a committee to review the existing
Community Development Model in August 2008.
1.1.3 Major Challenges
a. Challenge 1:
In the first year of commencement in new target areas of VBCD Project, the Project staff
focused energy and time on building relationships and understanding community development
with communities. Little time was focused on health related issues which are also a primary
concern in this area. Most CWS staff has no health background. There was a delay in recruiting
a suitable Health Officer to manage CWS health activities and to build capacity for the Project
staff. In order to fill this gap and to raise awareness, considerable time was spent to recruit a
Health Officer. Until now, he has conducted a Training Needs Assessment (TNA) and assessed
the current needs of the programming. POG has been fully briefed on his work. The training
curriculum will be designed and provided to field staff and target group within the first semester
of FY09.
b. Challenge 2:
Before the VBCD project starts, the DS Program Office conducted a PRA in Preah Vihear
Province. The Kompong Thom Project staff were also invited to join to learn the process and
tools. The Kompong Thom Project staff then conducted the PRA independently with limited
support from the Program Office. The PRA results such as data and information collected, and
compiled by the Kompong Thom Project staff are considered inadequate to measure the impact
of the Project implementation in the 12 target villages. In this regard, the Program Office will lead
the Kompong Thom Project staff to conduct a baseline surrey in the next few months of FY 09.

c. Challenge 3:
Unavailability of emergency contingency fund under the ERP Program has limited the capacity
of ERP Program to respond to the emergency needs of victims everywhere. For example, in
2007 Svay Rieng Province, which did not have fund allocated for emergency response, could
not assist hundreds of families who were facing food shortage identified by CWS ERP Program.
However, the ERP Program could assist food shortage and house fire victims in Battambang
Province who proposed emergency assistances in late February 2007 through an appeal in
March 2008 to ERP Program of CWS-NY.
d. Challenge 4:
Another indication was that there was a lack of technical expertise in the PVH-VBCD Project,
especially in bio-sand filter, well constructions as well as some of other structural constructions.
We were not able to precede with some construction activities. Responding to that, the Direct
Services Program hired the CDF of the SVR WatSan Cooperation Project to assist the bio-sand
filter construction activities in Preah Vihear Province.
1.1.4 Lessons Learned
a. Lesson learned 1:
As mentioned in challenge number one above, in order to implement health project’s related
activities, we need to firstly build capacity of our project staff on health education to ensure they
have basic knowledge on health related topics.
b. Lesson learned 2:
It is not possible to rely on the Project staff alone to conduct PRA and baseline survey
independently without the involvement of the Program staff to provide them with technical
assistance and guidance, even after we gave them training on how to do it. The Program Office
should set clear direction and undertake a leading role on the activities for the Project staff.
1.1.5 Issues Not addressed
With our budget available and we do not have funds allocated to cover meal allowance for field
staff who stay overnight in the target villages, the Direct Services Program could not respond to
the request from the WatSan Project’s field staff experiencing with soaring inflation of commodity
prices. In response to the inflation and other requests from CWS staff, CWS Cambodia
organized a workshop on “Inflation issues” in June 2008 with participation from all CWS staff.
There is no concrete solution yet to this issue as inflation is occurring worldwide, not only in
Cambodia. CWS’ Senior Management Team is paying close attention to this issue and hope
there will be a response to staff once the solution is found in August 2008.

1.1.6 Future Plans
Fiscal year 2009 (FY09) marks the second phase of CWS’s Com Dev Model in implementing
Village Based Community Development (VBCD) Project in two Provinces of Kompong Thom
and Preah Vihear. FY09 is the year that the Direct Services Program will be phasing out the
Water and Sanitation Cooperation (WatSan) Project from target villages in Svay Rieng Province.
To ensure the Program and Project staff implement and manage those heavy tasks effectively,
the Direct Services Program Office will be focusing on reviewing Com Dev Model, building staff
capacity, project guidelines, exit strategies, conducting field monitoring visits, and building
capacity for communities based on their needs as follows:
) Divide the Village Based Community Development Project into two different Projects called;
Kompong Thom Village Based Community Development (KPT VBCD) Project and Preah
Vihear Village Based Community Development (PVH VBCD) Project. Doing this, each
Project will have individual Framework and Plan. The Direct Services Program will be
assigning the Program Officers to supervise and to ensure the Projects maintain the same
approach of CWS-Cambodia’s Com Dev Model even though they are split up.
) Develop and implement exit strategies inside of the SVR WatSan Cooperation Project
) Develop and review guidelines for project implementation on health, food security, WCA,
WatSan, ERP, CBDRM.
) Develop and finalize MoUs with relevant Ministries.
) Provide training on Primary Health Care and other diseases prevention to the Project staff
) Provide training on Leading and Managing Rural Organization to staff
) Provide training on Anti-Corruption to staff and Commune Councils
) Provide training on Trauma Peace and Restorative Justice to CWS Cambodia’s staff and
peace practitioners.
) Provide training on disaster management to staff and community
) Provide training on SHG guideline and bookkeeping to staff and communities
) Provide refresher course on MCH to VHVs
) Provide refresher course on Primary Health Care and other diseases to VHVs
) Provide training on home gardening to the Project staff
) Provide training on animal raising to community people
) Provide training on role and responsibilities of CPV to CPVs
) Provide training on peace building to CPV and key community people
) Provide training on peace building to senior and middle managers of CWS
) Provide coaching to field staff to implement the Project activities
) Attend external meetings/workshops and other related/associated events and
ceremonies/anniversaries and so on per request and invitation.
) Lead the baseline survey in Kompong Thom target area
) Conduct 2nd VBCD Model Reflection Workshop
) Implement the CBDRM Project in BTB, BMC and OMC through partnership with CNGO
partners for a period of 15 months, starting from August 2008 with funding support from
DIPECHO.

1.2. KOMPONG THOM VILLAGE
BASED COMMUNITY DEVELOPMENT PROJECT
1.2.1 Introduction
The Village Based Community Development (VBCD) Project in Kompong Thom province has
been implemented since 1993 after the Paris Peace Agreement in 1991. Initially, it was started
as a humanitarian relief work for intervention and implementation in assisting the re-integration
and mobilization of repatriated refugees from the Cambodian-Thai border. Later on, it had
shifted from the relief work activity into the Community Development in order to effectively
respond to the real situation for those newly resettling families and the local people who suffered
from many years of civil conflict, especially for the needs of community.
Presently, the Kompong Thom VBCD Project is working only in five of its 13 target villages in
Prasat Sambour and Santuk districts. The reason is that from December 2007 to April 2008 four
staff members immediately resigned and there be a delay in finding new replacements because
there were no qualified candidates. The main purpose of the Kompong Thom VBCD Project is to
build capacity of Community Based Organizations and Commune Councils in Kompong Thom
province so that they are able to lead and manage their own resources and project activities.
The Kompong Thom VBCD Project team has 13 staff members, four of them are supporting staff
who spend 50 per cent of their time working for Preah Vihear Village Based Community
Development as well.
Within this reporting period, the Kompong Thom VBCD Project has implemented its major
community development activities such as identifying problems that communities encountered
and encouraging them to resolve those problems by themselves using all available resources
within their communities with little support from CWS. The Kompong Thom VBCD project staffs
have also built strong good relationship with local authorities and governmental institutions as
key development actors who are actively involved in our development work. As a result, the
Kompong Thom VBCD Project has assisted communities to form four Self Help Groups (SHGs)
benefiting 83 families, establish five rice banks benefiting 117 members (63 women) and two
water pump committees benefiting 47 families, select 24 Traditional Birth Attendants, 25 Village
Health Volunteers, 24 Cambodian Red Cross Volunteers and 25 Peace Volunteers in 12
villages. Moreover, the Kompong Thom VBCD Project has identified and assisted 30 vulnerable
families who urgently need assistance to develop their household planning, of which 16 families
were additionally provided with water filters and another two families with financial support to run
small businesses.
Within this reporting period, the Kompong Thom VBCD Project has achieved the following
accomplishments and changes:
Overall Objective: To improve the communities’ capacity on peace building, emergencies

response, and disaster risk management and develop their ability to define their
development direction in a participatory and democratic manner.
FY08_2nd End-Year_Narratives KPT Village Based Community Development Project 10

Objective 1: Develop community capacity to engage with Government institutions and

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

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

relationship with the village leader. Planning and implementing of the construction projects in it
was a community activity that well may be a first step at neutralizing the client patron
relationships to some extent. Two villages now have concrete symbols of inclusion and
participation. Both of these outputs are clearly “connectors” in the LCP model of community
development.
While Beng Village, the project office/ community ratio of construction cost was divided 40/60
percent while a hundred percent of labor was provided by the community and materials used in
construction, Sraeung community members contributed about 64 percent of the cost of
construction materials and labor to the Project’s 36 percent. To date these community salas
have been used for disseminating information, vaccinations campaigns, and village meetings.
One insignificant impact of this lengthy process has been the shift in community participation
and the sense of ownership in their communities through the process from the selection of
village representatives through elections, capacity building trainings, planning practicum’s, task
delegation and actual implementation including, cutting and transporting timbers, collecting
gravel, soil and sand to build the floors, and also joining the construction, villagers have shared
the responsibility of a successful contribution to their community In Beng Village, to secure
enough timber, the new commune councilors, village leaders, just elected VDCs and villagers
formed a committee to seek permission from the Commune Forestry Office for cutting timbers,
an actual experience in a democratic process to legally achieve a community goal. CWS field
staff believe they have contributed to the development of community solidarity.
1.1.2 The Community Roads Repair:
Lack of infrastructure is listed as one of the major

obstacles to development. Roads are a primary factor
to isolation lack of contact with the larger world, access
to services such as schools, health centers and
markets. Within this reporting period, there was a
significant change in community life through the roads
repair work. Two separate community roads, ranging
from 50 to 100 meters, were constructed in Tnaot
Chuor and Boeng Khvaek villages in Sraeung
Commune. CWS was able to use a Food for Work
scheme to mobilize marginalized families and complete Road repair work in Boeng Kha’ek Village
road repair in June, before the arrival of rainy season.
These roads enabled people to transport their products to markets more easily, and get to the
Health Center when they need to. The roads also help CWS staff get to villages more easily for
their work.
1.2. Vulnerable People Development Plan and Support
The Kompong Thom VBCD Project staff is working hard to ensure that vulnerable people
participate in community development activities. These vulnerable people are extremely poor
due to lack of income, education and land ownership for rice cultivation. To address these
issues, the Kompong Thom VBCD Project has provided vulnerable families with financial
support, mentoring, coaching, education and management for them to have small business at
homes for income generation. Moreover, the Kompong Thom VBCD Project has successfully
identified 60 families that are considered most vulnerable in 12 target villages and selected 30
families in five target villages to support for developing their household planning. 14 households
received technical advice, mentoring and education on SRI, chickens and pigs raising. 14
households received water filters and another two households received financial support to run
their small business of selling cupcakes and porridge. The total money required to run these two
businesses was USD200.00, in which CWS partially contributed a total of 320,000 Riel (USD80).
So, each business received USD40.00 to purchase dishes, spoons, pots and ingredients to start
with. Ms Heurn Hoam with her two children living in Choam Boeng village and Ms Tuon Thim
with her three children living in Thmei village start their small businesses selling cupcakes and
porridge. They use profits earned to buy food for their families, support their children to attend
school.
Vulnerable household beneficiaries: water filer (L), home garden (M) and small business (R)
2. Meeting Basic Need and Building Self-Reliance

Objective 2: Improve access to basic social services and amenities and improve overall
food security of vulnerable people.
2.1. Maternal and Child Health Project (MCH)
Pregnant women, lactating mothers and children

under two years of age suffered from lack of food
and dietary diversification, aggravated by factors
such as low level of education (particularly women
and girls), poor awareness of good health and
nutrition practices, inadequate support for
childcare and inappropriate weaning practices,
which can lead to malnutrition. Malnourishment
manifests itself in slower body growth among
children: smaller height-to-age ratio (stunted),
lesser weight-to-height ratio (wasted) and/or lower
MCH monthly commodity distribution in Choam weight-to-age ratio (underweight). Malnutrition is
Boeng Village more prevalent in rural than urban areas, although
a gender-specific bias does not seem to exist. Data suggest that the worst-performing provinces
on these measures are Pursat and Siem Reap, followed by the provinces Oddar Meanchey and
Kompong Thom1. The Kompong Thom VBCD Project staff in cooperation with VHVs and local
1
Source: UNDP Cambodia’s CHDR2007: Expanding Choices For Rural People, pg.30

authorities identified 83 pregnant women, 170 lactating mothers (up to six months old), and 242
infants (from seven to 24 months old) in twelve target villages of Sraeung and Tipou communes.
During the reporting period, in partnership with WFP, the Kompong Thom VBCD Project
implemented MCH Program by distributing five MCH monthly commodity to 318 infants (149
girls), 102 lactating mothers, 54 pregnant women and 318 infant mothers in 12 villages in
Sraeung and Tipou communes with a total amount of 14,346 kgs of corn sugar blend, 11,550
kgs of white rice, 1,422 kgs of sugar and 757.5 kgs of vegetable oil.
Table below illustrates the food ratio breakdown for each group of beneficiaries.
Ratio per month (kg)

Beneficiary Description
CSB Sugar Oil Rice
Pregnant women (6 months to delivery) 6 0.75 0.3 4
Infants (7 to 24 months old) 6 0.75 0.3 -
Mother of infant (7 to 24 months old) - - - 4
Lactating mothers (from delivery to six months) 6 0.75 0.3 4
Whenever there is food distribution, VHVs in each village with support from Project staff,
educate people mostly mothers about the benefits of eating corn sugar blend, how to cook and
maintain quality of corn sugar blend. Moreover, VHVs explained them about the importance of
breast feeding for their infants and taught them how to prepare supplementary food when it is
available in the villages. The monthly meeting also gives an opportunity for women to share their
experience in cooking corn sugar blend and their health improvement. As a result, women who
were reluctant to eat or were still doubtful about the benefits of eating corn sugar blend changed
their attitude and beliefs and started eating corn sugar blend. Every three months, we weigh
infants to check their health progress and provide necessary feedback to relevant mothers.
For significant changes on both lactating mothers and pregnant women, the project staff and
VHVs who monitor and work closely with them reveal that there are many changes and
improvements in their health condition. Before eating corn sugar blend most of them were tired,
looked pale and insufficient breast milk. Now these signs gradually disappear and they become
healthier, active, gain weight and have sufficient breast milk. For example, a young mother in
Thmey Village, whose health condition is similar to the majority of women in our working area,
said that “after eating corn sugar blend and receiving health education from VHVs, I am now
healthier and have sufficient milk for my baby.” VHVs and the Project staff also reported about
gradual weight gains for most infants, which indicated their health improvement by the MCH
program.
Based on the study made in 12 target villages during last semester on infant nutrition status, it
showed that 5 percent of infants were in “severe category”, 20 percent were “moderate
category” and 75 percent were “normal category “. However, after giving food commodities and
educating mothers about how to feed their infants properly, the project staff found that the
previous 5 percent of infants who had severe condition moved to moderate category. The rest
are in normal condition.

3. Major Challenges
Challenge 1:
Within this reporting period, four staff members of Kompong Thom VBCD Project resigned from
CWS including a Project Manager who had many years working with CWS. Their resignations
prevented the Kompong Thom VBCD Project from implementing its work fully in all 13 target
villages. We could only implement our work in five villages. This did not mean that we
abandoned the remaining eight villages. We still maintain our close relationship with literacy
teachers, VDCs and VHVs in those villages and engaged them in attending our workshops or
trainings.
In response to this challenge, the Kompong Thom VBCD Project with support from Program
Manager of Direct Services and Human Resource Department worked together to quickly recruit
new staff members to replace them. Fortunately, one Project Manager, two Project Coordinators
and six CDWs were successfully selected to start their work in June 2008. We therefore hope
that the Kompong Thom VBCD Project will be able to cover its work in all 13 villages from the
next semester.
Challenge 2:
The Government has integrated System of Rice Intensification (SRI) promotion into its NSDP,
given the benefits from SRI demonstrated for the agricultural sector: yield intensification,
diversification (facilitated by gains in land productivity), use of compost to improve soil fertility
(SRI uses farmyard manure), and fish culture (SRI makes it possible to free up land area for fish
ponds). The Ministers of Agriculture and Environment are personally promoting SRI2. The
Kompong Thom VBCD Project conducted SRI training for 20 participants, of which 18 of them
are women, as their husbands were busy collecting resins and woods in the forest. During the
training CWS encouraged the participants to experiment new techniques that require farmers to
improve their traditional rice growing techniques they have been using. Short response we
received from women participants was that applying SRI techniques required decision from their
husbands who are mainly the household heads.
4. Lessons Learned
Lesson learned 1:
From this challenge, we learned that community development does not necessarily mean that
provision of concrete resources and inputs to them can cover all aspects of human relationship,
interaction, capacity building, encouragement and motivation. Combining CWS-C’s perspective
on development and resources with their own development efforts on their own pace, the
people’s hidden potential and creativity for development can be transformed into real
development work.
2
Source: UNDP’s CHDR 2007: Expanding Choices For Rural People, pg69

Lesson learned 2:
We realized that the decision making power whether to start implementing SRI techniques or
anything else rest largely with men. Therefore, for future trainings that are involved with decision
making and women’s rights, it is necessary to include men in balance proportion as well so that
they can learn from the training and subsequently change their attitude in relation to how they
see and treat their wives, daughters and other women. Providing gender training to men in the
community is probably one of the approaches to change people’s attitude both men and women.
5. Issues not addressed:
People from six villages (Boeng Khvek, Anlong Sleng, Beng, Thnort Chuor, Tamnob and
Chamboeng) leave their homes to work in cassava and rubber plantation in Sandan district.
Each of them can earn approximately 12,000Riel (US$3) per day. So far there has been no
measure taken by the local authority to prevent these people movement because it is their main
source of daily income. Their frequent absences from the community impede our project
development activities that require their full participation and involvements. Those productive
people wish to receive their income to meet their urgent need rather than to wait for harvest
season. Recently in the community we could only meet elderly people, children, pregnant
women and lactating mothers. The Kompong Thom VBCD Project has not taken any action to
address this issue. Perhaps we will raise it in the next POG meeting.
6. Future Plan
) Review FY 2008 baseline data from 12 target communities

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

1.3. PREAH VIHEAR VILLAGE
BASED COMMUNITY DEVELOPMENT PROJECT
1.3.1 Introduction
It is one year since CWS Cambodia expanded its Village Based Community Development
Project to the very remote district area of Choam Khsant in the northernmost of the country,
which is one of the seven districts1 of Preah Vihear Province bordering Laos, Thailand and
Cambodia. CWS works in this remote area with its committed and skilled staff to build
confidence, trust and good relationships with grass roots people, local authorities and other
governmental institutions through home visits, overnight stays, discussions, meetings to try to
listen and understand their concerns and problems.
Meanwhile, during this reporting period the Preah Vihear VBCD Project staff have been working
hard with community people, VDCs, VLs, Commune Councils to solve the problems of health,
water, hygiene and sanitation, food security, education and poor infrastructure, which are the
major obstacles faced mostly by the community people. Our Project staff also assist to establish
and strengthen local structures for development planning in order to meet their basic needs
towards self-reliance for positive changes.
It is also critical in CWS long term goals that we are building their capacity so that they can lead
and manage, plan and implement their development activities with full knowledge, confidence
and participations in every step of development process that CWS is carrying out. This will
ensure their future strong ownership of all achievements CWS has made and left over for them
to continue after we phase out.
Within this reporting period, the Preah Vihear Project covers 18 target Villages of four
Communes (Choam Khsant, Rumdaoh Sre, Tuek Kraham and Yeang), benefiting 1800 direct
beneficiaries and 4,000 indirect beneficiaries through the following accomplishments and
changes:
Overall Objective: To improve the communities' capacity on peace building, emergencies

response, and disaster risk management and develop their ability to define their development
direction in a participatory and democratic manner.
Objective 1: Develop community capacity to engage with Government institutions and CBOs to
define their development direction and manage their affairs in a participatory and democratic
manner.
1.1. First VDC Annual Workshop
In order to help village development committees (VDCs), village leaders and local authorities
know about their roles and responsibilities, and for them to understand their delegated tasks that
1
Chey Saen, Chheb, Choam Khsant, Kuleaen, Rovieng, Tbeng Meanchey and Sangkom Thmei
FY08_2nd End-Year_Narratives PHV Village Based Community Development Project 17

would enable them to work together
closely and smoothly to solve problems in
their community, CWS organized one-day
VDC annual workshop on 28 January
2008 in Choam Khsant District with 47
participants (15 women), of which 21 are
VDC members, 18 are village leaders, four
are commune councilors, one district
governor, three representatives of district
office of education, one health centre staff
and another PDRD staff. 10 CWS staff
(three women) who also attended played
different roles in registering participants
Annual VDC Workshop in Choam Khsant District organized
and providing administrative and logistics
by CWS Preah Vihear on January 28. support for the workshop. On the other
hand, the purpose of this workshop was to
witness and document the successes and achievements of VDCs working in each village as well
as to listen to their problems and challenges to be considered for future development plans. This
workshop gave an opportunity for participants, particularly VDCs to build relationship with
governmental authorities, especially district authorities by talking directly to them. All problems
and concerns related to community development were shared and expressed openly with
relevant government officials. This measure was quite new and constructive as local authorities
and villagers previously did not understand or have proper communication channels. For
example, there was an appeal to the Health Center to immunize children and provide tetanus
vaccination to pregnant women, the Choam Khsant Health Center’s staff actually promised to
work with TBAs on this issue.
After the annual workshop, some major outcomes were produced by VDCs in collaboration with
the Preah Vihear VBCD Project such as 10 open wells were dug, 16 hand pump wells were
constructed, two wooden bridges were constructed and another one was repaired, 29 village
development plans and proposals were successfully developed and submitted to the Project
office; whereas 60 vulnerable children were identified and selected for support for them to
maintain their study at public school.
1.2. Support Local Initiative and Development Plan
With support from the Preah Vihear VBCD Project staff, VDCs of Veal Pou, Teuk Krohom,
Choam Antil, Reaksmey and Chaom Sre Villages worked together with community people to
address their needs and prepared three separate concrete action plans and proposals to
request assistance from CWS. CWS responded to the request with two wooden bridges
constructed and one bridge repaired.
1.2.1 Construction of New Wooden Bridge:
Lack of infrastructure is listed as one of the major obstacles to development. Bridge, which is
part of the road, is also a primary factor to isolation, lack of contact with the larger world, access
to goods and services such as schools, health centers and markets. Within this reporting period,
there was a significant change in community life through bridge construction work. Following

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

1.2.2 The Community Bridge Repair:
There was also a significant change in community life through bridge repair work. A community
bridge named “Stung Memay”; about 40 meters in length, three meters in width and eight meters
in height, was completely repaired for villagers living in Choam Antil, Reasmei and Choam Srae
villages to use. Stung Memay is the longest bridge that our Project has supported for repair. It is
truly an essential means of communication used by community people in Yeang commune to
visit their relatives or do business contacts with other villagers living in Choam Antil, Reaksmey
and Choam Srae villages. It was for a year that those villagers used to wade through water
underneath the road when they traveled from one village to another. The project
office/community ratio of repair cost was divided 64/36 percent while a hundred percent of labor
was provided by the community and materials used in repair work. Stung Memay Bridge enables
people to transport their products to markets more easily, and to get to the health center when
they need to. The bridges also help CWS staff get to villages more easily for their work. During
this reporting period, the Project staff met with 40 people (25 women) who use Stung Memay
Bridge everyday including representatives of school children, micro-business agents, farmers,
local leaders and VDCs of Veal Pou and O’Aban villages and other villagers. All of them were
satisfied with the bridge which, they said, made their travels faster without needing to wade
through deep water stream. A school boy from Veal Pou village recalled difficulty he had while
there was no bridge “Every time my friends and I took off our uniforms and school materials from
our bags to wade across the stream to and from school. But now with a bridge, we no longer did
that. Instead, we can ride and walk easily on the bridge.” All community people including VDCs
and commune councilors expressed their appreciation to CWS Cambodia who made this
important infrastructure development for their community. Another remarkable outcome is that
Village Leader of Teuk Kraham village and Bridge Construction Committee have demonstrated
their high commitments to construct another bigger bridge next year using valuable experience
they learned from bridge construction this time. They were optimistic about the achievement
made and happily said, “We believe with our capacity, participation and cooperation we can
construct another bridge in our village”.
2. Meeting Basic Need and Building Self-Reliance, Sustainable Livelihoods
Objective 2: Improve access to basic social services and amenities and improve overall food
security of vulnerable people.
1.1. Maternal and Child Health Project
The under-five mortality rates for 2007-2008 (143 per 1,000 live births) in Cambodia are
unacceptable. Pregnant women, lactating mothers and children under two years of age suffered
from lack of food and dietary diversification, aggravated by factors such as low level of education
(particularly women and girls), poor awareness of good health and nutrition practices,
inadequate support for childcare and inappropriate weaning practices, which can lead to
malnutrition. Malnourishment manifests itself in slower body growth among children: smaller
height-to-age ratio (stunted), lesser weight-to-height (wasted) and/or lower weight-to-age ratio
(underweight). Malnutrition is more prevalent in rural than urban areas, although a gender-
specific bias does not seem to exist2. The VBCD Project staff in Preah Vihear province in
cooperation with VHVs and local authorities, before the project starts, identified 129 pregnant
2
Source: UNDP Cambodia CHDR2007: Expanding Choices For Rural People, pg 30
women, 164 lactating mothers (up to six months old), and 379 infants (from seven to 24 months
old) in 18 target villages. During the reporting period, in partnership with WFP, the VBCD Project
in Preah Vihear implemented MCH Program by distributing five MCH monthly commodity to 565
infants, 234 lactating mothers, 175 pregnant women and 565 infant mothers in 18 villages with a
total amount of 26,080 kgs of corn sugar blend and pea wheat blend, 20,850 kgs of white rice,
2,058 kgs of sugar and 4,881 kgs of vegetable oil.
Table below illustrates the food ratio breakdown for each group of beneficiaries.
Ratio per Month (kg)

Beneficiary Description
CSB Sugar Oil Rice
Pregnant women (6 months to delivery) 6 0.75 0.3 4
Infants (7 to 24 months old) 6 0.75 0.3 -
Mother of infant (7 to 24 months old) - - - 4
Lactating mother (from delivery to six months) 6 0.75 0.3 4
During our monthly meeting, the Project

staff in cooperation with VHVs
conducted awareness raising on the
benefits of nutrition to the long term
health of a child if he/she received it
during the first two years of their birth.
Mothers learned from the training with
VHVs on how to properly prepare
different foods with corn sugar blend
and usefulness of breastfeeding to their
newly born babies. As a result, it was
reported that those pregnant women,
lactating mothers started to gain
MCH beneficiaries received advice and informed by VHVappetite, sufficient milk and hair growth.
about their next appointments Signs of dizziness and tiredness
disappeared. However, there were also
some women who did not eat corn sugar blend regularly because they experienced with side
effects such as having diarrhea and insufficient breast milk. Although these temporary imminent
side effects were already mentioned by WFP, they were still worried about longer impact to their
health and babies. Subsequently they decided to stop eating corn sugar blend.
At the end of every three months, the Preah Vihear Project staff and VHVs monitored the
weights gained by malnourished children and provided feedback to their relevant mothers.
Change in appearance of those lactating mothers and pregnant women were also monitored, in
which they looked healthier compared to when our project has not started. For example, one of
lactating mothers in Veal Pou village said, “After I eat corn sugar blend and receive health
education from the Project staff and VHVs, I am now healthy and able to breast feed my baby.”

Comparison between a study CWS conducted prior to starting the MCH project and statistics we
collected from three different villages (Srae, Teuk Kraham, and Trapeang Thum) during this
report writing showed that no child was under “severe” category. All children who were in
moderate category now moved closer to “normal” category, while other children are in normal
category.
5. Program Development
Objective 5: Effective and efficient program management and functioning; enhance community
development planning and practice.
5.1. Relationship and Trust Building
CWS Cambodia is very proud when community people in Choam Khsant district said CWS does
not do the same work as other agencies that only provide micro-credit services to the poor.
CWS, a learning organization, wants to put into practice the community development model that
requires their personal transformation into learning how to work and support community people.
CWS staff are working hard to serve vulnerable households in the most remote area of Preah
Vihear using their best knowledge, skills and experience. In this regard, CDW staff completed
six modules on CHART training with VBNK. CHART is an approach that supports the
implementation of the CWS Community Development model. This first year of VBCD Project in
Preah Vihear was mainly spent on building good relationships and trust with villagers, VLs,
VDCs and commune councils through home visits, and overnight stays in the villages to get to
know community, village assets and needs and identify key people; especially among vulnerable
groups. As part of relationship building, the Project staffs also accept all invitations to attend
social events, parties and ceremonies hosted by the villagers. When villagers have trust with our
Project staff they start sharing their personal stories, family background, issues and problems
they have regarding their community development. Previously, some isolated villagers always
left the meetings early because they were nervous and did not have full confidence with the
purpose of our meeting. Now they changed their attitude by attending meetings regularly
whenever they are invited with more self-confidence. The Project staff were happy to see
villagers openly expressed their ideas and opinions in the meeting.
Ms Mak Sreyny, a CDW working for the Preah Vihear VBCD Project said, “I learned from the
local people on how to look for underground water source before we can drill land. They use
their traditional method by placing one coconut shell with face down on the ground overnight. In
the morning if they could see the coconut shell is wet, it means that underground water in that
place does exist.”
Mr Young Hourt, Choam Khsant Commune Chief, answered to a question CWS staff asked -
how do you think about the relationship between CWS staff and your local people and
authorities here? He replied, “I’ve never heard any complaints from anyone about your
colleagues since they are based and working here. Instead, I would like to say “thank you” to
CWS Cambodia for coming to help develop my commune. Through this presence, CWS shares
most parts of our burden regarding development work - a critical challenge we struggled with. As
you may know we don’t have enough resources such as money, skills, knowledge and
experience to do our work. I very much appreciate CWS assistance in my position as Commune
Chief.

Mrs Thim Khan, a VDC member, who allowed CWS staff to stay overnight at his house while
they were working in his village said, “CWS staff who stayed in my house are considerate and
thoughtful. Unlike other visitors, they always help my family collect firewood, fetch water and
cook food. They are very friendly not only with my family members, but also with other villagers
without discrimination between the rich and the poor. We like and love them.”
Mr Thong Thy, a villager who lives next door to where CWS staff stayed in Kouk Sralau village
said, “I know many organizations working in Choam Khsant district, but mostly I have not seen
or met anyone like CWS staff who are active in helping to develop our community. They spend
most of their valuable time visiting, advising and providing us with tree seeds to grow. My family
received a lot of benefits.”
Mr Las Ya and his wife are Cambodian Muslim living in Teuk Kraham village. Both gave their
impression that “even my family is not a direct CWS beneficiary but we want to give them an
excellence for their work and efforts in helping to develop our community. My family benefited
from using O’Aban Bridge, supported by CWS. We are happy and welcome every CWS staff.”
Mr Kao Long, a district governor of Choam Khsant expressed his opinion when he met the CWS
Cambodia Country Representative that, “I have never seen other organizations like CWS that
employs and allows Cambodian staff to live with community people in the villages. With
assistance from your staff, our commune councils are now able to address conflicts using
conflict analysis tools they learned from a “Peace Building Training” in 2006. I am delighted
when the commune councilors understand the root causes of the conflict, the differences each
conflicting parties has and influential people behind the conflict. I suggest CWS provide the
same training to village leaders as well to support them in doing their work effectively.”
a. Challenge 1:
Rainy season in Cambodia starts from

early May every year. Unfortunately, the
Preah Vihear VBCD Project is having
difficulties delivering food to MCH
beneficiaries who are living in six remote
villages of Yeang commune due to bad
road conditions which are almost
impassable. The roads become muddy
and slippery when there is heavy rain.
Therefore WFP trucks can transport its
Tractors with trailers transported MCH food to beneficiaries MCH food to only twelve [12] target
villages. For the remaining 6 target
villages, our project staff decided to hire another four to five tractors with trailers to transport
instead. The hiring cost per tractor trailer is from US$12-15 which was paid by WFP.

b. Challenge 2:
An imminent side effect occurs from eating corn sugar blend in the beginning is diarrhea. WFP
staff already informed them in advance about it. Unfortunately, neither WFP nor CWS had
thought of what to do with lactating mothers who were frightened by the side effects (as in the
early years of vaccinations). On the other hand, their parents and grandparents advised them
not to eat corn sugar blend as they don’t know clearly about its ingredients. To deal with this
rumor, VHVs and the Project staff, in their monthly meeting and during home visits, continued
explaining them about multiple nutrition benefits corn sugar blend has or they can look at other
women who are now healthier after eating sugar corn blend. As their beliefs are caused by old
tradition, CWS staff chooses another approach by asking experienced mothers to show them in
real eating practice. By doing so, we learned that it is a good means to prove them rather than to
leave our Project staff and VHVs (who do not eat the supplements) to persuade them alone.
a. Lesson learned 1:
CWS staff learned from the VDC Annual Workshop that getting people to work together, helping
them to present their achievements, challenges and plan can strengthen their self confidence
including interpersonal and relationship building skill. The workshop gives them a chance to
meet, talk and establish network with VDCs from other villages and government institutions.
b. Lesson learned 2:
In order to succeed in our project activities in a timely manner and as planned, sometimes we
have to be flexible in our solutions to the problems although we need to spend more money.
This will enable us to successfully continue providing our services to the poor.
c. Lesson learned 3:
From challenge number two above, the Project staff learned that CWS should consider
experience and wisdom that local people have and allow them to share them among
themselves, even it is not related to corn sugar blend, but in every aspect of their lives as well.
By offering them a chance to show and use their experience can also improve their self-esteem
and confidence and make them accept experience of other people.
We also learned that trying to make people accept new idea is time consuming. We need clear
and concrete evidence to prove them. We learned this lesson during our awareness raising on
malaria and dengue fever. Instead of telling them how malaria can spread to other people, the
Project staff invited people who used to be infected with malaria to explain to the group
members about suffering impact they might have on themselves and their families. They should
not uselessly spend their money on medical treatment, while they can do something to prevent
themselves from being infected with malaria and dengue fever.

a. Within this reporting period, there have been an increased number of microfinance institutions
operating in Preah Vihear province, especially in CWS target areas. They offer loan to poor
villagers with extendable reimbursement period whenever they can repay. Loan with
reimbursement mechanism distinguishes from Self Help Group concepts designed by the CWS.
Community members are persuaded to receive loan while CWS Self Help Group concepts
inspire them [community members] to learn how to invest, save and earn within their group
members rather than repayment with the interest as required by the microfinance institutions.
This credit institution receives benefits from the poor and is becoming richer and richer, while
community members are moving far from satisfaction and survival. Through formation of Self
Help Group, its members will not earn much at the beginning. SHG members need to work hard
together to invest their capital with regular saving and can offer small loan only to the members.
In this regard, community members turn their attention to receiving loan from those microfinance
institutions to fulfill their daily requirements. They forget to think about negative impact that
would strip them of their little valuable property whenever they are not able to repay their loan on
time. At the moment, CWS is not able to convince them not to borrow money from microfinance
institution. What we could do is to explain them about future negative impact they would have.
b. Most families living in our target villages are decided to buy tractor-trailers, one in each family,
as they think that tractor-trailers can help them clear forest land, expand their land for growing
rice because their current land provided by the government is not big enough for their family
members. Some other families buy tractor-trailers not for clearing forest land, but for earning
profits from transporting neighbor’s products to sell at the market like other people do. Most
people bought their tractor-trailers with the exchange of their land, cows, oxen or buffaloes or
money borrowed from private money lenders/microfinance institutions. The Project staff found
that community members are facing another challenge because they need money for repair and
maintenance of their tractor-trailers and repayment to the microfinance institutions. While their
current living standard is already low, they will inevitably have to sell their valuable assets such
as land, which create double burden for them to shoulder. To respond to this issue, the Project
staff will work with them to explain them about the impact.
1.3.6 Future Plans
Starting from July 2008 (and up to June 2010), the Preah Vihear VBCD Project will implement
the second phase of the community development model, which focuses on strengthening
livelihood of the target communities. Therefore, the following major activities will be carried out:
) Continue to strengthen relationships with local people, authority and government

institutions
) Assist village leaders and VDCs in 18 target villages to develop their respective
comprehensive Village Development Plans
) Increase CWS’s structural inputs such as wells, small scale irrigation system to respond
to the prioritized needs of the community

) Provide school materials to support 120 school children (60% girls)
) Organize 18 orientation meetings on CD concept for 300 venerable people
) Provide training courses on family assessment and household planning to 54 new
vulnerable families
) Support and encourage the 36 vulnerable families to implement household plans
) Strengthen capacity of VCD, VL, CC regarding leadership and management
) Facilitate the establishment of and strengthen the capacity of local structure for disaster
response and preparedness and peace.
) Start 8 literacy classes in 4 communes
) Work with District Office of Education to organize International Day of Literary
) Cooperate with Health Center to provide refresher courses to 43 VHVs on HIV/AIDS and
STD, dengue fever, and malaria
) Support VHVs to provide awareness raising on HIV/AIDS, STD, dengue fewer, and
malaria to 810 people
) Facilitate the formation and strengthen the capacity of 34 SHGs
) Encourage and support home gardening activities
) Encourage and support integrated farming system among farmers
) Organize two VDC’ semester meetings
) Organize second annual VDC Workshop

1.4. SVAY RIENG WATER
AND SANITATION COOPERATION PROJECT
1.4.1 Introduction
Church World Service Cambodia has started its work to serve the poor and vulnerable people in
Svay Rieng province since 1992 through Integrated Community Development. This project was
successfully handed over to respective CBOs, communities and relevant provincial authorities in
May 2005. In FY06, in partnership with PDRD, CWS started new initiative of “Water and
Sanitation Cooperation Project” focusing on the quantity and quality of drinking water,
environmental sanitation, health and hygiene development, wastewater use, emerging issues in
water and infectious diseases and household water filters and safe storage.
For three years (2006-2008) the project focused its attention on building up community
awareness and developing the technical capacity of local partners on water use, hygiene and
sanitation environment through providing trainings, workshops and construction or upgrading of
infrastructures in 19 villages of five communes in Romeas Haek and Rumduol districts located
on the Cambodia-Vietnam border.
During the reporting period, the WatSan Project has seven1 permanent staff working in
cooperation with three PDRD staff and seven CDFs. The Project provides bio-sand water filter
facilities rather than household latrines and well constructions responding to; the communities
need in term of water and sanitation. Soaring inflation2 in the country, which increases by 24.2
percent for food, 18.7 percent on inflation average (CSO Statement on Inflation and Poverty in
Cambodia) which thrive everything in this country jumps into double prices. Dealing with this
price increase is especially difficult for the poorest 20 percent of Cambodians who spend on
average 83 percent of their total expenditure on food and beverages.
Even though CWS-C mostly provides water filter facilities to the poorest and vulnerable people
in the community, the WatSan project has reached up 8,121 beneficiaries (3,775 women) who
benefited from the construction of; 469 bio-sand water filters, 100 hand pump wells and 69
household latrines. Additionally, 1,433 (579 women) of the total beneficiaries received training
on water use and sanitation practices.
1
Seven staff include a project coordinator, an office assistant and five CDW-two CDWs were recruited in March to
add to the existing three CDW.
2
Inflation has resulted high prices of the construction materials, especially for hand pump well and latrine which
already cost higher than the bio-sand water filter.
FY08_2nd End-Year_Narratives SVR WatSan Cooperation Project 27

Overall Objective: To expand the coverage of improved water supplies and sanitation facilities
to underserved population of Romeas Haek and Romduol Districts, Svay Rieng Province, and
to improve health and hygiene practices related to water borne disease and sanitation.
a. Bio-Sand Water Filter Construction
Within this reporting period, 377 water filters

were constructed for 377 families benefiting
1,909 people (1,192 women) including 451
children in 19 villages (see village names in
annex). 74 water filters were constructed for
12 schools (nine primary schools and three
secondary schools) benefiting a total of 4,634
schoolchildren (2,078 schoolgirls). 14 water
filters were constructed in eight pagodas
benefiting 121 people including six laywomen
and four children. Four water filters were
constructed for four commune halls benefiting
Bio-sand Water filters construction activities in Voat Village 30 commune councilors (four women). Water
and quality control administered by MS Millie Adam, from these water filters is used by villagers
CAWST. during their meeting with commune
councilors, village chiefs, NGO and
government staff.
The project staff encourage target beneficiaries to participate in construction process of water
filters so that they can learn and have ownership
on them. Project staff, PDRD staff and CDFs also
organized a short training session on water filter
construction for them. After the training, target
beneficiaries learned how to mix cement, sand
and gravel and how to dry the filter before
removing them from the moulds. After the training
session, they participated in constructing their
own water filters by using ten moulds that were
built since 2006. They then took turns helping one
another to construct and deliver the finished water Training on proper bio-sand water filter use and
filters to their respective homes. maintenance in Thmei Village
To ensure the sustainable and effective use of the

water filters, the Project staff, PDRD staff and CDFs
conducted a half-day training for target beneficiaries,
school teachers, priests and commune councilors on
water filter maintenance, how to use clean water,
understanding about different types of bacteria in
unclean water and understanding the importance of
maintaining good sanitation and hygiene. Project
staff observed that all beneficiaries were interested in
the course because they listen attentively to the
Water and Sanitation Awareness raising to explanations by CWS staff. Project staff in
school children at Kokir Primary School cooperation with health center staff organized ten
awareness raising training for 393 villagers (243 women), 43 teachers (six women) and 1,384
students (585 girls) on primary health care, basic sanitation and water filter maintenance. In
addition, 26 refresher training sessions on bio-sand filter use, clean water and sanitation
practices were conducted between January and March 2008 to strengthen knowledge and
capacity of 1,168 beneficiaries (463 women) including 501 villagers (261 women), 33 school
teachers (4 women), 473 school children (166 schoolgirls), four commune councillors and 157
priests (32 laywomen) attended. Of the total, 501 participants were selected to conduct post-
test result which showed 86 percent of the participants have good understanding.
During this reporting period, Project staff conducted

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

to other villagers about the potential negative
impacts of drinking unclean and un-boiled water and
unhygienic practices. They were aware of this
problem and some of them decided to get filtered
water from our beneficiaries for drinking. With this
regard, we found that solidarity among villagers in
the village or to another is improving and even they
have medium living standard they also want to have
water filters as well. “why do you provide water filters
only to the poor? How about us? - even we are not
poor but we also have abdominal disturbance!”,
A little girl in Tasuos Village, her family villagers asked. Importantly, we found that school
received a water filter from CWS showed us children have asked for filtered water from our water
her teeth become whiter after using filtered filters beneficiaries on their way to and from schools
water
when they understand about the importance of
drinking clean water.
b. Hand Pump Wells Construction
The types of water and sanitation facilities are very important determinants of the health status
of household members and particularly children. Proper hygienic and sanitation practices can
reduce exposure to and the seriousness of major childhood diseases such as diarrhea, CDHS
2000. Among these households, members and particularly children are exposed to poor hygiene

and sanitation conditions which will increase risk of infections including diarrhea, child mortality
and level of malnourished children.
Compared to the national level, the percentage of households not having access to safe drinking
water in Svay Rieng province was very much lower than the national average. Much more needs
to be done to promote sanitation in this province to reduce the risk of child mortality, and to
reduce existing levels of children morbidity and malnutrition.
Responding to the need, 100 hand pump wells

were constructed benefiting 637 household
members including 412 women and 192 children
in 15 villages3 with other 800 people indirectly
benefited. In addition to the construction of hand
pump wells, five training courses on proper use
and maintenance of hand pump well, different
types of bacteria in unclean water and
importance of maintaining good sanitation and
hygiene were conducted for 173 household
beneficiary members including 63 women.
Additionally, another five refresher training
courses on same modules were conducted for Well drilling activity in Bos Touch Village
122 household beneficiaries (69 women) to

strengthen their capacity and knowledge for future ownership after we phase out. Importantly,
100 hand pump wells in six villages were already tested for arsenic substance during this
reporting period. The testing results showed that 22 hand pump wells contain up to 10 ppb4 of
arsenic. “This arsenic level does not affect the users”, said PDRD staff. On the other hand,
people often boil well water before drinking as advised by the Project staff and PDRD staff.
Project staff conducted monitoring visits to 132

households who received hand pump wells. We saw
they grew vegetables around their wells, and that they
cleaned the surrounding area of their wells, and boiled
well water for drinking. As it was in rainy season, we
were not sure whether people were using water from
their wells to grow their vegetables. Rainwater alone
could have made the vegetables grow well either.
During dry season we realized how industrious the
beneficiaries are at growing the vegetables, mostly for
household consumption. 24 families were able to sell
Direct Services Program Manager
monitored WatSan Project in Tras
their vegetables to neighboring villagers, as they had
Commune produced a surplus.
A housewife, Ms Chan Heng, 39 years old, has seven children living in Chea Theach village.
She said since her family received a hand pump well from CWS, her husband almost stopped
using domestic violence on her. Before she was very busy doing housework, taking care of
children
3
Thlok Pring, Trapeang Rumpeak, , Kra Nhoung, Chea Theach, Kompong Than, Thmei, Trapeang Svay, Trapeang Pha Ao, Bos
Toch, Sra Mor, Trapeang Skun, Wat, Trapeang Banteay, Mreak Teap and Por Pel Village
4
The Government Drinking Water Quality Standard (January 2004) has warned not to use ground water which contains more
than 50 ppb (part per billion).
and collecting water from other village far from home and she never arrived home on time to
prepare food for her family. Her husband always abused her when he returned home from
Vietnam after finishing his labor work. Ms Heng said, “Now there was no more domestic
violence in my family”. My family benefited from hand pump well installed, she added. We can
grow vegetables for family consumption and sell some to the neighboring villagers.
c. Latrine Construction
The types of water and sanitation facilities are very important determinants of the health status
of household members and particularly children. Properly Hygienic and sanitation practices can
reduce exposure to and the seriousness of major childhood diseases such as diarrhea, CDHS
2000.
Sanitation and Safe Drinking Water % of households This % of households

Access Indictors Province National
Households not having a sanitary toilet 91% 81%
Table B Access to sanitary toilets in Svay Rieng 2004 (Source: CDB, 2004)
Table B shows the percentages of households not having access to sanitary toilets in the year
2004. Among these households, members and particularly children are exposed to poor hygiene
and sanitation conditions which will increase risks of infections including diarrhea, and which will
in turn increase risks of children death, and levels of children malnutrition.
CWS conducted another study in its target

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

Because latrines were recently constructed, it is hard to measure the outcome of latrine use.
However, during the reporting period, project staffs have monitored 42 of 69 latrines in 10
villages to see their outcome. When asked how useful the latrines are for them, all people
answered using the latrines helped them and their family members in many ways. Firstly, the
latrines are very helpful for women and girls who are normally uncomfortable to defecate during
the daytimes, when other people can see them. Secondly, they no longer defecate
indiscriminately as they did before, which has reduced the chance of contamination from germs,
particularly for children who usually play barefoot, Thirdly, during rainy season when there is a
lot of water around their houses and in the fields where they formerly defecated, using latrines
did not contaminate the water sources that they drink; this has contributed to the reduction of
diarrhea incidence, worms, typhoid and other common diseases. Fourthly, using the latrines
improved the cleanliness and pleasantness of their surrounding environment. Finally, using the
latrines at night time reduce people’s fear and worry of being bitten by snakes. During the field
visits, staff discovered that people were taking good care of their latrines and clean their yards
after understanding the connection between good sanitation and health. A household head, Kao
Tot, 47, living in Trapeang Svay village told us that, “His wife and daughters now feel
comfortable and safe using latrine provided. They use it in multi-purposes; defecating, urinating
and bathing. Latrine is a safe place for women, he said. They can use it to clean their whole
bodies for better hygiene and become healthy. Other neighbors are welcome to use my latrine,
he added.”
Construction materials increase their prices due to soaring inflation, which affects the Project
implementation as it could not achieve an output as we expected. CWS suppliers defaulted on
their contracts to provide construction materials because they could get a higher price
elsewhere. The Project didn’t proceed unless project staff received new quotes and re-submitted
them to the Country Representative for her approval. To respond to this soaring price, CWS
decided to reduce the number of wells and latrines construction towards increasing number of
bio-sand water filters, which cost cheaper and to meet the urgent needs of target communities.
There is no lesson learned during the reporting period.
There is no issue not addressed.
1.4.6 Future Plans
) Conduct Rapid Rural Appraisal in 20 villages in five communes of Romeas Haek and
Rumduol Districts
) Appraise the performance of the seven Commune Development Facilitators
) Continue to strengthen and collaborate with local authorities
) Form 20 WSUGs in 20 villages of five communes of Romeas Haek and Rumduol
Districts
) Provide capacity building to 20 WSUGs
) Select beneficiaries for hand pump well (120 families), upgrade hand pump wells (50
families), latrines (60 families) and bio-sand water filters (800 families).
) Provide the following training courses to beneficiaries:
9 Proper hand pump well use and maintenance, clean water use and sanitation
practices
9 Proper latrine use and maintenance, clean water use and sanitation practices
9 Proper bio-sand water filters use and maintenance, clean water use and
sanitation practices
) Provide training to 160 families on home gardening

) Provide training to CCs, VLs, WSUGs, VDCs, CDFs and other key people on LCP and
Peace Building
) Provide training to CCs and VLs on leading and managing rural organization and CD
concept
) Upgrade 50 hand pump wells in 20 villages
) Construct new 40 hand pump wells in 20 villages
) Construct 60 household latrines in 20 villages
) Install 800 bio-sand water filters in 20 villages

PARTNERSHIP PROGRAM
) BATTAMBANG/ BANTEAY MEANCHEY
PARTNERSHIP PROJECT
) KOMPONG THOM PARTNERSHIP PROJECT
) ECUMENICAL PARTNERSHIP PROJECT
This photograph was taken in-front of BTB/BTM Office in Battambang Province, CWS Cambodia
team and Mr.Skip Dangers, CWS Asia/Pacific Representative

2.1. PARTNERSHIP PROGRAM
2.1.1 INTRODUCTION
After decades of conflict, social dislocation and destruction of both economic and social capital,
INGOs and CNGOs are working cooperatively to address the issue of poverty. CWS is one
amongst many NGOs in Cambodia that begins working directly with CNGOs and network in
Kompong Thom province in 1996 to contribute to the poverty reduction. However, without strong
efforts and capacity building on institutional development, CNGOs cannot effectively implement
their development program and handle organizational management to reduce oppression,
injustice and inequities in Cambodia.
During this reporting period, the Partnership program continues to provide institutional funding
and technical support to holistic CNGO partners. Technical support focuses on building overall
organizational and programming capacity of partners as well as developing specific skills in
integrated community development fields. Support for organizational development typically
includes working with staff on concepts of organizational vision, values and culture; establishing
structures and systems of governance; developing financial, administrative and personnel
systems; building capacity in program planning, monitoring, evaluation and reporting; developing
skills in networking, advocacy and representation. The Partnership program also provides
leadership and management skills to the BTB/BTM Partnership project who is working with four
holistic partners: KCDA and ADOVIR in Battambang province and CFEDA and KNTO in
Banteay Meanchey province; while the KPT Partnership project is currently working with one
holistic partner, KORCD. The KPT Partnership project and BTB&BMC Partnership project are
also working with a number of small project grants and non-funding partners across the country,
while the Partnership Program provides technical support and capacity building to non-funding
support, small grant, secular, ecumenical and local church partners in Phnom Penh, Svay
Rieng, Takeo, Kompong Thom, Battambang, Banteay Meanchey and Kompong Cham
Provinces.
Following the launch of CWS Partnership Program Operating Guidelines, the Partnership
Program Office coordinated and encouraged the Partnership Project staff to develop its exit
strategies from partner organizations and partner organization to develop its phase out
strategies from communities. Within this reporting period, the Program staff supported
Battambang Partnership Project to screen and select KCDA as a new holistic partner based in
Samlout District, Battambang Province. The BTB/BTM Partnership project and KPT Partnership
project have continued to build strong relationship and capacity building on organizational
management system for the existing partners while the Partnership Program staff extended and
broadened its consultancy services related to the organizational development for non-funding
support to ICSO, PPS, CSF, CFED and CFC.
2.1.2 MAJOR ACCOMPLISHMENTS AND CHANGES
Objective 1: To strengthen the capacity of holistic CNGO partners and small project fund
recipients to facilitate program that will effectively and sustainable improve the living
conditions of the most vulnerable.
FY08_2nd End-Year_Narratives
Partnership Program 34
1. The Partnership provided consultancy work to non-funding partner in Ratanakiri
Not only provided training and funding to CNGO partners, but the Program staff also provided
technical support on organizational management to CNGO partners in Cambodia. The
Indigenous Community Support Organization (ICSO) is one of the CWS’s non-funding partners
and works with nine different ethnicities in the Northeast Province, Ratanakiri. ICSO was
localized from Community Forestry International (CFI) and managed by dominantly Khmer
ethnic group. During this major transition, ICSO has encountered issues related to culture gaps
and management system practices.
ICSO is working to develop a management system that bridges western donor requirements and
indigenous community preferences. ICSO higher level management would like to discover the
viable options for improving systems and practice to accommodate all ethnic groups.
ICSO’s Board of Directors approached CWS for intervention as they know CWS has almost a
decade of experience working with grass roots organizations in these areas. Thus, CWS makes
every commitment to put together a team of experienced field
practitioners to work in peace and local institution development,
with 18 staff in Ratanakiri in November 2007 and with 30 staff in
March 2008. CWS undertook this piece of work as they value
the ICSO senior management proactive approach and believes
ICSO is in a position to honor the various perspectives in the
organization.
CWS research team including Mr. Mot Sana (Partnership

Program Manager), Mr. Kong Sedth (OD Program Officer), Ms
Touch Nornearth (Peace Building Program Coordinator), and
Mrs Prak Vimeany (Partnership Project Coordinator) compile all
Report of the Staff Interview
findings and present the results to identify and prioritize issues.
The team has seen the research on indicators for ICSO organizational growth did not only give
opportunity to ICSO but the team also learned more about indigenous communities and
organization settings1 and the experiences gained from doing this research add values to CWS
Partnership work. ICSO Board of Directors and senior management members expressed their
satisfaction with partnership work and the research results. More importantly, ICSO Board of
Directors also presented the findings and recommendations from the above research2 to their
staff and donors. The Executive and Deputy Director of ICSO said that “followed the research
recommendations, ICSO has taken many key actions.
2. Being a member of CSF Board Director Needs not only more time but also gain good
experiences
Partnership Program does not only provide best service to the holistic and small grant partners,
but also acts as a member of board director for Children Support Foundation (CSF), non-funding
partner organization who basically works to maintain the best interest of vulnerable children in
Ratanakiri Province. CSF has so far implemented advocacy activities and build children network
in the rural areas according to the project-funding availability. CSF has received small grant from
1
organizational settings including management systems, people, policies, guidelines, structure and leadership
2
refer to Report on Staff Interview for ICSO organizational Growth, March 2008
CWS since 2004, but they have never received technical support for organizational
development; especially for Board of Directors, which is one of the weak areas in CSF3.
During this reporting period, with support from

CWS, CSF was recently able to write four proposals
and submitted to UNICEF, UNFPA and Lotus
Outreach Cambodia. They are waiting for appraisal
from the donors. CSF has used new fundraising
strategies by receiving 30 charity boxes from
Malaysia Telecom International which are being
produced and will be placed in hotels and
restaurants in Phnom Penh. CSF has sent requests
to 150 NGOs to collect used papers for sale, eight
NGOs (Forum Syd,
VBNK, WMC, SILAKA, ECPAT, LSCW, PADV and CSD already
confirmed the acceptance of request. To manage the resources,
proceeds and charity boxes, CSF with technical support from the
Partnership Program manager also developed a “Charity
Contribution Management Guideline”, which will be distributed to
all donors and charity boxes keepers. In addition, CSF reviewed
their structure and delegation authorities for budget approval. Mr.
Sereyvuth, CSF Executive Director said, “if I had technical support
from other board members like CWS does, my organization would
have been already strong”. I really appreciate CWS for providing
CSF with technical support and capacity building.
3. CWS Partnership is a key partner in the NGO Good Practice Project (NGO GPP)
CWS is a member of Cooperation Committee for Cambodia (CCC). The NGO Good Practice
Project (NGO GPP) is one of CCC’s projects funded by AusAID, CWS, Forum Syd and Oxfam
GB. The project aims to build on the initiative of the
NGO GPP to promote and strengthen NGO good
governance, accountability, transparency and good
organizational practices through the development of
the Code of Ethical Principles and Minimum
Standards for NGOs in Cambodia. The project was
implemented through participatory approaches under
the facilitation of NGO GPP members with support
from CCC, and Working Group and Code Compliance
Committee members (NGO GPP Phase 2 Project End
Report March 2006-February 2008).
Working Group Meetings on compliance system
3
Therefore, CSF requested CWS to assist them building and strengthening their board. CWS assigned the partnership program
manager to be a board member for one year covering from March 2008 to February 2009. The partnership program has provided
regular technical support and building capacity for the management team through several meetings, training and coaching,
especially for donor liaison, proposal development and fundraising as well as financial management
With partial funding support and CWS engagement in capacity building process of GPP
members including development of Code of Ethical Principles and Minimum Standards for NGO
Practice, NGO GPP was able to form 49 NGO representatives from 81 interested NGO
applicants into two Focus Groups, in which an average of 85% of all
members fully participated in the meeting and workshop that focused
on improving the organizational capacity building and good practices.
At the same time, NGO Working Group (WG) comprised of 12
representatives was also formed with a clear Terms of Reference
(ToR), to review the NGO Code and NGO voluntary certification
system, and to conduct desk reviews to verify the quality of
documents of 11 applicant NGOs. The NGO Code Compliance
Committee (NCCC) with 8 highly qualified members was formed and
carried out the final review and approval of the applicant NGOs that
complied with the minimum standards.
Resulting from the review of code compliance, four successful NGOs were awarded Certificates
of Compliance with 3 year validity. They are Mith Samlanh, Salvation Centre for Cambodia,
Krousar Yoeung and VBNK. 17 resource documents on NGO good practices are now available
in 19 target provinces at selected NGO offices and the information dissemination on NGO Code
and Voluntary Certification System were provided to approximately 2,892 stakeholders4.
Knowing the importance of NGO Code Compliance for

CWS to build capacity on organizational management of
its partners, the Partnership Program Manager invited the
NGO GPP Program Coordinator to present the “Code of
Ethical Principles and Minimum Standards” to CWS’s
partners during the Partnership Reflection Workshop on
11-13 June 2008 in Sihanouk Ville. The presentation
drew high attention from many participants who asked
questions on how they can become members of NGO
GPP. The partnership program and project staff also
discussed approaches that CWS partnership could use to assist partners to obtain a code and
standards for the certification. The partnership program will discuss this in more details in its
next meeting in FY09.
4. CWS’s Partners are able to use the new proposal format launched by the partnership
To build capacity on technical expertise, a number of workshops on Institutional Management,

TOT and Proposal Writing were organized and facilitated by the Partnership Program Manager
and OD Program Officer. In the past, partners used different proposal formats that are difficult
for funding committee to appraise. Therefore, this year the Partnership Program has developed
a proposal format and appraisal tools for proposal assessment. To introduce the proposal
format, a training workshop on “Launching of Proposal Format and Writing” was organized from
7-8 February 2008 for 23 holistic and small project grant partners comprised of 16 CNGO staff5
(2 women) and 7 CWS project staff (2 women). The participants were asked to go through the
proposal format and conducted actual writing exercise on each part of the proposal using new
4
1830 NGO representatives in 23 provinces/cities in Cambodia and 20 countries in the world, 25 donors, 17 government
departments, and to 1000+ students, community members and other audiences.
5
CFEDA:2, KNTO:2, ADOVIR:2, KORCD:2, CSCM:2, ICA:2, KCC:2, KCDA: 2
proposal format including goals, objectives, outputs and activities. After the training workshop,
most participants said they had never received this kind of training before. Now they understood
and felt more confident of using new format for proposal writing.
According to feedback from the funding committee on new proposals submitted in FY09,
KORCD, ADOVIR, KCDA and CSCM have already used the new proposal format. They could
write almost 80% of the information required by the new format. In addition, the partners are
able to define better objectives, outputs and indicators applying SMART6 approach. As a result,
four proposals of both holistic and small grant from KCDA, ADOVIR, KORCD and CSCM were
already approved by the funding committee in late FY08.
Picture: Skill practice of proposal writing activities
Objective 2: To provide overall management, supervision and capacity building to

partnership program field staff; develop and strengthen mechanism, practice, guideline
and tools that will improve the partnership program and lead to enhanced outcome
5. Partnership Reflection Workshop sharpens CWS’s Philosophy
At the Program level, the Partnership Program

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

partnership reflection workshop on 11-13 June 2008 at Seaside Hotel in Sihanouk Ville, with 35
participants7 (4 women) including Partnership Project and Program staff.
The objective of the workshop is to build relationship, increase understanding of partnership

nature history and guidelines, SWOT analysis, impact of grant on partners and communities,
including key improvement areas and NGO Code of Ethical Principles and Minimum Standards
for NGOs in Cambodia. Different learning techniques and methods were used to give
participants an opportunity to learn about partnership work from each other.
Using different facilitation skills, participants actively

participated in discussing issues, sharing experience
and analyzing partnership work that they have been
involved. When we interviewed with one of our
participants, Mr Heap Sereyvuth, Executive Director of
the Children Support Foundation (CSF) who is our
small grant partner, said, “I learned a lot from the
workshop, which did not only provide me with an
opportunity to learn, but it also enabled me to meet with
other CNGO staff and build networking with them.” Mr
Sereyvuth added, “This workshop was important for me and all partners to meet together and
discuss our partnership work, identify problems and find solutions together by strictly following
CWS Partnership Program Operating Guidelines.” The result after the workshop showed that
11% of them (35 participants) have learned and understood 40-60% of the contents. 89% of
them understood 70 -90 % of the whole contents. Before the workshop, 16% of the participants
understood 10-30% of the contents, 74% understood 40 – 60% and 10% understood 70 – 80%.
2.1.3 MAJOR CHALLENGES
Although the Partnership Program staff, with the support from the Country Representative,
achieved the two significant results of “Staff Interviews on Indicators for Organizational Growth”
for ICSO in Ratanakiri and facilitated the “Strategic Planning Workshop” for Phare Ponleu
Selpak (PPS) in Battambang, however, through these two pieces of work, there appeared that
the Partnership Program team did not have enough for a good preparation and lack of skill in
writing report. In addition, to make this consultancy service more efficiently the program needs a
person with organizational development and report writing skills so that he/she can help the
Partnership Program meet all the demands of CNGO non-funding partners in Cambodia.
2.1.4 LESSONS LEARNED
a. With strong support from the Country Representative, the partnership program staff
maximized its extensive organizational development services to support more non-funding
partners on “Staff Interviews on Indicators for Organizational Growth” for ICSO and
“Strategic Planning Workshop” for PPS. However, these two pieces of work could be
successfully achieved with collaborative resource persons of Peace Building Program
Coordinator and KPT Partnership Project Coordinator. This joint team made very significant
and outstanding partnership work of CWS among the CNGOs communities and their donors.
7
2 KNTO, 2 ADOVIR, 2 CFEDA, 1 CFED, 2 KCDA, 2 KORCD, 1 CIDC, 1 Adsu Church, 1 CC, 2CDA, 1CSF, 1CFC,
2KCC, 2 ICA, 2CSCM, 1CCC and 9CWS staff
Most recommendations and inputs made by CWS have been used by ICSO and PPS and
putting in their current work.
CWS apparently received positive feedback from ICSO’s Boards on the useful findings and
recommendations and also an appreciation letter from PPS on the values of strategic
workshop. This work does not just help CNGOs partners but the CWS team also had an
opportunity to learn about the indigenous organization working in the complexity of multi-
cultural communities and sharpen organizational development skills. More importantly, this
work added values and reputation for CWS. At the same time, the CWS team found that the
Partnership Program needs deeper analytical and report writing skills so that CWS
Partnership Program can provide more professional and intensive services to partners.
b. CSF works to uphold the common interest of children in Cambodia, especially for indigenous
children and communities in the North. CSF organizational development and management
are still poor, particularly governance. CSF has clear structure and concrete policies and
system but the board of director is not active and staff have limited knowledge and skills on
organization management. CSF leader approached CWS for strengthening their organization
management and board of governance. Having seen a request from CSF, CWS Senior
Management Team assigned the Partnership Program Manager to be a member of Board of
Directors. Being a board member of CSF requires much time and skills to provide ongoing
technical support for CSF staff. Initially, it was viewed as a burden work for the Partnership
Program but in fact, it was realized that this is a good time for Partnership Program Team to
practice their organizational development skills in strengthening CSF management and
Board of Directors. This kind of work gave opportunity to the Partnership Program Manager
to deepen and surface the issues, problems and strategize the innovative solutions and
support to CSF.
c. Many changes within the Partnership Program staff such as new procedures and working
styles with partners including the partnership directions after the first partnership reflection
workshop in FY04. So it is time for the Partnership Program staff to refresh all partners with
the Partnership Program updates and demonstrate the new changes as well as look at the
effectiveness, efficiency and impact of the partnership work. In this regard, the Partnership
staff organized the second partnership reflection workshop on 11-13 June 2008, at Sihanouk
Ville. All concerns and issues related to the partnership work were discussed. This was a
good time that all project, program staff and partners brought all issues to discuss and hear
all comments and feedback on the partnership guidelines and work, especially on the
financial support and capacity building. The workshop did not just give room for discussion
on work but also gave partners time to build relationship with each other. The Partnership
staff were satisfied with the workshop as they heard and learned many things from the
partners. More importantly, all partners received the same information at the same time. This
workshop did not just bring the training and discussion but it also increased level of
understanding and added values on the partnership’s philosophy.
2.1.5 ISSUES NOT ADDRESSED
During the reporting period, four partners approached CWS Partnership Program for their
organizational development issues that were not addressed in the original plan, in which ICSO
requested CWS for an organizational assessment; PPS for strategic planning development;
CFC for their organizational assessment and CSF requested CWS to become its board member.
Based on the urgent needs, the Partnership Program with strong support from the Country
Representative, prioritized tasks to respond the above partners, in which the program team in
cooperation with peace building coordinator conducted “staff review” for ICSO. The Partnership
staff facilitated the strategic planning workshop for PPS and serves as a board member for CSF
as well as conducted a preliminary assessment to CFC. The Program will put these tasks in the
program plan for FY09 and seek one more person to assist the Partnership Program team.
In addition, CWS has received many proposals requesting for fund support. Due to the limited
funds available, CWS gave its funding to only potential partners whom CWS has already
budgeted for and those who have good relationship and trust with CWS.
2.1.6 FUTURE PLANS
The Partnership Program achieved 99% during the first 6-month plan. Below are the future
Partnership Program plans for FY09.
) Provide two training courses on “Financial Management and Accounting” and “Monitoring
and Evaluation” to all partners
) Support at least two partners for the strategic planning development and other organizational
development needs
) Coordinate for the proposal appraisal and agreement for fund support
) Conduct a mid-year review of program and project plan of FY09
) Improve the Partnership Program coordination through active POG participation
) Organize the Partnership Program Meeting
) Organize the Reflection Workshop with all Commune Councils and Women leaders
) Review CAT Tools and TNA for the partner capacity assessment
) Revise the Partnership Operating Guidelines and translation into Khmer
) Develop the Partnership Training Manual
2.2. BATTAM BANG/BANTEAY MEANCHEY
PARTNERSHIP PROJECT
2.2.1 INTRODUCTION
In collaboration with LWF and AFSC, CWS Cambodia initially started its support to Department
of Animal Health and Production (DAHP) in Battambang (BTB) and Banteay Meanchey (BTM) to
improve the vaccination of livestock and conduct the Village Livestock Agent (VLA) training
program. In 1998 CWS successfully handed over DAHP to the government department.
In 1999 the BTB&BTM Project then shifted its work from animal health and production
assistance to the institutional development of Cambodian NGOs (CNGOs). This was in line with
CWS’s countrywide commitment to local institutions development and in response to the needs
of dozens of Cambodian NGOs emerging in the provinces with very minimal support being
provided by other organizations.
In March 2008, the BTB&BTM Project selected Khmer Community Development Association
(KCDA) as holistic partner. Its office is based in Samlout District, a former Khmer Rouge-
controlled area. The BTB&BTM Project has also continued to support the existing three holistic
partners: ADOVIR in Battambang province, CFEDA and KNTO in Banteay Meanchey province.
The BTB&BTM Project has worked with 21 holistic partner staff (9 women) to build their capacity
on organizational management and program implementation. The project basically provided
grants to implement the Integrated Community Development Programs (ICDP) in 54 remote and
under-served villages in three Provinces1. The entire program has directly benefited 3,918
families and indirectly benefited 3,739 families2. The BTB&BTM partner programs mainly work
on strengthening of Self-Help Groups (SHGs), primary health care education, support of
community education, provision of agricultural and animal raising support, provision of support to
poorest of the poor, strengthening capacity and support of Commune Councils (CCs) and other
Community-Based Organizations (CBOs) including rice seed bank, funeral association, Village
Development Committees (VDCs) and Village Committee for Program Management (VCPM).
In addition, the BTB/BTM Project also provided small project grants to three partners;
Dhammayeatra Mongkol Borei, Dhammayeatra BTB and Dhammayeatra BTM to implement
HIV/AIDS and peace education-focused program in Banteay Meanchey and Battambang
Provinces.
Objective 1: Strengthened capacity of CNGO partners and Small Project fund recipients
to facilitate effective and sustainable program that will improve the living condition of the
most vulnerable.
1.1. Capacity of four holistic CNGO partners (ADOVIR, CFEDA, KNTO and KCDA) in
Battambang and Banteay Meanchey have been improved
CFEDA and KNTO are CWS Cambodia's planned partners. They have increased their capacity
to run their organizations with little assistance from CWS, particularly in program implementation
1
Battambang, Banteay Meanchey and Oddar Meanchey
2
Direct beneficiaries: 3,918 households with 18,888 individuals included 9,253 women and 7,210 children, of them 622 women
headed families; and indirectly beneficiaries: 3,739 families with 18,120 individuals included 6,744 women and 8,749 children.
BTB/BTM Partnership Project 42
to phase out their program from the old target villages and expand it in the marginalized and
underserved communities in the former Khmer Rouge-controlled zone; Malai district, Banteay
Meanchey province and Banteay Ampil district, Oddar Meanchey Province. Moreover, with
recommendation from the BTB&BTM Partnership Project, CFEDA and KNTO have received
grants of US$12,000 each on Direct Aid Program funded proposal from the Australian Embassy
in Phnom Penh for its program implementation in FY09.
In March 2008, the BTB&BTM Partnership Project selected KCDA in Battambang province as a
holistic partner because it is a community-based organization and works in the remote and
underserved community in the former Khmer-Rouge zone. The Partnership Project staff worked
with 21 partner staff (9 women) from ADOVIR, KCDA, CFEDA and KNTO to provide them with
ongoing support, coaching and field monitoring based on their organizational and technical
needs. This included preparation of proposals and budgets FY09, program planning and
implementation, report writing and financial management. With the support from the project field
staff, the proposals of KCDA and ADOVIR for FY09 have been approved by CWS funding
committee.
A meeting with Mr Skip Dangers, the CWS Regional

Representative from Bangkok, was held at CWS
Battambang office on April 06, 2008 for 11 Directors and
key staff from the six holistic and small project grant
partners3. Mr Dangers’ visit provided CNGOs partners an
opportunity to know each other and build relationship with
more understanding between field partners and CWS
Regional Director through presentation, orientation and
field visits conducted to the grass roots communities and
project activities. More importantly, the CNGO partners ADOVIR Director presents their 2007
also knew about the CWS trend, perspectives and values Achievements to CWS team at CWS
of partnership work. With the encouragement from Mr. BTB/BTM Office during Mr Skip
Dangers, CNGO partners appreciated his visit with more Dangers’ visit
value of and hope for their organization work.
1.1.1. Kumnit Thmey Organization4 (KNTO)
As a result of ongoing coaching and support received

from BTB&BTM Partnership Project, KNTO staff
members have increased their capacity and ownership
in program implementation and organizational
management, particularly preparation of guidelines
such as gender, community school and pond support,
strategic plan, proposal and report writing, monitoring
and financial management. They have demonstrated
their commitment to serve the poor and poorest people
KNTO team and CWS-FMER team poses in marginalized and underserved communities and the
for a group photo during mid-FY08 increased cooperation and coordination with local
monitoring authorities, Commune Councils (CCs), relevant
I/CNGOs. KNTO staff has been engaged actively in
networking with the government departments such as MEDICAM, Cluster Schools, Health
Centers, Provincial and District of Health and Agriculture where they can learn and share
3
CFEDA, KNTO, ADOVIR, KCDA, DYBTB and DYMB
4
KNTO has 7 staff (3 women) and implements ICDP to improve the livelihood of the poor and poorest people in 11 villages in three
districts; Preah Netr Preah and Serei Saophoan in Banteay Meanchey province and in Otrda Meanchey province's Banteay Ampil4
district. The program benefits directly to 804 household with 4,308 individual, included 2,274 women and 1,868 children (138 women
are the head of families) and indirectly benefits to 386 households with 1,465 individual, included 672 women and 1,256 children.
information related to their development sectors. With strong ownership of the KNTO, the village
structures including Village Development Committee (VDC), Village Health Volunteer (VHV),
Village Leaders (VL), Village Committee for Program Management (VCPM) in the old target
villages have been strengthened, especially its communication with other villages at commune
level. Community Based Organizations and key persons such as cow banks, SHGs, Funeral
Associations and VCPMs increased their capacity, ownership and participation in village
development activities. Community people live in solidarity, mutual help, sharing, good
relationship and acceptance.
In order to strengthen support to Self

Help Groups (SHGs), KNTO staff
assisted communities to form eight
SHGs in four new villages: Chob Kokir
Khang Lech, Chob Kokir Khang Kaeut,
Tbaeng Thmei and Kouk Prech in Ampil
Commune, Banteay Ampil district,
Oddar Meanchey province. KNTO
provided training to the SHGs on
bookkeeping, saving, borrowing and
creation of SHG’s principles. Currently,
KNTO supports 28 SHGs in 11 villages
with 384 family members (252 are
women). KNTO provided US$ 1,496 as
Working Capital Assistance (WCA) to 39
family members from three SHGs in KNTO‘s Self Help Group in Tbeng Thmey Village conducted
Ruessei village. Each family member monthly meeting, saving and loan.
received from US$25 to US$50 to
generate family income, mainly for purchase of fertilizer, seeds, water melon planting and
running small businesses. The BTB&BTM Partnership Project staff observed that committee
members of 18 SHGs in seven old target villages are able to hold monthly meeting by
themselves to discuss issues and seek approval for SHG members to borrow WCA. Moreover,
solidarity, mutual help, and sharing work among community people have increased among the
SHG members who could earn extra income from the WCA provided to improve their living
standard. For example, Mrs. Sen Tek lives in Kchas village spends WCA money on growing
water melon for selling to her neighbors. The earning profits are partly used to support her
children to attend school regularly, to buy food for her family and to repair her house.
To improve health condition of children of the poorest families, KNTO cooperated with District
Health Centre, and supported health center staff and VHVs to explain about importance of
nutrition to 128 villagers (95 women) in Tbaeng and Khu Svay villages. 25 malnourished children
between six months to five years old (18 girls) from 24 poorest families were selected to support
including training on children feeding and provision of food supplement for their children. We
also provided their parents with training on child feeding and KNTO provided them with one
kilogram of food supplement every month to feed 25 children from January to June 2008. VHVs
monitored the growth of the children every month. Based on monitoring done by VHVs and
health centre staff, 20 children out of 25 grow well and improve their health.
For capacity building of Village Committee for Program Management (VCPM) to manage its
program in seven old target villages, KNTO provided five training courses including facilitation,
communication, proposal and report writing, and rights based approach and domestic violence
to 56 VCPM, VDCs and VCs (31 women). KNTO staff observed that VCPMs have improved
their capacity in facilitating the meeting with their team members and actively manage the
respective community development program.
1.1.2. Cambodian Family Economic Development Association5 (CFEDA)
CFEDA staff have increased their

capacity and ownership in program
implementation and organizational
management, particularly preparation of
guidelines, strategic plan, proposal and
report writing and monitoring. They
steadily commit to serve the poor and
poorest people in marginalized and
underserved communities. They have
increased relationship and cooperation
with local authorities and CCs. Moreover,
CFEDA has increased their cooperation
with relevant NGOs, Network and
CFEDA team and CWS-M&E team took a photograph in the relevant Government Departments
Mid Year 08 Monitoring including MEDICAM, Health Centers,
and Provincial Department of Agriculture.
In addition, the village structures of VDCs, VHVs and VCPMs in the old target villages have
basically been strengthened, especially they can link with other villages at commune level.
CBOs and key persons increased capacity, ownership and participation in village activities.
Communities live in a situation of solidarity, mutual help, sharing, good relationship and
acceptance.
In order to strengthen and support SHGs, CFEDA staff assisted communities to form eleven
SHGs with 146 family members (110 women) in eight villages in Malai district, Banteay
Meanchey province. CFEDA assisted the SHG groups to create groups’ principles. Currently,
CFEDA supports 39 SHGs in 16 villages comprised of 507 family members (372 women). The
BTB&BTM Partnership Project staff observed that committee members of 12 SHGs in eight old
target villages are able to hold monthly meeting by themselves. Solidarity, mutual help, work
sharing, and ownership among communities, especially in old target villages has remarkably
increased. For instance, the community people in Thmenh Trei village contributed 200,000
Riels, 50 kilograms of white rice to support the funeral ceremony of Mr. Mean Tob's wife, Mrs
Loch Savun, who lives in Banlech Village. She was terminally ill and received treatment at
Mongkol Borei hospital and they could not save her life. Mrs Savun is survived by her husband
(who is blind in one eye) and seven children. This vulnerable family received a new plot of land
from CFEDA in February 2007.
Banteay Ti Muoy Village in Tuol Pongro Commune, Malai

district is one of the five new target villages of CFEDA
selected in FY08. It is located around 1.5 km from the main
road. In the rainy season, people in this community need to
walk through muddy field because there is no good road
connecting to Banteay Ti Muoy Village6. In October 2007, Ms.
Moun Sokounthea, CFEDA staff, started her work by
spending time visiting the families in order to build
relationship and understand their situation; potentials,
CWS team visited CFEDA target problems and interactions with villagers. In December 2007
beneficiaries in Banteay Mouy Vil.
5
CFEDA has 5 staff (3 women) and implements ICDP to improve the livelihood of the poor and poorest people in 16 villages in two
districts; Ou Chrov and Malai5 in Banteay Meanchey Province. The program benefits directly to 1,482 households with 8,506
individual, included 4,749 women and 2,416 children (332 women are the head of families) and indirectly benefits to 1,741
households with 8,638 individual, included 3,754 women and 3,018 children.
6
There are 85 families (510 persons, 336 women) living in the area since 2000 on land (30 m X 50 m) distributed by the Govt.
CFEDA assisted key villagers to conduct a Participatory Rural Appraisal (PRA) for the situation
analysis. After that, Ms Sokounthea explained SHG concept to communities though home visits
especially at night time7. In February 2008, CFEDA staff assisted to form two SHGs comprised
of 24 family members and train them on bookkeeping, saving and borrowing. CFEDA staff also
facilitated in their monthly meetings to discuss saving, problem faced and solution. In addition,
CFEDA provided ten mosquito nets and nine water filters to 19 families and agriculture tools and
seed to 8 families to prepare their home garden and assisted villagers to form a community pond
group comprised of 39 families8 for digging one pond (L30m X W20m X H3m) for storing rain
water, so that people can use it in the dry season. As a result of good facilitation from CFEDA
staff, in April 2008, the SHG members collected contribution of money, rice, blanket and cooking
materials to support family of Seung Seng, whose house was on fire. CFEDA started to work
in this village for around nine months, so it was difficult to measure impact. However this will be
seen in the next reporting period.
CFEDA staff explained victim families about proper use of water filters prior to its
distribution together with other plastic buckets
CFEDA cooperated with Commune Councils and local authorities to provide training on CCDM
sub-decree to VCs, VDCs, VCPM, VDVs,
VHVs, and CC members as well as
organized a meeting with VCs, VDCs and
NGO staff working in Samraong, Ou
Sampor and Tuol Pongro communes.
CFEDA also supported CCs in Ou Sampor
to celebrate “International Women’s Day” to
raise awareness of community people on
gender and women issues. CFEDA staff
International Women’s Day organized in Ou Sampor observed that CCs have increased their
Commune Malai District by CFEDA capacity in organizing and facilitating
meetings. They appreciated and
acknowledged support and cooperation provided by CFEDA.
7
because in the day time, villagers went to work as a laborer in Thailand.
8
168 persons; 69 women
1.1.3. Association Development for Our Villager’s Rights9 (ADOVIR)
ADOVIR staff have increased their capacity
and confidence in community facilitation,
strengthening and support of CBOs,
particularly funeral association, community
pond, CCs, strategic planning and report
writing. They increased relationship and
cooperation with relevant I/CNGOs working
in the same target commune with local
authorities, CCs, and government officials
such as HCs, Cluster School, and District CWS-C Monitoring Team and ADOVIR Staff members
Health and Animal Health Offices. pose for a group photo during mid-year 2008 monitoring
Support and strengthening of funeral association is one of the main components of ADOVIR
program. ADOVIR supported eight funeral associations in eight villages, formed by the villagers
and contributions collected from the communities. The main purpose of the funeral associations
is to assist elderly people, poorest and vulnerable families when they face food shortage,
sickness and death…etc. ADOVIR provided coaching and training to funeral association
committee members on facilitation skills, leadership, review, formation of guidelines and
structure. Moreover, ADOVIR provided materials10 to
four associations in Siem, Buo Run and Ta Khiev
villages for managing their associations. Based on
observations by project staff, the funeral association
committee members have increased their capacity in
leadership and communication and they made good
cooperation with VCs and VDCs. The community people
have also increased solidarity and mutual help and
received more assistance from the association. For
example, the funeral association committee in Beng ADOVIR, Funeral Association Committee
Popoul village collected contribution of 71,000 Riel to members in Beng Popoul Village
help Mr Lav Vat’s family and 20,000 Riel for Mr Toeung
Sarom’s family because their houses were burned. In addition, the funeral association provided
50,000 Riel for funeral ceremony of grandfather Sorn and built a Sala Chortean for villagers to
pray according to Buddhist religion.
Education for children in isolated villages of

Kob, Beng Snoul and Beng Arak were very
poor. They didn’t have a good place to study.
In cooperation with the government education
cluster school Director, ADOVIR supported
Parent Associations to build and repair the
schools. In Beng Arak village, one-room
school building (size W7m x L8m) with
cement floor was completely built on
February 16, 2008 and another two-room
school building (size w7m x 16m) is being
built in Kob village. The construction will be
finished in the first quarter FY 2009. In Beng
A Community School in Kob Village before construction Snoul village, a three-room
9
ADOVIR has five staff (2 women) implemented ICDP to improve the livelihood of the poor and vulnerable people in 14 villages in
Ampil Pram Daeum Commune, Bavel District of Battambang province. Currently, the program benefits directly to 1,382 households
with 6,074 individual, included 2,230 women and 1,635 children (86 women are the head of households) and indirectly benefits to
1,273 households with 6,685 individual, included 1,940 women and 3,840 children.
10
The materials include cooking pots, plates, soup bowls, spoons, kittles, water buckets and water dragged carts.
school building (L24m x W7.5m) with cement floor was completely built on 02 May, 2008.
ADOVIR also supported communities to build 120 meters of school road under “food for work”
program. Currently, a total of 422 school children (190 girls) from grades 1 to 6 are attending
classes in these three community schools with better road condition accessible from their
villages to/from schools.
Community schools in Kob (top-left) and Boeng Snoul

Villages constructed with assistance through ADOVIR
1.1.4 Khmer Community Development Association11 (KCDA)
KCDA, which was selected as a holistic partner of CWS in

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

KCDA staff members and their office
exchange and internship with CFEDA and KNTO in
Banteay Meanchey province. Moreover, the project staff also provided coaching on planning
and proposal development to KCDA staff. As a result, KCDA staff have improved their
knowledge on development work, understanding of partnership principles and other skills. As a
result, their proposal was already approved for the program implementation from June 2008 to
June 2009.
11
Their Office bases in Samlout district, BTB and they have five staff (2 women).
12
with 1,127 individual included 290 women and 648 children, of them 66 women headed families; and indirectly benefited to 339
families with 1,332 individual included 378 women and 635 children.
1.2. Technical capacity of CNGO partners in BTB and BTM are significantly improved
The Partnership Project promoted learning

exchange among CNGO partners, in which a five-
day exposure visit was organized on 24-28
March, 2008 for 14 staff (6 women) from KCDA,
ADOVIR, CFEDA and KNTO to learn experiences
with CFEDA, KNTO and DYMB in BTM province.
The visit was to enable partner staff to understand
background of CFEDA and KNTO and their
partnership work experiences with CWS, structure
and strategic directions, programs, characteristics
of target areas and target groups, activities,
Exposure visit was organized for staff of CWS especially CBO and village structure approaches
partners to visit CFEDA target area in Thmeanh and phase out strategy from old target villages
Trei Village, Banteay Meanchey. and expansion of service to the new areas,
sharing lessons learned, Old People Association (OPA) program. Moreover, the project also
organized a one-day learning exchange workshop regarding program activities at CWS BTM
office for 15 staff (5 women) from CFEDA, KNTO, ADOVIR and KCDA. Partner staff were
provided an opportunity to share experiences, learning on program and its strategies and to
identify key learning for improvement of their respective work and program. After the visits, it
observed that the partners used their experience and knowledge gained to improve their
strategies of organization and programs. For example, ADOVIR developed phase out plan from
old target villages. Eight funeral associations created by ADOVIR have strengthened their
structure, bookkeeping, guidelines and services for communities.
1.3. Small grant partner, DYBTB is promoting peace-making among school children
Dhammayeatra Battambang (DYBTB), one

of the small grant partners, implements
weekend peace-making project for school
children in Pouk Chmar Primary school,
Anlong Wil commune, Sangke district,
Battambang province. DYBTB is aimed at
walking with school children to promote
peaceful hearts, inspiring them with the
ideas of loving kindness and compassion
toward others. DYBTB volunteers
cooperated with monks to organize
weekend workshops for 120 school
Peace training for school children in Battambang Province children (72 girls) from grade 3-6, between
10 -15 years old to learn peace. They
were taught on various topics of Buddhist prayer, meditation, tree planting, healthy living and
taking good care of the environment. Additional games and fund activities were also played.
Moreover, on International Children Day, DYBTB organized a children march to walk through the
villages around the school to thank villagers for sending their children to attend school. Based
on observation and evaluation by DYBTB training team, these children were interested and
actively participated in the training session and they change their behavior. For example; the
children help their parents do some work at home over the weekend, clean the classrooms and
school compound.
1.4. On time emergency responses saved lives of the vulnerable families
Read Direct Services Program Report on ERP Program for details.
CFEDA and KNTO supported the poor and poorest families in Malai and Banteay Ampil districts
along Thai-Cambodian border. Their daily income generated from working as labourer in
Thailand. Most of them crossed the border to work at day time and return home in the afternoon
during the harvest season. Therefore, to work and support these communities, the partner staff
had to arrange meetings with them at night time to discuss SHG concepts and funeral
association formation, community school construction etc.
This year, the project received a number of visits from inside and outside visitors and organized
many events that involved partner’s staff to be away from their work sites. Therefore, the project
and partner staff have little time focusing on their community program quality and building their
organizational capacity and system. Although this created time constraints but it also provided
good opportunities for the project and partners to build their relationship with the outsiders and
showed the achievements they have made.
When the partnership program launched the new proposal and reporting format to support the
changes within CWS, the partner staff were already invited to join the orientation but they still
have limited skills in report and proposal writing. The project staff need time to provide coaching
to them. Improving the quality of proposal and report from those partners requires ongoing
support.
Learning exchange among communities has been seen as an effective method for community
people. Moreover, success and usefulness of SHGs in old target areas of CNGO partners serve
as examples for other community people in new target areas to follow.
Understanding well about CNGO partner staff is important for making our support and
intervention more effectively as they have different background, education and experience. The
approaches used for capacity building should be prepared based on partner's background and
situation. Training and workshop provided to partner staff should be balanced with their
program implementation.
CWS provided FY08 grant to CNGO partners; CFEDA, KNTO and ADOVIR. They planned to
dig five community ponds and repair four community schools. An increase of oil price made cost
of community pond digging and community school repairing higher than budget allocated. This
inflation costs were not originally planned. Therefore, additional grant were provided to them to
complete their program.
Thai authority restricts Thai-Cambodia border in target villages of KNTO; Chub Korki Lech, Chub
Korki Koeut in Oddar Meanchey province. They do not allow Cambodian people to cross the
border and work in Thailand. Villagers face with food shortage. Especially poor and poorest
families who depend on income from daily labor work in Thailand. Moreover, an increase price
of white rice also affects their living. Generating income becomes harder for them.
2.2.6 FUTURE PLANS
The main action plans for the first semester of FY 2009
) Continue to strengthen capacity of CFEDA and KNTO and support them to expand their
program in Malai and Banteay Ampil districts.
) Continue to strengthen capacity of ADOVIR, especially in preparation of phase out plan from
old target villages and strengthening of CBOs; funeral associations.
) Continue to strengthen capacity of KCDA and support their program implementation in

Samlout district, Battambang province.
) Facilitate learning exchange among partner staff through organizing program related
workshops.
) Organize training on Local Capacity for Peace (LCP) for partner staff.
) Support CNGO partners; KCDA, CFEDA and KNTO in implementation of CBDRM project
(DIPECHO) in Battambang, Banteay Meanchey and Oddar Meanchey provinces.
2.3. KOMPONG THOM PARTNERSHIP PROJECT
2.3.1 INTRODUCTION
The Kompong Thom Partnership Project began to work with CNGO Network and partners in
1996. The project mainly works in building the institutional development and programming in
multi-religion communities in addition to the funding support for partners. In June 2007, three
holistic partners (COWS, BFDK and APA) phased out from the partnership project and
connected to other funding agencies. This is one year now that the Kompong Thom Partnership
Project has selected and supported the Khmer Organization for Rural Community Development
(KORCD) as a holistic partner to build its capacity on institution and management system.
During this reporting period, the project continues to support KORCD to review staff policies,
financial and administrative guidelines and to implement the Integrated Community
Development such as creating of SHGs, weaving program, elderly associations, rice banks and
cow banks in eight target villages, three communes of Santuk and Baray Districts, Kompong
Thom Province, with direct beneficiaries of 711 families (3,555 populations, 2239 women) and
indirect beneficiaries of 897 families (5,260 populations, 2261 women).
Besides KORCD, the Kompong Thom Partnership Project has continued to build capacity for
staff of the Cooperation for Indigenous People and Development in Cambodia (CIDC) and Adsu.
CIDC has received small project grants from the Kompong Thom Partnership Project to support
drop-out schoolchildren in eight villages in Phan Nheum Commune, Prasat Balangk District.
Universal primary education is enshrined in the Cambodian Millennium Development Goals, to
which the National Strategic Development Plan is wedded. The present trend of a large number
of rural children dropping out of the educational stream after completing one to three years is of
concern to the future stock of rural human capital1. Adsu Church focuses on the Braid Cotton
Scarf Weaving Program in Adsu Village in Sambour Commune and Prasat Sambour District.
During this reporting period, the Kompong Thom Partnership Project has achieved the following
accomplishments
Objective 1: To strengthen the capacity of holistic CNGO Partners and Small Project fund
recipients to facilitate program that will effectively and sustainable improve the living
1. KORCD staff have improved organizational development and programming
KORCD already received one-year holistic support from the Kompong Thom Partnership Project
under the coordination of the Project Coordinator. KORCD received capacity building from the
Partnership Program office on Community-Based Organization and Management, Institutional
Building and Management, Training of Trainer, Report Writing and Proposal Orientation and
from the project on Participatory Rural Appraisal, Conflict Resolution with an ongoing coaching
in addition to the funding support. The Project Coordinator also conducted a two-day training on
15-16 May for their six staff on the Organizational Capacity Assessment (CAT) which is an
1
Source: UNDP Cambodia’s CHDR2007: Expanding Choices For Rural People
KPT Partnership Project 52
instrument to measure the organizational capacity of KORCD. The training focused on the
importance of why KORCD need to learn about the organizational assessment, how to assess
the organization capacity, process of using CAT, and actual practice on CAT tool in participatory
manner. More importantly, CAT requires the partner staff to evaluate their organization on
different aspects from their own perspectives while at the same time, the partnership project
coordinator also used CAT to assess KORCD capacity. By the end of training and practices,
partner staff and the project coordinator compared and discussed the results of organizational
capacity elements and reached a consensus. As a result of the training, field practice,
discussion and feedback, all participants fully understand the importance of the CAT tool, the
process of evaluation and results of the assessment. In addition, KORCD staff realizes that CAT
tool is helpful and easy to use to reflect on the progress of their organizational growth. All
KORCD staff are able to use CAT tool to monitor their organizational development.
Similarly, the Partnership Project also

conducted an internal evaluation on
CIDC before the project provided
small project grant. Cooperation for
Indigenous People and Development
in Cambodia (CIDC)2, works with 70
Indigenous families with 128 children,
in which 55 girls dropped out from
school due to inaccessible road and
poor family income. The assessment
showed CIDC staff have gradually
improved their organizational
management skills and community
Children and their families received school materials and bicycles development program. For example,
from CIDC with financial support from CWS-C Partnership one of the findings from assessment
Kompong Thom Project. strongly indicated that under the
coordination of CIDC staff with local
authorities and school directors with CIDC support on school materials3 and transportation4 (17
bicycles for 17 poorest children who live very far from school), 126 children out of 128 (55 girls),
have been allowed to return to schools to continue their study. Based on the needs of the 70
parents of the school children, CIDC also provided vegetable seeds for home gardening. As a
result of the support from CIDC, the parents, teachers and local authorities are happy to see
their children return to school. They have good cooperation with CIDC staff for other
development sectors. In addition, the provided bicycles for children are not only beneficial to the
children education but also enable their parents to travel for their business and children can
carry woods on weekend.
2. KORCD staff improved facilitation and community development skills
In building capacity for CNGO partners, the Partnership Project Kompong Thom organized a
two-day training workshop on “Community Development Concept” on 22-23 June 2008 for 11
partner staff from KORCD and CIDC. The training focused on facilitation and communication
with the grass roots people and engaged all participants to practice techniques in dealing with
villagers and local authorities, especially on facilitation of the community organizing and
approach of the sustainable development and phase out strategy. All staff reflected what they
learned in the class to their fieldwork with the community; they found that the theories are very
reflective to what they are doing in the field. During the practices in training, all participants
have been more active in facilitating the groups, understanding the community development
2
CIDC works in eight villages: Sochol, Srama, Trapeang Knong, Phdiek, Prey Prei, Kranhung, Prohut, and Smaonh
3
126 school children received school materials (books, pens, pencils, bags)
4
17 bicycles given to 17 children whose houses are very far from school.
concept and facilitation skills. As shown in the course evaluation, 64% of the participants
understand over 80% of the community
development concept. 36% understand about 40%
as they are new to the community development
work. Within this reporting period, the project also
sent two KORCD staff to attend the training on
“Training of Trainer” in Battambang province in
February 2008. After this training, they improved
their skills in preparing the curriculum for training
and workshop. They are also able to train
community with less support from the partnership
project coordinator. Moreover, the quality of training
has been reported significantly improved compared
to last year.
3. Conflict resolution training turns the village leaders and VDCs to be key players in
solving conflicts in their communities
There are a number of conflicts on land dispute and domestic violence occurring in KORCD
target communities over time. Therefore, on 28-30 January 2008, KORCD staff with support
from the project coordinator conducted training on
“Conflict Resolution Part I” for 26 people (six
KORCD staff, ten VDCs and ten village leaders).
They came from the nine villages of KORCD target
areas5. The training engaged them to understand
the basic definition of violence, different types of
conflicts, Johary’s Window concept, root causes,
perceptions, prejudice, stereotypes, relationship,
gender and conflict, mapping and problem tree
conflict analysis. Theories practice was also
conducted for participants. The course evaluation
showed that almost all participants understand the
conflicts as some of them experience and meet VDCs and village leaders practiced conflict
conflicts for long time. As a result of the actual resolution skills
practice in the training, the village leaders and
VDCs said that they were interested in this training, and they felt confident with their learning
knowledge to help solve conflicts in their community.
After the training, participants could apply their learning skills to deal with the conflict resolutions.
For instance, during this reporting period there were 12 cases of conflicts occurred in eight
KORCD target villages, of which seven cases were domestic violence and five cases related to
land conflicts. With technical support from KORCD staff, the village leaders and VDCs facilitated
with the conflict resolutions. Finally 100% of domestic violence and 80% of land conflicts were
completely resolved while another 20% was sent to the higher level authorities for their
intervention. More surprisingly, the villagers saw their village leaders and VDCs become more
active in the conflict resolutions than before. At the same time people feel more confident and
trust the capacity of the conflict resolution committee for solving the conflicts. According to the
commune council report, domestic violence has been reduced significantly in Tnot Chum
Tymuoy, Tang Krasang and Pnov Commune. Having seen the positive outcome from the
training by the end of this reporting period, KORCD staff and local authorities were encouraged
to continue support and implementation to other villages.
5
Veang Khang Cheung, Tuol Chan, Tnoat Chum Ti Muoy, Tang Krasang, Pnov , Pnov, Kang Meas, Kang Meas and
Thomm Neath
4. SHG Women groups have more hope from their Krama weaving program in Kang Meas
and Adsu Villages
This year the partnership project has engaged KORCD and Adsu to promote the weaving
program in their target communities and target groups. Adsu Church weaving group increased
from four to eight women members with four looms (two traditional and two semi-auto looms).
The weavers come from the poor villagers with no income generating in the family. Adsu
weaving program has its own guidelines for income distribution, in which the net income is
distributed 50% for inputs and labors (member received 1,600 Riels per Krama), 10% for the
emergency assistance to the community people who are poor and sick, 20% allocated to the
Church and 20% for capital increase. However, Adsu has just started its program by mid-FY08
and they have potentials to grow in the future.
More significantly, the weaving program in KORCD target area has received an ongoing
coaching and support from both KORCD and the partnership project staff. Within this semester,
KORCD staff provided training on the semi-automatic looms6 to 24 SHG members for two weeks
under the support of Kompong Thom Partnership Project to improve the capacity and quality of
Kramas weaving. The weaving groups become more active and confident in using both
traditional and semi-auto looms for weaving. By the end of this FY, the weaving group members
produced 134 Kromas, which were sold to their neighboring villages. According to weaving
guidelines, the income is divided 20% of the net income allocated for repairs and maintenance
of looms, 50% for capital increase and 30% for program expansion. Although this net income of
241,200 Riels is not much money, the women groups expressed that this program promotes
their traditional heritage that was lost long time ago. It also provided work for the women in the
villages who are free from their farming work can join the weaving.
Net Income from Jan-June 2008

A. Total amounts from selling Krama 134 x 5,000 Riels/Krama = 670,000.00 Riels
B. Expenses on inputs:
- Threads/cotton 26.80 Kilograms x 12,000 Riels/Kg = 321,000.00 Riels
- Labor 134 x 800 Riel/Krama = 107,200.00 Riels
- sub-total = 428,800.00 Riels
C. Net income balance (C= A - B) = 241,2000.00 Riels
Distribution of Income from Jan-June 2008

a. Repair and maintenance for looms (20% of C)
- 241,200.00 Riels x 20% = 48,240.00 Riels
b. Capital Increase (50% of C)

- 241,200.00 Riels x 50% = 120,600.00 Riels
c. Allocation for program expansion/future growth (30% of C)

- 241,200.00 Riels x 30% = 72,360.00 Riels
d. Total = 241,000.00 Riels
6
semi-auto loom produces double production compared to traditional loom. One person can make two Kramas per
day by using this auto loom. Auto loom is more effective and efficient. KORCD purchased auto loom from Prasat
Balaing District, KPT (local man-made)
Semi-auto looms produces more Kramas in short time
Based on the KORCD report and discussion with the weaving groups during the field visits, this
significant achievement was expressed by the group members in Kang Meas village. The
weaving program has been known to other organizations in Kompong Thom. Recently, the
weaving group provided five internships (three internships from Buddhism For Development
Kampong Thom and two internships from Tang Krasang village to expose and learn weaving
Krama.
OBJECTIVE 2: To provide overall management, supervision and capacity building to

Partnership Program Staff; develop and strengthen mechanism, practice, guideline and
tools that will improve the partnership program and lead to enhanced outcome.
5. Holistic Partner KORCD needs ongoing coaching from the partnership project
coordinator for their organizational improvement
As KORCD became a holistic partner for one year, it needs strong support in both technical and
organizational management. Within this reporting period, the KPT Partnership Project conducted
30 field visits to the community and office, in which the project coordinator attended five monthly
meetings and one annual meeting with KORCD staff. During the visit, the project staff saw
KORCD staff have 2008 quarterly and monthly plan available. The purpose of this field visit was
aimed at looking at the progress of project implementation together with quality of work and
providing feedback to the field staff. During the annual meeting, the project and KORCD staff
reviewed the FY08 work plan and found that KORCD successfully implemented all activities that
were planned in FY2008 with support from the partnership project coordinator. Also, all project
implementation guidelines7 and organizational policies8 were already reviewed. All project
guidelines were disseminated to the communities and stakeholders and organizational staff. At
the same time, KORCD also prepared Annual Plan 2009 in the meeting and was already
approved for implementation.
Lately this year, KORCD conducted Annual Reflection Workshop with support from the
partnership project coordinator, with involvement of all stakeholders, KORCD staff, VDCs,
commune councils, VCPMs, village leaders and representatives of the weaving groups. Through
a number of group discussions in the workshop, we received collective feedbacks and
suggestions for future improvement from the participants. Moreover, VDCs and VCPMs told
7
project guidelines: SHG, cowbank, ricebank, well construction, Elder Association
8
financial policies (salary scale, payment procedures, approval and cash management) and staff policies (work hour,
leave request, sickness, health care and treatment)
KORCD staff that there should not have much changes in the plan. They also requested training
on request and report writing, bookkeeping as well as checking saving books of SHGs.
KORCD has already received one year support from CWS partnership Kompong Thom project.
We can see KORCD has improved many areas in organizational and program aspects with
mutual understanding and compassion for the organization. However, KORCD has many
different challenges. KORCD does not have its own motorbikes for staff to travel for their field
work. KORCD staff use their own old motorbikes with gasoline provided by KORCD. They have
difficulties traveling to the remote villages. In addition, KORCD can only use their computers at
during the night because there is no electricity during the day (electricity cost is soaring). On the
other hand, all KORCD’s computers are very old and running slowly. During the last quarter,
CWS received late financial and narrative reports from KORCD because of this reason.
KORCD’s requests for motorbikes and computers were raised and discussed in the beginning of
FY08 with the partnership program manager for consideration, but unfortunately there is a delay
in our response due to our budget constraint.
CIDC worked hard with local authorities and teachers to enable children who dropped out from
school to return to school. With funding support from CWS, CIDC was only able to purchase and
provide 17 bicycles to 17 schools dropped out children who live very far from school in Phan
Nheum commune. It was a difficult process of selecting vulnerable children to receive bicycles
as there were many children who needed them. Therefore CIDC staff worked closely with
teachers and local authorities to meet with their community to explain the purpose of the
bicycles support to those poor children who also live very far from school to avoid the conflicts
and jealousy in the community. During the meeting with the community, many poor villagers
requested bicycles for their children who live far from school as well. However, CIDC received
their requests for future consideration as they could not respond at the moment.
In addition, KORCD received one year capacity building for their staff, who still have limited
ability in report writing and proposal development. They require more time from the partnership
project coordinator to provide them with technical support and coaching. Especially, the quality
of information related to outputs, outcomes and impact are the most difficult parts for all partners
as they only know how to report on the achievement of activities. However, through a number of
face to face coaching with them, they finally articulated the information for better report and
proposal writing. KORCD still requires constant and continuing training in report and proposal
writing.
The first training on conflict resolution Part I in January 2008 for village leaders and VDCs in
Baray and Santuk District, was very useful for these communities as they face with land conflicts
and domestic violence. It was over expectation and amazing that the village leaders and VDCs
expressed their desire to learn the importance of conflicts resolution. During the training the
participants asked so many questions related to their issues and problems occurred in their
villages. They said the training was exactly what they wanted to help their community. This
training topic was developed from consultations between KORCD staff, local authorities and real
assessment of the situation in the villages.
In meeting with the field partners staff, they always raised that only few people from the
organization were sent to attend the training or workshop, which gave less training opportunity
for field workers. This finding is true because many partners sent the same staff to attend
different training courses. However, this concern should be carefully considered by the
partnership project and program staff when they invite partner staff for training and workshop.
So, the Training Need Assessment should be carried out more efficiently. A capacity building
plan for each partner staff needs to be well prepared and coordinated by the Partnership Project.
It was suggested that the sender organization should send the right persons and CWS project
coordinator or facilitator should also double check the names of participant before registering
them in the training or workshop.
Lately the partnership project coordinator was assigned by SMT to attend the VBNK 2008
Annual Conference on the “Community Dialogues of Development for Today and Tomorrow” in
Banteay Meanchey Province. This attendance conflicted with the project schedule for
community development training for KORCD staff and VDCs. So, in order to adjust the time to
attend the above conference, the project reduced period of training from 5 days to 2 days.
However, the project coordinator found that the conference was interesting and she gained
some lessons learned on the techniques to facilitate different groups of ages and different levels
of knowledge that have formal and informal education background in order to achieve the
common goals.
2.3.6 FUTURE PLANS
This year, the KPT partnership project fully supported KORCD to achieve all activities plan in
FY08. In FY09, the project has plan as follows:
) Coordinate with the partnership program manager to select CIDC as holistic partner and
submit its proposal for FY09
) Build capacity of staff of KORCD and CIDC staff on financial management and Accounting
) Assist KORCD and CIDC to develop their quarter and annual plan
) Conduct echo training on Administrative to Admin staff of KORCD
) Support CIDC to conduct PRA
) Conduct training workshop on Conflict Resolution Part II for KORCD, VDCs and VCPMs
) Continue field monitoring to KORCD and CIDC
) Support CIDC to review their strategic plan
) Conduct quarterly meeting with KORCD and CIDC
) Write the project reports of FY09
) Assist KORCD and CIDC for proposal development for FY10
2.4. ECUMENICAL PARTNERSHIP PROJECT
2.4.1 INTRODUCTION
CWS Partnership Program was founded by the Ecumenical Partners in Kompong Thom
province in 1996. CWS Cambodia now has incorporated an “Ecumenical Partnership” that
focuses on institutional building and as of lately, theological and ecumenical reflection among
several ‘ecumenical’ based organizations including the Cambodian Students Christian Mission
(CSCM), Kampuchea Christian Councils (KCC), and Initiatives for Change Association (ICA)
with recent work done among the Church Development Association (CDA) in Svay Rieng
Province.
Strategically, the Ecumenical Partnership Project hopes to aim at strengthening ecumenical

partners’ capacity building to ensure institutional development whilst building a contextual
system for theological and ecumenical reflection and action. It is both a two way service of
capacity building whilst developing a strong ecumenical understanding that better serves the
communities that CSCM, KCC, ICA and CDA work in. This approach is to broaden the mission
and service to the marginalized vulnerable populations in a complexity of social concerns among
their different religious and cultural settings. Therefore, the partnership project emphasis was to
take the Ecumenical Partners to a level where there is both strive and commitment into
assessing and addressing the improvement of capacity building through the process and
methodology of coaching, mentoring, delivering and training courses. Some of the training
programs would require a merging of all ecumenical partners whilst at other times it would
require a one-on-one process. The objective of these programs was to lead to a more self
sustaining process of the organization individuality but also collectively as a partnership.
Within this reporting period, the partnership project assisted KCC to conduct General Assembly,
development of the strategic plan and capacity building on management and programming while
similarly, ICA and CSCM received both training on various aspects, coaching and small grant
support. Particularly ICA significantly implemented the Cambodia-Vietnam Dialogue.
Objective 1: To strengthen the capacity of ecumenical partners CSCM, ICA, KCC and small
project fund recipients to facilitate program that will effectively and sustainable improve the living
1.1 CWS’s support contributes to the changes of KCC’s leadership to move forward
Strategically, within this reporting period, the Ecumenical Partnership, as implemented by the
partnership program office staff, continues to focus on building the foundation of the ecumenical
partners, namely KCC, ICA and CSCM. These three partners have different areas to be built
and improved in terms of the organization and management as well as programming.
KCC requested their partners inside and outside Cambodia to assist them facilitating the 3rd
General Assembly. A week before the assembly took place, no one responded and willing to
support KCC. A few days later, KCC urgently approached CWS for help. The Partnership
Ecumenical Partnership Project 59
Program Manager and OD Program Officer were seen as viable team to support KCC in this
important event. The Partnership Program Manager called for an urgent meeting with former
KCC council members and organizing committee to ensure a proper preparation. KCC invited 80
KCC’s Church Representatives and their partners inside and outside Cambodia; with about 80
participants (70 church members and 10 partners). Of which, World Councils of Churches
(WCC), Christian Conference of Asia (CCA), Lutheran World Federation (LWF), ICC, CSCM and
other local church representatives were present.
The assembly is aimed at changing the leadership of KCC, in which the new leadership
members and structure must be selected during the assembly with presentation of the 5-year
accomplishment, discussion on the key issues, future directions, improvement plan and learning
about the ecumenism movement in the multi-cultural context. The assembly was carried out for
3 days from 27-29 March 2008 in Phnom Penh. The new leadership members were
democratically voted by all KCC members facilitated by CWS Partnership Program Manager.
Many key issues related to the selection process for the new leadership members were strongly
discussed among the organizing committee, former leadership members and the funding
partners. It was challenging for the facilitator to overcome the hard discussion. However,
Assembly finally elected general committee of 11 people (2 women); and 5 members1 (one
woman) of which were elected as the working committee.
nd
Dr. Mathew George, WCC (2 right) shared the Christian Unity The new KCC’s President, Som Chanboth (right) made speech
&Witness in multi-religious context .The former KCC’s to the assembly
Followed by the assembly, the new working committee demonstrates their high commitment in
re-organizing and revising by-laws, policies and looking at their program. With strong technical
support from the partnership program staff, KCC has developed its first draft of strategic plan
and presented to their funding donors including WCC, CCA and United Church of Christ (UCC).
Having seen the clear strategic directions and high commitment of the new executive committee,
CCA has already approved US$ 8,000.00 for administration support and sent one adviser to
assist the team to develop long term funding proposal. Through a meeting with KCC’s new
executive members expressed their sincere thanks to CWS Country Representative and the
partnership who continue to support KCC.
1.2 CWS Cambodia joins efforts with MCC and AFSC to support ICA
ICA is also one of the three Ecumenical Partners, working to mobilize the multi-cultural students
and young people and resources to support the vulnerable community people and promoting
peace building atmosphere across communities and nations. ICA has received capacity building,
1
1 president, 2 vice-presidents (one woman), 1 treasurer, 1 member
technical support and fund from CWS, MCC, AFSC and other private sectors inside and outside
Cambodia. In order to make efficient and effective support to ICA, CWS invited MCC, AFSC and
ICA for a collaboration planning meeting. This first meeting was conducted at ICA office to
discuss the agreed principles of support between the three agencies, and also the roles and
responsibilities of each partners as well as communication channel. At the end of the meeting,
all partners agreed that CWS provides capacity building on organizational development,
accounting system and support small grants for Cambodian-Vietnam Dialogue while MCC and
AFSC supports administrative and program costs. The follow-up meeting between the three
partners and ICA was held at CWS Office to discuss the Memorandum of Understanding (MOU),
which indicates the collaborative and joint efforts to build capacity of the young people
organization. As a result of joint support, ICA has two permanent staff responsible for
administrative, communication and program work. In addition, once all partners understand well
about the partnership principles, roles and responsibilities and communications, the partnership
work with ICA, MCC and AFSC will be smooth.
1.3 Cambodia-Vietnam Dialogue changed perception of the young
With strong technical support and sponsor from CWS, AFSC, DED, MCC and MARYNOLL, ICA
organized the 4th Cambodia-Vietnam Dialogue (CVD4) on 7-16 March 2008 in Sihanouk Ville
and Phnom Penh, Cambodia. The dialogue engaged 50 youth, of which 25 are Vietnamese and
25 are Cambodians under the theme of “Listening and Understanding the Past with Respect and
Trust”. The workshop created opportunities for the two young groups to discuss various issues
related to the histories that hide in their hearts. With the honorable presence of H.E Son
Soubert, he said “understanding the histories of the two countries, not just by listening to what
others said, but by researching and looking for the fact. We are encouraged to get to know each
other in depth, feel pain of each other, to search for ways to get the two nations closer”. H.E
Soubert also added that “Buddha said, do not believe what I have said but look for yourself”.
There were different sessions that allowed all participants to think, reflect what happened in the
past and current fact, share their personal life to each other and present their stories and feeling
to other groups, teambuilding through cooking food together and playing sports and games at
the beach as well as family home stay. From time to time, the two groups listened to the
histories of their friends and started to feel and understand pain of others deeply. Moreover, they
felt close, related and dearly loved. According to the home stay with Khmer and Muslim (Cham)
families, the Vietnamese groups realized that they feel of being loved and respected by the host
families and the fears and misunderstanding washed away. In addition, during the closing
ceremony, all participants were encouraged to share their feelings and perception after the
workshop. One of the Vietnamese young man said “before I came to Cambodia, I heard a lot of
rumors and my family was fearful for my safety. When I came here, I realized that the people are
great” and another girl also expressed that “CVD4 has taught me many things. It was far beyond
my expectation. Through dialogue, I hope for a bright future”.
The final course evaluation showed that 100% of participants felt close friends, real family and
have touched with the deep feeling of being friend and reduced of tensions and
misunderstanding of the past histories. One of the Cambodian participants said “I changed my
behavior; I used to think that all Vietnamese are bad. Now I realized that is not true” while
another said, “I must find out the past mistakes and together with Vietnamese friends to shape
the future relationship among the young people.”2
2
for more details, refer to the Report of CVD4, 7-16 March 2008, Sihanouk Ville, Cambodia
All ecumenical partners of CWS are basically voluntary-based groups. ICA and CSCM are the
young group of volunteers from the universities who mainly still study and work. CWS has
committed to build their capacity based on their organizational development and program needs.
However, sometimes staff turned over quite often and the new replacement needs to take time
to learn the new system of the organization. This caused an ongoing effort from CWS to build
their capacity on the same topics and considered as a challenge for such young organization
groups. This challenge drew our attention to call ICA for the meeting with their funding agencies
including MCC and AFSC to provide some allowance for the core staff. As a result of meeting,
MCC and AFSC decided to support two permanent staff of ICA. However, CWS still provides
ongoing support to them, especially for capacity building on the accounting system and
reporting. CSCM still needs to build better accounting system and skills for the new staff.
The ecumenical partnership project is supposed to provide full support to all ecumenical
partners. However, within this reporting period, the partnership project coordinator had an
accident in December 2007 and resigned in April 2008. His absence created burden and time
constraint for the partnership program manager and OD program officer. The program manager
and program officer tried to coordinate and build capacity of the ecumenical partners but the
project failed to provide a proper training on the basic financial management for ICA and CSCM;
organize internship for ecumenical partners to learn the program implementation from the
partners in Kompong Thom; and organize the quarterly meeting for partners.
ICA has received support from different agencies including CWS, MCC, AFSC, MARYNOLL and
individual support in the country. Not all partners can coordinate their donor support well. ICA is
a young people organization that does not have experience in donor coordination. Through
numbers of meeting, MOU between ICA, MCC, AFSC and CWS was developed and all terms of
conditions are understood by all parties. Once MOU was understood by all parties, the burdens
to ICA had been much reduced, there is no overlap of the support; and program operations have
been smooth and clear.
CWS Cambodia has been supporting and promoting the ecumenical partnership for many years
with various aspects covering institutional building and programming. But our work has not been
widely known to others because of little demonstration within CWS staff, partners and donors.
On the other hand, ecumenical framework and the partnership program have no clear boundary
and limitations. In reality, the program has worked and supported ecumenical partners based on
their needs. This approach seems unlikely strategic and effective support for such partners.
Having seen this unlimited support, the partnership program, under the guidance of the Country
Representative, the framework of the ecumenical partnership has been clearly defined and will
be launched to all partners in the following years. This appears as good lesson learned for the
partnership program that the ecumenical partnership work should also be framed within the
partnership program with a clear boundary.
There is no “issues not addressed”
2.4.6 FUTURE PLANS
) Recruit one staff to take responsibility for the ecumenical partnership project
) Support CSCM, KCC and ICA to review and develop three/five year logframe
) Continue to build capacity on accounting and financial management and conduct regular visit
to partners office and their field work
) Continue to build capacity on the project management, leadership, community development,
peace building especially ecumenism work
) The project staff will organize internship for ecumenical partners to learn on the program
development
) Launch the ecumenical framework
) Write proposal for funding
INTEGRATED HUMANITARIAN MINE ACTION
MALAI DISTRICT, BANTEAY MEANCHEY
PROVINCE (LOCALITY DE-MINING)
MAG PHOTO 2008

3. INTEGRATED HUMANTARIAN MINE ACTION
MALAI DISTRICT, BANTEAY MEANCHEY PROVINCE
Reporting Period: 1 January - 30 June 2008
3.1 INTRODUCTION
Malai district in Banteay Meanchey province is situated on the border between Thailand and
Cambodia and was the scene of heavy fighting for many years. The K5 mine belt runs through
Malai district, creating a barrier between communities and access to the border and employment
in Thailand. There have consistently been around 35 casualties per year according to
Cambodian Mine and UXO Victim Information System (CMVIS) data. Additionally, the area is
targeted due to its proximity to the border town of Poipet where scrap metal dealers are based
who target specific communities for the metal found in Remnants of Conflict1 (RoC).
The problems caused by mines and UXO in the ex-battlegrounds of Malai require continuous
intervention. MAG has sought to address these problems by providing efficient, effective and
safe clearance using an integrated Humanitarian Mine Action (HMA) team under the generous
support of Church World Service (CWS). The exact sites for clearance within the province were
selected by MAG, CWS, CFEDA, the Provincial Government (PMAC) and the Mine Action
Planning Unit (MAPU) prioritizing areas that, through the clearance of mines and UXO, will have
the greatest positive economic and social impact on the residents in the district of Malai.
During this project MAG provided an integrated response through the deployment of a Mine
Action Team (MAT) to clear mines and UXO affecting the social and economic development of
communities in of Malai district, Banteay Meanchey province. The HMA activities conducted by
the team directly enable CWS and its partner, Cambodian Family Economic Development
Association (CFEDA), to implement development activities within this district.
3.2 MAJOR ACCOMPISHMENTS AND CHANGES:
The following project activities have been conducted:
• Target sites were selected in Banteay TiII, Kbal Tumnob village Ou Sampoar commune
Malai district in Banteay Meanchey province.
• Seven technical assessments were conducted
• Post clearance assessments were conducted in Banteay TiII village, Ou Sampoar

commune Malai district in Bateay Meanchey province. Findings indicated post-clearance
land use to be for agriculture and resettlement.
• Capital resources identified in the proposal budget, namely 8 Minelab F3 detectors, were
procured and deployed to the MAT team in February 2008.
• A training session was conducted on Minelab F3 detector for the MAT in March 2008.
1 1
MAG uses the term Remnants of Conflict (RoC) to describe all items recovered and destroyed as part of its
humanitarian disarmament activities, which include Anti-Personal and Anti-Vehicle mines, Explosive Remnants of War
(ERW), abandoned and unexploded ordnance (UXO) and SA/LW. This term has been developed to reflect more
accurately the broad range of clearance activities undertaken by MAG
FY08_2nd End-Year_Narratives MAG Demining Project 64

As a result, the Mine Action Team achieved the following outputs:
• Conducted clearance of 95,090 m² of suspect land in 2 villages
• Found and destroyed 207 APM, 2 ATM and 15 items of UXO
• Removed 34,264 pieces of scrap metal fragmentation from working lanes2
• Honda petrol strimmers deployed by the MAT have cleared 12,773 m² land in preparation
for manual clearance
Detailed Project Outputs:
MAT clearance outputs:
Month Team ID Area(m²) APM ATM UXO Scrap Metal
Jan-June 08 MAT-16 95,090 207 2 15 34,264
Total 95,090 207 2 15 34,264
Project Beneficiaries:
Direct
Task Land Provinc Distric Commun Villag Beneficiaries
Minefield Name
code Use e t e e Peopl
Family
e
Banteay
BM001 Meanche Ou Bantea
0 Banteay Ti Pir 3 Agri y Malai Sampoar y Ti Pir 13 56
Banteay Kbal
BM001 Meanche Ou Tumno
1 Kbal Tumnob 1 Agri y Malai Sampoar b 17 107
Total 30 163
2
As scrap metal gives off the same signal as a landmine, each piece has to be excavated carefully following Standard
Operations Procedures (SOPs), which is both a time consuming and labour intensive process

Outputs of strimmers clearance in support of MAT:
Strimmer Location Cut Province Area Cut (m²)

BM0010 Banteay Ti Pir 3 Banteay Meanchey 8,091
BM0011 Kbal Tumnob 1 Banteay Meanchey 4,112
BM0012 Kbal Tumnob 2 Banteay Meanchey 400
BM0018 Ou Sampor Pir Banteay Meanchey 170
Total 12,773
TEAM LOCATION
INTERNAL TRAINING AND MONITORING
• Refresher training for technical field staff took place in April. Training for deminers in using a
new dual sensor detection system took place for selected deminers in May. Training in process
mapping took place for members of the senior management team in June in Phnom Penh.
Minelab F3 training conducted in March 2008.
• Field monitoring visits to project operations are conducted by Mine Action Officers (MAO),
Standards and Training Officer (STO) and a Mine Action Coordinator (MAC). During the project
period 18 monitoring visits were made to the project sites.

3.3 MAJOR CHALLENGES:
No major challenges have arisen to hamper progress on this project.
Impediments to progress during the project period have been metal fragmentation. In
compliance with MAGs Standard Operational Procedures (SOPs) each piece of debris found
must be treated as if it were a mine and fully investigated. This is a time consuming yet
necessary process that slows down productivity.
Operations have also been slightly affected by adverse climatic conditions that have resulted in
some down time of the teams during the project period.
During the project period MAG teams received good cooperation from its partner, local
communities and the local authorities in the operational area.
3.4 ISSUES NOT ADDRESSED:

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

There is not lesson learned during the reporting period.

CASE STORIES

MINE ADVISORY GROUP CASE STUDY
MAKE A DIFFERENCE AFTER HAVING SAFE AND ACCESSIBLE LAND
Moung Chheang (41) and his wife, Pho Sinath live in Banteay Ti II village Ousampor commune
Malai district in Banteay Meanchey province. He is sometimes a worker and a farmer and
currently cultivates his land and to produce rice and Soya beans to support his family and
mother’s health treatment. Chheang and Sinath, along with some of their four children now live
in the village on a 30m x 600m resettlement plot. He told us how he risked injury or death in
attempting to clear this land to build a shelter for his family.
“After the conflict between Khmer Rouge and

Government troops, we moved to here because
our hometown was so small - but what made us
disappointed were landmines. I could not work on
this land; we have to face mines all the time and
the question was how could we survive if
landmines were all around us. We just want a
safe life. I had to support my family and my
children are still too young to pay attention to
their own safety. Sometimes I want to leave here
but fortunately in March 2008 MAG arrived and
cleared the area which made me and my family so happy. We felt that we had got a new life.”
A MAG Mine Action Team (MAT) funded by Church World Service commenced clearance of
Banteay Ti II 3 minefield on May 15, 2008. The team found and destroyed 22 anti-personnel
mine (APM) and 10 items of UXO from the 8,980m² of suspect land cleared which will benefit 13
people from 56 families located in this area.
Chheang said, “The situation in our family is very difficult but hopefully it will be better after we
get land cleared to use for cultivation. I am so appreciative of MAG, also the donor.
FY08_2nd Ed-Year_Narratives Case Study – MAG Demining 68

A Cambodian Story of Change
Accompaniment in Action: Partnership in challenges and success
“CWS partner devises way for landless families to get land and get a fresh start”
In Cambodia, CWS prides itself on its leading partnership program strongly supported by the
ecumenical partners since 1997, in the past EED and ICCO, as well as AJWS. Currently the
northwest partnership program receives funding 60% from SED, 27 % from ICCO and 13% from
CWSNZL. CFEDA is one of the grass roots organizations that CWS is pleased to work with
through direct accompaniment in community development models, organizational development
and value based work specifically including peace, gender and democracy building encouraging
work with the newly established commune councils. CFEDA implements its integrated
community development program both in former Khmer rouge and non Khmer rouge in 16
villages in O’Chrev and Malai Districts in Banteay Meanchey Province to improve the living
standard of poor and vulnerable people in the area. The Program currently directly benefits
1,328 families (7,778 persons; 3,844 women), while indirectly benefiting 1,895 families (9,366
persons; 4,659 women). Here is the story of one of those families. Three CWS Cambodian staff
are directly involved in the local institution development for CFEDA.
Mean Tob is blind. He is married with 7 children. His wife, Mrs. Loch Savun, is 46 years old.
They live in a post armed conflict village in Ou Chrov district, Banteay Meanchey province.
Three of their daughters are married and live separately. He was a former soldier of KPNLF
opposition from camp “Soksan camp”, located along Cambodia-Thai border. After the Paris
Peace Accord in 1991, as other refugees living in camps along the Cambodia-Thai border, he
and his family were repatriated and they to Thmenh Trei village in 1992.
Mean Tob’s wife prepares thatch for her cottage

Mean Tob receives a new plot of land, February 2007
1. Why did you decide to participate in the project?
I wanted to participate in CFEDA’s land distribution project1 because we had no land. We lived
along the roadside. We were able to acquire a plot of land (400 m2) and were given the know
1
CFEDA purchases one hectare land, divides it for purchase to 18 landless families in their target areas. Each family
2
will receive a piece of land (around 500 m ) to build house and grow vegetable in order to have access to food.
CFEDA offers support to form a SHG and provides health messages. A pump well is built. The families pay CFEDA
within 5 years (around 40$) and then they receive land title. CFEDA used this model one other time with success to
date.
FY08_2nd End-Year_Case_Story Partnership Program/CNGO Partner 69

how to plant a home garden and raise, animals. Another way were ere helped as a family is by
teaching about how to improve our health overall. CFEDA also supported us in improving the
livelihood of my family.
2. Have there been any changes in your life as a result of your participation in the
project? How has it affected your family?
• I feel safer now because I own a land plot to build a house with the tree seedlings and
vegetable seeds I am growing things.
• The health situation of my family members is improved since we received a water filter
and jar, kettle and mosquito net. You know malaria is a huge killer here.
• My dream is for my children that they have a better chance; they got school supplies that
we could never afford to buy and clothes so they are not ashamed to go to school.
• But the main thing for me as the head of the family is that CFEDA staff got my eyes
treated at the Banteay Meanchey Provincial Referral Hospital and I was able to regain
some use of my right eye.
• I live in a new community (community-distributed land) with other 17 families who also
received similar plots. In the community CFEDA facilitated and made possible the digging
of a needed pond for water. We also got a hand pump to get the water. Now we have
water available to use near our house and as so many of us really do not have enough to
eat, CFEDA used a ‘food for work support’ to our community to dig a new road. Life is
hard here.
• My family is one of 18 family members of the “Landed Families” group that CFEDA staff
set up; we can build needed relationships as well as have access to a savings scheme.
No one thinks poor people can save money and usually we can’t. In out “Landed Families
Group” we have opportunity to discuss with other members on problems faced, solutions,
and ways to help one another. It is easier to think about helping your neighbor when you
have something in your hand- like my house. This group is also a place where we get
information about health. And we heard about women’s rights and discussed domestic
violence. These are things we have never talked about in the past.
Mean Tob family, 21 Feb 2008 Top’s wife is planting mango tree provided by CFEDA
FY08_2nd Ed-Year_Case_Story Partnership Program/CNGO Partner 70

3. How have your plans for the future been changed by your participation in the project?
• It makes me and my wife hope 2for better future life because we live on our own land and
belong in this new community.
4. What is the importance of the project to your community?
• Distribution plots of land to landless families that let them escape from the roadside.
• Improve living conditions of landless and poor people. We have more chance to get
exposed to new understanding in health prevention, and agriculture, and gender.
5. Has your participation in the project changed your role in the community? How?
• I joined the project in February 2007. I feel respected and recognized as others in the
community. Before, my family was looked down on and isolated. In November 2007, I
joined the Self Help Group with other landed families.
• I appreciate CFEDA who gave me a chance to join this project and now I can take care of
my family.
2
hope: the combination of desire and anticipation
FY08_2nd End-Year_Case_Story Partnership Program/CNGO Partner 71

CASE STUDY
CWS Increased Capacity of Woman in KNTO and Community
in Banteay Meanchey, July 2008
If you ask all staff in KNTO “who is the mostly friendly person in the organization?” you
immediately hear that Ms Kong Pheung Tav is the most friendly one. Pheoung Thav is one of
the potential Community Development Facilitators (CDF) in KNTO. Thav has worked as CDF
since late 2005. She was assigned to be responsible for building empowerment of the
community and life skills, especially related to household food security, focusing on agro-
economic production.
In handling her role as CDF, she was assigned to participate in various trainings and workshops
on PRA, CD concept, strategic planning, and lately TOT course conducted by CWS Partnership
staff. In working with the poor community people, Thav works directly with the poorest families,
coordinated with local authorities, and other government sectors. In working with SHGs, she
also provided training on bookkeeping, vegetable growing and compost fertilizer making…etc.
When the partnership staff talked to her, she said
that “It was a good chance that KNTO sent me to
attend the training on Training of Trainer (TOT) on
22-25 February 2008 in Battambang province. After
the training, I felt more confident to develop training
session plan, improved presentation skills,
developed teaching aid and prepared Learning
Action Plan”. Three months later, by following her
Learning Action Plan, she conducted two courses
on “Communication and Presentation Skills” for
VDCs, VPMCs, VLAs, VHVs, and Village Chiefs in
Bos Sbov and Rohal Commune with 20-24 participants ( 7-10 women)”. She also added that
“from time to time, the trainings sharpened my facilitation and presentation skills and I was
happy wsith the first training course that I conducted alone without support from the team and I
wanted to expand my skills to deliver more training courses”. She also expressed her strong
interpersonal skills and good presentation of her ideas. According to her manager, Mr. Sao Ry,
KNTO Director, “Pheoung Thav is a good facilitator; at least 50 % of trainees who received
training from her, expressed about her good facilitation skills. Moreover, Thav also works to
promote the women leadership in the villages. Recently, one of the women, Ms. Sieng Kim Sin,
in Kchas Village, a former VHV whom she supported, becomes a member of Commune
Councils in Bos Sbov commune.
Phoueng Thav presented results of the discussion in Reflection workshop, 11-13

June 2008, Sihanuk Ville
FY08_2nd End-Year_Case_Story BTB/BTM Partnership Project 72

OCASE STUDY
Funeral Association in Beng Popoul Village Makes New Hope for its
Villagers Beng Popoul Village, Battambang
Funeral association in rural villages is playing an

important role in building solidarity, harmony,
assistance and trust among community people.
Through it, community people are able to hold
meeting to discuss their concerns, raise issues
and even contribute resources towards road
repair and construction of Buddhist temple.
To serve this purpose, a funeral association was

set up in January 2008 for Beng Popoul village,
Ampil Pram Doeum Commune, Bavel District, Battambang province. Mr Nhem Chharm, 63
years old, was elected by the villagers as Director of Funeral Association. His task is to collect
contribution from villagers to assist any poor and vulnerable families who are facing food
shortages, requiring urgent medical treatment or building new houses because their old houses
were accidentally burned. For example, Mr Lav Vat’s family and Toeung Sarom’s family has
received 71,000 Riel and 20,000 Riel respectively because their houses were burned. The
association has paid 50,000 Riel for funeral ceremony of elderly Sorn, building a village road,
one Sala Chhortean for villagers to stay and pray religiously.
Funeral association in Beng Popoul village has five committee members (2 women) and 144
families as members. Each family contributes 1,000 Riel per month. To date, the association has
received 550,000 Riel as contribution from its members.
ADOVIR has supported Mr Chharm and two other persons to visit funeral association in target
villages of CFEDA and DYMB in Banteay Meanchey province: Thmenh Trei and Domrey Leu.
In addition, this funeral association has received material support from ADOVIR such as cooking
pots, plates, soup bowls, spoons, kettles, water buckets and water dragged carts. ADOVIR has
also provided coaching and training to Funeral Association in Beng Popoul village on facilitation
and leadership skills, guidelines and structure reviews.
Finally, Mr Chharm thanks ADOVIR and CWS for their continuing support and assistance to his
funeral association that can respond to vulnerable people and families who are desperately in
need.
FY08_2nd End-Year_Case_Story Ecumenical Partnership Project 73

FMER, FINANCE, ADMINISTRATION AND
HUMAN RESOURCE
This photograph [CWS Phnom Penh Team] was taken in front of CWS Phnom Penh Office as souvenir for Ms Jenny
Pearson, VBNK Country Director, who retired after 13 years committed NGO development work
CHURCH WORLD SERVICE – CAMBODIA

4. PHNOM PENH CENTRAL OFFICE
FMER, FINANCE, ADMINISTRATION AND HUMAN RESOURCES MANAGEMENT
4.1 Introduction
The staff of the Central Office provide overall management services to the whole organization
including proposal development for new funding support, monitoring and evaluation, consolidate
reporting, financial and administrative. A transfer from each project to the central office covers
the cost of services. For this reason we include this report with each of the project reports.
4.2 Organizational Development:
The seven year strategic directions adopted by CWS Cambodia provide a clear and coherent
agenda guiding the organization and its operations into the next decade. In order to achieve this
agenda CWS Cambodia has had to review its institutional structure and culture as well as
organizational approaches to development practice. Along with measures aimed at
strengthening financial management and human resources management capacity, FMER was
established to monitor and support the project and program implementation activities. In July
2007 the formal M & E system of CWS Cambodia was developed with wider participation from
key staff. M & E system hand book was published as guide post for monitoring to ensure the
quality of project implementation while project and program staff are busy with implementation of
the activities. FMER carried out M & E system implementation as independent unit to monitor
and support project and program activities.
4.2.1 Planning:
Every fiscal year, during the month of March, each project and program develops an annual
detailed work plan showing how the program activities will be addressed in their location based
on the approved program plan. The first year of the phase II program plan (2008-2011), project
and program developed their own annual work plan in Log-frame and budget plan in the revised
format to standardize and accommodate with the format approved in Monitoring Handbook. The
final draft of annual work plans from each project and program were sent to FMER for cross-
checking for consistency in format and finalize for implementation.
4.2.2 Monitoring:
The full program monitoring for the first semester was conducted to monitor the programs
planning and then achievement of output. The three main objectives of this mid-year were
outlined to monitor the project and program activities included; enhance accountability, improve
management and decision-making and encourage learning. By this first program monitoring, the
project staff involved become more aware of what works well and what does not, and they can
make adjustments so that project or program implementation in future may be more successful.
The first formal monitoring activity was conducted from 10 December 2007 to 4 January 2008.
Projects which have been monitored are BTB and BTM Partnership, SvR WatSan, KPT
Partnership, and KPT and PVH VBCD Projects. The monitoring activities includes data
collection, interviewed beneficiaries, local authorities (commune chief, commune council, village
chief and village development committee), Project Manager, Project Coordinator, Team Leader
and Field Staff, and all CNGO staff. For the secondary data, we collected information from Log-
frame FY08, Monitoring Indicator Form, Detailed Annual Operational Plan of projects. At the end
FY08_2nd End-Year_Narratives Phnom Penh Central Office 74

of field monitoring, the monitoring team has completed feedback with the projects before the
formal presentation of the findings.
The full program monitoring report served as internal document. Findings and recommendations
were presented with participation from all project and program staff to the project locations for
them to develop immediate actions and return back to FMER for follow up. By the end of June
2008, the main results of the recommendation from the monitoring were implemented/ taken
action includes;
Annual development plan: in March 2008, annual plan FY09 was developed with the
participation from all staff facilitated by program staff and supported by FMER staff,
Project implementation guidelines: In collaboration with project, programs have been
developing and revising some guidelines and some plan to develop in next year in order
to implement project activities well.
Job description reviewed: job description of staff in PVH and KPT VBCD project was
reviewed and clarified roles and responsibilities.
Proposal format for CNGO: proposal format for CNGO was developed by Partnership
Program Office in collaboration with project offices.
Project staff meeting: FMER has developed project staff meeting record format and
approved by POG for all projects within CWSC to use in order to improve sharing
information, keeping track on suggestion.
Capacity building of Admin/ Finance project staff: Admin/ Finance project staff were
trained IT Essential Training Course in order to improve their capacity to support
computer use in CWS and partner project offices.
CWS Cambodia has two complex and very different programs, the Direct Services Program is
implemented by CWS-C staff where the Partnership Program is carried out to build and
strengthen capacity of local partners so that they can implement integrated community
development activities in the remote and isolated areas where no others want to go. These two
different focuses make the monitoring team more attention on developing monitoring tools to
articulate their planning.
During the Program Oversight Group (POG) meeting to discuss the recommendations from
the first program monitoring, both Program Managers expressed the appreciation they
have for the deep sense of direction that they can feel to manage better towards “impact” and
having the “landscape view” as well as the “portrait feature” to find and see gaps that are hidden
due to the over all strength of the programming. They thought the first monitoring provided them
insight on are things so subtle that not even the field team would be have picked up on them!
From this first Full Program Monitoring, there are plans to revise water filter distributions to
reach more households than only the poorest of the poor, plans to draft well construction
guidelines to institutionalize best practice, and plans to be more strategic the way we
accompany partners after the first three years. The monitoring was satisfying to the staff as the
communities and partners recognized and applauded the value based work and commitment of
the CWS staff to reaching the needs of the most marginalized, in the reintegration process and
poverty alleviation in Cambodia. The Managers felt the success of the monitoring to date stems
from the participation of the staff in its development, as well as the care and methods of doing
on the monitoring itself.
FMER is preparing to conduct the 2nd semester FY08 monitoring in August because in June all
staff are busy with the year-end closing following with the year-end report writing. As July is the
month of the national election, we cannot carry out the monitoring in this month because
communities, local authorities will be busy with the election campaign. This second semester
monitoring will focus mainly on the follow up actions from the first full program monitoring and to
look for some results of changes from project implementation activities and effectiveness of
training to partners and communities. The projects to be monitored are PVH VBCD, KPT VBCD,
SvR WatSan Cooperation, BTB-BTM Partnership and KPT Partnership Projects. Field activities
start from August 4 – 29, 2008. The finding from this second semester monitoring will be
presented in the following month.
4.2.3 Reporting:
As agreed by the funding partners during the Square-table meeting held in November 2006 at
CWS Cambodia office, all funding partners require six month progress report instead of six
month and annual report that used to submit to all funding partners for the past years. Adding to
the reports submitted in the first six months, there were another seven reports were submitted
on to the following funding partners and government department ministries; Semi-annual report
for first semester, six months audit reports for EED, two CDC reports for Royal Government and
ADPlan reports for Svay Rieng WatSan and Malai Demining projects for NCCA/AusAID.
In addition to the reports, six “Most Significant Change” stories were developed and submitted to
CWS NY HQ. One1 of stories from the six submitted was selected as the MOST success change
among all the stories submitted from the Asia Regional Office to discuss during the quarterly
CWS HQ Board meeting.
4.2.4 Newsletter:
CWS-Cambodia has been developing its internal monthly newsletter effective January 2008 to
bring interested readers and all CWS funding partners up to speed on events as they happen
and to give you all a better feeling for the facts on the ground; who have we helped, what have
we learned and how can we improve our work in the future.
4.2.5 Proposal Development:
Adding to the seven proposals submitted in the first semester to various funding partners, two
proposals were submitted in the second semester to seek additional multiple-years funding
support;
1. Three years proposal for Water and Sanitation Cooperation project in Svay Rieng
province was submitted to UMCOR new quadrennial 2008 – 2011(result will be
known in September 2008)
2. The 15 months proposal for Community Based Disaster Risks Management in

Cambodia (CBDRMP) was submitted to DIPECHO project (approved to begin the
project from 15 August 2008 – 31 October 2009)
The two proposals submitted to Direct Aid Program (DAP) for supporting CWS partners CFEDA
and KNTO in BTB/BTM for FY09 in first semester (late December 2007) was approved. The
activities were implemented from July 01, 2008 – June 30, 2009.
4.2.6 Data Management:
CWS Program Database System was developed in April 2008 to support data management
from program and project. Database is developing in the means of reduction complexity of the
1
“LEARNING ORGANIZATION ADDS NEW SYSTEM TO BRING CHANGE”, an organizational management
story told by the Program Oversight Group to the Country Representative.
organization’s information system and helps to organize and structure data by program and
project especially centralizes and authenticates the access to data. Output from the database is
very important for reporting and strengthening the organization work. This will reduce the
amount of time for staff to manage data manually. Moreover it could provide more accuracy data
than the paper-based data which could be lost and difficult to backup with expensive cost.
From the last three months of developing the system, the Database Management Officer is now
in the process of standardizing the data collection forms for each project;
Direct Services Program will include Svay Rieng Water Sanitation, Kompong Thom and
Preah Vihear Village Based Community Development. There are main activities that are
going to keep track of data as listed including Capacity Building, Education to community,
Water Sanitation Cooperation Project, Emergency Reponses and Preparedness,
Credit/Saving, Health awareness.
Partnership program, the record will include detail information about holistic, non-
funding, small grant partners, their staff and their target areas. Moreover, there are
records of capacity building, field visit and coaching conducted to the partners in order to
strengthen their management work. The amount of small grant provided to partners is
also recorded.
Contact Data will contain the record of name, sex, age, contact number of CWS and
partner staff and some key people in community such as VHVs, VDCs, CCs, CDFs,
WSUGs, RCVs etc.
Village profile: This contains many indicators recorded about resources in the villages.
Example: number of people in village, number of household, number of people
able/unable to access the clean water, etc.
PRA: descriptive info about situation in the target villages which project conducted.
Example wealth ranking data of villagers, disease often happening in the village, etc.
Summarizing Tool: This main function in the database which provides the output of
calculation and summarization from all the data collected above. The tool will provide you
fast and accurate output which processed by computerize system. It could be
summarized beneficiaries from each project by province and time period. The number of
training or education provided to staff or community by specified villages and time period.
The number of partners with amount of grant provided by year.
The process of on-going data collection and collation is from the project and send to central
office in Phnom Penh. The central office in Phnom Penh is going to enter data into the database.
Finally, the summarization will be sent to management, reporting, program and project staff
every month or quarter or as requested.
4.3 Finance :
The Finance Office in Phnom Penh processes all of the financial transactions from each CWS
activity, produces monthly, quarterly, semi-annual and the annual financial reports to funding
partner organizations, government ministries as required. It also co-ordinates the audit activities

of CWS financial statements which occurred three times per fiscal year. Staff ensure that all
CWS financial policies are followed.
The finance office also provides all budget building worksheets to all CWS activities and
receives all proposed budgets for entry into CWS accounting system. The office is then able to
provide all detailed and consolidated budget sheets used in CWS program plan. In addition, the
office also keeps track of all estimated and committed funding so that the annual “Funding Plan”
is kept up to date. During the second semester of FY08, the Finance Team, with the ongoing
support from Director for Programming, plays an important role in the review of the last six
month budgets and making adjustments in them when necessary to fit expected levels of
income. The last six months budget FY08 was reviewed for all Projects and Programs to
achieve the realistic budget for the whole year FY08 expenditure and input into the ACCPAC
Accounting system. Finance also facilitated the Annual budget FY08 and reviewed for all
Projects and Programs
During the last six months of FY08, each finance staff member including the Deputy Finance
Manager, the cashier and the Data Processor play an important role in promoting the
transparency and accountability for the organization as a whole. All Finance staff has shown
their competency to fulfill their jobs independently and effectively.
Interim Finance Manager communicated with Standard Chartered Bank and set up Straight to
Bank system (S2B) with the support from IT officer in order to check CWS account directly in
Standard Chartered Bank in Singapore.
4.3.1 Fiscal Operations:
In the last six months of FY08, the Finance Department achieved the followings:
• Prepared mid-year of FY08 financial reports and narrative reports submitted to funding
partners and the Royal Government of Cambodia.
• Participated in mid-year Budge review for FY08 with all Project/Program Managers.
• The Interim Finance Manager consolidated the mid-year budget review FY08, annual
budget FY09, prepared the funding plan based on the new figures of annual budget
FY09 and submitted for the Country Representative’s approval.
• Amended the “Line of budget Approval” for Director for Programming, form which was
approved by all Senior Management Team members.
• The cash security in the second semester of FY08; the funds transfer from other funding
partners including EED, ICCO, ODD, NCCA, CWSNZ.
In addition to the routine work within finance department, special effort was made to check the
financial system of CFED, former CWS CNGO partner in Svay Rieng, as requested from the
Mekong Plus the current funding partner for CFED and to CFEDA, the current CWS plan
partner. The finance office staff (Interim Finance Manager, Deputy Finance Manager and
Finance Assistant I) visited two times to CFED and one time to CFEDA for this second
semester. During these visits staff reviewed implementation of all financial procedures, identified
the needs of project staff and provided support to strengthen their skills. All project finance staff
and manager of CFED and CEFDA were taught how to use the information provided to them in
the monthly financial reports (general ledger, balance sheet, etc). A written recommendation
found in CFED during these visits was provided to Mekong Plus for their follow-up action.
This year the finance office was asked to prepare the full financial audit every six months as
required by EED Internal Controlling Desk. This requirement is an extra ordinary work load in

which different from the previous requirement that EED only needs six month Financial Review
Engagement and Annual audit for the entire CWS operation. This was well understood and
practiced for a long time, and all audit reports provided an unqualified (clean) report for all our
operations. To the accompaniment of this requirement, the audit agreement with Price
WaterhouseCoopers was reviewed and amended to meet this requirement. An extra cost of
56% was added to supplement to the approved cost signed on May 25, 2007.
4.3.3 Internal Audit to CNGO Partners:
After the rapid departure of the Finance Manager at the end of December 2007, the Field
Accounting Officer was transferred to take responsibilities of managing finance department as
an Interim Finance Manager. All findings and recommendations for follow-up actions plan from
the first semester were kept on hold until the Finance Manager is replaced, targeted in
September 2008.
4.4 Administration:
The Administration Office provides a variety of supports to CWS Cambodia program making
sure that staff work comfortably, safely and effectively and that the integrity of the organization is
maintained. This includes all operations of the agency.
4.4.1 Facilities, assets and technical Support:
Office space and outsourcing: The Administration Office (AO) manages all new and renewed
contracts for office space for CWS in Cambodia including contracts for consultants and
internship/volunteers and Country Representative’s house. During the reporting period, five
leases of Country Representative’s house and four field offices in Svay Rieng, Kompong Thom,
Battambang and Banteay Meanchey were renewed. Please see detailed list of visitors in a table
of External Visitors.
Purchase of office equipment and supplies for projects: The AO purchased stationeries,
supplies, office furniture and equipment for staff members in Phnom Penh, maps, T-shirts, bags,
generator and jack for bio-sand for the Preah Vihear Project. Office assets such as computers,
printers, filing cabinets, computer desks, office chairs, LCD and standing screen were also
purchased for staff in Phnom Penh and in the provinces.
Regulations and Formalities: Approvals from the relevant government ministries are
necessary for vehicle acquisition and process of registering motorbikes and obtains appropriate
license plates. The Administration Office also liaised with MFA-IC to renew one-year multiple
visas for CWS Country Representative.
Operations: The AO is in charge of arranging transportation for CWS staff, donors and visitors
in Cambodia, both in Phnom Penh or to the project areas in the provinces; provides logistics
support to visitors, donors, and funding partners while they are in Cambodia, and provides the
coordination of passport extension, purchase airline tickets and request for entry visas for staff
members who travel abroad. The AO is responsible for sending/printing Mid-year/End year 2008
Report, quarterly CDC Reports, newsletters, correspondence and shipment within Cambodia
and abroad; arranges logistics for workshop inside and outside CWS office. All fixed assets in
Phnom Penh office, Kompong Thom, Svay Rieng, Battambang and Banteay Meanchey and
Preah Vihear offices are also maintained and taken care by the AO.

Donate Old motorcycles, Computers and Office Furniture and Equipment to CNGO
Partners: With support from Country Representative, Director for Programming, Manager for
Direct Services Program, Program Manager for Partnership Program and Project Managers, the
Admin Office proceeds the donation of two used motorcycles to KCDA, three used computers
(one set each) to CNGO Partners: KNTO, ADOVIR and KORCD. Moreover, CWS Cambodia
also donated office furniture and equipment to KNTO, CFEDA, ADOVIR, and KORCD.
Local Institution Development: CWS Cambodia has provided learning opportunities through
internships to two trainees from a local partner, Cambodian Women’s Development Agency, for
office skill practice. The trainees completed a three-month short course on office skills through
working closely with Receptionist. They learned basic office skills in answering phone calls,
sending faxes, taking messages, greeting visitors, typing and copying documents for staff. To
date 15 intern women have got employment elsewhere after completing their assignments with
CWS.
Timesheet Country Representative: Time sheet for Country Representative is prepared on a

monthly basis and sent to the Representative for Asia Pacific for their monthly monitoring.
National holidays and other announcements are regularly distributed to New York and CWS’
funding partners.
Security: The AO fills out and sends CWSC’s security report to New York every quarter. Two
weeks before the national election campaign started on 26 June 2008, the Administration Office
has sent out a memo to all CWS staff informing them to stay neutral by not wearing t-shirts or
caps of any political party and/or to follow/join the procession of any political campaign during
one month period of election campaign, which was due to end on 25 July 2008. The national
election was held on 27 July 2008.
Information, Communication and Technology (ICT): The IT Department is responsible for

software installation, configuration, training and support CWS Cambodia’s local area network
(LAN) and Internet system or a segment of a network system; maintaining computers and
network hardware and software; monitoring network to ensure its availability to all system users
and perform necessary maintenance to support network availability and implement network
security measures. IT Department has the obligation to ensure that its computer resources are
used properly and within the guidelines established by the CWS.
• System and Network Support
On March 21, 2008, file server was down. All staff in Phnom Penh Office could not have
access to their electronic files and folders stored on sever machine. It took one week for
IT staff to resolve this problem. Now the server is working better because more space
was added to SCSI disks, which function through enlarging the size of the current
storage for users to store their data (RAID 5); and RAID 0/1 secure the operation system
(Windows) to ensure its run smoothly while sever is loading the operation system without
detecting hardware failure.

• Web Hosting, Development and Maintenance
With Country Representative’s approval, on May 7, 2008 CWS-Cambodia has signed

one year contract expiring in early June, 2009 with Go-Cambodia for hosting its website
www.cwscambodia.org and providing us one year free of charge to use the domain
name, www.cwscambodia.org.
• Data Back-Up and Security Strengthening
Computer Security Protection:
IT Department performs daily monitoring of Internet and website, Email, and Fileserver
system to ensure they are updated and running properly. IT Department selects Norton
Anti-virus software called Symantec Corporate 10 for Server and Clients machines with
weekly update to prevent LAN and all computers (both sever and clients machines) from
viruses, spasm and hackers attack.
Back-Up Data
IT Department ensures that CWS-Cambodia’s website is up to date and a proper backup

of Fileserver and provides a general technical IT support to all CWS-Cambodia staff in
Phnom Penh and in the provinces.
Internet Security Strengthens
On March 25, 2008 the new configuration was applied to ISA (firewall) to protect the
CWS system from the outside hacker and to ensure that each user will have their correct
access according to the IT Policy that has been assigned (the configuration enables only
certain users to have access to the outside source -internet).
• Building Capacity to CWS staff
During the reporting period, IT Department conducted a three-day training from 3-5 May
at CWS Phnom Penh Central Office with three project staff from Kompong Thom, Svay
Rieng, and Battambang/Banteay Meanchey provinces. The training was aimed at
providing basic knowledge on Information, communication and technology (ICT) to
participants by focusing on the following areas;
What is the difference between hardware and software?

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

Health insurance and Accident for CWS staff, and Cars: The AO explains insurance policy
to newly recruited staff and assists staff in contacting Forte insurance company when they are
sick or have accident(s). The AO also writes letters and sends documents to Forte insurance to
claim for reimbursement of medical expense occurred by the staff.
Job announcement: During the reporting period, the Administration Office placed job
advertisements in The Cambodia Daily newspaper and put in CCC boxes of each NGO member
for the position of Emergency Response and Preparedness Assistant, Project Coordinator for
Community Health, Community Worker for Watsan and Health Education, Program Officer for
Health, Finance and Office Assistant, Community Development Worker, Field Accountant.
4.4.4 External Visitors
Table below shows details of CWS-C’s external visitors from January to June 2008:
Purposes
No. Visitors’ Sex Country Agency
Ms. Antonieta Magno de CWS – Timor Leste

1 F Learning Exchange
Araujo
Ms. Martinha Sarmento da

2 F CWS – Timor Leste Learning Exchange
Costa
3 Ms. Mirna Mutiara F CWS-Indonesia Asia Disaster Workshop
4 Mr. Belly Lesmana M CWS-Indonesia Asia Disaster Workshop
Representative for
5 Mr. Skip Dangers M Monitor
Asia/Pacific
6 Mr. Sjoerd Haagsma M ICCO Meeting
Conduct training on
7 Mr. Betman Bhandari M CAWTS Household Water Testing
(Host by CWSC)
Conduct training on
8 Ms. Millie Adam F CAWTS Household Water Testing
( Host by CWSC)
9 Ms. Janet Cousens F NCCA Field Visit
10 Ms. Patricia Garcia F NCCA Field Visit
11 Mr. Rob Wayne M CWS-New-Zealand Field Visit
Document a history and

develop a framework for
12 Mr. Pare Turei Patrick M Consultant
Ecumenical Partnership
of CWSC

Country Context Affecting Operations:
a. Inflation affects everybody; but it hits the poor harder than others. The poorest of the poor
spend almost their entire income on food and because of the high food prices, these people start
to eat less, or less nutritious food, leaving them hungrier, less likely to be productive and earn a
living; and become more vulnerable to illnesses. This situation is an absolute fact and cannot be
denied by anybody. Because wages of poor and vulnerable groups do not increase as much as
the inflation rate, these groups generally fall further into poverty. In some cases, it was
confirmed that while some families pull their children out of school to help earn additional
income, others stop sending their children to school because they have to pay higher school
fees to the teacher. In short, inflation has a negative impact on people's wealth, health,
education, and the opportunity to lead a productive live. To reduce the impact of inflation on the
poor, the NGOs in Cambodia would like to share their suggestions to the communities, non-
governmental organizations, private sector, donors, and the Royal Government that aim to help
to address the issues in a holistic manner. A full list of suggestions can be found at
http://www.ngoforum.org.kh, the main suggestions are:
o Immediately increase food aid, scale-up social protection programs, and targeted micro-
credits;
o Immediately review all public and private rice stocks and take appropriate actions to
ensure availability of rice for local consumption before the next harvest;
o Increase production of rice, vegetables, meat, and fish by small scale producers
facilitated by more public and private investment in the agricultural sector, water
management and rural development.
(Source: NGO Forum, NGO Statement on Inflation and Poverty in Cambodia)
b. The situation of human trafficking and exploitation in Cambodia has not decreased compared
to the last ten years and the market is now demanding the youngest girls. AFESIP has rescued
4,000 women who were trafficked by brothels, karaoke bars and massage parlors and brought
them to its health care center. The victims were between 16 and 20 years old. Most had little
education and many came from rural areas on the promise of getting a job. (Source: Phnom
Penh Post newspaper on February 22-March 6, 2008 on page 5) .
c. Ahead of Cambodia’s fourth general election on July 27, more than 20,000 community leaders
have benefited from UNDP-supported training enabling them to better inform their communities
about electoral processes and procedures. Such a nationwide training on electoral processes is
the first of its kind in Cambodia. With an improved understanding of rules and their
responsibilities during the election period, community leaders are now better placed to address
issues of political intimidation and non-compliance with electoral laws, as well acting as a source
of information for their communities, says Sophie Baranes, UNDP Cambodia Deputy Country
Director. In the course of one month, 405 training sessions were conducted in all 24 cited
reduced allegations of political intimidation and non-compliance with regulations during the early
stages of this election campaign period, compared to previous elections, as evidence that such
training was achieving its desired goals. Limited communications and infrastructure in rural
areas, where most Cambodians live, makes it difficult to deliver information about electoral
procedures and processes to voters. Community leaders play an important role, not only in
disseminating vital information to their communities, but also in encouraging eligible voters,
especially women and other disadvantaged groups, to participate on polling day. (More than
20,000 community leaders trained in electoral processes and procedures. (2008, 2 July) UNDP
Cambodia Retrieved Sept. 2, 2008 from http://www.un.org.kh/undp/Democratic-
governance/More-than-20000-community-leade

4.5 Human Resource Management:
The Human Resource Department is responsible for managing the implementation of

employment policies and staff development of the organization; to ensure the personnel
procedures are accurate and the organization complies with the Cambodian Labor Law. The
Human Resource Manager and Personnel Assistant oversee staffing requirements to ensure the
whole organization is functioning at optimum conditions.
4.5.1 Personnel
4.5.2 New Hires
During this reporting period, Human Resource Department in cooperation with other related and
associated departments/units of CWS Cambodia recruited 15 new staff members to take over
new positions and replace several staff members because of their resignations, promotions and
terminations. Table below shows exact numbers of employees who were newly hired:
No Position Start date
1 Guard for Country Representative’s House 01 January
2 Human Resource Manager- PNH 18 February
3 Senior IT Administrator- PNH 01 February
4 Community Development Worker- PVH 28 February
5 Personnel Assistant – PNH 25 Feb
6 Assistant to Emergency Response and Preparedness 03 March
7 Community Development Worker- SVR 17 March
8 Database Management Officer – PNH 01 April
9 Finance Assistant - SVR 01 April
10 Project Coordinator-KPT 02 April
11 Program Officer for Health – PNH 07 April
12 Cleaner- PNH 01 May
13 Two Community Development Workers - KPT 19 May
14 Administrative Assistant - PNH 09 June
15 Community Development Worker - KPT 09 June

4.5.3. Resignation
No Position Last date in office Reason
1 IT Officer –PNH 15 January Running Business
2 Field Accountant 07 February Contract ended
Took a higher position in

smaller organization. He
3 Project Manager - KPT 28 Feb
has worked for CWS for 10
years and 5 months
He returned to live and

work in Phnom Penh after
he was away from home
Finance-cum-Office Assistant-
4 24 March working in SVR for many
SVR
years. He has worked with
CWS for 3 years and 8
months
5 Ecumenical Program Officer-PNH 4 April Because of his poor health.

He has worked with CWS for
2 years and 11 months.
6 Community Development Worker- 31 May Prolonged illness due to

KPT Pulmonary/Tuberculosis. He
has worked with CWS for 7
years and 5 months
7 Administrative Assistant 16 June To run his own business. He

has worked with CWS for 1
year and 4 months.
8 Community Development Worker 31 June Prolonged illness - abdominal

-KPT pain. She has worked with
CWS for 12 years
4.5.4 Termination
1. Community Development Worker- KPT (Terminated on March 02 – he did not pass

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

4.5.2 Staff Development
Human resource is a key component in the functioning of an organization. In order to build a

strong foundation of organization, capacity building on skills and knowledge development is
needed. Because CWS is a learning organization, all staff members are encouraged and
supported to increase their capacity based on their actual training needs in order for them to
perform their work effectively. Internal promotions are also encouraged. So, this has been taken
into considerations when each staff development plan is undertaken, looking at the possibility to
help them gain more knowledge and skills to move forward in their career.
All staff members have the opportunity to attend either short training courses or continue their
academic study. For internal trainings, 63 staff (one staff member attended training from two to
three times) were able to receive eight different trainings to further enhance their skills. External
trainings in Cambodia consisted of 11 different trainings with 26 staff participation. Moreover,
staff members are able to attend short training courses abroad based on their work
requirements.
4.5.2.1 Scholarship support
CWS provides partial and full financial support to staff members for their academic study, which
is relevant to their current work as well as for their future career. Two staff members are
continuing their academic study for a bachelor degree in English and Finance and Banking this
semester.
4.5.2.2 Internal CWS Training
Several in-house trainings were conducted to strengthen the knowledge of CWS staff members.
The list of trainings shows in the table below.
4.5.2.3 External Training
Two Project Coordinators have attended a five-day training on Leadership Development

Program in Sihanouk Ville from 21 to 25 April 2008. Expected outputs of the training:
• Improve monitoring and management system for implementation of Community

Development model.
• Coach project staff
15 Community Development Workers continue to attend CHART training course to better serve
the community they work in using the CWS community development model. Expected outputs of
the training:
• Listening and observations skills

• Interview skills
• Drawing map
• ARLP-story telling
4.5.2.4 Overseas Conference/Workshop
Senior Program Manager for Direct Services, Director for Programming and Country
Representative attended a one-day workshop on “Mobilizing for Climate Change and
Sustainable Development” held in Jakarta, Indonesia on 24 April 2008 organized by CWS-
Indonesia. This workshop was the preliminary discussion among the CWS field offices in the
Asia region to understand the risks from climate change and how to integrate the prevention
activities within development initiative in line with the Kyoto Protocol, which came into force in
2005, allows for emission reductions to be incentivized and achieved through three flexible
mechanisms – International Emissions Trading (IET), Clean Development Mechanism (CMD)
and Joint Implementation (JI).
The Climate Change and Carbon was presented and discussed during the CWS Management
Team meeting upon return from the workshop to find ways on how CWS Cambodia’s capacity
can be integrated into CWS Program Plan 2008 – 2011 with Climate Change Initiatives in order
to contribute to the triple bottom line and increase long term sustainability as well as to be
exposed to a wider audience of donors who are willing to contribute based on their sustainability
criteria and climate change mitigation/adaptation advantages.
The list of training is in the table below.
Summary tables of Staff Who Attended Internal, External and Overseas Training Courses
1- Internal CWS Trainings/Workshops
Description Training Duration Date Number of Staff Attended
Institutions (Days)
BTB/BTM KPT/PVH PnP SvR
Building Peace in Sihanouk 5 days 25-27 Mar 2 12 11 1

Our Life Ville
Report Orientation CWS PNH Half day 26 June 4 4 12 1
Proposal Orientation CWS PNH 2 days 7-8 Apr 2
Advance ADI CCC/ADI 2 weeks 19-30 May 1
Partnership reflection CWS 3 days 11-13 6

June
Local Capacity CWS 3 days 29-31 Jan 4

Building for Peace
IT Essential CWS PNH 3 days 6-8 May 1 1 1

2- External CWS Trainings/Workshops
Number of
attended staff
Description Place/Institution Duration Date
BTB&BTM
KPT&KVH
PNP
SRV
CHART training(CDW) VBNK 1 year Jul 07-Jun 15
08
Organization Cambodia 5 days 7-11 Apr 1

Development Researcher for
Development
(Project Coordinator)
Bachelor of English PUC University 4 years 07-11 Oct 1

(outside working hour-
Finance Assistant I )
Bachelor of Arts in Sovanaphumi 4 years 07-11 Oct 1

Accounting (outside University
working hour- Finance
Assistant II )
Leadership Sihanouk Ville 5 days 21-25 Apr 1 1

Development Program
(2 project managers )
ACCPAC for Windows Information 4 months Jan-Apr 1

Level 1 (Finance Computer School
Manager)
Party Assistant (CDW) EWMI 4days 25-28 Feb, 1
Water and Sanitation CAWST 4days 24-28 Mar 1

Technology (CDW)
Workshop on bio-sand CAWST 3 days Feb 12-14, 1

filter implementer
learning exchange
(CDW)
Making a Different VBNK 3 days 24-26 Jun 1

Society for Today and
Tomorrow.
(Project Coordinator)
English course ACE 45 hours Apr-Jun 1

(outside working hours
- HR Manager)

3- Overseas Trainings/Workshops
Number of
attended staff
Description Place/Institution Duration Date
BTB/BTM
KPT/KVH
PNP
SRV
Mobilizing for Climate CWS Indonesia 1 day 24 Apr 2
Change and
Sustainable
Development
(Director for
Programming and Snr
Program Manager for
Direct Services)
III. Implementation of Staff Policy System
All staff members are expected to understand the contents of the National Staff Policy to apply
them in full when they are dealing with personnel issues.
If they could not find any significant issue written in the policy or where the set policy cannot be
implemented, staff members are encouraged to raise and consult the issue with HR Manager as
to the appropriate actions to be taken.
The HR Manager and SMT members have amended and developed some tools in the National
Staff Policy to make it more accurate and effective in the course of its implementation. The
updated tools in the National Staff Policy are:
1. Employment Application Form

2. Personnel Detailed Form
3. Leave Request Form
• Human Resource Department is working on getting the Database Management System

set up that can help the HR Manager perform her work easily and effectively for the
smooth running of the organization. This Database Management System has been
designed in ACCESS since April 2008 by the Personnel Assistant.
• The Human Resource Manager is collecting and compiling data of training records from
each staff member in order to know who has attended the training and who has not. This
record is helpful and more effective for Human Resource Department to manage and
build capacity for staff members. At the moment, HR Manager is looking for specific
software that can help maintain and manage staff training records for easy analysis and
management.
• Human Resource Manager and Direct Service Program Manager have jointly organized
a meeting in June 2008 with 40 Direct Service Project Staff to discuss revision of job
descriptions of all Direct Service staff. The purpose of the meeting was:

To make salary survey process more accurately and effectively.
To examine existing salary level, review and revise job descriptions
Human Resource Manager is also planning to have similar meeting with another group of
program staff members next month.
• On the issue of global inflation and its impact, CWS Senior Management Team has
organized a meeting on 27 June 2008 at CWS Phnom Penh Office with all staff members
and discussed the following topics:
1. What does the inflation affect on you?

2. What should you do for yourself and family in response to inflation?
3. What should you do to help CWS respond to the impact of inflation?
4. What should CWS do to respond to the inflation?
5. How does CWS do to deal with inflation issue?
6. What do you want SMT to do and how, for increase salary, per-diem?
Two weeks later, the SMT sent a letter to our funding partners with detailed explanations and
requested them to consider the effects that are having on all CWS staff in Cambodia. We
received acknowledgement of our letter from one of them.

END-YEAR REPORT
FISCAL YEAR 2008
Writing and Compiling: Program/Project/Field staff

Editing and Modifying: Uon Vichetr, Pech Vireak,
Chhouk Chantha and Josephine Barbour
Layout designed: Uon Vichetr/Pong Pagna Vattey
Photos: CWS Staff
Copies of this report are available at

Church World Service – Cambodia
Office: 69z, Street 450, Toul Tumpong II, Phnom Penh, Cambodia
Phone: (855) 23 217 786, Fax: (855) 23 216 014
E-mail: info@cwscambodia.org, Website: www.cwscambodia.org
APPENDIX I
SUMMARY OF FINANCES
AND
VARIANCE ANALYSIS

FINANCIAL SUMMARY
AND VARIANCE ANALYSIS
STATEMENT OF FUND RECEIPTS AND DISBURSEMENTS
FOR THE YEAR ENDED 30 JUNE 2008
STATEMENT OF THE MANAGEMENT’ S RESPONSIBILITIES

It is the responsibility of Management to prepare the financial statements for each financial year.
In preparing the financial statements, Management is required to:
• Select suitable accounting policies and then apply them consistently;

• Make judgments and estimates that are reasonable and prudent; and
• Prepare the financial statements on the going concern basis unless it is inappropriate to
presume that the Organization will continue its operations.
Management is responsible for keeping proper accounting records, which disclose with
reasonable accuracy at any time the financial position of the Organization. They have general
responsibility for taking such steps as is reasonably open to them to safeguard the assets of the
Organisation and to prevent and detect fraud and other irregularities.
REVIEW OF BUDGET INCOMES AND EXPENSES IN FY 2008
• Revenues are US$ 1,330,339-that is above budget in the amount of US$ 1,345,112
• Expenses are US$ 1,275,164that is US$ 69,349 or 5% below the budget.
• CWS – Cambodia received a clean report from the auditors
The financial report as well as income and expense statements can be viewed as below:
Opening
The financialFund Balance:
audited report as well as income and expense statements canUSD$ 266,940
be viewed as below:
Donations/Revenues and Transfers: USD$ 1,330,339
Total Fund Available: USD$ 1,597,279
Closing Fund Balance: USD$ 321,515
The following record is the track down of the financial statements on incomes and expenditures
from different fiscal year as:
USD 2004 2005 2006 2007 2008

Income 1,953,864 1,585,334 1,442,603 1,069,122 1,330,339
Expense 1,314,086 1,320,897 1,532,500 1,408,888 1,275,764
Closing Fund Balance 797,301 264,437 -89,897 -339,766 -54,576
FY08_2nd End-Year_Narratives Financial Summary and Variance Analysis 91

STATEMENT OF FUND RECEIPTS AND DISBURSEMENTS
FOR THE YEAR ENDED 30 JUNE 2008
Income by Source
( ) = Percent last year
AJWS
0% (1.91%) Other sources CWSW/New York
13.63% (18.45%) (SED)
ADPC 22.71% (9.82%)
2.49% (2.49%)
CWS/NZ
2.84% (3.34%) ICCO
5.19% (15.24%
CWS ODD
4.91% (7.91%)
NCC/A
10.87% (9.25%)
UMCOR
3.76% (7.48%) EED
33.60% (23.71%)
Expenditure by Location
SVR CD
ADPC Project 13.79% (8.68%)
PP Central Office 0.46% (4.12%)
23.93% (16.47%) Ecumenical PS
1.71% (1.17%)
DIPECHO
0% (7.59%)
CD program
0% (9.73%)
KPT CD
32.54% (21.90%)
BTB-LID KPT-LID
19.32% (14.32%) 5.31% (6.65%)
BTM Demining
2.94% (9.36%)

Expenditure by Program Objective
Learning
Advocacy Organization Emergency
8.74% (7.75%) 0% (0.14%) Response
7.78% (18.88%)
Health
16.12% (12.69%)
Local Institution
Building
37.05% (41.02%)
Food Security
Unallocated Office 5.89% (3.06%)
Costs
24.43% (16.47%)
Year 2007
600,000 Year 2008
500,000
400,000
300,000
200,000
100,000
-
Emergency Local Food Unallocated Health Advocacy Learning
Response Institution Security Office Costs Organization
Building

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

Statement of funds Reference USD USD
Opening fund balance : 266,939.62
ADD - Incoming amounts :

Svay Rieng WatSan Project 4 112,386.20
Ecumenical Partnership 5 0.00
Kompong Thom Community Dev 't Project 6 568,391.36
Kompong Thom Partnership 7 73,188.00
Banteay Meanchey Demining Project 8 77,504.87
BTB / BTM Local Instituion Dev 't Project 9 235,357.46
Phnom Penh Central Office 12 230,373.99
ADPC Project 13 33,137.57
DIPECHO Project 14 0.00 1,330,339.45
Total fund available 1,597,279.07
LESS - Outgoing amounts :

Svay Rieng WatSan Project 4 175,959.08
Ecumenical Partnership 5 21,781.99
Phnom Penh Central Office 12 305,326.55
ADPC Project 13 5,896.25
DIPECHO Project 14 0.00 1,275,763.60
Less- Fund Reserve: 0.00
Closing fund balance : 321,515.47
Notes to the Financial Statements 14

Schedules 1 to 14 form an integral part of these Financial Statements
Date: 30 July, 2008
Sar Heang Josephine Barbour

Interim Finance Manager Country Representative

Financial Statements
As at 30 June, 2008
Balance Sheet Schedule Amount Amount

Reference USD USD
ASSETS
Cash and bank balances :

Cash on hand 18,701.22
Cash at banks 1 876,228.40 894,929.62
Amounts receivable : 2 2,527.00
TOTAL ASSETS 897,456.62
LIABILITIES
Amounts payable : 3 575,941.15
TOTAL LIABILITIES 575,941.15
ASSETS LESS LIABILITIES 321,515.47
Represented by :
FUND BALANCES
CWS program
Svay Rieng WatSan Project 4 (56,425.34)
Ecumenical Partnership 5 (21,781.99)
Phnom Penh Central Office 12 (7,541.81)
ADPC Project 13 (60.00)
DIPECHO Project 14 - 321,515.47
TOTAL FUND BALANCE 321,515.47
Notes to the Financial Statements 14

Schedules 1 to 14 form an integral part of these Financial Statements
Date: 30 July, 2008
Sar Heang Josephine Barbour

Interim Finance Manager Country Representative

Schedule to the Financial Statements
As at 30 June, 2008
Amount
Cash at Banks USD
In current account with :

Standard Chartered Bank, Singapore (US Dollar account - interest bearing) 336,638.37
Foreign Trade Bank of Cambodia, Phnom Penh (US Dollar account) 106,779.59
Foreign Trade Bank of Cambodia, Phnom Penh (Cambodian Riel account) 3,838.50
ACLEDA Bank, Kompong Thom,Cambodia (US Dollar account) 664.24
ACLEDA Bank, Kompong Thom,Cambodia (Cambodian Riel account) 3,787.18
ACLEDA Bank, Svay Rieng,Cambodia (US Dollar account) 19,200.16
ACLEDA Bank, Svay Rieng,Cambodia (Cambodian Riel account) 8,093.73
ACLEDA Bank, Battambang,Cambodia (US Dollar account) 10,648.08
ACLEDA Bank, Battambang,Cambodia (Cambodian Riel account) 2,178.43
Total Cash at Banks : 876,228.40

As at 30 June, 2008
Amount Amount
USD USD
Amounts Receivable
Advances to CWS Projects and staff
Staff Advances
Project Advances 0.00
Awaiting reimbursement :
Telephone deposits 2,527.00
Josephine Barbour Personal
CWSW - Cow bells /Scarfs and shipping
Other Debtors 2,527.00
Total amounts receivable : 2,527.00

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

APPENDIX II
ANNUAL OUTPUTS/ LOGFRAMES

Log-frame End-Year FY08 Report
Project Name: Direct Services Program Office
Project No.
Narrative Summary Objectively Verifiable Indicators Actual Output Variances/ Remarks
Overall Objective:
To improve the communities' capacity on peace building, emergencies response and disaster risk management and develop their ability to
define their development direction in a participatory and democratic manner.
Theme 1: Capacity Building for Development Planning
OBJECTIVE
Develop community capacity to engage with Government institutions and CBOs to define their development direction and manage their affairs in
a participatory and democratic manner
Output 1.1:
Enhance program coordination with ▪ At least 2 networking meeting with ▪ Meeting report
sectoral forums (NGOs and relevant NGOs and Government
government) at national level Institutions
▪ At least one networking meeting with ▪ Meeting report
DOLA/PLAU
Activities CWS's Inputs Actual Output Variances/ Remarks
1.1.1 Attend the networking meeting ▪ Program Manager/Officer, vehicle ▪ Attended two times PRN-C meeting Done in the Mid-Year 08
with relevant NGOs and one time in Food Security
Government Institutions Network workshop, two times with
MEDiCAM
▪ One workshop on solar water
disinfection (SODIS) research
organized by MRD and ADRA.
▪ Four meetings with NGO Forum:
two meetings of Pest Reduction
Network in Cambodia (PRN-C)
discussed solution for
pesticide affected users in
Cambodia, one meeting on
National Budgeting and one
Political Forum on “Governance
of Land and Natural Resources”
Direct Services Program Office Annual_FY08_Logframes 114

▪ A workshop on Integrating Inter-
Ethnic Peace Building in education
and training organized by ACT
▪ Two meetings of MEDiCAM
Membership Monthly Meeting
▪ One meeting on WatSan Sectoral
Working Group
▪ Five MCH Quarterly Coordination
Meetings
▪ Attended workshop with Ministry
of Land Management Urban
Planning and construction on final
results of Strategic Development
Planning of Choam Khsant District
▪ Attended 3 meetings on CBDRR

Recognition Commission organized
by NCDM and ADPC
▪ Attended 2 meetings on National
Strategic Action Plan on DRR in
Cambodia organized by NCDM and
ADPC.
▪ Attended 2 meetings on Consultative
Meeting on Coastal Community
Resilience organized by ADPC.
▪ Attended a Reflection Workshop

on CRC's CBDP Project in SRV
organized by CRC.
▪ Attended a review meeting on CRC's
CBDP Model.
▪ Attended a workshop on 5th Disaster
Management Practitioners in SEA
organized by ADPC.

▪ Attended the 11 th DRR Forum
organized by NCDM and CONCERN
▪ Attended 4 DIPECHO Proposal

Coordination meetings hosted
by DCA and joined by CWS, LWF
▪ Attended 1 DIPECHO Partner
Coordination meetings hosted
by ZOA.
1.1.2 Attend networking meeting Program Manager/Officer, vehicle ▪ Attended training workshop on Done in the Mid-Year 08
related to Commune Council/ Citizen Rating Report (CRR)
Decentralization affairs with CCSP
▪ 1 workshop with MRD on Local
Governance, Identification and
and Targeting of Most Vulnerable
Families sponsored by GTZ.
▪ 1 Annual Reflection workshop
on NGO Liaison Office Network
organized by Department of Local
Administrative (DoLA) and Commune
Council Support Project (CCSP)
1.1.3 Arrange meeting with relevant ▪ Program Manager/Officer, budget ▪ Attended workshop on nationalism
NGOs & Government Institutions materials, vehicle and its effect to society and political
( ACT) in October 2007 (two days)
▪ Attended two times Gender Network

meeting (GAD/C), Aug-Nov 2007
▪ 3 meetings to study WatSan ▪ There is a WatSan trainer

guidelines with WatSan Department from CAWST, Dr. Betman
of MRD, UNICEF and ADB Bhandari, accompanied in
the meetings

Output 1.2:
Strengthen leadership among local ▪ 25 CC members (20% women) ▪ Training curriculum, training ▪ Participants' commitment
partners and community structure to trained in Leading and Managing report, participants list
better understand and implement Rural Organizations (SvR)
community development principles
and processes ▪ At least 50% of them are able to ▪ Monitoring report, Field visit ▪ CCs' commitment
manage the handed over community report, project report
assets (SvR)
▪ 40 CCs/VLs (40% women) trained ▪ Training curriculum, training ▪ Participants' commitment
in Com Dev concepts (SvR) report, participants list
1.2.1 Provide training on Leading and ▪ Program Officer, budget, training ▪ 3 training courses on Leading The team found that VL
Managing Rural Organization to manual, materials and Managing Rural Organization and CDF are the key persons
25 CC members in SvR conducted for 66 CCs, VLs and CDFs in the community
1.2.2 Provide training on Com Dev ▪ Credit Program Coordinator, budget, ▪ 5 training courses on CD concept WSUG members were
concepts to 40 CCs/VLs in SvR training manual, materials conducted for 110 VLs, CCs and included as the new esta-
WSUG members (42 women) blished group.
▪ 1 training course on role and The newly established WSUG

responsibility of WSUG conducted is required to have knowledge
for 158 WSUG members, VLs and on CD concept.
CCs (64 women)
▪ One training course on Family ▪ The plan was carried
Assessment conducted for 20 CDWs, forward from last year.
CDFs, CC and PDRD partner staff
(one woman)
Output 1.5:
Successful withdrawal of CWS ▪ Exit strategy developed ▪ Exit strategy guidelines ▪ Time available for program
from selected partner communities; staff
hand-over of selected programming ▪ Handing over and phase-out plan ▪ Handing over plan ▪ Previous handing over
to local actors (CBOs and other developed experience contribute to
local institutions) smooth progress made

▪ Capacity assessment of CCs, VLs ▪ Assessment result report ▪ CCs, VLs are able to
and CDFs conducted maintain community clean
water resources & hygiene
facilities
1.5.1 Develop exit strategy, handing ▪ CD Program Manager/Officer, time ▪ Not done ▪ Plan to draft in FY09 and
over and phase-out plan finalized in FY10
1.5.2 Conduct capacity assessment ▪ Program and project staff, vehicle, ▪ Not done ▪ Plan in FY09
of CCs, VLs and CDFs in budget, materials
preparation for handing over
1.5.3 Conduct orientation meeting on ▪ Program Manager, Program Officer, ▪ Not done ▪ Plan in FY09
exit strategy guidelines to staff Program Coordinator, guidelines
Output 1.6:
Assess and select new target ▪ 40 new target villages in SvR ▪ Baseline survey report ▪ Potential villages available
villages and community partners identified

1.6.1 Develop baseline survey ▪ Program Officer, FMER staff, budget, ▪ Secondary data, local authority ▪ The WatSan Cooperation
questionnaires and conduct materials, vehicle, computer, project and community participation Project will be phased out
survey staff ▪ Not done
Theme 2: Meeting Basic Need and Building Self-reliant, Sustainable Livelihoods

OBJECTIVE
Improve access to basic social services and amenities and improve overal food security of vulnerable people
Output 2.1
Improve overall community health ▪ 20 staff trained in primary health care ▪ Training report ▪ Staff have better
status and individual health understanding on preventable
condition diseases
▪ Health guidelines revised ▪ Health guidelines ▪ Staff refer to health and
nutrition guidelines to
▪ Nutrition guidelines developed ▪ Nutrition guidelines implement activities

2.1.1 Coordinate with OD to conduct ▪ Program Officer and project staff, ▪ Not done ▪ Program Officer for Health
training in primary health care to budget, materials was recruited in April 08.
20 project staff (KPT-PvH and ▪ Coordinate with WFP to invite ▪ The training was provided so
SvR) Helen Keller to provide Focal that staff can echo the MCH
Points ToT on MCH to 3 staff to VHVs to implement MCH
(2 PVH, 1 KPT). project effectively.
2.1.2 Revise health guidelines ▪ Program Manager, POG members ▪ Health Guidelines reviewed ▪ The revised document was
presented to POG in July 08
and will be finalized in Aug 08
2.1.3 Develop nutrition guidelines ▪ Program Manager, POG members ▪ Use existing nutrition guidelines ▪ Program Office will finalize
WFP and Helen Keller. the existing Nutrition
Guidelines produced in Aug.
07 and in cooperation with the
WFP's guideline and Helen
Keller.
Output 2.5
Improve agricultural productions, ▪ 16 staff trained on animal raising, ▪ Training report, action plan, ▪ Staff are able to demon-
food security and household income SRI and home gardening monitoring report strate their knowledge &
among vulnerable people, self-help/ skill to community people
interest groups in target communi- ▪ 16 staff trained on SHG concept and ▪ Training report, action plan, ▪ Staff are able to form SHG
ties record keeping monitoring report & provide training on SHG
concept and record keeping
▪ 14 interest group trained on concept ▪ Participants list, report ▪ Participants commitment
of group formation
2.5.1 Provide training on animal ▪ Credit Program Coordinator, budget, ▪ 15 field staff (6 women staff) of ▪ Staff are able to demon-
raising, SRI and home gardening materials Kampong Thom and Preah Vihear strate their knowledge
to 16 staff have trained on chicken raising
▪ One training on SRI provided to 10 ▪ Instead of providing to staff and

families in Preah Vihear Province. staff delivers to community, the
Program Office provided
directly to community.

2.5.2 Provide training on SHG ▪ Credit Program Coordinator, budget, ▪ 14 field staff (6 women staff) of ▪ Done in the first semester
concept and record keeping to materials KPT and PVH have trained on SHG of FY08
16 staff SHG concept and record keeping.
Theme 3: Strengthening Civil Society

OBJECTIVE
Strengthen target community understanding and practice of peace building and restorative justice
Output 3.1
CWS staff play an active role in ▪ 20 CWS staff trained on peace ▪ Training report, participant list ▪ Staff demonstrate their
facilitating conflict resolution in concept, conflict resolution, trauma commitment to bring and
target communities and building management integrate peace concept
peace into their daily work
▪ 20 staff trained on Anti-Corruption ▪ Training report, participant list ▪ Staff commit to apply Anti-
strategies Corruption value in their
professional as well as
personal life

3.1.1 Coordinate with CDRI to conduct ▪ Peace Coordinator, budget, materials ▪ One training course on Building
training to CWS staff on peace Peace in Our Life was conducted for
concept and conflict resolution 26 support and field staff (10 women)
of all CWS Cambodia Projects
and Program Offices.
3.1.2 Coordinate with CDRI to conduct ▪ Peace Coordinator, budget, materials ▪ Not done ▪ The Peace Coordinator
training to SMT members on gave priority to Peace
peace concept and conflict training in Timor Leste.
resolution
3.1.3 Conduct training on Trauma ▪ Peace Coordinator, budget, materials ▪ Not done ▪ Training could not
management to CWS staff accommodate other
participants from other
NGOs. It is planned to
conduct in Dec. 08.
3.1.4 Provide Anti-Corruption ▪ Peace and ER Coordinators, budget, ▪ Not done ▪ The Peace Coordinator
strategy workshop to CWS staff materials gave priority to Peace
training in Timor Leste, and

▪ A white ribbon ceremony on
elimination of domestic violence was ▪ Requested from a district
organized in Choam Khsant chief in one area where
Commune on December 19, in CWSC works recently
coordination with KPT/PVH Project.
There were 417 participants.
▪ A training on Peace Building ▪ As part of the regional plan

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

was provided to ICSO staff in
Ratanakiri, in cooperation with
Partnership Program (17 multi-faith
staff)
▪ A meeting on Community Peace ▪ Unplanned
volunteer criteria and process of
selection was conducted for 15
Kompong Thom and Preah Vihear
staff (six women) in Dec 07.
▪ Provided US$ 4,542.00 small grant ▪ The Peace Proposal was

to two CNGOs (US$1,442.00 to approved late in Jan. 08,
YRDP to organize a Forum on which disable the plan to be
Experience of Khmer Rouge Regime incorporated into the 4-year
and Process of Khmer Rouge plan.
Tribunal to youth group and
US$3,100.00 to Dhammayietra
to organize a Peace Walk in Takeo
Province.

▪ Assisted Partnership Program ▪ As requested by Partnership
to re-unite ICSO staff members Program
for three days in Ratanakiri Province
▪ Hosted a exchange visit on peace ▪ CWS-C has an outstanding

building for two CWS-Timor Leste experiences in peace
for six days to ICA, CMYC, KYS- building as well as training
BTM, KYSD, Home Land, delivery, and CWS-TL
Dhammayeatra, YRDP, New Gospel requires understanding on
Church-BTB. peace building
▪ Provided two training courses on ▪ CWS-C has an outstanding

Peace Building and Reconcilia- experiences in peace
tion to 30 persons (14 women): building as well as training
one four-day course to 11 CWS- delivery, and CWS-TL
Timor Leste staff and another two- requires peace building
day course to 19 youth group members. understanding.
Output 3.2
VDCs, CCs, CDFs active in ▪ 20 project staff (KPT-PvH, SvR) ▪ Training report and participants ▪ Staff accept LCP concept
responding to conflict in their trained on Local Capacity for Peace list as insight knowledge
communities and utilizing Local concept and assessment
Capacities for Peace approaches
▪ Local Capacity for Peace applied in ▪ Post training evaluation, field ▪ Staff constantly aware of
development work in at least 15 assessment and field trip report the consequence of their
villages action

3.2.1 Conduct training on Local ▪ Peace Coordinator, budget, materials ▪ One three-day training course on
Capacity for Peace to CWS staff LCP Concept was conducted for 22
field and program staff (5 women)
3.2.2 Conduct LCP field assessment ▪ Peace Coordinator, budget, materials, ▪ Not done ▪ Staff were not able to
vehicle conduct because they were
on CHART training, which is
the core course to implem-
ment VBCD Project, next
plan in Sept. 08

Theme 4: Emergency Response and Preparedness
OBJECTIVE
Improve disaster preparedness and response capabilities among target communities
Output 4.1
Establish Village Disaster Prepare- ▪ 20 staff able to provide CBDRM ▪
dness Committees and provide training to VDPC
necessary support so that they can
function well ▪ 2 Disaster Preparedness meetings
conducted at provincial level
4.1.1 Coordinate with NCDM to ▪ ERP Coordinator, budget, materials ▪ The Plan was cancelled and ▪ ERP budget was not
provide refresher training to 20 included in Project's work plan allocated.
staff in CBDRM for FY09. TNA on CBDRR conducted
in Preah Vihear and Kompong Thom
4.1.2 Conduct training on Sphere ▪ Program Officer, ERP Coordinator, ▪ The Plan was cancelled and ▪ ERP budget was not
Minimum Standard and Account- Program Assistant, budget, materials included in Project's work plan allocated.
ability to 25 CWS staff for FY09. TNA on Sphere and
Accountability conducted in
Phreah Vihear and Kompong Thom.
4.1.3 Conduct Orientation to CWS ▪ ERP Coordinator, ERP guidelines ▪ The ERP Guidelines is still in the reviewin ▪ ERP Program is developing
staff on Disaster Management process for M&E CBDRR Standard Package
and Emergency Response Guideline for ERP was also of Activities including ERP
guidelines unanticipated assigned to develop Project and M&E Guidlines
for the FY09.
4.1.4 Coordinate with project staff ▪ ERP Coordinator, Project staff, budget, ▪ Done in the first semester of ▪ ERP budget was not
and PCDM to conduct disaster materials, vehicle FY08. allocated.
preparedness meeting

▪ A workshop on provincial
disaster risk reduction action
plan was conducted on 25 July
jointly with ADPC, NCDM
and Action Aid Cambodia in
Svay Rieng PSDD meeting
hall. 60 persons participated
including PCDM of Svay Rieng
all DCDMs, all Provincial
Department, NCDM, PADEK,
Oxfam, WFP, CFED, ADIFE.
▪ A workshop on provincial
disaster risk reduction action
plan launching was conducted
on September 13, jointly with ADPC
, NCDM at Chne Tonle meeting in
Svay Rieng. 136 persons participated
include, NCDM, PCDM of Svay
Rieng, all the DCDMs, CCDMs,
Provincial Department/Unit(s),
PADEK, CRS, UNICEF, Oxfam,
CFED, ADIFE and ACLEDA Bank
Output 4.2
Improve staff capacity on emergen- ▪ 20 staff trained on Community Based ▪ Participant list, training report ▪ Staff are able to apply their
cy first aid to apply at community First Aid (CBFA) knowledge to community
level
4.2.1 Coordinate with CRC to provide ▪ ERP Coordinator, budget, materials ▪ The Plan was cancelled and ▪ ERP budget was not
CBFA training to 20 project staff included in PVH and KPT allocated.
Projects' work plan for FY09.

Output 4.3
Improve physical security and ▪ 500 vulnerable people and disaster ▪ Project report, beneficiaries ▪ We do not duplicate the
well-being of vulnerable people and victims received commodities list assistance with government
disaster victims in times of assistance support
emergency
4.3.1 Provide emergency relief to ▪ ERP Coordinator, Project staff, ▪ 339 most vulnerable families ▪ The assistance was
500 VPs and disaster victims in budget, vehicle or 1,677 people (858 women), provided through CWS
SvR and other affected areas as Aug. flash flood victims, KPT Partnership Project
received 339 food packages and KORCD as a holistic
(each family received 2 kg of white partner of CWS.
rice, 2 kg of iodine salt and
4 cans of canned fish on 30 Oct.
and 17 Nov. 2007 in
Kompong Thom.
▪ An emergency appeal was sent ▪ ERP budget was not

to CWS ERP NY and granted allocated in FY08 budget.
USD1,860 and assisted 36 food (see more at BTB
shortage families and 9 families Partnership Project's
victim of house fire in 4 villages Logframe)
of ADOVIR's target villages in
Bovil District through BTB
Partnership Project.
Theme 5: Program Development, Management and Supervision

OBJECTIVE
Effective and efficient program management and functioning; enhance community development planning and practice
Output 5.1
Monitor and support field staff and ▪ Monthly program monitoring visits ▪ Trip report ▪ Unexpected work occurred
field operation in appropriate manner (monitoring of project management
and implementation and field staff
performance)

5.1.1 Field visit to monitor project ▪ Program staff, budget, vehicle ▪ Six visits were conducted; 3 times ▪ Because the Project has new
management (12 times) in KPT-PVH and 3 times in staff, location and the
SvR WatSan Coooperation VBCD model that requires
more support from Program
Office.
▪ 12 monitoring visits were conducted ▪ Because the Project has new
in PVH VBCD Project on Project staff, location and the
management to support the VBCD model that requires
Project Coordinator to manage more support from Program
field staff and budget Office.
▪ 5 monitoring visits were conducted in
KPT VBCD Project on Project
management to support the
new Project Manager to manage
field staff and budget
▪ 1 monitoring visit was conducted in SVR
5.1.2 Field visit to monitor project ▪ Program staff, budget, vehicle ▪ 12 visits were conducted;
implementation and staff 6 times in KPT-PVH and 6
performance (24 times) times in SvR
▪ Conducted 6 monitoring visits
on project implementation in
Preah Vihear (VDC training,
workshop, MCH, bridge and
meeting hall construction, well
construction)
▪ Coordinate with PVH project
coordinator to evaluate 9 staff
performance for annual
appraisal
▪ Conducted 3 monitoring on
project implementation in KPT
(VDC quarterly meeting,
meeting hall construction, well
construction, sugar pump and
SHG)

▪ 1 field monitoring visit conducted
in KPT VBCD Project by ERP
Program Assistant to support
the process of RCV election in
cooperate with the Provincial
Red Cross.
▪ 1 monitoring visits to SVR to
monitor the uses of water filter,
latrine and well and conduct a
meeting on WSUG establish-
ment with staff and PDRD staff.
▪ 1 field visit by CAWST's BioSand
water filter trainer to monitor the
quality of the filter and provided
recommendation for change.
Output 5.2
Improve planning, management and ▪ Field staff able to plan, implement ▪ Trip report, project report,
monitoring capabilities of program and manage project activities individual annual plan
and project staff
▪ Program staff able to monitor and ▪ Trip report
manage project activities effectively
5.2.1 Coach project staff on ▪ Program Officers/Coordinator ▪ Coaching PVH and KPT staff
program implementation on problem identification,
communication, feed back,
▪ 4 coaching were conducted for 10 PVH

staff on culvert construction,
MCH monitoring, annual activity
and budget plan, CD concept
and VP assessment training to
CC, VL and VDCs

5.2.2 Conduct training on CWS Com ▪ Program Manager/Officer ▪ Provide 2 days-training course on ▪ Done in first semester
Dev model to 20 project staff on CD model to 20 Project staff of
(KPT-PvH) Kompong Thom and Preah Vihear
5.2.3 Conduct community ▪ Program Manager/Officers/ ▪ a three-day workshop on CD

development reflection (1 time) Coordinators Model Reflection was conducted
for 18 staff of PVH, KPT and 9
Program staff.
5.2.4 Conduct training on Participatory ▪ Program Officers/Coordinators ▪ Not done ▪ The PIA course is new in
Impact Assessment (PIA) to 20 Cambodia. CWS-C will send
project staff key staff to receive training
with VBNK in FY09.
5.2.5 Develop 4 Tools to guide project ▪ Program Officers/Coordinators ▪ Develop 3 tools: Monitoring sheet, ▪ Done in first semester
staff: VP Household, village development plan and village
Monitoring sheet, Village plan data
and village assessment
5.2.6 Provide training on 6D/PPCM ▪ Com Dev Program Officer/Project ▪ Provide 4 day-training course ▪ Done in first semester
Model to 20 project staff Manager on 6D/PPCM to 20 Project staff of
Kompong Thom and Preah Vihear

Logical Framework End Year Report FY08
Project Name: Kompong Thom Village Based Community Development (KPT-VBCD) Project
Project No.
Narrative Summary Objectively Verifiable Indicators Means of Verification Variances/Remarks

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

OBJECTIVE
Develop community capacity to engage with Government institutions and CBOs to define their development direction and mangage their
affairs in a participatory and democratic manner.
Output 1.1:
Enhance program coordination with ▪ At least 4 coordination meetings with
sectoral forums (PROCOCOM) related provincial departments
provincial departments (PDRD, ▪ Five coordination meetings with 3
PDoA, PDoE, PDoH), district district authorities and related offices
authorities and CCs ▪ 18 meetings with commune councils
from 6 communes.
▪ Six meetings with PROCOCOM
▪ At least 2 coordination meeting with
PLAU for training/workshop for CCs
Variances/Remarks
Activities CWS's Inputs Actual Output
1.1.1 Attend coordination meetings ▪ Project Manager, Project Coordinators ▪ 2 Coordination meeting with ▪ PDRD told us that they use
with PDRD, PDoA, PDoE, PDoH Program Officers PDRD took place as resulted ADB fund for WatSan
▪ Program Plan of CWS shared ▪ project in Sroeurng

including new target areas for commune but this year
KPT Village Based Community Development Annual_FY08_Logframes 129

12 villages in 2 districts and project staff see only 2
PDRD shared its WatSan villages that wells drilled and
plan and welcome new latrines built.
program plan and new model
of CWS in Kompong Thom
▪ 3 coordination meetings with ▪ PDoA agreed to cooperate
PDoA Officers to discuss with the project and provided 2
project plan for home garden, trainers to support training plan.
SRI, IFM, tree nursery, and
fish raising training courses to
the communities in 12 target
villages of two communes
▪ 2 coordination meetings with ▪ PDoE agreed to cooperate
PDoE officers on project plan with the project and sent three
for NFE training to Non-formal trainers to facilitate the training
teachers from KPT and PVH
Project
▪ 2 coordination meetings with ▪ Director of PDoH welcomed
PDoH to present health project CWS and agreed with project
activities in 12 target villages of health activities in target area,
2 communes but MoU between the two
▪ 2 coordination meetings with parties need to be prepared first
PDoWA on domestic violence before the start of cooperation
training
1.1.2 Organize semester meetings ▪ Project Manager, Project Coordinators ▪ Meeting with PDRD, both ▪ Agreed two trainers from
with district authorities and Program Officers, budget, vehicle sides agreed on schedule and PDRD used its curriculum
agriculture, education, rural procedure of VDC election in and one of them used to
development office and OD/HC 12 villages. provide trainings before
so that it was going on well

▪ Meeting with district authority▪ The district authority
to inform them about CWS project welcome CWS and help to
in new target areas for two support as needed
districts Prasat Sambo and Santuk
▪ It could only be done within the ▪ The Project focuses on the

first semester of FY08 relation with Provincial Depart-
ments rather than the District
Offices; however, when there
was good relation at provincial
level, the Project will build a good
relationship with the relevant
District Offices particularly in the
next semester
1.1.3 Organize quarterly meetings with ▪ Project Manager, Project Coordinators▪ Quarterly meeting was ▪ Quarterly meeting at commune
commune councils for Program Officers, budget, vehicle conducted by project staffs level was replaced by village
6 communes with VDCs, VLs and CCs at level meeting so that other key
village level persons can participate
1.1.4 Attend PROCOCOM monthly ▪ Project Manager, Project Coordinators▪ Project staff attended four ▪ Project was asked to jointly
meeting Program Officers, budget, vehicle PROCOCOM monthly support AIDS Day
meeting. (two times in the first semester)
1.1.5 Network with PLAU ▪ Project Manager, Project Coordinators▪ Project Manager and project ▪ Commune plan of
Program Officers coordinator attend integrated Sraoeurng is 70% in consistent with
commune plan meeting project plan
▪ Not done in the Second ▪ The Project has not any related
semester activities yet with this unit, on the
other hand, topic of meetings
were not related to the Project

Output 1.2:
Strengthen leadership among local ▪ 80 participants (60 VDCs and ▪ Meeting minutes ▪ Communities' commitment
partners and community structure 20 CCs) attended quarterly meetings
to better understand and implement ▪ 100 VDCs, VLs, and CCs participated ▪ Participant list, village plan ▪ Communities' commitment
community development principles in annual planning workshop
and processes ▪ 120 VDCs, VLs, CCs trained on ▪ Project report, attendant list ▪ Communities' commitment
leadership skills (women 40%)
▪ 120 VDCs, VLs, CCs trained on ▪ Project report, attendant list ▪ Communities' commitment
CD concepts (women 40%)
▪ 700 vulnerable people in 30 villages ▪ Project report, attendant list ▪ Communities' commitment
awared on CD concepts
Variances/Remarks
1.2.1 Conduct VDCs/CCs quarterly ▪ Budget, Staff, materials ▪ 4 VDC/CC quarterly meetings
meeting for improving and with 24 VDC members, 12 VLs
strengthening capacity of and 2 CC members conducted
VDCs/CCs in target areas in 12 target villages
1.2.2 Conduct annual planning ▪ Budget, Staff, materials ▪ Project staff coached VDCs ▪ The capacity of VDCs to
workshop to VDCs, VLs and CCs to develop village development develop village plan is very young
in 30 villages plan, resulted 10 villages so project staff need more time to
develop development plan coach them.
prepared in 10 villages
▪ 1 VDC, VL, and CC's workshop ▪ 12 VDCs were able to

was conducted in cooperation present village development
with PDRD with 54 participants plans and shared village
(15 women) in 12 villages. achievement to one another

1.2.3 Coordinate with PDRD to ▪ Budget, Staff, materials ▪ Coordinated with PDRD ▪ VDC members are elected
conduct training in leadership, organized VDC election in 12 and 2 women members
role & responsibility to 120 CCs villages, resulted 73 VDCs in each village and one
and VDCs members (28 women) reserved member are also
elected identified
▪ Coordinated with PDRD ▪ 2 trainers from PDRD
to provide training on roles and provided training to
responsibilities to 73 VDCs new VDCs members
members from 12 villages
▪ 5 VDC members (2 women) ▪ One village in Sraeung
were elected in one village of Commune was targeted. VDC in
Sroeung Commune and trained 8 villages were elected in first
(including VL) on role and semester. All the elected VDC
responsibility under the CC members and VLs of the old
cooperation with PDRD target villages were trained in
the first semester
1.2.4 Conduct training on CD concept ▪ Project field staff ▪ Conducted training on ▪ 2 CC members also attended
to 120 participants (VDCs, VLs problem analysis and village and participants understood
and CCs) development to 66 VDCs about 60%, it is very useful
members (25 women) in 12 that the VDCs need to develop
villages first, so CD concept moved to
next semester.
▪ Provided 13 stationery items
to VDCs in 12 villages for
village plan and other reports,
proposal, and files.
▪ Project staffs provided ▪ Done in the last semester. The
individual regular coaching, knowledge of VDCs and VLs on
particularly to VDC and VL in CD concept was still poor, so
5 villages Project field staff provide them with
regular coaching

1.2.5 Conduct community meeting on ▪ Project Coordinator, CDWs ▪ Baseline survey (PLA) used ▪ Community people joined
CD concept to 700 VPs in 30 11 tools conducted for 12 discussion actively and
villages villages with a total of wanted to have their living
of 821 (512 women) participants condition and problems solved
▪ During monthly community ▪ Only villagers of 5 villages were

meeting, VDCs and VLs introduced to the concept, but
introduced CD concept to not in other 9 villages due to
community people of 5 villages staff turnover. The Project has
just had 2 replacement staff in May
and one in June.
Output 1.3:
Vulnerable families are better able to plan▪ 60 vulnerable families in 30 villages ▪ Household planning, home
and manage household resources, coached on household planning visits
leading to improvement in overall ▪ 120 VPs from 30 villages trained on ▪ Project report, attendant list
living conditions family assessment
Variances/Remarks
1.3.1 Conduct training on household ▪ Budget, staff, materials ▪ Conducted VP family
planning and family assessment assessment for 37 families
to 60 VDCs in seven villages for supporting
income generation
1.3.2 In coordination with VDCs, ▪ Project field staff ▪ Not done in small group, but ▪ The household planning is
organize small group meeting facilitated individual VP house- in part of the family
with VPs to develop household holds planning for 20 families in assessment plan, it is just
planning 4 villages of Sraeung commune listed down important points not
and 5 families in one village of making detail plan yet
Tipo commune
1.3.3 Support and monitor VPs in ▪ Budget, staff, materials ▪ On going support VP to ▪ Project supported small
implementation of household plan implement family grant for income generation
development plan for 18 and project staffs are
families in 6 villages monitoring their activities

▪ 25 VPs' household plan in 5
villages supported and 2 small
funds for income generation
were granted
1.3.4 Conduct workshop on family ▪ Budget, staff, materials ▪ Not done ▪ Workshop will be done
assessment to 120 VPs in the next semester
Output 1.4:
Improve literacy and numeric ▪ 9 literacy teachers selected and ▪ Project report, attendant list
among 9 target communities trained
▪ 180 illiterate people (50% women) ▪ Project report, examination
able to read and calculate result
▪ 9 literacy classes in 9 villages ▪ Monitoring report, student list,
functioned well teachers' record
▪ 20 sets of community mobiled ▪ Community mobiled libraries
libraries established
Variances/Remarks
1.4.1 Coordinate with Provincial/ ▪ Budget, Project staff, materials ▪ Coordinated with district ▪ 3 literacy teachers are
District Non-formal Education education office, as result identified, in Beng, Thmey
to select and train literacy deputy chief of district and Tomnub villages
teachers with 30% women education office is assigned (1 woman) and Anlung Slen
as partner with CWS-project will be identified in January
▪ 11 Non-formal teachers were

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

1.4.2 Assess illiterate people in 9 ▪ Project staff ▪ 3 trained literacy teachers in ▪ It was late to identify illiteracy
villages coordination with VDCs people in all villages when NFE
selected 69 illiteracy people teacher's training was just
(51 women) in one village of done in May 2008 by PDoE
Sroeng Commune and 2
villages of Tipou Commune
1.4.3 Conduct 9 literacy classes for ▪ Project staff, budget ▪ Not done ▪ Refer to 1.4.2
180 students (50% women)
1.4.4 Collaborate with WFP to provide ▪ Project Manager/ Coordinator, ▪ Not done ▪ Refer to 1.4.2
food to students and teachers Program Officers, budget, vehicle
1.4.5 Support education materials to ▪ Budget, Project staff, education ▪ Not done ▪ Refer to 1.4.2
180 students and 9 teachers materials, illuminating materials,
1.4.6 Cooperate with Education Office ▪ Budget, Project staff ▪ Not done ▪ literacy classes not open at
to organize International Day community yet. So project
of Literacy planned to open classes first.
So project was cancel to
organize International Day of
Literacy.
1.4.7 Support 20 sets of community ▪ Budget, Project staff ▪ Not done ▪ This activity was not completed
mobiled libraries because the project did not
open NFE class yet in this year
1.4.8 Support allowance and per-diem ▪ Budget, Project staff ▪ 1 district NFE Officer attended ▪ The present of the Kompong
to Non-formal Education Officer 4 NFE monthly coordination Svay District Officer in the
to attend monthly meeting in meetings held by MoE in Phnom meeting started in March
Phnom Penh Penh and supported by CWS. 2008

OBJECTIVE
Improve access to basic social services and amenities and improve overall food security of vulnerable people
Output 2.1
Improve overall community health ▪ 40 trained TBAs are able to provide ▪ OD/ HC report, project report ▪ Commitment of TBA,
status and individual health pre and post natal care consultation to and OD/ HC staff
condition pregnant and lactating women
▪ 40 TBAs refreshed and updated their ▪ OD/ HC report, project report
knowledge and skill on pre and post
natal care consultation one time
▪ TBA quarterly meeting organized in ▪ HC report, project report
cooperation with health centers
▪ Approximately 1000 villagers ▪ HC report on birth rate, birth ▪ Commitment of villagers
improved birth spacing, mother/ child spacing, mortality, and
health through awareness and/ or mobility rate
consultation
▪ 40 trained VHVs are able to provide ▪ HC report, project report ▪ Commitment of VHVs and
awareness on primary health care, health center staff
avian flu, malaria, dengue fever, and
HIV/ AIDS
▪ 1000 people from 30 villages were ▪ Project report, monitoring
aware of HIV/ AIDS and sexual report
transmitted diseases prevention
▪ 2000 people from 30 villages were aware ▪ Project report, monitoring
of primary health care report
▪ 2000 people in 30 villages were aware of ▪ Project report, monitoring
dengue fever, malaria and avian report
influenza prevention
▪ World AIDS Day was organized for ▪ Project report
300 people

Variances/Remarks
2.1.1 Cooperate with OD to provide Project staff, budget, materials ▪ Not done ▪ The cooperation with OD
primary health care training to required the MoU between CWS
20 field staff and PDoH; however, the agree-
ment in the MoU was not found
yet. The Project has spent much
time to get an agreement and
expected to be done in the next
semester
2.1.2 Cooperate with VDCs to select ▪ Project staff, budget ▪ 24 TBAs in 12 villages ▪ 21 existing TBAs were selected
40 TBAs in 30 villages identified by the cooperation by HCs and 3 TBAs were newly
of Project staff and VDCs. selected.
2.1.3 Cooperate with OD/HC to provide ▪ Budget, training materials, project ▪ Not done ▪ Refer to 2.1.1
training to TBAs on safe delivery, staff, vehicle
delivery, pre and post natal care
consultation to pregnant and
lactating women and provide TBA
kit (as request from health center)
2.1.4 Coordinate with OD/ HC to provid ▪ Budget, training materials, project ▪ Not done ▪ Refer to 2.1.3
refresher training to 40 TBAs staff, vehicle
2.1.5 Coordinate with health center ▪ Budget, project staff ▪ Not done ▪ Refer to 2.1.3
staff to organize TBA quarterly
meeting
2.1.6 Support TBAs to provide ▪ Budget, project staff ▪ Not done ▪ Refer to 2.1.4
awareness on birth spacing,
child health to 1,000 people

2.1.7 Cooperate with VDCs to select ▪ Project staff, budget ▪ 24 VHVs (15 women) identified ▪ 17 VHVs were existing and
40 VHVs in 30 villages in 12 villages through the selected by HCs and 7 VHVs
the cooperation between staff were newly selected
and VDCs
2.1.8 Cooperate with HC to provide ▪ Budget, training materials, project ▪ Not done ▪ OD/HC need CWS to prepare
training to 40 VHVs on primary staff, vehicle MoU agreement first. So it was
health care, avian flu, malaria and late as 2.1.1
dengue fever, HIV/AIDS
2.1.9 Support material and IEC to ▪ Budget, IEC materials, project staff ▪ Not done ▪ Refer to 2.1.8
VHVs to provide awareness to
1,000 people in 30 villages on
HIV/AIDS and STD prevention
2.1.10 Coordinate with HC to conduct ▪ Budget, project staff ▪ 1 quarterly meeting was conducte▪ There was a misunderstanding
quarterly meeting with 40 VHVs in cooperation with Chhouk HC between OD/HC and Project to
for 9 VHVs from 9 villages of wait for MoU agreement with
Sraeung Commune PDoH to implement activities in
commune level and Project staff
spent time discussing and
understanding each other at the
end of May.
2.1.11 Support 40 VHVs to conduct ▪ Budget, IEC materials, project staff ▪ Not done ▪ Refer to 2.1.8
awareness on primary health
care to 2,000 people in 30
villages
2.1.12 Support 40 VHVs to conduct ▪ Budget, IEC materials, project staff ▪ 362 people (305 women) from ▪ VHVs did not receive training
awareness on dengue fever, 9 villages in Sraeung Commune from HC yet, so the Project
malaria and avian influenza to received awareness raising on facilitated HC staff to provide the
2,000 people in 30 villages dengue fever conducted in co- awaress raising to the people with
operation with Chhouk HC. assistance from VHVs.

2.1.13 Coordinate with OD/HC to ▪ Budget, project staff ▪ Coordinated with CC and HC ▪ Done in the first semester
organize World AIDS Day with organized AIDS day in
300 participants Sraeung commune with 198
participants from 5 villages
Question-answer asked for ▪ They could provide 60%

57 participants 60% could of correct answers.
answer. 30 participants who
could answer received 30
Sarongs and another 27
participants received soaps
Output 2.2
Improve knowledge and practice of ▪ 2000 people applied nutritious food ▪ Project report, growth ▪ Communities' participation
target communities on food nutrition, for their children and family members monitoring report of VHV
and health status of malnourished after awareness
children five years and under ▪ 360 malnourished children under ▪ Project report, growth ▪ Communities' participation
five years in 9 villages monitoring report of VHV
improved health condition
Variances/Remarks
2.2.1 Support 40 VHVs to provide ▪ Field staff, budget, IEC materials ▪ 1,211 women in 12 villages ▪ More women are interested in
awareness on nutrition to understood basic needs of receiving food from WFP through
2000 people in 30 villages. nutrition through awareness raising our support than we expected.
from VHVs
2.2.2 Collaborate with VHVs to provide ▪ Field staff, budget, IEC materials ▪ 319 childrens, 49 pregnant ▪ The project received
nutrient food to 360 malnourished women, 106 lactating mothers nutritious food from WFP
children in 9 villages and another 313 mothers for distribution to children under
received nutritious food from WFP 2 years old every month
through our project

Output 2.3
Improve access to safe water and ▪ 120 families benefited from ▪ Project report, monitoring ▪ Road is accessible to target
household sanitation and reduce construction of 40 open wells report areas
incidence of water-borne diseases ▪ 100 families benefited from ▪ Project report, monitoring ▪ Road is accessible to target
in target communities construction of 20 aprons report areas
▪ 150 vulnerable families benefited from ▪ Project report, monitoring
150 ceramic filters distribution report
▪ 800 people improved household ▪ Project report, monitoring
sanitation condition report
▪ 40 families benefited from ▪ Project report, monitoring
construction of 40 household latrines report
▪ 750 school children and teachers ▪ Project report, monitoring
in 5 primary schools can access to report
clean drinking water
▪ 750 school children and teachers ▪ Project report, monitoring
from 5 primary schools educated on report
water and sanitation
▪ World Water Day organized with ▪ Project report, monitoring
300 participants report
Activities CWS's Inputs Actual Output Variances/Remarks
2.3.1 Cooperate with VDCs to select ▪ Project staff ▪ 40 households in 2 villages of
families benefits from 40 open Tipou Commune were selected
wells and 20 aprons to benefit from 8 open wells.
40 households in 4 villages of
Sraeung Commune were
selected to benefit from 8 open
wells.
2.3.2 Cooperate with VDCs to support ▪ Project staff, budget, construction ▪ 4 open wells were constructed ▪ Open well construction was not
beneficiaries to construct open materials, vehicle, ring moles at Cham Thnanh village and 4 done yet in Sraeung Commune
wells and aprons at Trapaing Trom village in because of staff turnover.
Tipou Commune, which benefited
40 families

2.3.3 Cooperate with VDCs to select ▪ Project staff ▪ 21 vulnerable families were ▪ Only 3 villages were targeted for
150 vulnerable families to receive selected from 3 villages of this activity, but not in other 8 villages
water filter in 30 villages Sraeung commune because of staff turnover
2.3.4 Provide 150 water filters to 150 ▪ Project staff, budget, vehicle ▪ 21 VPs received 21 ceramic ▪ The same vulnerable families
vulnerable families in 30 villages water filters in 3 villages in targeted in 2.3.3
Sraeung commune (10 water
filters were provided to Boeng
Khvek, 5 to Tumnob and 6 to
Along Sleng village)
2.3.5 Support VHVs to provide water ▪ Project staff, budget, IEC materials ▪ 172 people (87 women) received ▪ The awareness raising was
and sanitation education to awareness raising on water done by Project staff because
800 people in 30 villages and sanitation: 74 people (43 VHVs were not trained yet, and
women) at Beng village and 98 only 2 villages were targeted for
people (44 women) at Chamboeng this activity, not for other villages
village because of staff turnover
2.3.6 Cooperate with VDCs to select ▪ Project staff ▪ 5 VPs were selected from 4 ▪ Because of staff turnover, the Project
40 vulnerable families benefit villages of Sraeung Commune could not target other villages
from 40 latrine constructions and 3 VPs were selected from
2 villages of Tipou Commune
2.3.7 Support beneficiaries in latrine ▪ Project staff, construction materials, ▪ 8 household latrines were ▪ Less than planned, the reason
construction budget constructed in 5 villages: (3 in refers to 2.3.6
2 villages of Tipou Commune,
5 in 4 villages of Sraeung
Commune
2.3.8 Cooperate with school masters ▪ Project staff, budget ▪ 3 water filters were provided to ▪ Other target schools had
and teachers to provide water Beng Primary School, 4 to water filters supported by
filters and how to maintain Trapaing Trom Primary School UNICEF, and project supported
and 6 to Chamboeng Primary only 3 primary schools
School

2.3.9 Support HC to provide water and ▪ Project staff, budget, IEC materials ▪ 225 primary students (110 girls) ▪ Refer to 2.1.10
sanitation awareness to 750 received awareness raising on
school children and teachers in water and sanitation from Project
5 primary schools staff: 53 (23 girls) in Trapaing
Trom Primary School, 74 (43
girls) in Beng Primary School
and 98 (44 girls) at Chamboeng
Primary School
2.3.10 Cooperate with PDRD to organize ▪ Project staff, budget, IEC materials ▪ Not done ▪ The Project activity on water
the World Water Day with and sanitation has limit in this
300 participants semester, so the Project
will implement this activity in
FY09
Output 2.4
Children of vulnerable families have ▪ 100 children (60% girls) of vulnerable ▪ Project report ▪ Parents supported their
the necessary materials to attend families received education materials children to go to school
primary schools and motivated to attend school

2.4.1 Cooperate with VDCs to select ▪ Project staff ▪ 58 primary school children ▪ 34 existing children were
the school children of vulnerable (32 girls) of vulnerable families selected in last semester and
families were selected from 12 villages another 14 children in 4 villages
were added
2.4.2 Cooperate with District Office of ▪ Project staff, budget ▪ 58 primary school children ▪ The project supported school
Education to provide education received 58 kits of education education materials only one
materials to 100 children (60% materials time a year and education
girl) from vulnerable families material is different for students'
grade

2.4.3 Encourage parents to keep on ▪ Field staff ▪ Parents of 58 poorest children ▪ Project staff coordinated with
supporting their children's were encouraged and motivated VDCs and VLs to regularly
education to send their children to school follow up and motivate them
2.4.4 Cooperate with school teacher ▪ Project staff, budget ▪ Not done ▪ The project distributed
to provide incentive to high score education materials to VP
(60% up) targeted children children on February 2008 and
follow up children score in
every semester. In this year
teachers will prepare score for
their students in July
Output 2.5
Improve agricultural productions, food ▪ At least 70% of 160 trained families ▪ Project report, trip report ▪ No epidemic diseases
security and household income among improved their livestock raising Community participation
vulnerable people, self-help/ interest technique and increased numbers
groups in target communities of livestock
▪ At least 60% of 40 trained families ▪ Project report, trip report ▪ Fingerling available
start raising fish
▪ At least 80% of 40 trained farmers ▪ Project report, trip report ▪ No severe flood and drought
practiced SRI in their rice plot occurred
▪ At least 90% of 160 trained ▪ Project report, trip report
households have home garden
▪ 9 demonstration farmers are able to ▪ Project report, trip report ▪ Farmer's commitment
prepare 9 demonstration plots No migration
▪ 9 Field Days organized for 270 ▪ Project report, trip report
farmers in 9 different demo plots
▪ 588 people introduced concept and ▪ Project report, trip report
advantages of self-help/interest group
formation

▪ At least 49 self-help/interest groups ▪ Project report, trip report ▪ Community's participation
formed on their own initiative and interest
▪ 30 self-help/interest groups funded ▪ Project report, trip report ▪ Groups qualified
as pilot activities

2.5.1 Cooperate with VDCs to select ▪ Project staff ▪ 91 key people (60 women) were ▪ Because of staff turnover, the activity
160 families in 30 villages for selected from 3 villages of was only implemented in these 3
livestock raising training Sraeung Commune for livestock villages
2.5.2 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ 91 key people (60 women) in ▪ Refer to 2.5.1
training on livestock raising training materials 3 villages of Sraeung Commune
to 160 selected families. were trained on chicken and
pig raising by PDoA
2.5.3 Provide each target village of 10 ▪ Budget, fowl alternatives, livestock ▪ Aminal raising awareness was ▪ Only 2 villages implemented this
fowl alternatives and 2 livestock's and vaccines introduced to 58 families from activity while other villages has no
and vaccination to 160 families in Chamboeng and Thnot Chour such request.
30 villages. villages and 282 cows were
then vaccinated through the
cooperation of the Project and
PDoA
2.5.4 Cooperate with VDCs to select ▪ Project staff ▪ Not done ▪ The target communities have
40 families in 30 villages for small number of pond and most
fish raising training of them belong to medium families
when the Project focuses on
poor and vulnerable families.
So project planned to support
fish raising in plastic for next
FY09

2.5.5 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ Not done ▪ Refer to 2.5.4
training on fish raising to 40 training materials
families in 30 villages.
2.5.6 Provide fingerling and materials ▪ Budget, fingerlings, plastic net and ▪ Not done ▪ Refer to 2.5.4
to 40 families who raise fish plastic sheet
in 30 villages
2.5.7 Cooperate with VDCs to select ▪ Project staff ▪ 20 key farmers (17 women) ▪ Because of staff turnover, the activity
40 families in 30 villages for selected in 4 villages of Sraeung was implemented in these 4
SRI training commune. villages only
2.5.8 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ Not done ▪ PDoA was sending trainers late
training on SRI to 40 families training materials for SRI training due to their
in 30 villages. staff's time constraints till July.
So the activity will be imple-
mented in the next semester
2.5.9 Provide rice seed to 40 families ▪ Budget, rice seed ▪ Not done ▪ Refer to 2.5.8
in 30 villages
2.5.10 Cooperate with VDCs to select ▪ Project staff ▪ 26 key farmers (18 women) ▪ Due to staff turnover, the activity
160 families for home gardening selected in 4 villages of Sraeung was implemented in these 4
in 30 villages commune. villages only
2.5.11 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ 26 farmers received training on ▪ Refer to 2.5.10
training on vegetable growing training materials home gardening conducted at
to 160 families in 30 villages Tamnob village by the PDoA

2.5.12 Provide vegetable seed to 160 ▪ Budget, vegetable seeds ▪ Not done ▪ The home garden training
families in 30 villages was done at the end of June,
and project will support seed
to 26 trained farmers in next
semester
2.5.13 Cooperate with VDCs to select ▪ Project staff ▪ 8 demo farmers were selected
9 demo farmers in 9 villages in 8 villages of Sraeung
Commune and in one village
of Tipou Commune
2.5.14 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ Not done ▪ PDoA was sending trainers late
training on IFM to 9 demo farmers training materials for IFM training due to their staff's
in 9 villages. time constraints till July. So
the activity will be implemented
in next semester
2.5.15 Provide seeds and materials to ▪ Budget, seeds, materials ▪ Not done ▪ Refer to 2.5.14
9 demo farmers in 9 villages
2.5.16 Organize field day in 9 places with ▪ Project staff, budget ▪ Not done ▪ Refer to 2.5.14
9 demo farmers for 270 people
2.5.17 Conduct community meeting on ▪ Project staff, budget ▪ 4 individual and small group ▪ The SHG concepts were
SHG and the advantages of group meetings in 4 villages were introduced in all meetings
formation in 30 villages conducted with 125 people but there was not much
(86 women) interest because they have
similar groups who are
supported by PDoA

2.5.18 Form 49 SHG/ interest group at ▪ Project staff and materials ▪ 3 SHGs were formed in 2 ▪ Due to staff turnover, the activity
least 12 members of each group villages with a total of 62 members was implemented in 5 villages.
2 SHGs in Thmey Village with ▪ Since they are new group,
50 total members and 1 SHG the Project has spent a lot of
Boeng Khvek village with 12 time to encourage the people
members individually and in group
2.5.19 Conduct workshop in SHG ▪ Project staff, budget, ▪ Not done ▪ Due to staff turnover and lack
concept and the advantages of training materials of time, the activity was limited
group formation for 588 to group formation only
participants
2.5.20 Provide training on SHG book- ▪ Project staff, budget, ▪ Not done ▪ Refer to 2.5.19
keeping to 245 participants training materials
2.5.21 Provide grant support/ WCA to ▪ WCA grant ▪ Not done ▪ Refer to 2.5.19; and the Project
30 SHGs/ interest group could not grant WCA yet to the
newly formed group. It required
the maturity of the group before
such support can be given

OBJECTIVE
Output 3.1
Community key persons (CCs, VDCs, ▪ 100 key people ( teacher, VDC, VLs, ▪ Training report,
VLs, elderly, monk) play an active elderly, TBAs, VHV, monk) trained in project report
role in peace building, responding to understanding conflict
conflict, and utilizing LCP approaches ▪ 48 CC members received reflection ▪ Workshop report, ▪ CC members and VLs were very
in their communities workshops on Working for Peace project report busy with election campaign
▪ 40 VDCs, VLs and CC members ▪ Training report, ▪
trained on LCP concept project report

3.1.1 Conduct 4 training courses on ▪ Program coordinator/officer, ▪ 24 CPV (12 women) were ▪ As CPV is the focal person in the
Understanding Conflict to 100 key project coordinator, budget, training elected by the respective village, training could not be
persons for 24 villages material villagers in 12 villages under conducted before the selection
the facilitation of the Project of those CPV, which was
staff conducted in May
3.1.2 Conduct 2 Reflection Workshop ▪ Program coordinator/officer, ▪ Not done ▪ The Project staff requires
on Working for Peace to 48 CC project coordinator, budget, training supports from Program staff.
members. material On the other hand, the Program
and the Project agreed to move
this activity to FY09 due to time
constraints and staff turn over
3.1.3 Conduct 2 training courses on ▪ Program coordinator/officer, ▪ Not done ▪ Refer to 3.1.2
LCP concept to 40 participants project coordinator, budget, training
material
▪ An International Women Day ▪ During VDC's workshop, there
was organized in Sroeng village, was a suggestion from villager,
with 177 participants (114 especially from Sroeng
women) to introduce woman Commune, to CWS and PDoWA
rights and domestic violence to provided training courses on
domestic violence and other
▪ 2 training courses on gender necessary intervention to help
and domestic violence were reduce the domestic violence
provided to 72 people (48 in their communities.
women): 35 (22 women) in
Tumnob Villages, 37 (26
women) in Thmey Village,
under the facilitation of PDoWA

OBJECTIVE
To ensure meeting basic need of the most vulnerable people and victims of the emergency in the province by proritizing the target communiti-
es and to enhance community capacity to prepare for and respond to disaster in their communities.
Output 4.1
Village Disaster Volunteers function ▪ 48 VDVs (24 female) selected in 24 ▪ Project report
actively, commune and village disaster villages
preparedness plans developed and ▪ 60 VDVs and CCs received CBDRM ▪ Training report, project report
implemented in target communities training
▪ 200 interested key people in 24 ▪ Training report, project report
villages received echo training on
CBDRM from VDVs.
▪ At least 1,000 people in 30 villages ▪ Project report
awared of disaster preparedness
▪ At least 5 disaster mitigation projects ▪ Project report
implemented in the most disaster
prone areas.
▪ 100 key persons including VDVs, ▪ Meeting minute, project report
VDCs, CCs, VLs enhanced the
capacity on community based
disaster preparedness twice a year.

4.1.1 Cooperate with VDCs and VLs to ▪ Project coordinator, budget ▪ 25 Red Cross Volunteers ▪ In stead of calling VDV, the
select 48 VDVs in 24 villages (13 women) were selected disaster volunteer at village level
from 12 target villages through are called Red Cross Volunteer
democratic election under the (RCV) because they are officially
facilitation of PRC and the recognized by CRC and its
Project branch and facilitated the election
by the provincial branch in
cooperation with CWS

4.1.2 Coordinate with PRC to provide ▪ Program/Project coordinator, budget, ▪ Not done ▪ There was a delay for RCV
2 training courses on CBDRM to training materials election so the Project
VDVs and CCs. could not facilitate with PRC
to provide such training
4.1.3 Support VDVs to conduct echo ▪ Project coordinator/staff, budget, ▪ Not done ▪ Refer to 4.1.2
training on CBDRM to 200 inter- training materials
ested key persons in 24 villages
4.1.4 Support VDVs to conduct disaster ▪ Project staff, budget, IEC materials ▪ Not done ▪ Refer to 4.1.2
preparedness awareness in
30 villages for 1000 interested
people.
4.1.5 Facilitate VDVs, VLs, VDCs and ▪ Project staff ▪ One water gate proposal was ▪ Village disaster mitigation plan
CCs to develop village disaster developed by RCV, VDC and was not developed because
mitigation plans. VL in Thnot Chour Village there was no training provided
in advance to RCV, VDC and VL
4.1.6 Support VDVs, VDCs, VLs and ▪ Budget ▪ 1 water gate was granted to ▪ The construction is still on the
CCs to implement 5 disaster Thnort Chuor village with 63% way because there was late
mitigation projects. project contribution plus 37% identifying RCV as the focal
of community's.It was expected person for such planning
to benefit 24 families or 120
people (58 women) in the village
for rice irrigation and 3
neighboring villages
4.1.7 Organize and facilitate semester ▪ Program/Project coordinator, budget, ▪ Not done ▪ Refer to 4.1.2
meeting for 100 key persons workshop materials

Output 4.2
Improve capacity of VDVs to provide ▪ 48 VDVs trained on CBFA and ▪ Training report, project report
first aid services to emergency equipped first aid kit
victims and most vulnerable people

4.2.1 Coordinate with PRC to provide ▪ Program/Project coordinator, budget, ▪ 24 Red Cross Volunteers from ▪ There was good coordination
2 training courses on CBFA to training materials 12 target villages were trained with PRC
48 VDVs on CBFA by PRC
Output 4.3
Respond well-being of vulnerable people ▪ 500 vulnerable people and disaster ▪ Project report, beneficiary ▪ Resource from outside was
and disaster victims in times of victims received commodities list available and local authority
emergency assistance participantion
Activities CWS's Inputs Resource from outside

Variances/Remarks
4.3.1 Provide emergency relief to 40 ▪ ERP Coordinator, Project staff, ▪ Provided food to 30 flooded ▪ The distribution on 27 Aug
VPs and disaster victim families budget, vehicle affected families in 3 villages in Boeng Khvek, Thnot
in affected areas each family received 25 kg of Chhour and Anlung Sleng
white rice, 2 bottles of fish
souse, 2 bottles of soy souse
1 bottle of vegetable oil, and
1 kg of iodine salt.
▪ 7 food shortage families in ▪ The whole emergency food kit

Thmey Village of Sroeng include 250 Kg of rice, 7 cans
Commune received 7 food kits of canned fish, 7 packs of
iodine salt, 7 bottles of veget-
able oil, 7 bottles of fish sauce
and 14 bottles of soya sauce

4.3.2 Support food assistance to ▪ ERP Coordinator, Project staff, ▪ Rice seed provided to 115 ▪ In Nov 08 each family
500 flood and or drought victim budget, vehicle flood affected families in 5 received 20 kg of rice seed
families in target areas. villages with total of 2300 kg
for dry season rice growing
▪ Proposal will be submitted
from PRCs in Jan 08
▪ Not done ▪ No major drought and flood

during this second semester
4.3.3 Support emergency kits to ▪ Budget, project coordinator/manager ▪ Project distributed emergency ▪ The kits include 70 scarfs, 25
PRCs response and preparedness mosquito nets, 25 blankets,
kits to CRC Kompong Thom on 25 pots for cooking rice, 25
18 February 2008 pots for cooking soup, 10
blue tents, 10 sarongs, and
20 mats
Theme 5: Project Development, Management and Supervision

OBJECTIVE
Output 5.1
Monitor and support field staff and ▪ Monthly project monitoring visits ▪ Trip report ▪ Unexpected work occurred
performance)
▪ Semester monitoring visit for M&E ▪ M&E report
system

5.1.1 Field visit to monitor project ▪ Project Manager, Program Officers, ▪ Project manager and deputy ▪ Coaching given on training
management (12 times) vehicle Project manager monitored PRA presentation, stay

PRA, VDC selection, trainings overnight, and learning
and stay overnight for 9 times
▪ 12 times of field visits by the ▪ Coaching and advice were given
Project Manager to monitor to project field staff on village
VDC quarterly meeting, com- work plan, participatory tools,
munity monthly meeting, VDC methods for training, and
integration planning workshop, meeting
RCV election, VP assessment
training, and sport check of
CDWs' activities
5.1.2 Field visit to monitor project ▪ Project Manager, Program Officers, ▪ Project coordinator monitored ▪ Coaching and advice were given
implementation and staff vehicle staff performance for 19 to field staffs on SHGs, VDCs
performance (24 times) times and project manager working with VPs, village
monitored for 6 times plan, training, selection of
beneficiaries
▪ Project Manager monitored ▪ Coaching and advice were
staff performance for 5 times given to project field staffs on
team work, VP assessment,
training plan, and selection of
beneficiaries
5.1.3 Conduct monitoring & evaluation ▪ Project manager / coordinator ▪ Project manager, coordinator ▪ Monitoring system was conducted
system two times per year vehicle, Program officers/coordinator and project staff participated first time by FMER focusing
Program manager monitoring system conducted on planning. Six months, quarterly
by FMER program and monthly planning need to be
improved.
▪ Not done in this semester yet ▪ As planned by M & E unit

the 2nd monitoring will be done in
September 2008

Log-frame Annual FY 08 Report
Project Name: Preah Vihear Village Based Community Development Project
Project No.
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.
OBJECTIVE
Develop community capacity to engage with Government institutions and CBOs to define their development direction and manage their affairs in a
participatory and democratic manner
Output 1.1:
Enhance program coordination with ▪ At least 4 coordination meetings with ▪
sectoral forums (PROCOCOM) related provincial departments
provincial departments (PDRD, ▪ 5 coordination meeting with 3 ▪
PDoA, PDoE, PDoH), district district authorities and related offices
authorities and CCs ▪ 18 meetings with commune councils ▪
from 6 communes
▪ 6 meetings with PROCOCOM ▪
▪ At least 2 coordination meeting with ▪
PLAU for training/workshop for CCs.
1.1.1 Attend coordination meetings ▪ Project Manager, Project Coordinators ▪ One Coordination meeting with ▪ PDRD agreed to cooperate firstly
with PDRD, PDoA, PDoE, PDoH Program Officers PDRD staff as resulted the Project with elected VDCs in 12 village,
plan for VDC election and training in in Rumor Sre, Teuk Kraham and
new target areas for 18 villages in Chorm Khsant Commune.
Choam Khsant District.
▪ Another coordination meeting with ▪ Two PDRD staff were provided to
PDRD was organized during this coordinate the election and training
reporting period on VDC election with CWS Cambodia.
and training for the new VDCs in
Yeang commune.
PvH Village Based Community Development Project Annual_FY08_Logframes 155

▪ One coordination meeting conducted ▪ PDoH Director asked CWS to
with PDoH in which the Director follow her agreement form
PHD agree to coordinate for MOU
▪ Two meetings with PDoH to discuss

the coordination framework and
MoU between PDoH and CWSC
1.1.2 Organize semester meetings ▪ Project Manager, Project Coordinators ▪ Meeting with district authority and ▪ The district authority welcomed
with district authorities and Program Officers, budget, vehicle informed them of CWS project in new CWS's presence to support them
agriculture, education, rural target areas, 18 target village in four
development office and OD/HC Communes of Choam Khsant
District
▪ Meeting with educational district authority ▪ The district Education
to inform CWS educational activity Officer welcome CWS
such as support students from poorest activities and help to
families and Non-Formal Education support
▪ PDRD, DOoE, Chhouk HC and ▪ Relationship has been built not only
District Governor were invited between those departments and
and participated in the VDCs' offices and CWS but also the
Annual Workshop. VDCs, CCs and VL.
1.1.3 Organize quarterly meetings with ▪ Project Coordinators, field staff, ▪ Four quarterly meetings were ▪ Quarterly meeting at commune
commune councils for budget conducted by project staffs level was replaced by village
6 communes with VDCs, VLs and CCs at level meeting so that other key
village level. persons can participate
1.1.4 Attend PROCOCOM monthly ▪ Project Manager, Project Coordinators ▪ Not done ▪ The meeting was held in the
meeting Program Officers Province and the Project staff
who mostly stay in the village
could not attend

1.1.5 Network with PLAU ▪ Project Manager, Project Coordinators ▪ Program Officer and Project
Program Officers, vehicle coordinator conducted meeting
with PLAU for training to CCs
▪ One project staff attended
integrated commune plan
workshop in province
▪ No task with this department has been set
during this reporting period
Output 1.2:
Strengthen leadership among local ▪ 80 participants (60 VDCs and ▪ Meeting minutes ▪ Communities' commitment
partners and community structure 20 CCs) attended quarterly meetings
to better understand and implement ▪ 100 VDCs, VLs, and CCs participated ▪ Participant list, village plan ▪ Communities' commitment
community development principles in annual planning workshop
and processes ▪ 120 VDCs, VLs, CCs trained on ▪ Project report, attendant list ▪ Communities' commitment
leadership skills (women 40%)
▪ 120 VDCs, VLs, CCs trained on ▪ Project report, attendant list ▪ Communities' commitment
CD concepts (women 40%)
▪ 700 vulnerable people in 30 villages ▪ Project report, attendant list ▪ Communities' commitment
awared on CD concepts
1.2.1 Conduct VDCs/CCs quarterly ▪ Budget, Staff, materials ▪ Quarterly meeting was not ▪ Quarterly meeting will start in
meeting for improving and organized but project staff have January 2008 due to the Project
strengthening capacity of meetings with individual VDCs and staff met CCs for coordination of
VDCs/CCs in target areas CCs every month in target villages of activities and VDCs were
busy in village planning
▪ 6 quarterly meetings at commune level ▪ 75 people (29 women) including
were conducted in 3 communes with 15 VLs, 9 CCs and 51 VDCs
participation from VDCs, VLs and CCs to participated in 3 meetings of the
share their achievements, challenges and 2nd quarter in 3 communes and
best practices on development of their 31 people (6 women) including 9 VLs,
community. 5 CCs and 17 VDCs participated in
3 meetings of the 3rd quarter in
3 communes.

1.2.2 Conduct annual planning ▪ Budget, Staff, materials ▪ Project staff coached VDCs develop ▪ The capacity of VDC to do village
workshop for VDCs, VLs and CCs village development plan, resulted plan is very young so Project staff
in 30 villages 18 Village Development Plan need more time to coach them.
developed for 18 target villages
▪ One-day VDC's Annual Reflection

Workshop was conducted with the
participation of 47 people (15 women)
including VDCs and VLs of 18 villages,
CCs of 4 communes, District
Governor, PDRD, District Office of
Education and HC to share the
Project achievements and development
plans
1.2.3 Coordinate with PDRD to ▪ Budget, Staff, materials ▪ Coordinated with PDRD organized ▪ VDC members are elected
conduct training in leadership, VDCs election in 12 target villages, and 2 women members
role & responsibility to 120 CCs resulted 60 VDC members (24 integrated in each village
and VDCs women) selected
▪ Coordinated with PDRD provided ▪ 2 trainers from PDRD provided

training on roles and responsibilities three training courses to new
to 60 VDC members, 12 VCs from VDCs members, VCs and CCs
12 villages and six CC members
from three communes
▪ 2 two-day training courses on role

and responsibility of VDCs,
communication and minute writing
were conducted for 33 VDCs
(11 women) by PDRD.
1.2.4 Conduct training on CD concept ▪ Budget, Staff, materials ▪ Conducted training on simple ▪ The CD concept training
to 120 participants (VDCs, VLs proposal, village development move to February 2008 because
and CCs) plan for 74 VDC members VDC need village plans
(22 women) in 12 villages

▪ Provided stationeries; 12 items
to VDCs in 12 villages for village
plan and other reports, proposal,
files
▪ 4 two-day training courses on ▪ The topics included household

CD concept were provided to planning and family assessment
77 participants (21 women) which is under the Output 1.3.1
including 51 VDC (18 women)
8 CC and 18 VLs (3 women).
1.2.5 Conduct community meeting on ▪ Budget, Staff, materials ▪ Baseline survey (PLA) used ▪ Community people joined
CD concept to 700 VPs in 30 14 tools conducted for 12 villages discussion actively and they
villages with a total participants of 557 wanted to share their living
(400 women) condition and problems to
be solved
▪ Not done during this reporting period ▪ The courses on CD Concept
were provided late and the
Project could not assist VDC to
conduct village meeting to
introduce the concept to VPs.
Output 1.3:
Vulnerable families better able to plan ▪ 60 vulnerable families in 30 villages
and manage household resources, coached on household planning
leading to improvement in overall ▪ 120 VPs from 30 villages trained on
living conditions family assessment

1.3.1 Conduct training on household ▪ Budget, staff, materials ▪ Project staff build relationship ▪ Assessment was not conducted
planning and family assessment with 27 VP families in 12 villages because the project wanted to respond
to 60 VDCs and support them to make home to 27 VP families who needed to
gardening and plant vegetables improve their living condition
▪ The training's topics were combined

with CD Concept training under 1.2.4

1.3.2 In coordination with VDCs, ▪ Budget, staff, materials ▪ VP household planning for individual ▪ The household planning is only
organize small group meeting families for 27 families in 12 villages for vegetable growing and household
with VPs to develop household sanitation.
planning
▪ The Project staff in cooperation ▪ Refer to the output 2.5.10
with VDC identified 20 vulnerable
families. Several individual
meetings done by staff and VDC
have identified home gardening
action plan.
1.3.3 Support and monitor VPs in ▪ Budget, staff, materials ▪ Support ideas and vegetable seeds
implementation of household plan to 27 VP families to grow morning
glory 25 banchs, mustard
19 banchs.
▪ 20 families received local seed, ▪ Refer to the output 2.5.12

which was collected by staff from
other villagers.
1.3.4 Conduct workshop on family ▪ Budget, staff, materials ▪ Not done ▪ Refer to 1.3.2
assessment to 120 VPs
Output 1.4:
Improve literacy and numeric ▪ 9 literacy teachers selected and ▪ Project report, attendant list
among 9 target communities trained
▪ 180 illiterate people (50% women) ▪ Project report, examination
able to read and calculate result
▪ 9 literacy classes in 9 villages ▪ Monitoring report, student list,
functioned well teachers' record
▪ 20 sets of community mobile ▪ Community mobile libraries
libraries established

1.4.1 Coordinate with Provincial/ ▪ Budget, Project staff, materials ▪ Coordinated with provincial ▪ 5 literacy teachers are transferred
District Non-formal Education education , as result the Non-Formal to join training in Kompong Thom
to select and train literacy Education officer welcomed CWS Province
teachers with 30% women Cambodia and as partner with CWS
Cambodia Projects
▪ With the permission from District ▪ CWS selected them only from the
Office of Education, CWS selected Villages where there is no literacy
13 literacy teachers (1 woman) class
13 villages.
▪ 1 training on pedagogical skill ▪ 5 of them resigned because
provided to 13 literacy teachers they were busy with their
under the cooperation with livelihood and could not attend the
PDoE held in KPT. module 2 course while training
were provided during the transparent
season.
1.4.2 Assess illiterate people in 9 ▪ Project staff ▪ Identified literacy program will be ▪ Illiterate people assessment will
villages implemented in five villages; Au be done in January 08
Ksan, Trapeang Thom, Svay, Veal
Thom and Kork.
▪ 36 illiterate people were selected ▪ The Project has piloted the
from 4 villages by literacy teachers activities with 4 villages first.
1.4.3 Conduct 9 literacy classes for ▪ Project staff, budget ▪ Not done ▪ 2 classes will start in August
180 students (50% women) 2008 with 36 students.
1.4.4 Collaborate with WFP to provide ▪ Project Manager/ Coordinator, ▪ Not done ▪ No WFP's School Feeding
food to students and teachers Program Officers, budget, vehicle Project in Preah Vihear Province.
1.4.5 Support education materials to ▪ Budget, Project staff, education ▪ Not done ▪ Refer to 1.4.2
180 students and 9 teachers materials, illuminating materials,

1.4.6 Cooperate with Education Office ▪ Budget, Project staff ▪ Not done ▪ International Literacy Day was
to organize International Day in September; however the Project
of Literacy has just started this activity in the target
areas for three months and did not
accomplish it because no NFE teachers
NFE teacher and students were
identified.
1.4.7 Support 20 sets of community ▪ Budget, Project staff ▪ 28 Health Magazines (2 issues)
mobile libraries were distributed to 18 villages
and 150 CEDAC's Farmer
Magazines (monthly issue) were
distributed to interested farmers.
1.4.8 Support allowance and per-diem ▪ Budget, Project staff ▪ Not planned for PVH, it was
to Non-formal Education Officer initially planned for KPT only.
to attend monthly meeting in
Phnom Penh
OBJECTIVE
Output 2.1
Improve overall community health ▪ 40 trained TBAs are able to provide ▪ OD/ HC report, project report ▪ Commitment of TBA,
status and individual health pre and post natal care consultation and OD/ HC staff
condition to pregnant and lactating women
▪ 40 TBAs refreshed and updated their ▪ OD/ HC report, project report
knowledge and skill on pre and post
natal care consultation one time
▪ TBA quarterly meeting organized in ▪ HC report, project report
cooperation with health centers
▪ Approximately 1000 villagers ▪ HC report on birth rate, birth ▪ Commitment of villagers
improved birth spacing, mother/child spacing, mortality and
health through awareness and/or mobility rate
consultation
▪ 40 trained VHVs are able to provide ▪ HC report, project report ▪ Commitment of VHVs and
awareness on primary health care, health center staff
avian flu, malaria, dengue fever and HIV/AIDs

▪ 1000 people from 30 villages ▪ Project report, monitoring
awared of HIV/ AIDS and sexual report
transmitted diseases prevention
▪ 2000 people from 30 villages awared ▪ Project report, monitoring
of primary health care report
▪ 2000 people in 30 villages awared ▪ Project report, monitoring
of dengue fever, malaria and avian report
influenza prevention
▪ World AIDS Day organized for ▪ Project report
300 people

2.1.1 Cooperate with OD to provide Project staff, budget, materials ▪ Program officer and project ▪ PDoH needs an MOU with CWS
primary health care training to coordinator contacted due to new policy of MoH
20 field staff provincial health department
▪ No progress within this reporting ▪ PDoH suggested CWS to
period develop MoU with MoH/PDoH
before the cooperation.
2.1.2 Cooperate with VDCs to select ▪ Project staff, budget ▪ TBAs were selected by HU in ▪ Actually 20 TBAs are existing
40 TBAs in 30 villages the previous year TBAs selected by HCs and HU
▪ 19 TBAs existed in 9 villages ▪ PDoH suggested CWS to

of the target communes. develop MoU with MoH/PDoH
before the cooperation starts
2.1.3 Cooperate with OD/ HC to provide ▪ Budget, training materials, project ▪ Program officer and Project ▪ PDoH suggested CWS to develop
training to TBAs on safe delivery, staff, vehicle coordinator contacted provincial MoU with MoH/PDoH before
delivery, pre and post natal care Health Department. cooperation.
consultation to pregnant and ▪ No progress within this reporting
lactating women and provide TBA period
kit (as request from health center)
2.1.4 Coordinate with OD/ HC to provide ▪ Budget, training materials, project ▪ Not done ▪ PDoH suggested CWS to
refresher training to 40 TBAs staff, vehicle develop MoU with MoH/PDoH
before the cooperation starts

2.1.5 Coordinate with health center ▪ Budget, project staff ▪ Not done ▪ PDoH suggested CWS to
staff to organize TBA quarterly develop MoU with MoH/PDoH
meeting before the cooperation starts
2.1.6 Support TBAs to provide ▪ Budget, project staff ▪ Not done ▪ PDoH suggested CWS
awareness on birth spacing, child develops MoU with MoH/PDoH
health to 1000 people before the cooperation starts
2.1.7 Cooperate with VDCs to select ▪ Project staff, budget ▪ 43 VHVs (16 women) in 18 ▪ CWS worked with that existing
40 VHVs in 30 villages villages existed, and were structure.
selected by Health Unlimited.
2.1.8 Cooperate with HC to provide ▪ Budget, training materials, project ▪ Primary health care training was ▪ PDoH suggested CWS to
training to 40 VHVs on primary staff, vehicle not provided; however, 2 three- develop MoU with MoH/PDoH
health care, avian flu, malaria and day training courses on MCH before cooperating with HC
dengue fever, HIV/AIDS. were provided to 37 VHVs (18 to provide training to VHVs.
women).
2.1.9 Support material and IEC to ▪ Budget, IEC materials, project staff ▪ 43 counseling cards on MCH ▪ The health counseling cards
VHVs to provide awareness to were provided to 43 VHVs so were provided by WFP
1000 people in 30 villages on they can educate mothers about
HIV/ AIDS and STD prevention MCH.
2.1.10 Coordinate with HC to conduct ▪ Budget, project staff ▪ Not done ▪ Refer to 2.1.8
quarterly meeting with 40 VHVs
2.1.11 Support 40 VHVs to conduct ▪ Budget, IEC materials, project staff ▪ Awareness raising on primary ▪ Refer to 2.1.8; the training for
awareness on primary health health care was not done, however, other 6 villages will be done in
care to 2000 people in 30 villages 630 people (530 women) from 12 villages 1st quarter of FY09.
were introduced MCH awareness by
cooperation of staff and VHVs.
2.1.12 Support 40 VHVs to conduct ▪ Budget, IEC materials, project staff ▪ 805 people (710 women) from ▪ They were able to share
awareness on dengue fever, 15 villages in 4 communes their knowledge on how to
malaria and avian influenza to received awareness raising on malaria prevent themselves from the
2000 people in 30 villages and dengue fewer. disease.

2.1.13 Coordinate with OD/ HC to ▪ Budget, project staff ▪ Not done ▪ World AIDS Day was in
organize World AIDS Day with December 2007; however
300 participants because MoU between CWS and
PDoH was not available, the activity
was cancelled.
Output 2.2
Improve knowledge and practice of ▪ 2000 people applied nutritious food ▪ Project report, growth ▪ Communities' participation
target communities on food nutrition, for their children and family monitoring report of VHV
and health status of malnourished members after awareness
children five years and under ▪ 360 malnourished children under ▪ Project report, growth ▪ Communities' participation
five years in 9 villages monitoring report of VHV
improved health condition

2.2.1 Support 40 VHVs to provide ▪ Field staff, budget, IEC materials ▪ This awareness raising on
awareness on nutrition to nutrition combines with output
2000 people in 30 villages. 2.1.11
2.2.2 Collaborate with VHVs to provide ▪ Field staff, budget, IEC materials ▪ Under WFP support, 1,733 ▪ CWS as the Implementation
nutrient food to 360 malnourished infants (856 girls), 1,726 Partner of WFP on MCH
children in 9 villages mothers, 432 pregnant women, Project signed an MoU on
536 lactating mothers benefited January 2008.
from MCH Project a total 20,850kg of ▪ Infants in the Project refers to
rice, 1,345kg of vegetable oil, children with ages from 6 to 24
16,591kg of corn sugar blend and 3,705kg months; and lactating mothers
of sugar. refers to mothers who feed their
children from birth to 6 months.
Output 2.3
Improve access to safe water and ▪ 120 families benefited from ▪ Project report, monitoring report ▪ Road accessible to target areas
household sanitation and reduce construction of 40 open wells
incidence of water-borne diseases ▪ 100 families benefited from ▪ Project report, monitoring report ▪ Road accessible to target areas
in target communities construction of 20 aprons
▪ 150 vulnerable families benefited ▪ Project report, monitoring report
from 150 ceramic filters distribution
▪ 800 people improved household ▪ Project report, monitoring report
sanitation condition

▪ 40 families benefited from construction ▪ Project report, monitoring report
of 40 household latrines
▪ 750 school children and teachers ▪ Project report, monitoring report
in 5 primary schools can access to
clean drinking water
▪ 750 school children and teachers ▪ Project report, monitoring report
from 5 primary schools educated
on water and sanitation
▪ World Water Day organized with ▪ Project report, monitoring report
300 participants

2.3.1 Cooperate with VDCs to select ▪ Project staff ▪ Cooperated with VDC ▪ The construction will start in
families who benefit from 40 open identified 1 open well and January
wells and 20 aprons 2 deep wells for 30 families
in Svay village, Rumdoh Sre
commune
▪ 50 vulnerable families were

selected as the beneficiaries of
open well construction.
2.3.2 Cooperate with VDCs to support ▪ Project staff, budget, construction ▪ 10 open wells were constructed ▪ People responded positively
beneficiaries to construct open materials, vehicle, ring molds and benefited 50 vulnerable to our request for them to look for
wells and aprons families in 5 villages. sands and gravels on their own
2.3.3 Cooperate with VDCs to select ▪ Project staff ▪ 81 households were selected to
150 vulnerable families to receive receive 81 bio-sand water filters
water filters in 30 villages
2.3.4 Provide 150 water filters to 150 ▪ Project staff, budget, construction ▪ 81 bio-sand water filters were ▪ Beneficiaries attended water filters
vulnerable families in 30 villages materials, filter molds, vehicle distributed to 81 families in 12 villages construction led by CWS-SVR
technical staff.

▪ The 81 beneficiaries were also
oriented with proper use and
maintenance of water filters
▪ 1 bio-sand water filter was
provided to Teuk Krohom
Commune and 1 was used in
the commune office.
2.3.5 Support VHVs to provide water ▪ Project staff, budget, IEC materials ▪ 120 well and bio-sand water filter ▪ Due to time constraints the
and sanitation education to beneficiaries were introduced with Project staff was able to target the
800 people in 30 villages water and sanitation awareness beneficiaries of well and bio-sand
by staff in cooperation with VHV. water filters only.
2.3.6 Cooperate with VDCs to select ▪ Project staff ▪ 5 families were selected as the
40 vulnerable families benefit latrine beneficiaries.
from 40 latrine constructions
2.3.7 Support beneficiaries in latrine ▪ Project staff, construction materials, ▪ 5 sets of household latrine ▪ People participated in digging
construction budget materials were distributed to latrine and contributed the
5 selected beneficiaries. materials for making roofs. The
construction will start in FY09
2.3.8 Cooperate with school masters ▪ Project staff, budget ▪ Not done ▪ There was no concrete study
and teachers to provide water yet; however the productivity
filters and how to maintain them of the water filter construction
was still low due to the lack of
technical staff.
2.3.9 Support HC to provide water and ▪ Project staff, budget, IEC materials ▪ Not done ▪ PDoH suggested CWS
sanitation awareness to 750 develop MoU with MoH/PDoH
school children and teachers in before the cooperation starts
5 primary schools
2.3.10 Cooperate with PDRD to organize ▪ Project staff, budget, IEC materials ▪ Not done ▪ Staff were busy with the
the World Water Day with annual Project planning and
300 participants staff training in March.

Output 2.4
Children of vulnerable families have ▪ 100 children (60% girls) of vulnerable ▪ ▪ Parents support their
the necessary materials to attend families received education materials children to go to school
primary schools and motivated to attend school

2.4.1 Cooperate with VDCs to select ▪ Project staff ▪ 60 school children of vulnerable
the school children of vulnerable families selected from 12 Villages in
families three Communes of Choam Khsant
2.4.2 Cooperate with District Office of ▪ Project staff, budget ▪ School material such as
Education to provide education books, school uniforms
materials to 100 children (60% and bag were given to 60
girl) from vulnerable families poor school children ( 32 girls)
▪ With permission from District ▪ School teachers were

Education Department and encouraged to motivate their
school master, staff met 305 students to attend classes.
school children (140 girls) and
14 teachers (3 females) and
encourage them to keep on
their education despite of their
difficulties
2.4.3 Encourage parents to keep on ▪ Field staff ▪ Staff regularly encouraged ▪ They responded positively
supporting their children's children's parents to support all children we support
education their children education went to school regularly.
2.4.4 Cooperate with school teacher ▪ Project staff, budget ▪ Not done ▪ MCH work was prioritized and
to provide incentive to high score took much time and staff's energy
(60% up) targeted children to implement. So, some of the activities
were not done.

Output 2.5
Improve agricultural productions, food ▪ At least 70% of 160 trained families ▪ Project report, trip report ▪ No epidemic diseases
security and household income among improved their livestock raising community participation
vulnerable people, self-help/ interest technique and increased numbers
groups in target communities of livestock
▪ At least 60% of 40 trained families ▪ Project report, trip report ▪ Fingerling available
start raising fish
▪ At least 80% of 40 trained farmers ▪ Project report, trip report ▪ No severe flood and drought
practiced SRI in their rice plot occurred
▪ At least 90% of 160 trained ▪ Project report, trip report
households have home garden
▪ 9 demonstration farmers are able ▪ Project report, trip report ▪ Farmer's commitment
to prepare 9 demonstration plots No migration
▪ 9 Field Days organized for 270 ▪ Project report, trip report
farmers in 9 different demo plots
▪ 588 people introduced concept and ▪ Project report, trip report
advantages of self-help/interest
group formation
▪ At least 49 self-help/interest groups ▪ Project report, trip report ▪ Community's participation
formed on their own initiative and interest
▪ 30 self-help/interest groups funded ▪ Project report, trip report ▪ Groups qualified
as pilot activities

2.5.1 Cooperate with VDCs to select ▪ Project staff ▪ 4 families were selected in ▪ MCH work was prioritized and
160 families in 30 villages for cooperation with VDC. the Project staff could implement
livestock raising training this activity in only one village.
training on livestock raising training materials
to 160 selected families.
2.5.3 Provide each target village of 10 ▪ Budget, fowl alternatives, livestock ▪ 16 hens and 4 roosters were ▪ Refer to 2.5.2
fowl alternatives and 2 livestock's and vaccines provided to 4 families in 1 village
and vaccination to 160 families in
30 villages.

2.5.4 Cooperate with VDCs to select ▪ Project staff ▪ Not done ▪ The target communities do not have
40 families in 30 villages for families who dig ponds. People
fish raising training used to catch fish from the
stream and rivers.
training on fish raising to 40 training materials
families in 30 villages.
2.5.6 Provide fingerling and materials ▪ Budget, fingerlings, plastic net and ▪ Not done ▪ Refer to 2.5.4
to 40 families who raise fish plastic sheet
in 30 villages
2.5.7 Cooperate with VDCs to select ▪ Project staff ▪ 9 farmers selected from ▪ The Project started with 9
40 families in 30 villages for 3 villages for SRI training interested farmers first.
SRI training
2.5.8 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ 9 farmers were introduced the ▪ People showed interest in
training on SRI to 40 families training materials SRI techniques and its the concept but hesitated to start
in 30 villages. advantages
2.5.9 Provide rice seed to 40 families ▪ Budget, rice seed ▪ Not done ▪ Refer to 2.5.8
in 30 villages
2.5.10 Cooperate with VDCs to select ▪ Project staff ▪ 20 families were selected for home
160 families for home gardening gardening in cooperation with VDC
in 30 villages
2.5.11 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ Not done ▪ There was no coordination with
training on vegetable growing training materials PDoA from the beginning
to 160 families in 30 villages of the Project. Staff has shared
their best practices and
understanding on vegetable
growing during household visits
2.5.12 Provide vegetable seeds to 160 ▪ Budget, vegetable seeds ▪ 20 families received local
families in 30 villages seed, which was collected by
staff from other villagers.

2.5.13 Cooperate with VDCs select ▪ Project staff ▪ Not done ▪ MCH work was prioritized and
9 demo farmers in 9 villages the Project staff could implement
this activity.
training on IFM to 9 demo farmers training materials
in 9 villages.
2.5.15 Provide seeds and materials to ▪ Budget, seeds, materials ▪ Not done ▪ Refer to 2.5.13
9 demo farmers in 9 villages
2.5.16 Organize field day in 9 places with ▪ Project staff, budget ▪ Not done ▪ Refer to 2.5.13
9 demo farmers for 270 people
2.5.17 Conduct community meeting on ▪ Project staff, budget ▪ 95 people (54 women) from 12
SHG and the advantages of group villages were introduced to SHG concept.
formation in 30 villages
2.5.18 Form 49 SHG/ interest group at ▪ Project staff and materials ▪ Not done ▪ It was not done as SHG was
least 12 members of each group not formed yet.
2.5.19 Conduct workshop in SHG ▪ Project staff, budget, ▪ Not done ▪ Refer to 2.5.18
concept and the advantages of training materials
group formation for 588
participants
2.5.20 Provide training on SHG book- ▪ Project staff, budget, ▪ Not done ▪ Refer to 2.5.18
keeping to 245 participants training materials
2.5.21 Provide grant support/ WCA to ▪ WCA grant ▪ Not done ▪ Refer to 2.5.18
30 SHGs/ interest group
▪ 50 fruit trees were provided to ▪ The support was CWS staff's

21 vulnerable families. initiative.
▪ 200 mango seedling grown ▪ The tree will be distributed to

by staff in CWS PVH office the interested vulnerable people
in the next semester.

OBJECTIVE
Output 3.1
Community key persons (CCs, VDCs, ▪ 100 key people ( teacher, VDC, VLs, ▪
VLs, elderly, monk) play an active elderly, TBAs, VHV, monk) trained in
role in peace building, responding to understanding conflict
conflict, and utilizing LCP approaches ▪ 48 CC members received reflection ▪ ▪
in their communities workshops on Working for Peace
▪ 40 VDCs, VLs and CC members ▪ ▪
trained on LCP concept

3.1.1 Conduct 4 training courses on ▪ Program coordinator/officer, ▪ 16 Community Peace Volunteer ▪ The Project staff requires
Understanding Conflict to 100 key project coordinator, budget, training (CPV) ( 3 females) selected supports from Program staff.
persons for 24 villages material from 15 villages. On the other hand, the Program
and the Project agreed to move
this activity to FY09 due to time
constraints and selected CVP
as the focal point of the village.
▪ Only 1 village has two CPVs
because the village is big, and
no right candidates found yet
in other 3 villages.
3.1.2 Conduct 2 Reflection Workshop ▪ Program coordinator/officer, ▪ Not done ▪ Refer to 3.1.1
on Working for Peace to 48 CC project coordinator, budget, training
members. material
3.1.3 Conduct 2 training courses on ▪ Program coordinator/officer, ▪ Not done ▪ In addition to providing training to the
LCP concept to 40 participants project coordinator, budget, training community, 10 PVH staff
material received training on LCP concept
from Peace Program Coordinator

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 ▪ 48 VDVs (24 female) selected in 24 ▪
actively, commune and village disaster villages
preparedness plans developed and ▪ 60 VDVs and CCs received CBDRM ▪
implemented in target communities training
▪ 200 interested key people in 24 ▪
villages received echo training on
CBDRM from VDVs.
▪ At least 1,000 people in 30 villages ▪
awared of disaster preparedness
▪ At least 5 disaster mitigation projects ▪
implemented in the most disaster
prone areas.
▪ 100 key persons including VDVs, ▪
VDCs, CCs, VLs enhanced the
capacity on community based
disaster preparedness twice a year.

4.1.1 Cooperate with VDCs and VLs to ▪ Project coordinator, budget ▪ 31 Red Cross Volunteers (15 ▪ 5 more RCVs will be selected
select 48 VDVs in 24 villages women) were identified from 17 in the next quarter to make it
villages. Among those there were 36 RCVs in 18 villages in
14 RCVs (1 woman) were cooperation with PRC.
selected in cooperation with
VDC and VL.
4.1.2 Coordinate with PRC to provide ▪ Program/Project coordinator, budget, ▪ Not done ▪ The selection was done late
2 training courses on CBDRM to training materials in June, so the Project could
VDVs and CCs. not perform this activity.
4.1.3 Support VDVs to conduct echo ▪ Project coordinator/staff, budget, ▪ Not done ▪ Refer to 4.1.2
training on CBDRM to 200 inter- training materials
ested key persons in 24 villages

4.1.4 Support VDVs to conduct disaster ▪ Project staff, budget, IEC materials ▪ Not done ▪ Refer to 4.1.2
preparedness awareness in
30 villages for 1000 interested
people.
4.1.5 Facilitate VDVs, VLs, VDCs and ▪ Project staff ▪ Not done ▪ Refer to 4.1.2
CCs to develop village disaster
mitigation plans.
4.1.6 Support VDVs, VDCs, VLs and ▪ Budget ▪ Not done ▪ Refer to 4.1.2
CCs to implement 5 disaster
mitigation projects.
4.1.7 Organize and facilitate semester ▪ Program/Project coordinator, budget, ▪ Not done ▪ Refer to 4.1.2
meeting for 100 key persons workshop materials
Output 4.2
Improve capacity of VDVs to provide ▪ 48 VDVs trained on CBFA and ▪
first aid services to emergency equipped first aid kit
victims and most vulnerable people

4.2.1 Coordinate with PRC to provide ▪ Program/Project coordinator, budget, ▪ Not done ▪ The 17 existing RCVs were
2 training courses on CBFA to training materials already trained. The Project
48 VDVs will provide refresher training
course in the next semester.
Output 4.3
Respond well-being of vulnerable people ▪ 500 vulnerable people and disaster
and disaster victims in times of victims received commodities
emergency assistance

4.3.1 Provide emergency relief to 40 ▪ ERP Coordinator, Project staff, ▪ 15 most vulnerable families from
VPs and disaster victim families budget, vehicle 8 villages received 650kg of rice
in affected areas 260 cans of canned fish, 26
bottles of cooking oil and 26
packs of iodine salt, and 3 of
them received 3 mosquito nets.

4.3.2 Support food assistance to ▪ ERP Coordinator, Project staff, ▪ Not done ▪ No flood and drought occurred
500 flood and or drought victim budget, vehicle
families in target areas.
4.3.3 Support emergency kits to PRCs ▪ Budget, project coordinator/manager ▪ Not done ▪ The Project and Program
Offices have built relationship
with PRC on RCV election;
however, the support was
based on the demand of the
PRC and there was no such
request yet.
OBJECTIVE
Output 5.1
Monitor and support field staff and ▪ Monthly project monitoring visits ▪ ▪
performance)
▪ Semester monitoring visit for M&E ▪
system

5.1.1 Field visit to monitor project ▪ Project Manager, Project Coordinator, ▪ Program officers and project ▪ Coaching given on the job
management (12 times) Program Officers, vehicle coordinator conduct regular field training on PLA operation,
monitoring. Support staff to conduct stay overnight, and learning
PLA, VDC selection, trainings and from each other
stay overnight together with field staff
▪ Program Manager conducted

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

5.1.2 Field visit to monitor project ▪ Project Manager, Program Officers, PProgram officers and Project ▪ Coaching and advice were given to
implementation and staff vehicle coordinator monitored staff field staffs on SHGs, VDC
performance (24 times) performance every 2 weeks, working with VP, village
totally 12 times in the first 6 plan, training, selection of
months periods beneficiaries
▪ 2 Program Officers and a Project ▪ While staying in the project,
Coordinator conducted regular they supported staff with daily
field monitoring, provided projects implementation
coaching and mentoring to the
Project staff by staying at the
village with them 2 weeks a
month.
5.1.3 Conduct monitoring & evaluation ▪ Project manager / coordinator ▪ Program officers, project ▪ Monitoring system was conducted
system two times per year vehicle, Program officers/coordinator coordinator, staff participated in first time by FMER focusing on
Program manager monitoring system conducted planning
by FMER
▪ Not done for second semester yet ▪ As planned by M & E unit

the monitoring will be done in
September 2008.

Project Name: Svay Rieng Water Sanitation Cooperation Project
Project No.
Narrative Summary Objectively Verifiable Indicators Means of Verification Variances/Remarks

Overall Objective:
To expand the coverage of improved water supplies and sanitation facilities to underserved population of Romeas Hek and Romduol District,
Svay Rieng Province, and to improve health and hygiene practices related to water borne diseases and sanitation.
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 • 4 Quarterly meetings with provincial • Minutes of meeting
with sectoral forums: provincial department; district authorities and
(PDRD, PDoAFF), district commune councils organized
authorities and CCs.
Activities: CWS's Inputs Actual Output Variances/ Remarks

1.1.1 Strengthening relationship with • Project Coordinator and Project staff • Two times meeting; once with • July-Dec. 07, Jan-Jun. 08
Svay Rieng PDRD for motorbike, vehicle PDRD Director, and another • Select beneficiaries
implementing WatSan project with PDRD coordinator • Training
• Filter, latrine and upgrade
hand pump
• 6 meetings were held with Director
of SVR PDRD to discuss
field visits arrangements,
arsenic testing action plan,
recognition certificate for
WSUGs and the FY09 MoU.
SvR WatSan Cooperation Project Annual_FY08_Logframes 177

• 4 monthly meetings with 1
PDRD coordinator and 2
officers, who are the Project's
cooperation staff to discuss
monthly work plan and
achievements
1.1.2 Strengthening relationship • Project Coordinator and Project staff • 46 (13 women) of CCLs,CCs, • Meeting for strengthening
with 2 district authorities and 6 motorbike, vehicle VCs, VDCs and VAs in five • and collaboration between
communes in CWS target area communes of Romeas Hek authorities and CWS
and Romdoul districts.
• 2 meetings with District
Governor of Romeas Hek
and Rumduol to report on
Project's achievements
• 5 meetings were held with 25 commune

councils of the 5 targeted
communes to discuss
WSUG formation, preparing
World Water Day, and other
training plans of the Project.
Output 1.2:
Strengthen leadership among local • 40 CCs/VLs (40% women) trained
partners and community structure to in Leadership skills/practice
better understand and implement
community development principles • 40 CCs/VLs (40% women) trained
and processes in Com Dev concepts
• 300 vulnerable people from 15 villages

trained in CD concepts

1.2.1 Provide training on Leadership • Credit Program Coordinator, PDRD • 10 CCs (2 women), 49 VLs • The participants were more
skill to 40 CCs/VLs in SvR budget, training manual, materials (6 women) and 7 CDFs prepared because this course
received training on Leading and is very important for their
Managing Rural Organization community leaders such as
CCs, VLs and CDFs.
1.2.2 Provide training in CD concept • Credit Program Coordinator, PDRD • 5 CWS staff, 3 PDRD staff • To build their capacity and
to CCs/ VLs budget, training manual, materials 7 CDFs, 5 CCs (1 woman) knowledge in order for them
received training on CD concept to echo such training to
CCs and VLs next times
1.2.3 Assist the CDFs to conduct • Credit Program Coordinator, CDFs, • 15 VLs, 99 WSUG members • The VLs and WSUGs are the
training course on Com Dev budget, materials (40 women) received training on core groups who will take
concept to 300 vulnerable CD Concept lead in development
people from 15 target villages of their communities
Output 1.3
Vulnerable families are better able to • 60 vulnerable people from15 villages • •
plan and manage household were coached in household planning and
resources, leading to improvement practice
in overall living conditions
• 120 vulnerable people were trained on • •
how to conduct family assessment

1.3.1 Support CDFs to coach 60 • CWS staff, CDFs, budget, materials • Not done • We still do not yet build capacity
vulnerable families on for CDFs and this training
household planning will also include with family
assessment

1.3.2 Support CDFs to provide • CWS staff, CDFs, budget, materials • 5 CWS staff, 3 PDRD staff • CDFs will identify vulnerable
training on family assessment 7 CDFs, 5 CCs (1 woman) families as the Project's
to 120 vulnerable people were trained on family assessment beneficiaries and conduct
household impact assessment
in cooperation with CCs and
the back up support for staff
and PDRD.
Output 1.5:
Successful withdrawal of CWS • 50 villages successfully exited •
from selected communities;
hand-over of selected programming
to local actors (CCs, and VLs)
1.5.1 Conduct handing over of CWS • Program and project staff, budget • Not done • Phasing out from the village
assets to community members will be considered in FY09
in 50 villages because CWS is not yet ready
and well prepared for the
phasing out; however,
the community needs more
support on leading and
managing before we can
hand over the development
task to them.

Theme 2: Meeting basic need and building self-reliant, sustainable livelihoods
OBJECTIVE
Output 2.1
Improve overall community health • 500 people received awareness on • •
status and individual health primary health care conducted by
outcomes CDFs with the support from CWS
• 500 people received awareness on • •

dengue fever and malaria conducted
by CDFs with support from CWS

2.1.1 Support CDFs to conduct • Project staff, CDFs, budget, IEC • 393 (241 women) from 15 • The activity was combined
awareness on primary health materials villages including 43 teachers with 2.1.2
care to community (6 women) and 1,384 school
children (585 girls) in 5
communes of Romeas Hek
and Rumduol Districts were
introduced the primary health
care, nutrition, dengue fever,
malaria, and avian influenza.
2.1.2 Support CDFs to conduct • Project staff, CDFs, budget, IEC • Refer to 2.1.1
awareness on dengue fever, materials
malaria and avian influenza to
community
Output 2.2
Improve understanding of good • 500 people received nutrition • •
nutrition among target communities awareness conducted by CDFs
and health status of under and with support from CWS
malnourish children

2.2.1 Support CDFs to conduct • Project staff, CDFs, budget, IEC • The participant is the same • Same as 2.1.1
awareness on nutrition to 500 materials above number 2.1.1
people in 15 villages
Output 2.3
Improved access to safe water and • 480 families benefited from 160 hand • •
household sanitation; reduce pumps construction
incidence of water borne diseases
in the target communities
• 250 families benefited from 50 • •
aprons construction
• 14 well committees formed (40%, • •
women)
• 14 well committees and 160 users • •
(40%, women) trained on hand pump
maintenance
• 400 vulnerable families of 15 target •
villages benefited from 400 biosand
filter distribution
• 400 people trained on bio-sand filter •
use and maintenance
• 800 people educated on water and •
sanitation
• 120 families in 15 villages benefited •
from 120 latrines construction
• 5 primary schools benefited from •
25 installation of biosand filters

• 300 school children, and 8 teachers •
benefited from 2 hand pumps
construction
• 750 students and teachers from 5 •

primary schools educated on water
and sanitation
• Approximately 300 children and 12 •

school teachers improved their health
condition through 2 demonstration
latrines at 2 primary schools.
• 300 people participate in World Water • Progress report •

Day celebration

2.3.1 Collaborate with SvR PDRD in • Project staff, PDRD staff, CDFs • 100 hand pump wells were • The output achievement is
constructing 160 hand pumps Budget constructed in 15 villages of less than planned as the price
for 480 beneficiaries in CWS 5 communes of Rumduol of construction materials
target areas. and Romeas Hek Districts increased. The Project has
benefited 637 (323 focussed more on construction
women) and 192 children of bio-sand water filters.
(89 girls)
2.3.2 Collaborate with SvR PDRD in • Project staff, PDRD staff, CDFs • 32 upgrade hand pumps were • Constructed in 15 new
in constructing/ upgrading 50 Budget constructed benefit to 205 villages in 5 communes of
aprons of hand pump/ open persons including 49 children Romeas Hek and Rumduol Dist.
wells benefited 250 families. (114 women and 24 girls).
2.3.3 Collaborate with SvR PDRD • Project staff, CDFs, PDRD • 31 WSUGs with 155 members (79 • 31 WSUGs were included
in formation of 14 well budget, materials women) were established in FY06, 07 and 08 target
committees in 15 villages in 31 villages, 5 communes. villages.

2.3.4 Collaborate with SvR PDRD in • Project staff, CDFs, PDRD • 145 WSUG members (63 • The absence of 10 WSUG
providing training on hand pump budget, training manual, spareparts women) and 28 VLs were trained members from 155 members
maintenance to 14 well on hand pump well maintenance will be attending with the new
committees members next year.
2.3.5 Collaborate with SvR PDRD • Project staff, PDRD staff, CDFs, • 232 water filters benefited • Installed in 9 new villages of
in providing 400 biosand filters Budget, biosand filter molds 1,285 people including 305 children Daung commune in Romeas
to 400 families in 15 villages. (659 women and 155 girls). District for the first semester.
• 12 water filters were installed

in six pagodas benefited
49 monks, 105 laymen, 25
nuns and 10 children
• One water filter was installed

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

in Daung Commune benefited
11 commune councils and
one clerk (2 women).
• 377 bio-sand water filters installed • The output achievement for

for 377 families consisted of the year is more than planned
1,909 people (975 women) as we remarked in 2.3.1
including 451 children (217
girls)

2.3.6 Collaborate with SvR PDRD in • Project staff, CDFs, PDRD • 513 (86 women) trained on • Project staff, PDRD staff
providing training on bio-sand budget, training manual water filter use and and CDFs trained in 15
water filters use and maintenance to maintenance villages,5 communes of
400 people 2 districts
2.3.7 Collaborate with SvR PDRD in • Project staff, CDFs, PDRD • 218 (111 women) educated • Project staff, PDRD staff
educating clean water and budget, IEC materials on clean water and sanitation and CDFs trained in 15
sanitation to 800 people in villages,5 communes
15 villages 2 districts
• 593 people (314 women) in • The number was less than

15 villages of 5 communes plan due people went out
introduced clean water and for daily wage in Viet Nam
sanitation practices.
2.3.8 Collaborate with SvR PDRD in • Project staff, PDRD staff, CDFs, • 51 latrines benefited for 276 families • Constructed in 7 new
supporting communities to Budget, construction materials including 74 children (149 women villages, Daung commune
construct 120 latrines and 33 girls) of Romeas Hek District.
• 69 latrines were constructed in 10 • Refer the reason of reducing

villages of 4 communes and numbers of latrine
benefited 69 families consisted of construction to 2.3.1
359 people (172 women) including
96 children (46 girls)
2.3.9 Install 25 bio-sand water filters in 5 • Project staff, PDRD staff, CDFs, • 27 water filters were installed in six • The location is in Romeas Hek
primary schools Budget, biosand filter molds, primary schools and onesecondary District, Daung commune
construction materials school benefited 52 teachers
(12 women), and 2,288
children (950 girls)

• 74 filters installed in 9 primary • The output achievement for
and 3 secondary schools in 4 the year is more than planned
communes of Romeas Hek as we provided to all the
and Rumdoul Districts classrooms in each school
benefited 110 teachers (16 gained from the reducing
women) and 4,524 school numbers of latrine and hand
children (2,062 girls) pump wells constructions
2.3.10 Collaborate with SvR PDRD in • Project staff, PDRD staff, CDFs • Not done • The primary and secondary
constructing 2 hand pumps for Budget schools are under the plan.
2 primary schools in CWS UNICEF and PDRD already
target areas. worked on that.
2.3.11 Collaborate with SvR PDRD in • Project staff, CDFs, PDRD • 64 school teachers (11 women) and • Trained in 9 schools of 5
education on WatSan to 750 budget, IEC materials 778 students (341 women) in 6 primary communes of Romeas Hek
students and teachers and one secondary schools and Romdoul Districts.
• 33 teachers (4 women), 472 • Less than planned as
school children (166 girls) we provided to selected
from 8 primary and 2 students only and they will
secondary schools in 3 share their understanding
communes of Romeas Hek and knowledge to other
and Rumdoul Districts students
introduced the clean water
and hygiene practices.
2.3.12 Collaborate with SvR PDRD in • Project staff, PDRD staff, CDFs, • Not done • Refer to 2.3.10
constructing 2 school latrines budget, construction materials
for 2 primary schools in CWS
areas.
2.3.13 Conduct refresher training • Program and project staff, CDFs, • Not done • They are able to provide
on WatSan to 10 CDFs, and PDRD, budget, training manual such training to beneficiaries
3 PDRD staff independently.

2.3.14 Collaborate with SvR PDRD in • Project staff, CDFs, PDRD • 100 people participated in the • Included 1 District Governor
celebrating the World Water budget, materials celebration in Toul Takeo 2 CCs,16 VLs, 7 CDFs, 3
Day Village, Pong Toeuk 3 PDRD,7 CWS staff
Commune, Romeas Hek
District
Output 2.5 • 14 interest groups formed consist •

Improve agricultural production, of 12 members in each group
food security and household income
among vulnerable people and • 160 vulnerable people trained on • Training report, monitoring
interest groups in target home gardening visit
communities
• 168 people trained and supported on • Training report, monitoring
concepts of group formation, and visit
management

2.5.1 Form 14 interest groups with at • Project and program staff, CDFs, • Not done • Only a few members interested
least 12 members in each group budget in revolving fund (saving and
credit)
2.5.2 Coordinate with program staff • Program and project staff, CDFs, • 148 (41 women) were trained on • Beneficiaries from 15
in supporting CDFs to provide budget, materials, vegetable seeds home gardening. villages of 5 communes
training course on home of Romeas Hek and
gardening to 160 vulnerable Rumduol Districts were trained
people
2.5.3 Conduct training on interest • Program and project staff, CDFs, • Not done • Refer to 2.5.1
group concept and advantages budget, materials
of group formation to 168
people

OBJECTIVE
Effective and efficient project management and functioning; enhance community development planning and practice
Output 5.1:
Field staff and field operation • Monthly project monitoring visits • Monthly achievement report
appropriately monitored and (monitoring of project management,
supported project implementation and field
staff performance)

5.1.1 Regular field visits to project • Project coordinator • 24 monitoring visits including • 2 days a week and on a
implementation areas, and field facilitating trainings and regular basis.
staff performance monitoring the constructions by
Project Coordinator.

Project Name: Partnership Program Office
Project No.

Overall Objective:
Theme 1: Capacity Building of CNGOs and Ecumenical Partners and Provide Small Grants to CNGO Partner
OBJECTIVE. 1
Strengthen the capacity of holistic • CNGO & Small Project fund recipients • CFEDA and KNTO expanded This was done during the first
CNGO partners and small project practiced necessary organizational their target and activities to the mid-year
fund recipients to facilitate systems and technical capacity to new remote areas.
program that will effectively and carry out effective community
sustainably improve the living development interventions in support • Five partners developed their 100% achieved as planed
condition of the most vulnerable of the most vulnerable strategies
• Four small grant partners (CSF, • 100% achieved as planed
CFC, CHRAC,Vaddanak) received
funds for advocacy campaign on
child rights, human right & women
day
• CSF is strengthened by support • 100% achieved
from CWS as member of board
directors.
Output 1.1:
Matured organizational capacity • Defined V, M, G for 5 partners • KORCD, CFED, CFEDA, KNTO & • 100% achieved as planed
for CNGO partners PPS defined their VMGs in FY08
• Developed strategic plan for 5 partner • KORCD, CFED, CFEDA and • This is done during the first
KNTO developed strategies mid-year
• Phare Ponleu Selpak (PPS) • PPS works with vulnerable and
in Battambang developed the orphan children to develop
Strategic Plan life skills to earn income
• A staff interview on "organizational • ICSO receives fund support
development" issues carried out from ICCO. This is a good
by the Partnership team. The opportunity that CWS can
Partnership Program Office Annual_FY08_Logframes 189

findings and recommendations support a partner who receives
were presented to their Board from the same donor
• Partnership Program Manager • This was not in original plan but
as member of board director it is opportunity for the program
strengthened CSF on the org. manager to expose and provide
management coaching and strengthen CSF
organization
1.1.1 Support the Partnership Project • Program and Project staff, budget, • Program staff assisted the • This was done during the first
BTB, BTM, KPT & Ecum. in training materials Project staff to develop mid-year
developing strategic plan for strategies for 4 partners
partners (KORCD, CFED, CFEDA, KNTO)
• The program staff facilitated the • PPS is a non-funding partner
Strategic Planning Workshop for of CWS who requested for
Phare Ponleu Selpkak in BTB support to develop their
known as artistic Organization Strategic Plan in April-May 08
with 46 staff (14 women) attended
• The Partnership Team with support • This was not in the original plan
from the Country Representative of FY08 but ICSO needs urgent
conducted interview to 30 staff of support. CWS team allocated
ICSO on organization development time to help.
issues in late March 2008.The team
consists of the partnership
manager, OD program officer,
KPT partnership project and
peace building coordinator
• The partnership program manager • CSF needs CWS to help
was assigned to be a member of strengthen their organizational
board of director for CSF started management system and build
from March 2008. The program capacity for their staff. This is
provided technical support and not in the original plan
mentoring on organizational
management. Two staff of CSF
attended the Strategic Planning
and Reflection workshop.

Output 1.2:
CNGO partner matured in technical • Partners improved leadership & • 24 partners received training on
capacity management skills "Institutional Management" in KPT
• Improved quality of report • A Report Writing course was
conducted for 12 partners
(4 holistic).
• Partners obtained PRA skills • KORCD & CSCM obtained
PRA documentations
• Partners obtained TOT & CD skills • Ecumenical partners obtained
Presentation Skills
• "Community Based Org. and
Management" was organized
in Kompong Thom Office.
21 participants (8 women)
participated.
• 24 staff of partners obtained TOT
skills
1.2.1 Conduct training on • Program and Project staff, budget, • The Program staff conducted the • Training topic changed as the
"Management of Change" for materials training "Institutional Management" program observed that the
all partners in Kompong Thom Office on 21-25 partners need basic institution
April 2008 with 24 participants management at this stage and
(3 women). will conduct a "Management of
Change" in FY09.
1.2.2 Conduct training on "Report • Program and Project staff, budget, • 21 participants (5 women) from • The program staff already
Writing" for all partners materials 12 partners (4 holistic) parti- followed up with participants
cipated in Report Writing course. and outcome presented in the
Of which, 2 CFEDA, 2 KNTO, narrative.
1 ADOVIR, 3 KORCD
1 CIDC, 2 CFC, 1 SAMAKY,
1 CFED, 3 CSCM, 1 ICA,
2 KCC, 2 Local Church.

• The partnership program launched • This format was developed
the proposal format to 23 partners by CWS Partnership Program
(4 women) from 17 CNGOs, on for partners to fuilfill and submit
7-8 April 2008 at CWS Office the proposal to CWS for fund.
• The Partnership Program provided • CFC adopted orphan children
US$ 800 to CFC for 9 foster in Srey Santhor and Prey
mothers and 6 staff to visit and Chhor Districts, Kompong
learn more skills of handicraft Cham.
from the good practitioners
(Silk Lab, Waddanak Pheap, RCC,
and Rachana) in Siem Reap from
26-30 March 2008.
1.2.3 Support the project staff to • Program and Project staff, budget, • Supported Partnership Project
facilitate PRA training for materials, vehicle Kompong Thom to conduct
partners training on PRA for KORCD
with 10 participants (6 from
KORCD, 2 CSCM, 2 KCC).
• Following the PRA training, 4 • Program staff also provided
CSCM, 3 KCCs & 3 ICA staff coaching on data analysis
conducted a field practice of of PRA
PRAs in three target villages
in Takeo Province.
1.2.4 Conduct training on "TOT for • Program and Project staff, budget, • The Program staff assisted
Community Trainers" to partners materials Ecumenical Project staff to
facilitate a two-day training on
Presentation skills, with 13
participants (3 women)
participated.
• The program staff conducted a
training on "Training of Trainers",
on 18-22 February 2008, with 24
participants (8 women).
1.2.5 Support the project staff to • Program and Project staff, budget, • The Program staff assisted • KPT Partnership project staff
facilitate CD Concept training materials, vehicle Partnership Project Kompong is able to provide CD training to
Thom to conduct Training on its partners and VDCs in

"Community Based Org. and KORCD target areas.
Management", in Kompong
Thom Office. 21 participants
(8 women) participated.
Output 1.3
Increased Advocacy & Awareness • 3 CNGOs received small grant • Two partners (CSF & CHRAC)
Raising activities in partner's targets received small grant.
• Events conducted • A campaign called 19 Nov
World Day for Prevention of
Child Abuse under the theme
of "Run Half Marathon to Stop
All Forms of Child Abuse" was
organized by CSF in Baloung
District, Ratanakiri Province.
• The Human Right Day, 10 Dec under
the theme of "We all have obligation
to promote and defend human rights"
organized by CHRAC in Phnom Penh
• CSF received US$800 to organize
a public campaign of fighting HIV/
AIDS on Valentine's Day, 14 Feb 08
• Vaddhanak received materials • The campaign conducted for
support from CWS for International women garment workers
Women's Day, 08 March 08
• Three partners (CSF, CFC, CC)
received small grants of USD 2180
for the International Children's Day
1 June 2008, with 3,896 participant
(3,586 children).
1.3.1 Provide small grants to CNGO • Program staff and budget • CSF organized a campaign called
partners to implement activities 19 November-World Day for
including Child at risk, women, Prevention of Child Abuse under the
..etc the theme of "Run half Marathon to
Stop all forms of Child Abuse" in

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

support from CWS, organized
the Human Right Day, 10 Dec under
the them of "We all have obligation
to promote and defend human rights"
through Street Parade and rally in
open and public area in Phnom
Penh, with apprximately 5,000 people
from 59 different human rights
organizations, Union Federations and
the Special Representative of
Secretay General of the United
Nations for Cambodia.
• CWS granted CSF US$800 organiz • The campaign was known to
ed a public campaign of fighting the public and many press and
HIV/AIDS on the Valentine's Day, Radios asked CSF staff for
14 Feb 2008. CSF mobilized and interview for this interesting
trained 32 staff and volunteers as event.
peer educators.
The team provided peer education
to approximately 3,000 young and
adults who are at risk of HIV/AIDS
and drug use. The program mainly
reached to the university students.

• The Program provided materials • The event was conducted in
with a cost of US$ 471.00 to the Sre Pring Village, Kompong
partner, Vaddhanak based in Chhnang Commune, Kompong
Kompong Chhnang, organized the Chhnang District.
International Women's Day, on
8 March 2008, with 259 participant
(239 women factory worker, 13
community representative and 7
delegates).
• Three partners (CSF, CFC, CC) • All partners worked closely with
received small grants for the the local authorities and school
International Children's Day, 1 Jun teachers and child clubs to
CSF:US$ 400 organized in Ksach organize the Children's Day.
Kandal, Kandal Province
CFC:US$ 800 organized in
Kompong Cham Province
CC:US$ 980 organized in Poipet,
Banteay Meanchey Province
• CWS contributed US$ 2,700 to • This is an annual event for
Youth Star Cambodia for the fund Youth Star Cambodia to raise
raising awareness day through fund for supporting young
Collaborative Diner Party on 6 April people to develop their potential
2008. There are approximately 50 as civic leaders through
NGOs, private sector, government volunteer service and hand-on
ministers with 500 people in the experience working in under-
event. served rural communities
Theme 2: Management and Supervision
OBJECTIVE. 2
Provide overall management, • CNGO Partners possess necessary • KNTO was monitored twice and • M&E team continues to monitor
supervision and capacity building organizational systems and technical feedback was given
to Partnership Program field staff; capacity to carry out successful, • CFED was evaluated and
develop & strengthen mechanism, quality community development feedback was given
practice, guideline and tools that will interventions • KNTO, CFEDA, CFED, ADOVIR,
improve the Partnership Program & COWS & BFDK audited by CWS.
lead to enhanced outcomes

• Strategies, mechanisms, guidelines, • Proposal Appraisal Tool for • The tools have been used
policies, tools developed, tested holistic partners existed
and updated
• TNA and Follow Up Tools for partner • This was already in testing
capacity assessment were developed to follow up staff capacity
Output 2.1
Improved capacity of CNGO • At least 12 visits to holistic partners • 7 field visits conducted to KORCD, • This was done during the 1st
partners to plan, implement, at least two times per partner/year KNTO, CFEDA, ADOVIR, ACED, semester
monitor, assess & report outcomes CFED, COWS and BFDK
• 2 field visits to CFEDA in BTM with • This was done in April 08 and
accompany of CWS regional May 2008.
Director and to KORCD & CIDC
in KPT with accompany CWSNZ
International Program Coordinator
2.1.1 Visit partners at least two times • Program staff, budget and time • 3 field visits conducted to KORCD
per year to monitor outputs for flood assessment and food aid
• One visit to KNTO & CFEDA in
Banteay Meanchey for introduction
and monitoring.
• One visit to ADOVIR and ACED
Battambang for relationship building.
• One visit to CFED to present its
final program evaluation and field
visit to target community
• Lately, visited to COWS and BFDK
(phased out partners) to learn their
community work.
• One visit to CFEDA in BTM with • The visit was accompanied by
accompany of CWS's Regional CWS Cambodia's Country
Director (Mr. Skip), in April 2008. Representative, Director for
The regional manager visited the Programming, BTB and BTM
new extension target villages of project manager & partnership
CFEDA and meeting with people. program manager.

• One visit to KORCD in May 2008 to • The visit was accompanied
see the progress of KORCD in with Mr. Rob Wayne, CWSNZ
terms of organizational development International Program Coordin.
and program. This visit is a part of building
relationship between CWSNZ
and KORCD and CIDC as
CWSNZ prefers to provide
direct funding to partners.
2.1.2 Provide feedback to partners • Program staff, budget and time • After field visited to KORCD,
regarding programming feedback meeting was done for the
improvement regarding the field
implementation and Self Help Group
weaving program and new rice bank
• Findings and recommendations • M&E team will monitor to all
of field monitoring to KNTO CWS partners in FY09
was presented to their staff
• A final program evaluation result of • CWS continue to provide
CFED Svay Rieng was presented coaching & build their staff
and feedback discussion was carried capacity.
out among their staff. CWS Program Mekong Plus is the donors of
partnership & finance unit still give CFED, requested CWS to help
technical support related to the monitor and build capacity of
financial management issues as accountant and financial
Mekong Plus requested support management of CFED.
from CWS Cambodia. All financial reports need to be
reviewed by CWS finance first
before sending to Mekong Plus.
• After, the last field visits to CFEDA, • The project manager already
KORCD and CIDC, Partnership facilitated with partners for the
Program Manager gave some exit strategy development. This
feedback related to strengthening will review in the next program
SHG, weaving program and staff meeting.
strategic plan & exit strategies

Output 2.2
Improved program implementation • At least 2 visits to project field office • Provided coaching to the Project • The Project staff improved the
at field level; and improved staff per year Coordinator Kompong Thom for skills to work with partners and
management and development better planning, implemention & better understanding of report
reporting writing
• Provided coaching to the Project • The Project staff and partners
Manager Battambang on strengthen- in BTB&BTM understand and
ning financial, and planning improved skills of reporting &
proposal writing and advised to
partners.
• Provided technical support to OD • This support was a part of field
program officer for three times visit to the participants and
for the training curriculum. assisted the OD program staff.
2.2.1 Visit to project field office and • Program staff, budget • 3 visits to Kompong Thom Project • This was done in the first
target partners related to Office and two visits to BTB/BTM semester
management issues Office.
• One visit to KPT Project office in • This is a part of the discussion
May 2008 for sharing on funding with CWSNZ who wants to
from CWSNZ to support partners provide direct fund to partners
in KPT from FY08-11. The meeting in KPT.
also discussed about the future
support for CIDC to be a holistic
partner from FY09-11.
2.2.2 Provide feedback to project staff • Program staff, budget • During the field office visits, meeting • This was done during the first
related to program management with staff were carried out to ensure semester
a sound management and financial
issue.
• The program manager provided • CIDC is a small grant partner
feedback related to the preparation but it seems potential to be a
of the new holistic partner (CIDC) holistic partner
and proposal development & report.

Output 2.3
Improved program management • At least 3 program meetings/year • Two program meetings carried • One meeting at early FY08 was
and coordination out in Kompong Thom Project and missed as the new program
Phnom Penh office. manager just started his job.
• MOU between CWSC, MCC, ICA • The MOU outlines the roles
and AFSC developed for the future and responsibilities and
support of ICA. communication channels for
each support agencies.
• 2 meetings with DCA&LWF for • DIPECHO will fund on ERP for
ERP funding to the partners 15 months for West region
KCDA, CFEDA and KNTO) in BTB partners.
and BTM.
• # meetings with POG & SMT • Attended seven POG meetings • Continue POG & SMT
& eight SMT meetings meeting
• # meeting with other NGOs • Attended 5 meetings with • Continue meetings with
CCC-NGO-GPP, Civil Society NGOs partners
on Aid Effectiveness Dialogue,
Community Organizing
Dialogue and Farmer's
Development Dialogue.
• 15 meetings with Ecumenical • The meetings with partners will
Partners of ICA, KCC & CSCM continue next year
and small grant partners of CC, CSF
& CHRAC as well as non-funding
partners of CFC, Samaky & DPKS.
Lately, meeting with MCC, AFSC
and ICA to agree on the MOU for
the support to ICA in future.
• Meeting with LWF about the hosting • This was done during the first
internship student & facilitating semester
workshop on "the Buddhist and
Christian Values" and translation of
Diakonia and small Catechism

• Facilitated the workshop on • This was done during the first
"Relationship Building" for semester
Indigenous Community
Support Organization (ICSO)
with 17 multi-faith staff in
Ratanakiri Province, on
20-21 November 2007
2.3.1 Conduct program meetings • Program staff, budget • One program meeting was • This was done during the first
conducted in Kompong Thom semester
Project Office to agree on TOR,
Project &Program plan FY'08
• One program meeting conducted • One meeting at the beginning
in Phnom Penh in February 2008, of FY08 was missed due to the
with 10 staff (2 women) attended partnership program manager
just started his job.
2.3.2 Attend POG & SMT Meeting • Program staff, budget • Attended 2 POG meetings • This was done during the first
& two SMT meetings semester
• Attended five POG meetings and • This is done during the second
six SMT meetings semester
2.3.3 Attend the meeting with other • Program staff, budget • Attended workshop on the • This was done during the first
NGOs (partners, donors, "Financial Management" was semester
network) organized by CCC-NGO-GPP
• Attended workshop on the " Aid

Effectiveness" organized by CCC-
NGO PhD student
• Attended workshop on the "Civil
Society Organization Dialogue on
aid effectiveness" organized by
NGO Forum.
• Attended workshop on the
"Community Organizing" was
organized by ADHOC

• Attended regional workshop of
"Asian Zone Emergency and
Environment Cooperation
Network/AZEECON" was
organized by the National
Committee for Disaster
Management and Lutheran
World Federation.
• Attended workshop on the
"Development Dialogue" was
organized by CEDAC.
• Attended "Annual General Meeting"
organized by CCC.
• Meeting with Ecumenical Partners
of ICA, KCC and CSCM to build
and learn what can be partnered in
the future.
• Meeting with new small grant

partners: CC, CSF & CHRAC,
to build relationship and seek
deeper understanding about their
organization before the small grants
were released.
• Meeting with non-funding partners:
CFC, Samaky and DPKS who
approached CWS for capcity building
to their staff. Four staff from above
partners were invited for the training
on " Report Writing & CBOs and
Management".
• CWS Cambodia also worked
in cooperation with the international
NGO of Lutheran World Federation
(LWF) to host the intern sutdent for

the research on the Ecumenical
Partnership focusing on the
women empowerment and
youth group.
• In addition, LWF asked CWS
Cambodia Partnership Staff to
facilitate the workshop on the
"Buddhist & Christian Value"
session during Annual Retreat
with 300 staff in Sihanuk Ville,
August 27, 2007.
• Attended workshop on Land
Titling and Poverty Reduction
organized by Analyzing
Development Issues (ADI)
Output 2.4
Better informed programming & • # Program M&E to partners • One M&E exercise carried out to • Program and Project staff
practice as result of periodic routinely KNTO to learn and give feedback continue to monitor the
evaluations of CNGO partners to the partner partners
• Partnership reflection workshop • This is the second time that
conducted with 34 CWS partners CWS partnership organized
and staff the partnership reflection
workshop after 2003 (FY04).
2.4.1 Support the project manager • Program/project staff, time, budget • Assisted Project Manager of BT & • This was not done due to the
to develop TOR for M&E BTM to develop monitoring tools for continuation of funding support
M&E workshop to planned partners. This will be
done in FY09.
2.4.2 Coordinate for internal or • Program/project staff, time, budget • Cooperated with M&E team and • Cooperate with M&E team
external M&E to partners FMER staff consultant to develop the M&E tools to continue monitoring to
and conducted M&E exercise to partners
KNTO for testing tools

• The program and project staff • This workshop was to retreat
organized the "Partnership and create an opportunity for
Reflection" workshop on 11-13 Jun partners to meet together to
2008, at Sihanouk Ville, with 35 reflect to the partnership work
people (4 women) who come and analysis of SWOT and
from 16 NGOs (KNTO, CFEDA, assess the efficiency, effective
ADOVIR, KCDA, KORCD, KCC, ness and impact of the project
CSCM, ICA, CDA, CIDC, Adsu, for individuals, organization and
CFED, CDA, CFC, CCC-GPP and communities.
CWS staff).
Output 2.5
Defined partnership strategies and • Developed new partner profiles • A framework of Ecumenical • This consultant is a local hired.
developed necessary tools for Partnership is clearly defined
monitoring & assessing program
capacity
• Developed "partner selection tool" and • Proposal Appraisal Tool was • The tools were revised based
"proposal assessment tool" developed and presented to on the feedback from POG.
POG.
• POG approved the Appraisal Tools • The tools were very helpful for
and proposal assessment forms. the funding committee to spend
The program and project already less time to assess proposal
used to assess nine proposals
from nine partners (three holistic &
six small grant proposals).
• Grant monitoring tools • Grant monitoring tool was • The program continued to use
developed and presented to this tool.
the Country Director
• M & E forms for partnership • Monitoring forms of SHG, • M&E team continue to monitor
Funeral Association, VDC, to all partners.
Partner Capacity Assessment
were developed .

2.5.1 Support project staff to compile • Project/program staff, budget • The program hired a consultant • The consultant was local hired,
new partner's profiles to document the history of the Mr Paddy, who used to work
ecumenical and developed its for CSCM in Cambodia, provide
framework for CWSC to set the four-month consultancy.
boundary of Ecumenical work and
clear directions in the future. At the
end of assignment, the document
was presented to the country
representative.
2.5.2 Develop "Partner Selection & • Project/program staff • Proposal Appraisal Tool for • This was done during the first
Proposal Assessment Tools" holistic partner was developed semester
and presented to POG to get
feedback. The tool was used
to appraise proposal of KNTO,
CFEDA and ADOVIR for FY08
• POG approved the Appraisal Tools • The tools were very helpful for
and proposal assessment forms. the funding committee to spend
The program and project already less time to assess proposal
used to assess nine proposals
from nine partners (three holistic &
six small grant proposals).
• The program also developed the • This form was used to assess
partner selection tool & presented the new holistic partner.
to POG and POG approved. The
form was used to assess KCDA
in BTB for FY09-11
2.5.3 Develop Grant Monitoring Tool • Program staff • Grant monitoring tool was
developed and presented to
the Country Director. The form
shared to the program staff.

2.5.4 Cooperate with M&E staff to • Project/program staff, budget • Monitoring forms of SHG, • M & E Handbook developed
develop M&E Forms for Funeral Association, VDC,
partnership Partner Capacity Assessment
were developed and
incorporated in the M&E
Handbook
Output 2.6
Improved profiling & promotion • # Donor coordination meeting • A donor meeting with Mekong
of CNGOs partners to other donors Plus and AusAID was carried
for resource mobilizations out to discuss about CFED
Svay Rieng Financial Issue.
• Four partners (CFEDA, KNTO, • CFEDA and KNTO are strong
CFED&CIDC) requested support partners of CWS Cambodia.
from CWS for reference for
proposal submission to AusAID.
Only CFEDA and KNTO received
12,000US$ each.
2.6.1 Coordinate meeting with other • Program staff • Partnership Program staff • Before Mekong Plus provided
donors Mplus, AusAID, Hiefer, coordinated a meeting with fund support to CFED, they
MekongPlus & AusAID as requested CWS to conducted
they are funding partners of an financial review and CWS
CFED Svay Rieng. Meeting agreed to build the capacity of
was focused on financial CFED accountant and other
quality check. CWS internal staff. CFED received fund
audit conducted a Mekong Plus.
global audit to CFED based
on the request from Mekong
Plus & AusAID.
• Within the partnership program
and finance unit provided technical
financial support and capacity
building to CFED staff.

• Supported four partners (CFEDA, • CFEDA and KNTO are strong
KNTO, CIDC&CFED) for proposal partners of CWS Cambodia
development to AusAID. At the end and they have many good
CFEDA and KNTO received fund achievements.
with US$ 12,000 for each org.
2.6.2 Attend NGO/ donor forum • Program staff • Attended two meetings of NGOs • The nominations were not
Forum as CWS nominated the successful.
partnership program manager to
be candidate of CCCManagement
Committee in 2008.
Output 2.7
Staff development; effective • Program staff possess OD skill • 6 Partnership Staff attended
training and mentoring of field office M&E system development
staff; enhanced capacity building of
program office staff • Project staff possess project cycle • Ongoing coaching and follow
management skill up the progress of project
implementation to ensure the
quality of work
• OD Program Officer received • This support was a part of field
technical coaching for three times visit to the participants and
for the training curriculum. assisted the OD program staff.
2.7.1 Provide on-going coaching to • Program staff • Coaching meetings with • The Ecumenical staff resigned
program and project staff on the ecumenical Program officer and in April 2008. The program staff
OD & Project Cycle capacity building Program officer carried out extra responsibilities
Management regarding the training course and to implement the project and
approaches on how working with reporting
them more effectively.
• Ongoing coaching to Project
Managers in Kompong Thom and
Battambang regarding the
approaches working with partners
and exit strategies between CWS
and partner and Partners with
their communities

• Provided technical support to OD • It was an opportunity for the
Program officer for three times for program manager to expose to
the training curriculum development the training and assess the
and also assisted in facilitating capacity of the participants and
training and workshop. provided support to the OD
program officer
2.7.2 Encourage Program & Project • Program/Project staff • Six Partnership staff attended
staff to learn necessary skills the M&E Training early FY08
through internal & external and carried out a field practice
training/ workshop to test the tools developed by
the team. As a result, staff
understood definition, tools
used and take ownership on
M&E to the project in future
• Sent KPT partner coordinator to • This conference was continued
attend VBNK conference, 2008 from 2007, and VBNK wants to
of community dialogue on "Make a CWS staff representative to
different society for today and join in this dialogue.
tomorrow", in Banteay Meanchey,
22-26 June 2008.

Log-frame annual Report FY08
Project Name: Kompong Thom Partnership Project
Project No.

Overall Objective:
To build strong communities that will impact positively on the standard of living of poor and vulnerable people, the equality of women and
overall peace.
Theme 1: Capacity Building of CNGO and Ecumenical Partners
OBJECTIVE. 1
Strengthen the capacity of holistic CNGO partners and small project fund recipients to facilitate program that will effectively and sustainably
improve the living condition of the most vulnerable
Output 1.1:
Matured organizational capacity • KORCD's Strategic Plan (VMG) • Strategy of KORCD exists • The strategy was reviewed by
for 1 CNGO partners developed board of directors and is being used.
• Annual Plan document developed • Annual plan with details of • Staff used the annual plan as a
activities and timeframe was milestone for implementing
developed and being implemented the organization activities.
• CAT conducted for HAPO, COP • Capacity Assessment conducted for • Staff conducted M&E to three
and CIDC HAPO, CIDC and COP Small Grant partners by using CAT
• KORCD staff are able to use CAT • CAT training and practice was • Six KORCD staff are able to
conducted for KORCD use CAT to evaluate their organization
• KORCD's Admin & Staff policies • KORCD's Admin & Staff policies • Documents are available
reviewed were reviewed
• Training need assessment identified • Training Need Assessment • Project staff and KORCD staff
was conducted for KORCD completed the training FY08
• Staff policies implemented by • Staff policy was developed & • It was reviewed and being used
KORCD staff being implemented
1.1.1 Train KORCD staff on • Program and Project staff, budget, • Project staff with support from • The strategy was reviewed
strategic plan (VMG) training materials partnership program officer by KORCD's board of director
conducted training on strategy and is being used.
KPT Partnership Project Annual_FY08_Logframes 208

planning workshop for the six
KORCD and two CSCM staff
from 13-17 Oct 2007.
1.1.2 Assist KORCD to develop • Project staff, motorbike • After the strategy plan was • Plan of Action FY'08 is in use
annual plan developed, the 6 KORCD staff
with support of CWS staff
developed the Annual Plan of FY08
1.1.3 Use CAT to evaluate HAPO, • Program and project staff, motorbike, • CAT was carried out by HAPO on • Project staff found that HAPO
CIDC and COP materials 20-21August 07 with full participation and CIDC achieved their plan
from partner's staff and 60 parents of and were good at office management
of school children; and CIDC COP was good at the field
carried out its CAT on 24-25 Oct 07 work, but lacks organizational
with participation from partner's staff management.
and 40 local authorities. COP was
evaluated using CAT on 21-22
Jan 08 with participation from partner
staff and six local authorities in
three villages.
1.1.4 Provide training on CAT • Project staff, budget, materials, • CAT training and practice were • KORCD staff are able to use
Assessment to KORCD motorbike conducted for six KORCD staff in CAT to evaluate the organization by
May 08 at KORCD's office from themselves for next year.
17-18 June 08.
1.1.5 Coach KORCD staff to revise • Project staff, materials, motorbike • Administration system and staff • KORCD staff were involved in revising
administration system and policy of KORCD were reviewed administration system and
staff policy staff policy
1.1.6 Conduct TNA for KORCD staff • Project staff, motorbike, materials • TNA was conducted for • KORCD and Project staff
KORCD and put into staff conducted training followed TNA plan
development plan
1.1.7 Monitor KORCD staff on plan • Project staff, motorbike • Project staff monitored the KORCD • Project staff also stayed
implementation of annual staff and program four times per at the communities with
and organizational month to make sure the manage- partner staff to learn more
management policies ment system & activities were about their livelihood
carried out as planned.

1.1.8 Select Village Development • Project staff, motorbike, materials • KORCD staff cooperated with • New VDCs and VCPMs
committee (VDC) and Village Provincial Rural Development PRDD and DRDD staff attended training on roles and
Committee for Program Department (PRDD) and District to select nine VDC leaders, responsibilities, village plan and
Management (VCPM) Rural Development Department. 52 VCPMs and 12 Advisors conflict resolution part I.
(DRDD) in nine target villages of KORCD.
Output 1.2:
CNGO partner matured in technical • 8 target villages of KORCD • KORCD staff conducted PRA • PRA document of each village
capacity conducted and documented PRA in nine target villages in three communes is in place.
& 286 villagers (214 women).
• KORCD staff have good team work • KORCD staff have worked • Continue to improve the
hard through consultation and effectiveness of program
participation with stakeholders implementation
• Financial report from KORCD is • KORCD submitted monthly & • Project staff continue to
acceptable quarterly financial reports with monitor it closely
acceptable quality Jul-Nov07
• KORCD staff are able to train SHG • KORCD trained 8 SHGs on • Project staff will train
committee members on bookkeeping bookkeeping in the eight KORCD staff to improve their
target villages. bookkeeping skills
• KORCD staff are able to present • KORCD staff slightly improved • Project staff provided coaching
their work in the meeting/ workshop their presentation skill through on the presentation skills to
meeting and workshop KORCD staff in every meeting/
workshop.
• KORCD staff are able to solve • KORCD staff and 23 VDCs received • KORCD staff have continued to
problems in their target areas training on conflict resolution on monitor its village conflict
January 08. resolution committee in their
target villages.
• KORCD staff are able to write report • KORCD submitted the report • Two KORCD staff were sent
and submit it on time of FY08 earlier. to attend report writing with
Partnership Program. Project
staff monitored the quality of
the report.
• Study tour organized for 6 CNGO • The study tour on silk weaving of • After returning from study tour,
staff and 9 community members CFC and village work center in KORCD staff and community have
Kompong Cham was conducted to planned to review their weaving
four KORCD staff and 30 weaving system and repair some looms
members on 26-27 May 08.

• KORCD staff improved their • Five KORCD staff and six CIDC staff • KORCD and CIDC staff
community development work after received training on community understood both theory and
the training. development work on 21-22 June field practice of community
2008 development work.
1.2.1 Conduct PRA training for • Program and project staff, budget, • Project staff conducted a training on • PRA document is in place
KOCRD staff and coach them materials, vehicle PRA for six KORCD, two KCC and KORCD staff are able to
in the field two CSCM staff from 10-14 Sept 07. practice PRA in their new
Participants were asked to practice target villages.
the actual PRA in one village.
KORCD completed its PRA in nine
villages.
1.2.2 Provide training on leadership • Program and project staff, budget, • Project staff conducted the • Project staff will monitor
and management to partners materials, vehicle Community-Based Org & and KORCD will train the
management course from same course to VDCs and
11-15 Dec 07 with 21 people village leaders
(6 KORCD, 2 KCC, 1 ICA,
2 CSCM, 2 CFC, 1 CIDC,
1 HAPO, 1 Adsu Church,
2 CDA, 1 DPKS & 2 teachers
1.2.3 Provide echo-training on basic • Project staff, motorbike, materials • Project staff provided training on • Project staff will provide ongoing
financial management to bookkeeping to KORCD staff and coaching and build strong
KORCD finance staff ongoing monitor financial report financial management
1.2.4 Provide training on SHG and • Project staff, motorbike, materials • Project staff conducted SHG- • Project staff will provide
bookkeeping to KORCD staff Bookkeeping to six KORCD staff ongoing monitoring to
and nine VDCs on 18-19 Dec 07. SHG bookkeeping
1.2.5 Coach KORCD staff on • Project staff, motorbike, materials • Project staff provided coaching to • Project staff will continue on-going
presentation and listening skills six KORCD staff on presentation monitoring
and listening skills in every meeting
and workshop.
1.2.6 Conduct training workshop on • Program and Project staff, budget, • Project staff provided conflict • The next training on conflict
Conflict Resolution to CNGO materials resolution training to six KORCD resolution part II will be carried
partners staff and 23 VDCs on Jan 08 out in first quarter of FY09

1.2.7 Train KORCD staff on report • Program staff, budget and materials • Three KORCD staff were sent to • Project staff will check and
writing attend the report writing in Phnom give feedback to KORCD
Penh organized by the Partnership regarding quality of report
Program 12-16 Nov 07. KORCD staff are
able to write report and submit to
CWS on time. Partnership Project
Kompong Thom also provided
small funds for two staff of CCDC &
COP to attend training course on
M&E organized by VBNK
1.2.8 Conduct study tour to 6 CNGOs • Project staff, budget, materials • Study tour on weaving program was • After the study tour, communities
staff & 9 community members conducted for two days for four and KORCD staff have plan to
KORCD staff and 30 communities review their weaving system and
on 21-22 June 08. to repair some looms.
1.2.9 Train 10 CNGO staff on CD • Program and Project staff, budget, • 11 CNGOs partners staff (KORCD • CNGOs staff were clear on CD
concept materials five and CIDC six) received training theory and they practice it more with
on CD concept for two days from their community in facilitation skills
Project staff on 21-22 Jun 08.
Output 1.3
Matured practice among • Good relationship between CNGO • KORCD staff regularly attend the • CC members were happy with
partners staff and CBO, CC and local authorities monthly meeting with CC. KORCD participation
• Target beneficiaries of the partners • 103 families from eight • Project staff encouraged KORCD
have home garden, animal raising vegetable groups have home staff to mobilize villagers to plant
compost making, Kroma weaving gardens. They earned a total plant vegetables for reducing poverty.
group and rice bank of 6,642,600 Riels
• Four poorest families in Vaing • Three buffaloes and one cow were
Cheung , Kang Meas cheung, Kang delivered to four poorest villages.
Meas Tbong and Tuol Chan village Due to the price of cow increased,
received three buffalos and one cow the group members contributed their
for raising money to increase KORCD's budget
• 18,332kg were borrowed from 90 • KORCD will encourage other

families of rice bank members in members to return rice to their rice
nine villages. bank. People reduced 80% borrowing
rice seeds from the rich families.

• 103 families received home • KORCD will continue to encourage
garden training & planted the other villagers to plants vegetables.
vegetable. They earned a total of
6,642,600 Riels selling vegetables
• 134 kromas from two weaving • Semi-automatic looms used were
groups were weaved& solved quicker
\ than the traditional ones
• Mortality rate caused by preventable • 417 families were reported using • KORCD will continue to monitor
disease reduced (%) mosquito nets, 257 families community health No one died from
drink boiling water. 25 pregnant the simple diseases (diarrhea,
women received safe birth spacing, malaria and typhoid fever..)
(15 at health center & 10 women
at home).
Four open wells were dug in Vaing
Cheung, Kang Meas Cheung, Kang
Meas Tbong and Tuol Chan village.
• Number of target groups of partners • KORCD provided extension on • KORCD will continue to
received awareness on gender, gender and human rights on Women's Day integrate gender and
human rights and peace building 350 people (245 women) attended the human rights extension in every
conducted by partners with support workshop. village meeting.
from CWS
1.3.1 Encourage CNGO partners to • Project staff, motorbike • KORCD engaged all village leaders, • KORCD will continue to
build relationship with CBOs, commune councils, elderly people in the engage local authorities in
CCs, VDC and authorities meeting & other important events. all development process
1.3.2 Encourage and support • Project staff, motorbike • 103 families received home garden • KORCD will continue to
KORCD staff to train target training & planted the vegetable. encourage other villagers
communities on home garden, They earned a total of 6,642,600 Riels to to plant vegetables.
animal raising, compost making, alleviate one part of poverty in their
Kroma weaving, and rice bank families.
• Four poorest families in Kang Meas • Four poorest families are happy
Cheung, Kang Meas Tbong, Tuol to raise buffalos and cows
Chan and Vaing Cheung received
three buffalos and one cow for
raising.

• Two groups with 21 members • The weaving activities were
(20 women) of Krama weaving impressed by community people
were formed in Kangmeas Tbong & There were two women from
Kangmeas Cheung village and the Tang Krasang and two from
weaving is in progress. 134 Kramas BFDK to learn weaving from
were made and sold to neighbors. them.
1.3.3 Support KORCD in providing • Project staff, motorbike • KORCD raised awareness on • KORCD will continue to
primary health care to basic health for 417 people ( F=340) monitor community health progress
communities in the target villages. 257 people
using mosquito nets, drinking boiled
water. 77 pregnant women received
safe birth ( 45 at the health center
and 32 at home). 30 women still
received birth spacing.
Four open wells dug in Vaing
Cheung, Kang Meas Cheung, Kang
Meas Tbong and Tuol Chan village.
1.3.4 Support KORCD to provide • Project staff, motorbike • KORCD integrated concept • KORCD will continue to
training on gender, human rights, of gender, human rights into the Women's integrate gender, human rights
and peace building to the target Day on 7th March 08 in Kang Meas extension in every meeting
communities Pagoda. 350 people (245 women) with community.
attended.
Output 1.4
CNGOs, CBOs, CCs and VDCs • Two small project grants approved • CIDC& Adsu Church have finished • CIDC and Atsu Church
are to implement small projects in the Small Project grant project with evaluated their activities in
support of the most vulnerable support from CWS, but their June 08.
in their communities activities are still going on.

1.4.1 Select two small project grant • Program and project staff • CIDC received SPG support to • The children's parents were happy
partners implement the children out school to see their children return to school
program for six months.126 children
(55 girls) went to school and
received school materials and 17
bicycles from CIDC. Their parents in
70 families received vegetables seed.

• Adsu Church received CWS support to • Adsu church is good at
repair the weaving venue and two marketing their products to clients
semi-automatic looms. The activities
of weaving are on going.
Output 1.5
Vulnerable people receive • 85 vulnerable/ victim families in • 339 families in Santuk & Baray • Flood caused by overflowing
emergency relief through CNGO KORCD target areas received on- district of KORCD target floodwaters from Stung Sen &
partners time emergency relief received food assistance such as Stung Chinit river due to
50 kgs of white rice, 4 cans of canned fish, new construction of dams
2 kgs of Iodine salt per family KORCD encouraged them to
plant vegetables and plant the
dry season rice.
1.5.1 Assessment of emergency • Project staff, motorbike • Project staff with support from the • 390 flood victims
situation Partnership & Emergency Response requested food
program staff in cooperation with assistance, but the assessment
KORCD & local authorities was able to give 339 most
conducted food assessment for two vulnerable families
steps concerning food hunger.
Finally, 82 families for the 1st step and
257 families for the 2nd step received
16,950 kgs of white rice, 1,356 canned
fish, 678 kg (ration: 50Kgs of white rice
,2kg of Iodine salt, 4 cans of canned fish)
1.5.2 Provide grant (USD1000.00) • Project staff, budget, motorbike • Partnership project contributed • The project budget could
and conduct field monitoring USD2,068 for the two only respond to the first
responses in addition to the food distribution.
budget from Emergency
Response office Phnom Penh
Output 1.6
Increased advocacy awareness in • Women's Day awareness organized • Women's Day awareness • 350 people (245 women)
KORCD target areas organized by KORCD with support from understood about gender,
CWS on March 08 in Kang Meas women rights and domestic
pagoda. violence.

1.6.1 Support CNGO partner to • Project staff, budget • 350 people ( 245 women) • People and government officials
organize Women's Day from nine villages attended were interested in this workshop,
awareness Women's Day at Kang Meas pagoda. They understood about women
The workshop was in the honor of rights, domestic violence through
Baray deputy District governor on role-plays and questions-
7th March 2008. answers session.
OBJECTIVE. 2
Improve program design; effective and efficient implementation; enhanced program outcomes
Output 2.1
Improved capacity of CNGO • 72 field visits to CNGO partners • 72 field visits to holistic and small grant • Project will continue to
partners to plan, implement, conducted CWS partners in Kampong Thom. monitor the activities of partner
monitor, assess and write report Both in the office and field, project staff and build capacity of
staff provided on-the-job training the staff.
and provided feedback to the partner
staff to improve their capacity
on community development work.
2.1.1 Conduct field monitoring/ visit • Project staff, motorbike • 72 field visits to partners office and • Project will continue to
to partner 4 times to the field & monitor their work. At the office, project monitor activities of the partner
2 times at the office staff provided training, coaching on staff.
organizational management
At the field, coaching the
partner staff on facilitating skill in the
real meeting with communities and the
presentation skill and provided the
useful ideas.
2.1.2 Attend monthly and quarterly • Project staff, motorbike • Project staff attended monthly • Project staff will continue
meeting with partner meeting with KORCD for 12 times to attend monthly, quarterly
this year. The objective was to make and yearly meeting with
annual plan, quarterly plan and monthly CNGOs partners.
TNA, review some policy and project
guidelines and provided coaching on
priorities needs of partner staff.

Log-frame Annual FY 2008 Report
Project Name: Battambang and Banteay Meanchey Partnership Project
Project No.

Overall Objective:
Theme 1: Capacity building and support of holistic CNGO partners

OBJECTIVE
Strengthen capacity of CNGO ▪ CNGOs and small project fund
partners and small project fund recipients have the necessary
recipients to facilitate effective and organizational system & technical
sustainable programs that will improve capacity to carry out effective
the living condition of the most community development
vulnerable. interventions in support of the
vulnerable.
Output 1.1:
Emerging organizational capacity ▪ FY 2008 grants were approved and FY 2008 grants were provided ▪ The programs benefited
for 3 newly engaged CNGO partners provided to 3 partners (CFEDA, to CFEDA, ADOVIR & KNTO directly 3,668 families
and maturing organizational capacity KNTO & ADOVIR) to implement ICD to implement ICD program in (18,888 persons) and indirectly
for 3 established CNGO partners. program in remote villages. 41 remote villages. benefited 3,400 families.
(16,788 persons).
▪ 3 new CNGOs selected as holistic One CNGO: KCDA was ▪ No other potential CNGOs that
partners. selected as holistic partner. met criteria of target area selection
▪ CFEDA, KNTO and ADOVIR CFEDA & KNTO obtained ▪ ADOVIR will finalize their
obtained 3 year- strategic plans and 3 year- strategic plans & 3 year- strategic plan in
proposals. proposals. August 2008.
▪ 3 partners (CFEDA, KNTO and Policies/guidelines (finance, ▪ The guidelines have been improved
ADOVIR) obtained revised financial, Admin, staff, community pond & and reflected the current
administration & staff policies/ school) of CFEDA, KNTO & situation & change within the
guidelines. ADOVIR were revised and organizations & their
created. communities.
BTBTM Partnership Project Annual_FY08_Logframes 217

▪ 3 partners (CFEDA, KNTO & CFEDA, KNTO and ADOVIR ▪ Monitoring of the program
ADOVIR) improved & created improved & created monitoring activities has been improved.
village profiles, monitoring tools & tools/forms and reports.
reports.
▪ 6 partners (CFEDA, KNTO & Capacity building needs for ▪ Will assist a new partner,
ADOVIR) and 3 new partners CFEDA, KNTO and ADOVIR KCDA to prepare capacity
assessed capacity needs and were conducted & capacity building plan in the first
developed capacity building plan. building plan were prepared. semester of FY 2009.
▪ ADOVIR assessed organizational ADOVIR was assessed ▪ The result was incorporated
performance by using CAT. organizational growth by using with plan for improvement.
CAT.
▪ V, M, G & core values of 3 new KCDA defined VMG & core ▪ KCDA focuses their program
partners defined. values. on supporting vulnerable in post-
conflict & remote areas.
1.1.1. Assess & appraise proposals ▪ Holistic grants Assessed and prepared
and plan of CFEDA, KNTO and ▪ Project and Program staff proposals & plans of CFEDA,
ADOVIR. ▪ Transportation KNTO & ADOVIR for FY 2008.
1.1.2 Select 3 new holistic CNGO ▪ Training fund/materials. Met KCDA team and visited ▪ KCDA implements ICD
partners. ▪ Training room. their target villages to learn program in 13 villages in the
about their program and former Khmer Rouge
selected them as holistic controlled District; Samlout,
CNGO partner. BTB.
1.1.3 Prepare agreement and Provided FY 08 grant ▪ USD 86,130 was
disburse grants for CFEDA, disbursement to CFEDA, disbursed to 4 partners;
KNTO, ADOVIR and 3 new KNTO and ADOVIR. (USD 28,731 for CFEDA,
CNGO partners. Prepared agreements of USD 22,171 for KNTO,
FY 2009 grants for ADOVIR & USD 28,227 for ADOVIR &
KCDA. First disbursement of USD 10,000 for KCDA).
FY 09 grant was given to them.

1.1.4 Conduct meetings with CFEDA, Arranged meeting with CFEDA, ▪ Partner staff understand
KNTO, ADOVIR and 3 new KNTO, ADOVIR & KCDA to about the guidelines & timeframe
partners to explain partnership explain CWS Partnership of partnership with CWS
operation guideline. Operation Guidelines.
1.1.5 Conduct financial monitoring Conducted two-monthly financial ▪ Partners continue to improve
for 6 partners. monitoring for CFEDA, & KNTO finance system (report, and
and monthly for ADOVIR. management).
1.1.6 Provide mentoring, coaching Provided coaching, mentoring ▪ Partners have strengthened
and field monitoring regarding & follow-up to CFEDA, KNTO & their program aspects.
organizational strengthening & ADOVIR related to program
program implementation. direction and implementation.
1.1.7 Provide training & coaching to Conducted workshop & coaching
partner staff (CFEDA, KNTO & for ADOVIR, KNTO & CFEDA
ADOVIR) to develop strategic to develop strategic plan and
plan and proposals. proposal.
1.1.8 Provide coaching and mentoring Provided coaching to CFEDA,
to partner staff (CFEDA, KNTO KNTO & ADOVIR to revise
& ADOVIR) to revise financial, guidelines & policies.
administration & staff policies/
guidelines.
1.1.9 Provide coaching and mentoring Provided coaching to CFEDA, ▪ will improve village profiles
to partner staff (CFEDA, KNTO KNTO & ADOVIR to improve & in the first quarter FY 2009.
& ADOVIR) to develop and create monitoring tools/forms &
improve village profiles, reports.
monitoring tools and reports.
1.1.10 Conduct capacity building need Conducted capacity building ▪ will assist KCDA to prepare
assessment for KNTO, CFEDA, need assessment for KNTO, capacity building needs in
ADOVIR and 3 new partners & CFEDA & ADOVIR & prepared the first semester of FY 09.
prepare capacity building plans. capacity building plan.
1.1.11 Conduct CAT to evaluate Used CAT to assess ADOVIR
ADOVIR organizational growth. Organizational growth.

1.1.12 Provide coaching to 3 new Provided training/coaching to
partners to define V, M, G and KCDA on organization
core values. VMG, Values, CD approach &
community situation analysis.
Facilitated them to define
VMG & core values.
Output 1.2
Emerging technical capacity among 3 ▪ At least 2 training courses (LCP, Three workshop/training on ▪ ADOVIR, CFEDA, & KNTO
newly CNGO partners, maturing conflict resolution, CAT, & PIA) strategic planning and CAT, used the gained knowledge
technical capacity among 3 established organized and provided for 40 what organization is and to prepare their 3 year-
CNGO partners. CNGO partner staff (20 staff/ values were organized and strategic plan. ADOVIR
course). provided for 32 staff (13 women) used CAT to assess their
from ADOVIR, CFEDA, KNTO & KCDA organization growth.
▪ At least 2 workshops related to One learning exchange ▪ Key learning were identified
program implementation organized workshop regarding programming by partner and use it to
for 30 partner staff. organized and facilitated for 15 improve their program.
staff (6 women) from CFEDA,
KNTO & KCDA & ADOVIR.
▪ At least 5 CNGO partner staff Thirty nine partner staff ▪ Partner staff identified that
supported to attend relevant training (8 women) of CFEDA, KNTO, the training and workshops
& workshop. ADOVIR & KCDA were were useful and they use
supported to attend relevant knowledge/experience
training and workshop on TOT gained to improve their
for community trainer, institution program & organization.
management, proposal
orientation, partnership
reflection & report writing.
A trip was arranged for 16 The peace walk received
partner staff & community key fund support from Peace
persons (5 women) from Building Unit, PHN.
CFEDA, KNTO & ADOVIR
to join two-day peace walk from
18-19 March 2008 in Takeo

Province, organized by
Dhammayietra BTM. Its
purpose was to raise culture
of non-violence & promote
peace among villagers.
▪ One exposure visit organized for 12 A five-day exposure visit was ▪ CNGO partners use gained
CNGO partner staff. organized for 14 staff (6 women) experience to strengthen
from KCDA, ADOVIR, CFEDA their program, especially
& KNTO to learn experiences funeral associations and
regarding ICD program of KNTO village structure.
& CFEDA and Old People
Association of DYMB.
▪ Internship organized & facilitated Three staff (one woman) from ▪ Partner staff increased
for 4 CNGO partner staff. ADOVIR & KCDA were experience to improve
supported & facilitated to have their work.
one-week internship with KNTO
to learn CD work.
▪ One refresher training course Not achieved. ▪ Plan was revised to fit with
organized for 15 VLAs from target the need of VLAs & strategy
villages of CNGO partners. of ADOVIR. ADOVIR was
mentored and advised to link
VLAs in Ampil Pram
Daeum commune with Bavel
District Animal Health Office
through support of the VLAs
to organize vaccination
campaign of cattle against
hemorrhagic septicemia.
As a result, 1,800 cattles
received vaccination.

1.2.1 Organize and provide training & ▪ Fund for training, visit , workshop Provided a two-day training ▪ Project staff provided follow-
training follow-up to partner and internship. on CAT & what org. is & values up and coaching to partner
staff. ▪ Project and program staff/time. for 13 staff of VFEDA, KNTO & staff to apply the gained
▪ Transportation. ADOVIR. knowledge into practice.
▪ Training materials/documents. Organized a five- day training
▪ Training room. on strategic planning for 11 staff
of CFEDA & KNTO. The
training was provided by
partnership program staff.
Organized a three - day
workshop on strategic planning
for 8 staff of ADOVIR & KCDA.
1.2.2 Organize & facilitate program Organized and facilitated ▪ The workshop was
related workshops. workshop for 4 holistic partner organized at BTM office.
staff to exchange learning
related to program activities.
1.2.3 Coordinate with relevant Coordinated with Partnership ▪ The training and workshops
network & institution for partner Program and partners staff to were organized by
staff to attend training & send 39 partner staff to attend Partnership Program Office.
workshop. training & workshops.
1.2.4 Organize and facilitate Coordinated and organized ▪ Partner staff shared the
exposure visit for partner staff. a visit for 14 partner staff to learning with their team
learn experiences with KNTO, and incorporate it within
CFEDA & DYMB. their program.
1.2.5 Organize internship for Arranged internship for staff of
CNGO partner staff. new partner; KCDA and new
staff of ADOVIR to learn program
experience with KNTO in BTM.

1.2.6 Coordinate with VLA trainer of Not done ▪ Plan was revised and VLAs
DAHP & organize VLA refresher in ADOVIR target commune
training. was linked with District Vet.
through cattle vaccination
campaign.
Output 1.3:
Developing practice among 3 newly ▪ CFEDA and KNTO increased Capacity of CFEDA & KNTO ▪ Partner staff have confident
engaged CNGO partners & maturing capacity in providing capacity to increased related to building in support and strengthening
practice among 3 established CNGO VCPM regarding to rights based, capacity & support to VCPM. capacity of VCPM and work
partners. leadership, domestic violence etc. with less assistance from
CWS staff.
▪ CFEDA and KNTO able to support CFEDA & KNTO were able to ▪ CCs appreciate the support
CCs to explain CCDM sub-decree support CCs regarding CCDM provided by partners. 137
for VCs, VDCs & VDVs and provide sub-decree explanation to key (27 women) key persons
refresher training for VDVs. villagers (VCs, VDCs & VDVs). from 4 communes received
the explanation.
▪ ADOVIR able to support a need led ADOVIR increased capacity ▪ The capacity of CBOs has
CBOs ( funeral associations and in support of CBOs; funeral strengthened.
well groups etc). association & community pond.
▪ ADOVIR able to integrate gender, ADOVIR increased capacity ▪ Their program has more
human rights and peace building in in integration of gender, peace benefit for communities.
programming. building in their ICD program.
1.3.1 Provide coaching & mentoring ▪ Holistic grants Provided coaching to CFEDA & ▪ Field follow-up was provided
to CFEDA & KNTO staff related ▪ Project and Program staff KNTO regarding training to partner staff when they
to capacity building for VCPM. ▪ Transportation provided to VCPM on meeting organized training for VCPM.
▪ Training fund/materials. facilitation, communication,
proposal writing and
bookkeeping.
1.3.2 Provide coaching to CFEDA & Provided coaching to CFEDA & ▪ Partner staff increased
KNTO staff to support CCs KNTO to support CCs related capacity on CBDRM.
related to CCDM sub-decree to CCDM sub- decree
extension & provide refresher explanation.

training for VDVs.
1.3.3 Provide coaching to ADOVIR Provided coaching to ADOVIR ▪ 26 committee members
staff to form and support needs to provide & organize training ( 4 women) from 8
led CBOs. for funeral association committee associations received
on leadership, bookkeeping & training from ADOVIR.
association guideline.
1.3.4 Provide coaching to ADOVIR Assisted and coached ADOVIR ▪ The program and strategy of
staff to integrate gender, staff to prepare program & ADOVIR are more holistic &
human rights & peace building strategy by integration of gender, responds more to the need
in their program. & peace building as cross of communities.
cutting issues.
Output 1.5:
Resources mobilized in support ▪ At least one CNGO partner received CFEDA & KNTO were assisted ▪ Australian Embassy
of CNGO partners. fund from other funding agency. to prepare DAP proposal FY 09 provided DAP grants to
& submitted to Australian KNTO & CFEDA.
Embassy.
1.5.1 Share funding information & ▪ Project and Program staff Shared funding information
establish link between CNGO with CFEDA and KNTO.
partners and potential donors.
Output 1.6
CNGOs, CBOs, CCs are to ▪ At least 3 small projects approved Three small project grants were
implement small projects in support of and implemented (health, peace provided to 3 small grant
the most vulnerable in their building, community development, partners:
communities. food security and HIV focused DYMB implements HIV/AIDS DYMB works in 158 villages
program etc.). focused program in support of of Mongkol Borei district in
Building New Life Center BTM. The grant period
income generation project starts from March 2008
(BNLC). DYMB supports BNLC and will finish in February
staff to improve skill &marketing 2009
on flower craft and bead-jewelry
making to earn income for

support of SHG members of
PLHA.
DYBTM implements peace The activities started in June
focused activities through 2008 & will finish in May
organizing of workshops on 2009
conflict resolution for CCs &
key villages in Mongkol Borei
District, BTM and education of
BTM prisoners on Buddhist
precepts & health prevention.
DYBTB implements weekend 120 school children (72 girls)
peace making project for from grade 3-6, between 10-
school children in Pouk Chmar 15 years old have
Primary school, BTB.The project opportunity to learn peace.
aims to promote peaceful heart The project period is from
and ideas of loving kindness February until September
& compassion toward others 2008
among the school children
through organizing of weekend
workshops for them to learn
peace related topics & concept.
1.6.1 Conduct appraisal of proposal ▪ Project staff Conducted assessment and ▪ The proposals received
and field assessment. ▪ Transportation. appraisal of proposals of approval from funding
▪ Fund for small project. DYBTB, DYBTM and DYMB. committee.
1.6.2 Prepare agreement and grant Prepared agreements and ▪ USD 7,318 was disbursed
disbursement. disbursement of grants (USD 1,668 for DYBTB,
USD 2, 350 for DYBTM
& USD 3,300 for DYMB).
1.6.3 Monitor project implementation. Conducted field visit to monitor ▪ Feedback and advice was
the project implementation of provided to improve the
DYBTB and DYMB. program.

Output 1.7
Vulnerable people provided emergency ▪ At least USD 700 made available Through ADOVIR, distributed ▪ 240 people (122 women &
relief through CNGO partners. and disbursed through CNGOs for food and blanket materials to 102 children) of 45 victim
emergency relief. 45 vulnerable families, who families received support.
faced food shortage & house fire
in 4 villages; Sthapor Pi, Beng
Popoul, Beng Snoul & Kop in
BTB. Totally, 3,600 kg of white
rice, 270 bottles of soy sauce,
180 packages of iodine salt,
45 bottles of cooking oil, 9 mats,
18 mosquito nets, 27 blankets
18 cooking pots, 45 plates,
18 soup bowls, 108 spoons,
9 scoops, 9 kettles & 9 water
filters were distributed.
1.7.1 Conduct assessment of ▪ ER fund. Conducted assessment to study ▪ Prepared proposal and
emergency situation. ▪ Project staff. situation and needs. submitted to ER Unit.
1.7.2 Provide grant & monitoring. ▪ Transportation. Distributed food and materials ▪ USD 1,860 of grant received
food shortage families. from ER unit to respond to
the situation.
Output 1.8
Increase public awareness raising ▪ At least USD 300 contributed to BTB Women Affair Dept. ▪ The Dept. was able to raise
activities through CNGOs & Govt. CNGOs and Govt. Dept for organizingsupported to organize awareness on the
Departments. of awareness raising events. International Women Day International Women's Day.
celebration in BTB province.
1.8.1 Provide grant, materials and ▪ Fund. Contributed 20 boxes of
transportation. ▪ Materials & transportation. drinking water to BTB Women
▪ Project staff/time. Affair Dept.

OBJECTIVE
Improve program design; effective and
efficient implementation; enhanced
program outcomes.
Output 2.1
Better informed programming and ▪ External evaluation organized for Not achieved. ▪ Plan was postponed & will be
practice as result of periodic CFEDA and KNTO reconsidered in FY 09.
evaluation of CNGO partner
achievements. ▪ Internal monitoring conducted for Seven-day monitoring was ▪ Its result had incorporated
KNTO conducted for KNTO to in FY 2008 plan for
assess their organization and strengthening of their organiz-
program. ation and program.
2.1.1 Prepare/organize external ▪ Program and Project staff Not done. ▪ Plan was postponed & will be
evaluation. ▪ Transportation reconsidered in FY 09.
2.1.2 Conduct evaluation. ▪ Evaluation fee Not done.
2.1.3 Present evaluation result. Not done.
2.1.4 Conduct monitoring for KNTO Six members of Partnership ▪ Monitoring feedback was
Program team conducted given to KNTO staff.
monitoring of KNTO.

Log-frame End-Year FY08 Report (July 07 - June 08)
Project Name: Ecumenical Partnership Project
Project No.

Overall Objective:
Theme 1: Capacity Building of Ecumenical Partners
OBJECTIVE
Strengthen the capacity of ecumenical partners CSCM, ICA and KCC and small project fund recipients to facilitate program that will effectively
and sustainable improve the living condition of the most vulnerable
Output 1.1: • Strengthening of Ecumenical
Matured organizational capacity partners in:
for three Ecumenical partners
• VMG and Core Value of three • KCC's VMG and Core Values • Done in the previous reporting
Ecumenical partners reviewed and were revised during the period
defined general assembly and CSCM
revised during the workshop
organization strategy
• Training Need Assessment and follow • The follow up training was • Training need assessment
up training conducted for all partners done for KCC, ICA, CSCM will be reviewed in next
reporting period
• Monthly and Quarterly meeting • Three quarterly meeting with • Continue to conduct the
conducted for programming reflection all ecumenical partners ecumenical partner
to follow up the progress meeting
report and do planning
• Governance and managing governing • The general assembly was • KCC committees still
boards of three ecumenical partners carried out to vote the KCC young to manage their
encouraged and coached executive committee for the organization, partnership
5 years of third mandate program will spend more
time to provide technical
support on management
Ecumenical Partnership Project Annual_FY08_Logframes 228

• Financial, administrative, staffing • Partners ICA was installed • CSCM is limited in financial
system and policies reviewed the financial system, CSCM was management, and will be
aware of the budget transaction further continued in the next
reporting period FY 09
• Strategic plan & proposal developed; • CSCM and KCC have the • This document will be
and project designed organization strategic paper reviewed next year
in place
• Three ecumenical partners coached • CSCM and ICA were coached • Continue to support them
on project implementation, monitoring, on proposal format & writing if they still require
reporting, staff supervision and for small grant proposal
financial management.
• Two meetings with Church
Development Association and
ecumenical partners to review
their plan FY 08
• CAT conducted for CSCM • Not done • Ecumenical project staff
resigned during the report period.

1.1.1 Conduct partnership • Program staff, budget, training • A day meeting with partners •Continue to provide
workshop to three materials and transportation to provide orientation on VMG coaching to all partners
ecynebucak partners Core Value to 19 propel, 6 on ecumenism concept
VMG and Core Values women (3 from DCA, 8 from and will be done for ICA in
KCC, 3 from ICA and 5 from CSCM) the next FY 09
• CSCM reviewed VMG and • Ecumenical project staff
core value due to do strategic will advise KCC to spread
plan workshop with 2 female its VMG out to stakeholders
of the 7 staff invited, with the through the visits of the
same manner KCC was done subordinated churches
during its general assembly
for 60 members involved and
including 11 committees

1.1.2 Conduct Training Need • Program staff, budget, training • 3 partners CSCM, ICA, KCC • Will continue and plan
Assessment and follow up material and transportation were interviewed on the impact to do training need
training to all partners of the training delivered by assessment in the first
program for 9 people (ICA : 2, quarter FY 09
CSCM : 4 and KCC : 3)
1.1.3 Conducted monthly & quarterly • Program staff, budget & transportation • 3 meetings on the reflection • Done regularly and will
meeting for programming and update the progress continue
reflection report and the activities plan
of ecumenical partners with
7 participants each time
(CSCM:2, ICA:2 & KCC:3)
1.1.4 Provide quarterly coaching & • Program staff and transportation • 3 meetings with 8 committee • Just started functioning
mentoring to maintain a members of KCC on role
functioning governing board of function of executive board
three partners and the organizing process
of general assembly for KCC
• KCC general assembly was
carried out from 60 voters to
vote the new 11 executive
board committees with 5
permanent committees.
1.1.5 Coach three partners to review • Program staff and transportation • In collaboration with Field • Staff collaborate with field
financial, administrative and Accountant Unit to do the accountant to conduct the
staffing systems and policies accounting review for ICA, accounting review with
CSCM was oriented half CSCM and KCC
day on budget transaction by
program staff
1.1.6 Assist partners to develop • Program staff, training material, • The program staff consulted • Will continue to provide
strategic plan and proposal, budget and transportation CSCM to develop 2 proposals coaching on the incorrect
and design project for Women's Day and Children's
Day, with the same manner
for ICA proposal on Cambodia
Vietnam dialogue

• Partnership program staff • CSCM, KCC do not complete
facilitated the two workshops the five years log frame,
on organization strategy partnership program will
for 7 CSCM staff in Jan 08 & continue to complete the
another for KCC in June 08 5 years log frame in the
with 9 people from executive next report period FY 09
committees, 6 project staff
involved.
1.1.7 Provide coaching on project • Program staff and transportation • 2 separate meetings with • Project staff continues
implementation, monitoring, ICA, CSCM provided coaching them on report
reporting, staff supervision and feedback on techniques to write writing
the progress report
• Two times coaching with • Partners field staff will
feedback to 5 CSCM staff ensure for the real info
on the manner or approach of while they worked with
community development and the poorest people
vegetable growing for income
generation
Output 1.2:
Matured technical capacity for Training of ecumenical partners in:
ecumenical partners
• Nine partners staff trained on PRA • 3 partners CSCM, ICA and • CDA will continue to
CDA with 12 people were practice in other villages
oriented PRA tool/techniques
• Nine partners staff trained on • 2 partners CSCM with 7 staff • Staff continue to apply
Strategic Planning and KCC with 15 people their knowledge to make
received the organizational strategic plan
strategic plan
• 12 partner staff trained on CD • 8 people from CSCM, ICA, • Project staff will follow up
Concept and Community Organizing KCC and local church were their applied the knowledge
sent to attend the training on
CBO and management in
CWS Kompong Thom

• 12 partner staff trained on Basic • Not yet done • Staff collaborate with
Financial Management Finance Unit to conduct
this training
• 12 partner staff trained on • 13 partner staff from CSCM, • They used facilitation skills
Presentation and Facilitation Skill ICA, KCC received training on for the staff meeting and
the presentation skills community training
• 3 partners with 6 staff from
KCC, CSCM, CDA received
training on ToT in Battambang
• 12 partner staff trained on Report • 8 ecumenical & Local Church • Project staff ensure gender
Writing, Gender Awareness and partners attended training on in all training sessions
Peace Building Report Writing at CWS office
• 2 CSCM partners staff attend • This is an ongoing support
training on Peace Building at
Preash Vihear
• 12 partner staff trained on Simple • 3 ecumenical partners CSCM, • The project staff follow up
Proposal Writing KCC, ICA with 5 senior staff about the quality
were oriented the proposal
writing
• Study tour organized for three • 3 local church partners from • Done during the last
ecumenical partner staff Svay Rieng were sent to join semester
the study tour with COWS
partner Kompong Thom
• Internship organized for three • Failed to do it • No staff to coordinate this

ecumenical partner staff as the project staff on sick
leave

1.2.1 Provide training on PRA to • Program staff, budget, training • CSCM conducted PRA and • Recently DCA used
12 partner staff material and transportation field practicum in Takeo PRA manual document
Province with 10 people from for proposal development
(3 KCC, 3 ICA and 4 CSCM submitted to donor and KCC
staff)
• CDA conducted PRA and

field practicum in Svay Rieng
Province with assistance from
(4 CSCM, 2 ICA) included 6
local resources CDA
1.2.2 Provide training on Strategic • Program staff, budget, training • Sent 2 CSCM staff, 1 woman • The same training will be
Planning to 12 partner staff material and transportation received training of actual conducted for ICA in FY 09
strategic planning for KORCD
at CWS Kompong Thom
• In Jan 08, CSCM conducted

strategy workshop for 7 staff
2 female, in June 08 another
course was conducted by
KCC for 15 staff, 4 females
which was facilitated by program
staff
1.2.3 Provide training on CD concept • Program staff, budget, training • Sent 7 ecumenical partners • CSCM and KCC took
and CO to 9 partner staff material and transportation to join the CBO training some topics and delivered
conducted by partnership in training to their community
of partners (2 from local
church Svay Rieng, 2CSCM,
2 KCC and 1 ICA)

1.2.4 Train 12 staff of partners on • Program staff, budget, training • Finance Manager provided • Finance continues to
Basic Financial Management material and transportation coaching & set database for ICA support ICA
1.2.5 Train 12 staff of partners on • Program staff, budget, training • With Program staff, conduct • Most of the trainees have
Presentation and facilitation skill material and transportation Presentation skills to 12 staff more confidence in public
of Ecumenical Partners communication and they
(3 ICA, 4 CSCM, 2 KCC and have improvement in
3 local churches) developing session materials
• Sent 6 partners staff to join a

5 day training CDA :2, KCC :2,
CSCM :2 which were conducted
by the partnership program
1.2.6 Train 12 staff of partners on • Program staff, budget, training • Sent 8 Ecumenical Partner • Partners staff used report
Report Writing Skills, Gender material and transportation staff (3 women) to attend format in producing report
Awareness and Peace Building Report Writing Training time to time with a quality
conducted by Partnership
Program
• Sent 2 CSCM staff to attend • CSCM took some topics

Peace Building training which for their students fellowship
conducted by Peace Unit of session
Direct Service Program
1.2.7 Train 12 staff of partners on • Program staff, budget, training • Sent 5 senior partner staff • Partner have submitted
Simple Proposal Writing material and transportation (KCC :2, CSCM :1, ICA :2) to proposal to CWS funding
attend a 2 day training course committee
on proposal writing which is
conducted by partnership
program

1.2.8 Organize and facilitate study • Program staff, budget and • Organize 3 staff of CDA SVR • They continue to apply
tour for three partner staff transportation to field study on home what they learnt from the
garden with COWS, BFDK, field
and KORCD in Kompong
Thom
1.2.9 Organize internship for three • Program staff, budget and • None • This was not achieved due
partner staff transportation to staff on sick leave.
Output 1.3
Matured practice among the Mentoring partners:
ecumenical partners
• Three partner profiles and baseline • Assisted 2 partners CSCM, • CSCM, CDA will use PRA
data developed and reviewed CDA to document their result for planning and
profiles of PRA develop their proposal
• Three partners applied their knowledge • 3 partners CSCM, KCC, ICA • Partners continue next
for training workshop conducted training workshop year
on different topics to their staff
stakeholders & communities
• 30 farmer families prepared home • 35 SHAG members formed by • CSCM staff will continue to
gardening by CSCM CSCM to plant the plastic follow up gardening activity
bottle for vegetable growing
• 12 partner staff coached and • Provided the advise to partner • Will support peace
mentored on gender, human rights, KCC, ICA, KCC on cross building activities to ICA
and peace building culture work and the concept and student fellowship to
of ecumenism CSCM

1.3.1 Assist 2 partners to compile the • Program staff, budget, training • CSCM had documentation of • CSCM use this document
PRA document profile in the material and transportation village profile of three target: for planning, CDA use for
villages of their target areas Smanmany, Tamoung and proposal
Dong of Takeo Province from
PRA data collection
• CDA had documentation of
village profile of two targets :
Phoum Thmei, Thnal Kruos
of Svay Rieng Province from
PRA data collection
1.3.2 CSCM, KCC, ICA conducted • Program staff, budget, training • CSCM conducted 3 training • They have knowledge in
training workshop to community material and transportation on the technique of vegetable develop training materials
and stakeholders growing and compost making and design session plan well
and SHG/CD concept with 47 for community training level
participants per times who are only, but they need to be
from Dong, Smanmony and improve for people who
Tamoung village of Takeo has high education
Province
• ICA conducted a half of 5

days in house training on
institution management skills
to 5 core team staff, 1 female
• KCC conducted 2 training on • Project staff will continue

team conflict and resolution to coaching them on the
skill, influence and facilitation technical in deliver training
skill for 40 subordination
church members ( Phnom
Penh :18, Province : 22)

1.3.3 Form grouping villagers and • Program staff, budget &transportation • 3 SHG with 35 members • Project staff will continue
field coaching on the technique formed by CSCM to plant the to follow up
of home gardening to the plastic bottle for vegetable
beneficiaries growing (Smanmony :12,
Dong :12, Tamoung :11) and
start saving deposit to SHG
1000 riels per one from April,
2008
• 2 visiting field operation of

CSCM target area Prey Kabas
of Takeo Province with
CSCM staff to monitor the
implementation of vegetable
growing project
1.3.4 Coach and mentor partners • Program staff, budget &transportation • With advise from ecumenical • Since Jan, 08 to present,
on awareness of gender, partnership, in a whole year totally 280 students from
human rights, and peace ICA staff were to mobilize different universities have
building resources with 40-50 dollars supported food program,
to help 80-100 street children one friend committed to
and young victims support 5 years further
• ICA organized the 4th of the • Will encourage ICA to work

Cambodia Vietnam Dialog on more on this issues
strengthen relationship by
listening and understanding
the past with respect & trust
for 27 Cambodian students
(11 females), 25 Vietnamese
(15 females)

• CSCM every month organized • The project also encourage
the students fellowship with ICA staff to do the same
between 15-20 students
attended this event to discuss
on the topic related to peace,
justice and conflict resolution
Output 1.4
Increased advocacy awareness • Woman Right and International • One ecumenical partner • None
raising activities in target areas Children Day organized by partners organize the IWD and ICD

1.4.1 Support Ecumenical Partners • Program staff, budget • CSCM conducted the • None
to organize or involve with International Women's Day
woman right & International in Dong village of Takeo
Children day Province with 83 women of
124 Participants, and another
event is the International
Children's Day in Dong
primary school with 136
students (57 girls) of 148
participants

OBJECTIVE
Improve program design; effective
and efficient implementation;
enhanced program outcomes
Output 2.1
Improved capacity of Ecumenical • At least one visit per month to each • Regular visits to partner office • will continue to visit other
partners to plan, implement and partner and their target areas partner' target areas
monitor, assess and report
outcome

2.1.1 Conduct field monitoring/ visit • Program staff, transportation • 4 visits in CSCM's target • The target vegetable group
to partner one time to the field area with 5-6 beneficiaries, 3 applied the new technique
and one time to the office committee in one village on of growing vegetables and
project achievement and two few other villagers learnt
field visits to Local Church from them
Svay Rieng with 25-30 people
and discussed CD concept
and initiatives to make project
Output 2.2
Defined strategies & development • Three Ecumenical partner profiles • Documents of the organization • None
of tools to monitor and assess developed of KCC, ICA and CSCM exists
programming capacity
• Relevant evaluation tools of three • None • Use CWS M & E tools
partners developed

2.2.1 Search and compile • Program staff • None • None
Ecumenical partner profiles
2.2.2 Coach and mentoring partners • Program staff • None • Project staff will cooperate
to develop relevant evaluation with M&E Team to use
tools monitoring tools

APPENDIX III
CWS – CAMBODIA PROGRAM

PERSONNEL LIST

CWS – CAMBODIA PERSONNEL LIST
(Jan – Jun 2008)
PHNOM PENH OFFICE
1. Ms. Josephine Barbour Country Representative

2. Mr. Chhouk Chantha Director for Programming
3. Ms. Romdoul Kim Operations Support Manager
(6-month contract)
4. Ms. Svay Samol Assistant of Country Representative
HUMAN RESOURCE DEPARTMENT

5. Ms. Seng Sothla Human Resource Manager
(Recruited on: 18-Feb-08)
6. Mr. Vong Saran Personnel Assistant (Recruited on: 25-Feb-08)
FINANCE DEPARTMENT
7. Mr. Sar Heang Interim Finance Manager

8. Ms. Lieng Oubol Leakhena Deputy Finance Manager
9. Ms. Prum Leakhena Finance Assistant I (Promoted on: 1-Jan-08)
10. Ms. Sar Chanyadeth Finance Assistant II (Promoted on: 1-Jan-08)
ADMINISTRATION DEPARTMENT
11. Ms. Chum Jany Administrative Officer

12. Mr. Moun Ratha Administrative Assistant (Resigned 16-Jun-08)
13. Mrs. Ly Sothea Administrative Assistant (Recruited on: 09-Jun-08)
14. Mr. Ly Bandith Information Technology Officer
(Resigned on 15-Jan-08)
15. Mr. Keo Serai Senior IT Administrator (Rehired on: 04-Feb-08)

16. Mr. Soeur Kemsy Information Technology Assistant
17. Ms. Has Vicheka Receptionist/ Librarian
18. Mr. Oum Vanthy Driver
19. Mr. Oun Vibol Driver
20. Mr. Om Lim Driver
21. Mr. Kong Phal Day Guard and Grounds Keeper
22. Mr. Sermat Sary Guard at Country Representative’s house
(Recruited on: 01-Jan-08)
23. Mrs. Huon Phon Cleaner

24. Ms. Son Sophy Cleaner (Recruited on: 01-May-08)
FIELD ACCOUNTANT UNIT
25. Ms. Toun Sokheng Field Accountant (End Contract: 07-Feb-08)
FY08_2nd End -Year_Personnel List 240

FMER Unit (Funding, Monitoring & Evalution, Reporting)
26. Mr. Heng Kun Monitoring and Evaluation Officer

27. Mr. Uon Vichetr Reporting & Proposal Development Officer
28. Ms. Pon Pagna Vattey Data Management Officer
(Recruited on: 01-Apr-08)
DIRECT SERVICES PROGRAM
29. Ms. Mao Sophal Program Manager

30. Ms. Tauch Norneath Program Coordinator for Peace
31. Mr. Pich Phourith Program Officer
32. Mr. Koh Chhina Credit / Income Generation Coordinator
33. Mr. Nao Sok Program Officer Com Dev & Peace
34. Mr. Hong Reaksmey Emergency Response & Preparedness Coordinator
35. Mr. Min Vannak Emergency Response and Preparedness Program
Assistant (Recruited on: 03-Mar-08)
36. Mr. Khem Thann Program officer for Health

37. Ms. Ek Sothea Program Assistant

38. Ms. Soth Nanita Volunteer (Recruited on: 09-Jun-08)
PARTNERSHIP PROGRAM
39. Mr. Mot Sana Program Manager

40. Mr. Sar Paulerk Program Officer – Ecumenical Partners
(Ended contract on: 4-Apr-08)
41. Mr. Kong Sedth Program Officer – Organization Development

42. Mr. Choun Mony Roath Volunteer
(Transferred from Direct Service Program to
Partnership Program on: 01-Apr-08)
KOMPONG THOM – COMMUNITY DEVELOPMENT PROJECT
1. Mr. Kong Socheat Project Manager

(Resigned on: 28-Feb-08)
2. Mr. Kao Vanny Project Coordinator
3. Mr. Khem Sophal Project Manager
(Promoted on: 28-Feb-08)
4. Mr. Chheang Sok Mao Project Coordinator
5. Ms. Kim Van Thoeun Finance Officer
6. Mr. Man Sarat Office Assistant
7. Mr. Te Huy Leang Community Development Worker
(Resigned on: 31-May-08)
8. Ms. Tek Thidamuny Community Development Worker
(Resigned on: 31-Jun-08)
9. Mrs. Path Chha ViVorn Community Development Worker
(Recruited on: 19-May-08)
FY08_End -Year_Personnel List 241

10. Mrs. Khem Ratha Community Development Worker
(Recruited on: 19-May-08)
11. Mr. Thong Chhen Community Development Worker
(Recruited on: 09-Jun-08)
12. Ms. Surn Meng Community Development Worker
13. Mr. Ou Vannkea Community Development Worker
14. Mr. Dy Sovann Project Coordinator
(Promoted on: 7-Aug-07)
15. Mr. Leang Seng Hourng Community Development Worker
16. Mr. Chan Haksokhom Community Development Worker
17. Ms. Mak Sreyny Community Development Worker
18. Mr. Chey Pisith Community Development Worker
19. Ms. Ay Satya Community Development Worker
20. Mr. Bun Sakhan Community Development Worker
21. Mr. Chan Sam Ol Community Development Worker
(End employment: 2-Mar-08)
22. Mr. Hiek Chhai Ny Community Development Worker
23. Ms. Peng Soungy Community Development Worker
24. Ms. Samreth Amara Community Development Worker
25. Mr. Chan Savat Driver
26. Ms. Eang Thida Cleaner
(Converted from Temporary Cleaner to Full-Time
Cleaner on: 01-Jul-08)
KOMPONG THOM – PARTNERSHIP PROJECT
27. Ms. Prak Vimeany Project Coordinator
SVAY RIENG – WATER AND SANITATION PROJECT
1. Mr. Ven Yath Project Coordinator

2. Mr. Chhum Piseth Office Assistant
(Resigned on: 24-Mar-08)
3. Mr. Phy Pha Finance and Office Assistant
4. Mr. Teng Phearom Community Development Worker
5. Mr. Ven Vannavuth Community Development Worker
6. Mr. Lim Kok Community Development Worker
7. Mr. Chheng Kosal Community Development Worker
(Recruited on: 17-Mar-08)
8. Mr. Vean Vansy Community Development Worker-Water Sanitation
and Health
(Recruited on: 17-Mar-08)
BATTAMBANG/BANTEAY MEANCHEY – PARTNERSHIP PROJECT
1. Mr. Lee Bun Kun Project Manager

2. Mr. Meach Sothea Deputy Project Manager
3. Ms. Nou Vary Project Coordinator
4. Mr. Chourn Narith Office Assistant II
5. Mr. Penh Saro Project Assistant
6. Mr. Tim Vanna Driver
FY08_2nd End -Year_Personnel List 242

ANNEX A:

ORGANIZATIONAL CHART
End -Year Report, Fiscal Year 2008
ADMIN/ FINANCE AND PEACE BUILDING

HUMAN RESOURCE
EMERGENCY RESPONSE
FUNDING, MONITORING,
VBCD-ACTIVITY
EVALUATION & REPORTING KOMPONG THOM
CWS-CAMBODIA
VBCD-ACTIVITY
PROGRAM PREAH VIHEAR
DIRECT SERVICES
WATSAN COOPERATION PROJECT
SVAY RIENG
NOTICE
Manage
Support
PARTNERSHIP PP-ACTIVITY
BATTAMBANG/BANTEAY MEANCHEY
PP-ACTIVITY
KOMPONG THOM
FIELD ACCOUNTANT
ECUMENICAL
243
ANNEX B:

GEOGRAPHICAL IMPLEMENTATION
END-YEAR REPORT, FY 2008
Banteay Meanchey Partnership
Project partners:
Holistic Support: CFEDA and KNTO Preah Vihear Village Based
Small Project Fund: DYMB, DYMTB Community Development
MAG Demining
Project partners:
Project Beneficiaries: [27 villages] Government Departments (PHD, PDRD,
Direct families: 2,286 + 30 (MAG) PDEYS)
[P: 12,814, W: 7,023] CBOs/ VDCs/ VHVs/Literacy Teachers
Indirect families: 2, 127
[P: 10,103, W: 5,010] Project Beneficiaries: [18 villages]
Direct families: 360 (P: 1,800, W: 900)
Indirect families: 800 (P:4, 000, W: 1800)
Battambang Partnership
Project partners:
Holistic Support: ADOVIR, KCDA
Small Project Fund: DYBTB
Kompong Thom Village Based Community
Project Beneficiaries: [27 villages] Development
Direct families:1,632 (P: 7,201, W: 2,520)
Indirect families: 1, 612 (P: 8,014, W:2,318) Project partners:
School Children: 120 Phnom Penh Government Departments (PHD, PDRD,
PDAFF, PDEYS)
CBOs/ VDCs/ VHVs/ TBAs/VDVs/ Literacy
Teachers
Emergency Response: Self Help Groups
Direct Beneficiaries: Project Beneficiaries: [13 villages]

45 families ( P: 240, W: 122) Direct families: 778 (P: 3,890, W: 2, 336)
Indirect families: 587 (P:3,083, W:1,201)
KPT Partnership Svay Rieng WATSAN Cooperation Project

Project Partners:
Holistic Support: KORCD Project Partners:
Small Project Fund: CIDC,COP, HAPO Government Departments (PDRD, PDoAFF, PDoH)
,Adsu CBOs (VDCs, WUSC, CDF)
Project Beneficiaries: [8 villages]
Direct families: 711 (P:3,555, W:2,239) Project Beneficiaries: [29 villages]
Indirect families: 897 (P:5,260, W:2,261) Direct Families :1, 911 (P: 9,954 , W: 4,354) 244
Indirect Families :1,956 (P:8,684)
Target Villages of Kompong Thom Province
District Commune Village
No. V_Code
English Khmer English Khmer English Khmer
1 Baray ប យណ៍ Tnaot Chum េ ន តជុំ 06011709 Kang Meas កងមស
2 Baray ប យណ៍ Tnaot Chum េ ន តជុំ 06011705 Pnov េពន
3 Baray ប យណ៍ Tnaot Chum េ ន តជុំ 06011701 Tnaot Chum Ti Muoy េ ន តជុំទី ១
4 Prasat Sambour ប ទសំ បូរ Sraeung េ សង
 06050402 Anlong Slaeng អនង់ែសង
5 Prasat Sambour ប ទសំ បូរ Sraeung េ សង  06050404 Beng េបង
 06050403 Boeng Khvaek បងែខក
ឹ
7 Prasat Sambour ប ទសំ បូរ Sraeung េ សង  06050409 Choam Boeng ជបងំ ឹ
 06050412 Sraeung េ សង

9 Prasat Sambour ប ទសំ បូរ Sraeung េ សង  06050405 Svay យ
 06050411 Thmei ថមី
11 Prasat Sambour ប ទសំ បូរ Sraeung េ សង  06050401 Tnaot Chuor េ ន តជួរ
12 Prasat Sambour ប ទសំ បូរ Sraeung េ សង  06050410 Tumnob ទំនប់
13 Santuk សនទុ ក Ti Pou ទេព
ី 06070907 Choam Thnanh ជថ ំ នញ
14 Santuk សនទុ ក Ti Pou ទេព ី 06070905 Samraong សំ េ ង
15 Santuk សនទុ ក Ti Pou ទេព ី 06070903 Thmei ថមី
16 Santuk សនទុ ក Ti Pou ទេព ី 60709011 Trapeang Trom តពំង តំ
17 Santuk សនទុ ក Pnov េពន 06070603 Kang Meas កងមស
18 Santuk សនទុ ក Pnov េពន 06070602 Pnov េពន
19 Santuk សនទុ ក Tang Krasang ង
ំ ក ំង 06070808 Thomm Neath ធមមនថ
20 Santuk សនទុ ក Tang Krasang ងំ ក ំង 06070801 Prampir Meakkakra ៧មក
21 Santuk សនទុ ក Tang Krasang ង ំ ក ំង 06070802 Tang Krasang ងំ ក ំង
22 Santuk សនទុ ក Tang Krasang ង ំ ក ំង 60708010 Veang Khang Cheung ំ
ងខងេជង 
23 Santuk សនទុ ក Tang Krasang ង ំ ក ំង 06070805 Tuol Chan ទួលចន់
Kompong Thom Province Annual_Target_Villages_FY08 245

CWSC Target Villages in Preah Vihear Province
No. V_Code
1 Choam Khsant ំ ន
ជក Choam Ksant ំ ន
ជក 13030102 Kouk Sralau េគក សេ
ជក 13030103 Veal Pou លេពធ
ជក 13030104 Veal Thum លធំ
ជក Rumdaoh Srae រ ំេ ះែ ស 13030402 Kouk េគក
ជក Rumdaoh Srae រ ំេ ះែ ស 13030403 Rolum Thma រលំ ថម
ជក Rumdaoh Srae រ ំេ ះែ ស 13030401 Srae ែស
ជក Rumdaoh Srae រ ំេ ះែ ស 13030404 Svay យ
ជក Tuek Kraham ទក
ឹ កហម 13030202 Chat Tang ចត់ ង
ំ
ជក Tuek Kraham ទកឹ កហម 13030205 Ou Khsan អូរខ ន
ឹ កហម 13030203 Sangkom Thmei សងគមថមី
ជក Tuek Kraham ទកឹ កហម 13030204 Trapeang Thum តពំងធំ
ឹ កហម 13030201 Tuek Kraham ទក
ឹ កហម
ជក Yeang យង 13030505 Choam Antil ំ ិល
ជអនទ
ជក Yeang យង 13030506 Choam Srae ជែំ ស
ជក Yeang យង 13030504 Kampeanh កំពញ
ជក Yeang យង 13030502 Kong Yaong គង់េយ៉ង
ជក Yeang យង 13030503 Reaksmei រសមី
18 Choam Khsant ជកំ ន Yeang យង 13030501 Yeang យង
Preah Vihear Province Annual_Target_Villages_FY08 246

Target Villages of WatSan Cooperation Project
No. V_Code
1 Romeas Haek រមសែហក Doung ដូង 20040719 Chea Theach ជធជ
2 Romeas Haek រមសែហក Doung ដូង 20040705 Kampong Thna កំពង់ថន
3 Romeas Haek រមសែហក Doung ដូង 20040718 Kranhung កញងូ
4 Romeas Haek រមសែហក Doung ដូង 20040722 Thlok Pring ថក
ុ ពង ី
5 Romeas Haek រមសែហក Doung ដូង 20040711 Thmei ថមី
6 Romeas Haek រមសែហក Doung ដូង 20040720 Trapeang Rumpeak តពំងរ ំពក់
7 Romeas Haek រមសែហក Doung ដូង 20040712 Trapeang Svay តពំង យ
8 Romeas Haek រមសែហក Kokir គគរី 20040904 Trapeang Skon តពំងសគន ់
9 Romeas Haek រមសែហក Tras តស់ 20041604 Mreak Teab មក់ទប
10 Romeas Haek រមសែហក Tras តស់ 20041607 Popel ពេពល
11 Romeas Haek រមសែហក Tras តស់ 20041613 Trapeang Banteay តពំងបនទយ
12 Romeas Haek រមសែហក Tras តស់ 20041602 Voat វត
13 Romeas Haek រមសែហក Tras តស់ 20041606 Ta Suos សួ ស
14 Romeas Haek រមសែហក Tras តស់ 20041605 Tras តស់
15 Romeas Haek រមសែហក Tras តស់ 20041611 Serei Ao េសរេី
16 Romeas Haek រមសែហក Kokir គគរី 20040902 Prey Kdei ៃ ពកី
17 Romeas Haek រមសែហក Kokir គគរី 20040905 Kokir គគរី
18 Romeas Haek រមសែហក Kokir គគរី 20040903 Ta Veang ំ
ង
19 Romeas Haek រមសែហក Doung ដូង 20040721 Svay Pok យពក
20 Rumduol រ ំដួល Bos Mon បុសមន 20030107 Srama សម៉
21 Rumduol រ ំដួល Pong Tuek ពងទក ឹ 20030702 Bos Touch បុសតូច
22 Rumduol រ ំដួល Pong Tuek ពងទក ឹ 20030705 Trapeang Ph'av តពំងផវ
23 Rumduol រ ំដួល Pong Tuek ពងទក ឹ 20030704 Prey Ta Yoan ៃ ព យ័ន
24 Rumduol រ ំដួល Pong Tuek ពងទក ឹ 20030701 Andoung Krasang អណូ ង ក ំ ង
25 Rumduol រ ំដួល Kampong Ampil កំពង់អំពល ិ 20030507 Ta Tae ែត
26 Rumduol រ ំដួល Pong Tuek ពងទក ឹ 20030707 Sek Yum េសកយំ
27 Rumduol រ ំដួល Pong Tuek ពងទក ឹ 20030706 Trapeang Thkov តពំងថកូ វ
28 Rumduol រ ំដួល Bos Mon បុសមន 20030104 Bos Svay បុស យ
29 Rumduol រ ំដួល Bos Mon បុសមន 20030105 Bos Phlang បុសផង ំ
Svay Rieng Province Annual_Target Villages_FY08 247

Target Villages in Battambang Province
No. V_Code
1 Bavel បេវល Ampil Pram Daeum អំពិល បំេដម
 02040503 Ampil អំពល
ិ
 02040506 Buo Run ប៊រួ ុន
 02040501 Dangkao Kramang ដេងក កម៉ង
 02040507 Doung ដូង
 02040502 Siem េស ម
 02040504 Sthapor ថ ពរ
 02040508 Sthapor Pir ថ ពរ ២
 02040505 Ta Khiev េខ វ
9 Samlout សំ ឡត
ួ Ta Taok េ ក 02090108 Ou Krouch អូរ កច
ួ Ta Taok េ ក 02090105 Ou Nonoung អូរនេនង
ួ Ta Taok េ ក 02090107 Ou Tateak អូរ េទ ក
ួ Ta Taok េ ក 02090102 Ou Traeng អូរែ តង
ួ Ta Taok េ ក 02090106 Peam ពម
ួ Ta Taok េ ក 02090101 Peam Ta ពម
ួ Ta Taok េ ក 02090109 Phnum Rai ភនៃំ រ ៉
ួ Ta Taok េ ក 02090104 Ta Taok េ ក
ួ Ta Taok េ ក 02090103 Veal Rolueum លរលម ឹ
18 Samlout សំ ឡត ួ Sung ស៊ុង 02090403 Kandal ក ល
19 Samlout សំ ឡត ួ Sung ស៊ុង 02090401 Sung Muoy ស៊ុង ១
20 Samlout សំ ឡត ួ Ta Sanh ញ 02090702 Prey Rumchek ៃ ពរ ំេចក
21 Samlout សំ ឡត ួ Ta Sanh ញ 02090705 Ta Sanh Tboung ញតបង
ូ
 02040506 Buo Run ប៊រួ ុន
23 Bavel បេវល Kdol Ta Haen កល ុ ែហន 02040607 Thmei ថមី
24 Bavel បេវល Kdol Ta Haen កល
ុ ែហន 02040613 Boeng Sangkae បងសែងក
ឹ
Battambang Province Annual_Target_Villages_FY08 248

Target Villages in Banteag Meanchey Province
No. V_Code
1 Malai ម៉ៃឡ Tuol Pongro ទួលព ង 01090504 Banteay Ti Muoy បនទយទមួ
ី យ
2 Malai ម៉ៃឡ Tuol Pongro ទួលព ង 01090502 Kaoh Snuol េកះសនួ ល
3 Malai ម៉ៃឡ Tuol Pongro ទួលព ង 01090503 Khla Ngoab ខងប់
4 Malai ម៉ៃឡ Tuol Pongro ទួលព ង 01090506 Ou Ambel អូរអំបល
ិ
5 Malai ម៉ៃឡ Tuol Pongro ទួលព ង 01090505 Santepheap សនភព
ិ
6 Malai ម៉ៃឡ Ou Sampor អូរសំ ពរ័ 01090304 Banteay Ti Pir បនទយទពរ
ី ី
7 Malai ម៉ៃឡ Ou Sampor អូរសំ ពរ័ 01090303 Kbal Tumnob កបលទំនប់
8 Malai ម៉ៃឡ Ou Sampor អូរសំ ពរ័ 01090301 Ou Sampor Muoy អូរសំ ពរ័ មួយ
9 Ou Chrov អូរេ ជ Koub កូប 01050209 Ou Chrov អូរេ ជ
10 Ou Chrov អូរេ ជ Samraong សំ េ ង 01050508 Anhchanh អញចញ
11 Ou Chrov អូរេ ជ Samraong សំ េ ង 01050501 Banlech បនច
ិ
12 Ou Chrov អូរេ ជ Samraong សំ េ ង 01050507 Bat Trang បត់ តង់
13 Ou Chrov អូរេ ជ Samraong សំ េ ង 01050503 Samraong សំ េ ង
14 Ou Chrov អូរេ ជ Samraong សំ េ ង 01050505 Thmei ថមី
15 Ou Chrov អូរេ ជ Samraong សំ េ ង 01050506 Thmenh Trei េធមញ តី
16 Ou Chrov អូរេ ជ Samraong សំ េ ង 01050509 Voat វត
17 Preah Netr Preah ពះេន ត ពះ Rohal រ ល 01040607 Popel ពេពល
18 Preah Netr Preah ពះេន ត ពះ Rohal រ ល 01040609 Ruessei បញស ី
19 Preah Netr Preah ពះេន ត ពះ Rohal រ ល 01040605 Snay នយ
20 Serei Saophoan សរេ
ិ ី ភ័ណ Bos Sbov បុសសបវូ 01060113 Khchas ខចស់
ិ ី ភ័ណ Bos Sbov បុសសបវូ 01060115 Khu Svay ឃូ យ
ិ ី ភ័ណ Bos Sbov បុសសបវូ 01060116 Khvav ខវ
ិ ី ភ័ណ Bos Sbov បុសសបវូ 01060117 Tbaeng ែតបង
ិ ី ភ័ណ Bos Sbov បុសសបវូ 01060113 Khchas ខចស់
25 Serei Saophoan សរេិ ី ភ័ណ Bos Sbov បុសសបវូ 01060115 Khu Svay ឃូ យ
26 Serei Saophoan សរេ ិ ី ភ័ណ Bos Sbov បុសសបវូ 01060116 Khvav ខវ
27 Serei Saophoan សរេ ិ ី ភ័ណ Bos Sbov បុសសបវូ 01060117 Tbaeng ែតបង
Banteay Meanchey Province Annual_Target_Villages_FY08 249

Target Villages in ODDAR MEANCHEY Province

No. V_Code
1 Banteay Ampil បនទយអំពិល Ampil អំពល
ិ 22020113 Chob Kokir Khang Kaeut ជប់គគរខងេកត
ី 
ិ 22020114 Chob Kokir Khang Lech ជប់គគរខងលច
ី ិ
ិ 22020122 Kouk Prech េគកេ ពច
ិ 22020121 Tbaeng Thmei ែតបងថមី
Oddar Meanchey Province Annual_Target_Villages_FY08 250

CWS – CAMBODIA CURRENT DONORS/FUNDING PARTNERS
CWS – CAMBODIA FY08 FUNDING PARTNERS

End-Year 2008 Report

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End-Year 2008 Report

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END-YEAR REPORT

FISCAL YEAR 2008

Writing and Compiling: Program/Project/Field staff

Layout designed: Uon Vichetr/Pong Pagna Vattey

Photos: CWS Staff

Copies of this report are available at

Second published, 2008

Published by Church World Service Cambodia

Growth and Health of the Organization

ADOVIR Association for Development and Our Villager’s Rights

Direct Services Program

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

Integrated Humanitarian Mine Action

3 Malai District Demining Project…………………………………………………..…………64

Integrated Humanitarian Mine Action

Phnom Penh Central Office

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

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

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

CHURCH WORLD SERVICE - CAMBODIA

1.1.2 Major Accomplishments and Changes

Overall Objective: To improve the communities' capacity on peace building, emergencies

1. Capacity Building for Development Planning

♦ Establishment of Water and Sanitation User Groups (WSUGs)

FY08_2nd End-Year_Narratives Direct Services Program 1

 Household Water Quality Testing Training

FY08_2nd End-Year_Narratives Direct Services Program 2

♦ Development of SHG Guidelines

3. Strengthening Civil Society

♦ Building Peace in Our Life Training

FY08_2nd End-Year_Narratives Direct Services Program 3

4. Emergency Response and Preparedness

Objective 4: Improve disaster preparedness and response capabilities among target

♦ Funding Appeal to ERP Program of CWS NY

1 White rice 3,600 kg 8 Cooking pots 18

2 Soy sauce 270 bottles 9 Plates 45

3 Iodine salt 180 pkgs 10 Soup bowls 18

4 Vegetable oil 45 bottles 11 Spoons 108

6 Mosquito nets 18 13 Kettles 9

7 Blankets 27 14 Water filters 9

Each family received six bottles of soy

♦ CBDRR Gold Medal Award from the RGC and NCDM

FY08_2nd End-Year_Narratives Direct Services Program 5

♦ CWS Cambodia Joins the Evaluation CRC’s CBDP Project

♦ CBDRM Project Proposal Submitted to DIPECHO SEA

5. Program Development, Management and Supervision

♦ Annual Budget and Project Planning

FY08_2nd End-Year_Narratives Direct Services Program 6

1.1.3 Major Challenges

FY08_2nd End-Year_Narratives Direct Services Program 7

1.1.4 Lessons Learned

1.1.5 Issues Not addressed

FY08_2nd End-Year_Narratives Direct Services Program 8

FY08_2nd End-Year_Narratives Direct Services Program 9

1.2.2 Major Accomplishments and Changes

Overall Objective: To improve the communities’ capacity on peace building, emergencies

FY08_2nd End-Year_Narratives KPT Village Based Community Development Project 10

Objective 1: Develop community capacity to engage with Government institutions and

1.1. Support of Community Initiated Development Plan

1.1.1 Construction of two community meeting halls:

One of the key tenets of the CWS approach is that

FY08_2nd End-Year_Narratives KPT Village Based Community Development Project 11

1.1.2 The Community Roads Repair:

Lack of infrastructure is listed as one of the major

Household Water Quality Testing Training