Mid-Year 2008 Report

MID-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.”
MID-YEAR REPORT
FISCAL YEAR 2008
Writing/ Editing: Program/Field staff, Uon Vichetr, Chhouk Chantha, and Josephine Barbour
Design/ Layout: Uon Vichetr/Soeur Kemsy
Photos: CWS Staff
Copies of this report are available at

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© Copyright 2008, Church World Service Cambodia (CWSC)
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First published, 2008
Published by Church World Service Cambodia

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Church World Service Cambodia
2008 First Semester Report
Executive summary
“May you have a firm foundation when the winds of changes shift ”1
In March 2004 the 7 Year Strategic Directions was presented to the group of funding
partners committed to the CWS programming since 1993 through their membership
in the World Council of Churches. The 7 Year Strategic Directions was historical in
two memorable ways;
1. Perhaps foremost was the fact that the process was lead by a Cambodian
National. Frankly it was tedious work with a number of glitches along the way.
The 7 Year Strategic Directions was intended to be a guiding document under
which a huge management of change endeavor might succeed while still
reaching the vulnerable and suffering people of the war torn country. 7 Year
Strategic Directions was meant to define expectations for partners to understand
and support the complex work of the agency; EED, ICCO, NCCA, Christian Aid,
Church World Service NZ, UMCOR and SED (the CWS desk controlling the CWS
contribution to the plan).
2. Secondly the 7 Year Strategic Directions was designed to give parameters to

support the national staff as they faced challenges of:
• Assuming an organizational perspective versus the power management

perspective,
• Facing the changes in context as well as pushing their comfort level,
• Continuing projects from the 1990’s (which were boom years for NGOs in
Cambodia following the 1991 peace accord) based on merit and
measurements.
The 1990s were rooted in the legitimate return of outlawed parties (KPNLF,
FUNCINPEC, and the Democratic Kampuchea). It was a decade of massive aid.
Dealing with the repatriation of three hundred thousand refugees from the
borderlands who were bringing their systems and education as well as their
problems back home for the first time in 14 years created a certain euphoria mixed
with justifiable fear which influenced spending as much as did the limitless euro and
dollars raining down.
There was little incentive or motivation to change approaches and projects which
both satisfied funding partners and paid salaries. There was little reason to change
projects which were both understood and manageable by a medium term
Cambodian staff. The comprehensive 2000 program evaluation was for the most part
rejected by national staff as well as understood to be a closed document once the
rebuttal had been written.
Without mincing words we can say that change was not welcomed at the turn of the
millennium and managers who had not been groomed to do other than run the
projects designed by dynamic energetic committed and young expats no longer with
1
Bob Dylan Forever Young
the agency including, Mr. Robert van den Berg, Ms Rolien Sasse, Ms Mieke Weeda,
Mr. Vitaly Vorona, Mr, Proper Sapathy, Mr. Enda Moclair and Herman Browerr would
have little reason to change that legacy.
So the creation of a 7 Year Strategic Directions for the agency by a group of new
Cambodian managers whose visionary talents had been here to for used as simple
sounding boards for expats and whose newly acquired managerial skills were largely
understood to mean to keep the project activities running and learn to articulate
justifiable reasons for missed targets and dates was indeed a bench mark worth
noting.
The 7 Year Strategic Directions was an historical document which kicked off a series
of critical pieces of development cycle actions to move away from “pre-package
service delivery” to building authentic participatory approaches. The seven year
strategic direction was also an innovative approach (new) to giving a frame work for
moving forward in ways better fitted to the development needs of the Cambodian people
beginning with implementation of all recommendations from the 2000 full program
evaluation.
Demining - As the report indicates the laying of landmines from 1979 to 1996 made
Cambodia one of the heaviest infected countries in the world, at one point and time,
a magnet for money to clear and clean. For CWS and any other humanitarian
organizations about the business of de-contaminating land of remnants of conflict
towards long term stability of populations, reintegration of former enemies and
bringing families and communities out of the daily threat of danger, the efforts and
result of the work in the field is crucial. Cleaning the deeply contaminated land of the
infamous K5 belt is challenging and rewarding. The uniqueness of this current effort
is that it is in former Khmer rouge controlled areas, it is helping isolated communities
with a high number of landless laborer families, uniquely and it is via a local partner
which is extending their own capacity in this critical work. The first time in Cambodia
that a local NGO is the partner to the humanitarian de-mining effort. CWS was
blessed with a 4 months no cost extension that directly affected more than 20
families and allowed us to stay active in the former Khmer rouge stronghold, a
peace building target area for us and our partner and hundreds of families in
reintegration area. Malai, a name that struck fear into the hearts of many, has
become for those courageous enough to be part of the process, a symbol of potential
long term peace. This would not be possible without the partnership of CWS-MAG.
Partnership - Our programming that allow Cambodians to respond to their

neighbors and colleagues with less and less paternalism and more and more
professionalism has new partners under the successful holistic partnership
approach, as well as expanded work with the planned partners CFEDA and KNTO.
In addition, the partnership program has contributed to some significant thinking on
emergency food distribution in the work with COORD and has again pushed the
envelope on ecumenical partnership with work on Christian values in a Buddhist
land, steady coaching to KCC and direct concrete non funding support to the CSCM
as well as local churches in Kompong Thom.
With 70 percent of Cambodia’s population under the age of 30, the time and energy
to support young people through the Christian student movement and Initiatives for
Change becomes a long term investment in Cambodia’s future. The translation of the
Diakonia document for Lutheran World Federation was fraught with problems, yet
enriched the CWS partnership staff with knowledge and understanding that would
not have been achieved otherwise. And ultimately while the word “partnership” gains
more and more daily usage, this 8 year old program has gained maturity and
knowledge on the challenges putting into authentic practice, the language around
partnership i.e. mutual respect, mutual understanding, commitment, responsibility,
interfaith, compromise, principled decision making, collaboration, consensus, and
peaceful solutions. This personal and professional growth is seldom measured or
calculated in logframe or mid-year reports.
Peace - The Peace work that CWS is proud and committed to doing is unique in that
we are not a sectoral peace and justice agency, but instead, a community
development, local partnership, water and sanitation and emergency response
organization. Peace is the way and not the goal it is sometimes said, and while a
sustainable peaceful Cambodia is our vision, dream and mission, 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 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 ground breaking work on
introducing restorative justice and trauma to Cambodian peace makers was
interrupted to refocus attention on new staff, their preparation and needs, as well as
basic notions of non-violence and gender that communities in CWS direct service
work would need. Successful training was delivered in Timor Leste drawing on the
Cambodian experience, and work was begun for conflict resolution inside a non
funding partner in the northeast. A job contract for “gender equity in practice” was
completed with sound results and concrete contribution to improved fiscal
management at the local partner level was accomplished.
Emergency Response - As the semester report accurately details there have been
successful timely food relief to Cambodian at risk families with absolutely no food in
their houses and huts to feed themselves or their children. These poorest of the
poor have been primary female heads of households and landless laborers. Those
who one would imagine would be most harshly hit when floods destroy paddy land.
However in addition to this life saving work, the Emergency Response Coordinator
continues to achieve ground breaking work on the critical but less headlined news of
community based mitigation and prevention During this reporting period CWS was
able to work with both the National Center for Disaster Management and the
Provincial office for Disaster management in Svay Rieng province.
Water for the poorest - If you are reading this report, you turn on the tap everyday
and enjoy clean water to wash, bathe drink and grow your garden. You are in a
privileged minority. The water and sanitation project is successfully bringing water to
the poor, working in partnership with the government and running a corruption free
service to improve health and livelihoods by making water available to the most
marginalized in the poor rural areas of Svay Rien (32 wells upgraded, 273 water
filters and latrine 51). While you can read the facts and figures as well as the stories
of change, it is good to remember that the Svay Rieng project is not a localized
endeavor that was handed over by a group of expat managers or advisors. It is a
new project that was designed, developed and initiated by Cambodian staff. It has
also benefited from successful implementation and management which will allow it to
respond to the unexpected issues that should arise any program as it moves from
the planning papers to reality in the village.
Community Development in Remote Rural areas - The World Bank has shown
that the gap between the poor and the rich has widened and deepened and no
where more measurable than in the rural areas that make up the country. CWS has
chosen to develop a new approach that takes into consideration the decentralization
process as well as assign ourselves to more remote areas where there are not other
agencies supporting poverty reduction and community education issues. This first
semester has been full of unanticipated early success as well as expected glitches
(in re-tooling old teams to new approaches). The villagers are very pleased to have
access to new processes that are fairly routines now in more accessible areas, such
as the selection of Village Development Committees or public campaigns that put
social problems in the open. Each new endeavor in the village requires tremendous
amounts of time in orientations, exposures, trainings, workshops and information
sharing sessions. This very preliminary stage in the new Community Development 4
year model which relies on emphasis on relationships, confidence building and clear
plan for entry and exit, clearly articulated expectation sharing is successful to date
and will lead to measurable change in the communities- already expressed by
authorities and villagers themselves.
Monitoring & Evaluation - The establishment of our M & E System represented a

huge body of work involving key staff in a series of planning sessions, workshops,
meetings, reflection sessions and field work. This is not an output of just another
manual but represents 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. The full program monitoring for the first semester of fiscal year
2008 was conducted to all of the CWS program. The process allowed them to take a
step back from their work to tell the stories of their success so that they may be
capitalized on as well as identify the gaps, so they may closed. The findings were
reviewed at the project level as well as in Program Oversight Group (POG) for follow
up actions to improve the gap areas in the next semester.
In conclusion, the first semester of the second half of the 7 year Plan has been
dynamic, fruitful, challenging and rewarding. We are ahead of our expectations in
some areas, on target in others and revising one component. These are all good
achievements in a nationalized learning organization, just one decade out of the civil
war (1998 – 2008). At the time you read this report CWS will be well on its way in
each of these sectors.
It is, as always, 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 please.
Josephine Barbour
Country Representative
CONTENTS
Abbreviation and Acronym……………………...……………….…... i - iv
Direct Service Program ……………..……………………………..……….1
KPT Village Based Community Development Project …………………..13
PVH Village Based Community Development Project …………...………21
Svay Rieng Water and Sanitation Cooperation Project …….…….….…..27
Partnership Program …………………………………………………..…..34
Battambang/ Banteay Meanchey Partnership Project ……………….......43
Kompong Thom Partnership Project ………………………………..……..53
Ecumenical Partnership Project ……….…………………………….……..60
Integrated Humanitarian Mine Action, Malai District, Banteay

Meanchey Province (Locality De-Mining)……………………………… 67
Case Stories………………………………………………………………….74
Phnom Penh Central Office, Finance, Administration, and Human

Resources Management……………………………………………….……82
Appendices:
Appendix I: Summary of Finances………………………….………..93
Appendix II: Mid-Year Outputs/ Log-frames .....…………………..109
Appendix III: CWS – Cambodia Program Personnel List…………..208
Annexes:
Annex A: Organizational Chart ………………………………211
Annex B: Geographical Implementation Areas………………….212

ABBREVIATIONS
Acronym Full names
ACED Association of Cooperation for Economic Development

ACT Alliance for Conflict Transformation
ACTS Action for Conflict Transformation Study
ADB Asian Development Bank
ADI Analysis of Development Issues
ADHOC Cambodian Human Rights and Development Association
ADOVIR Association for Development and Our Villager’s Rights
ADPC Asian Disaster Preparedness Center
AFSC American Friends Service Committee
AIDS Acquired Immune Deficiency Syndrome
AP Anti-Personnel
APA Angkar Punleu Akphiwat
APM Anti-Personnel Mine
ARL Action Reflection Learning
AusAID Australian Agency for International Development
AZEECON Asian Zone Emergency and Environment Co-operation Network
BFDK Buddhism for Development in Kompong Thom
BoD Board of Directors
BTB Battambang Province
BTM Banteay Meanchey Province
CAT Capacity Assessment Tool
CBDM Community Based Disaster Management
CBDPM Community Based Disaster Preparedness Mitigation
CBDRM Community Based Disaster Risk Management
CBDRR Community Based Disaster Risk Reduction
CBFA Community Based First Aid
CBO(s) Community Based Organization(s)
CC Commune Council
CCA Canadian Co-operation Agency
CCC Cooperation Committee for Cambodia
CCDC Cooperation Christian for Development in Cambodia
CCDM Commune Committee for Disaster Management
CCFIN Cambodian Community Finance Institution Network
CCO Children Committee Organization
CD Community Development
CDA Church Development Association
CDC Council for the Development of Cambodia
CDF Community Development Facilitators
CDRI Cambodia Development Resource Institute
CDRR Cambodia Disaster Risk Reduction
CEDAC Centre D’etude et de Development Agricole Cambodgien (Cambodian
Center for Agricultural Study and Development)
CEDAW Committee on the Elimination of Discrimination against Women
CFA Community Finance Association
CFC Charity Foundation for Children
CFED Cambodian Farmer Economic Development
CFEDA Cambodian Family Economic Development Association
CIDC Cooperation for Indigenous People and Development in Cambodia
CSF Children Support Foundation
CGA Cambodia Global Action
CHRAC Cambodian Human Rights Action Committee
CHART Creative, Holistic, Action Research for Relationship Transformation
CL Community Liaison/ Commune Leader
FY07_End-Year_Narratives i
CLT Community Liaison Team
CMAA Cambodian Mine Action Authority
CMAC Cambodian Mine Action Center
CMVIS Cambodian Mine/UXO Victim Information System
CNGO Cambodian Non-governmental Organization
Com Dev Community Development
COMFREL Committee for Fair Elections in Cambodia
COP Cambodian Organization for Peace
COWS Cambodia Organization for Women’s Support
CRC Cambodian Red Cross
CRWRC Christian Reformed World Relief Committee
CSCM Cambodian Student Christian Mission
CWDA Cambodia Women Development Association
CWS Church World Service
CWSC Church World Service Cambodia
DAHP Department of Animal Health and Production
DAP Direct Aid Program
DCA Dan Church Aid
DCDM District Committee for Disaster Management
DIPECHO Disaster Preparedness of European Commission Humanitarian Aid Office
DoLA Department of Local Administration
DM Disaster Management
DMR Disaster Management and Reporting (Training)
DPA Development and Partnership in Action
DPKS Development Program for Khmer Student
DPM Deputy Project Manager
DRDO District Rural Development Office
DRNA Disaster Risk and Need Assessment
DRR Disaster Risk Reduction
DYBTM Dhammayietra Banteay Meanchey
DYMB Dhammayietra Mongkol Borei (Name of local NGO partner in Banteay
Meanchey province).
EED Evangelischer Entwicklungsdienst
EFSA Emergency Food Security Assessment
EMU Eastern Mennonite University
EOD Explosive Ordnance Disposal
ER Emergency Response
ERP Emergency Response and Preparedness
EWMI East-West Management Institute
FDA Family Development Action
FHP Family Health Project
FMER Funding, Monitoring, Evaluation and Reporting
FY Fiscal Year
GAD/C Gender and Development for Cambodia
GPP Good Principle Project
HAD Hope Association for Development
HAPO Health Care and AIDS Prevention Organization
HC Health Center
HIV Human Immunodeficiency Virus
HMA Humanitarian Mine Action
HQ Headquarters
HVCA Hazard Vulnerability Capacity Assessment
ICA Initiatives for Change Association
ICCO Interchurch Organization for Development Co-operation
ICD Integrated Community Development
ICSO Indigenous Community Support Organization
FY07_End-Year_Narratives ii
IEC Information, Education, Communication
KCC Kampuchea Christian Council
KID Khmer Institute of Democracy
Kg Kilogram
KNTO Kumnit Thmey Organization
KORCD Khmer Organization for Rural Community Development
KPT Kompong Thom province
LCP Local Capacity for Peace
LDMT Locality De-mining Team
LWF Lutheran World Federation
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
MDD Mine Detection Dog
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
MPlus Mekong Plus
MRD Ministry of Rural Development
MRE Mine Risk Education
NCCA National Council of Churches in Australia
NCDM National Committee for Disaster Management
NGO Non Government Organization
NPA Norwegian People’s Aid
NY New York
OD Operational District/Organization Development
PACT Pact Cambodia
PCDM Provincial Committee Disaster Management
PDA Provincial Department of Agriculture
PDD Professional Development Day
PDoL Provincial Department of Agriculture
PDoE Provincial Department of Education
PDoAFF Provincial Department of Agriculture, Forestry and Fishery
PDoH Provincial Department of Health
PDRD Provincial Department of Rural Development
PDRRAP Provincial Disaster Risk Reduction Action Plan
PDWA Provincial Department of Women Affairs
PHD Provincial Health Department
PHN Phnom Penh City
PJJ Project of Juvenile Justice
PLA Participatory Learning and Action
PLHA People Living with HIV/AIDS
PLAU Provincial Local Administration Unit
PRA Participatory Rural Appraisal
PM Project Manager
PO Program Officer
POG Program Oversight Group
PP Partnership Program/Project
PRA Participatory Rural Appraisal
PRC Provincial Red Cross
FY07_End-Year_Narratives iii
PVH Preah Vihear Province
RCV Red Cross Volunteer
ROC Remnants of Conflict
SHG Self Help Group
SMT Senior Management Team
SOP Standard Operating Procedure
SvR Svay Rieng province
TB Tuberculosis
TBA Traditional Birth Attendant
TNA Training Need Assessment
ToT Training of Trainer
ToR Term of reference
TPO Transcultural Psycho-social Organization
TST Technical Survey Team
UNICEF United Nations Children’s Fund
UNFPA United Nations Population Fund
US United States
USA United States of America
USD United States Dollar
UXO Unexploded Ordnance
VAM Vulnerability Analysis and Mapping
VBCD Village-Based Community Development
VBNK Vityeasthan Bondosbandal Neakkrupkrong (an institute for managers
of organizations working for the development of Cambodia)
VCPM Village Committee for Program Management
VDC Village Development Committee
VDV Village Disaster Volunteer
VHV Village Health Volunteer
VL Village Leader
VLA Village Livestock Agent
VMG Vision, Mission, Goal
VP Vulnerable People
WATSAN Water and Sanitation
WCA Working Capital Assistance
WFP World Food Programme
WUSC Water User and Sanitation Committee
YRDP Youth Resource Development Program
FY07_End-Year_Narratives iv
DIRECT SERVICE 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

DIRECT SERVICES PROGRAM
Introduction
The first phase of 7-year strategic direction (2005-2011) is over and the second phase of four-
year (2008-2011), Program Plan began July 01, 2007. The Direct Service Program work to
develop partnership with Village Development Committee (VDCs), Commune Councils (CC),
and Provincial Departments of Rural Development, Agriculture, Health, and Education to build
critical local capacity and carry out the community development activities with the remote
communities of CWS new target areas in Kompong Thom and Preah Vihear Provinces. For
Svay Rieng Project, the Direct Services Program is continuing to collaborate and support
Provincial Department of Rural Development to implement WatSan activities including
construction of wells, latrines, filters and provide training on the importance of clean water,
hygiene, and sanitation.
During this first six-month of FY2008, this office focused energy and time to support building
relationship and capacity with communities for implementing of the Integrated Community
Development outlined in new CWSC Community Development (Com Dev) Model.
The Com Dev model developed in late fiscal year 2007 (May 2006) indicated clear activities in
each stage for staff to use as a milestone for the program implementation. The focus in the CWS
Com Dev model is accompaniment and the approach is to encourage community people to take
ownership from the beginning and build capacity of community people to resolve their needs
gradually by taking responsibilities of planning and implementation of project activities. The
model is being piloted the first year and reviewed for improving the project during
implementation.
Besides supporting progress in the field, the Program Office is active in providing Peace Building
and Emergency Response and Disaster Preparedness to Commune Councils (CCs).
Emergency Response and Disaster Preparedness (ERP) with funding support from ADPC has
achieved another milestone by assisting Svay Rieng Provincial to develop and set up an Action
Plan on Disaster Risk Reduction for Svay Rieng province (2008-2010) in responding to the
initiative of National Committee for Disaster Management (NCDM) and Provincial Committee for
Disaster Management (PCDM).
SIGNIFICANT ACCOMPLISHMENTS
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- Collaboration and Partnership:
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
st
FY08_1 Mid-Year_Narrative Direct Services Program 1
1-1 Collaboration with Provincial Department of Rural Development (PDRD)
A Memorandum of Understanding (MoU) between CWS Cambodia and Svay Rieng Provincial
Department of Rural Development (PDRD) was signed in a spirit of mutual respect on July 12,
2007 to maintain cooperation and collaboration and strengthen the roles and responsibilities of
the Svay Rieng WatSan project’s implementation. With this understanding, three PDRD staffs (a
Coordinator and two technical staff) were assigned to work for this project from August 01, 2007.
CWS Cambodia believes that collaboration with the government at the provincial level is critical
to any long-term potential for reversing the increasing poverty gap.
1-2 Partnership with Word Food Program
Pregnant and lactating women and children

under two years of age suffer from lack of food
and dietary diversification, aggravated by factors
such as low levels of education (particularly of
women and girls), poor awareness of good
health and nutrition practices, inadequate
childcare and inappropriate weaning practices
which lead to malnutrition. These will be
addressed as CWS works in new target areas of
Kompong Thom and Preah Vihear provinces.
The estimate is that over 11,700 children aged
under 5 years died prematurely in Kompong
Picture 1-2: Food and Dietary Diversification Mothers and Thom and Preah Vihear from 1995 to 2000. Over
Children 1,670 infants under 1 year died in the preceding
year 2000, (WFP VAM Food Security Atlas). The
Project staff conducted orientation on the project objectives
to village health volunteers (VHVs) and village development
committees (VDCs) and worked with them to identify the
pregnant mothers, lactating mother and children under two
years old of age in each village. The result of an 18 villages
study found 129 pregnant women, 164-breastfeeding
mothers (up to six
months old), and 379
infants from 7 to 24
months old. Their
general appearance
was pale, thin and
underweight; signs that
children are not The mother and a child who will
growing properly. help. Our field staff report that she
has only had white rice and salt
These signs indicate
mixed together red chili since she
causes of dangerous
CWS’s Deputy Director and WFP delivered. Local tradition and
Representative signed MCH Agreement delivery and contribute poverty.
the high infant and
maternal mortality rate.
st
In order to intervene in these serious maternal and child health issues and to improve the overall
food security to vulnerable people, especially malnourished children, CWS Cambodia was
invited to submit a project proposal to World Food Program (WFP) on September 18, 2007 for
Partnership of the Mother and Child Health Care Program in Kompong Thom and Preah Vihear
for additional food supplementation over its regular development program activities such as
home garden, and water and sanitation. The proposal was accepted after the project organized
a visit of WFP staff to learn more about the working area. It will go into effective from January
2008 and benefit 1581 beneficiaries (868 under two years old children, 647 pregnant and
lactating women, and 66 VHVs) in 30 target villages during the first year implementation.
2- Capacity Building to Program and Field Staff
Most Kompong Thom and Preah Vihear Community Development Workers are new staff and
some of them after graduating from university served one year as volunteers with the Youth Star
Organization. They began with CWS Cambodia from midyear 2007. Building capacity in
community development work and sharpen their knowledge through CHART training and
workshops to orient and prepare them to the CWS model. Five training topics were conducted;
Community Development, Annual Operation Plan, Community Organizing, and Village
Development Plan.
To improve and strengthen existing program implementation and practice, the Monitoring and
Evaluation hand book was prepared and developed by FMER Department from 16 July to 16
August 2007. 8 staff of the Direct Services program, 5 from PNP program Office and 3 from
project level, have a chance to join workshops and field work. By the end of field practice, they
feel confident in developing monitoring forms for each development activity and operate both the
daily routine implementation and monitoring.
The formal trainings are briefed below;
2-1 CWS Community Development Model
A three day workshop on Community Development Model conducted from September 6-8, 2007
facilitated by the Direct Services Program Manger to provide concepts and new strategies for
effective and efficient CWS field operation. The training topic focused on the entry stage of
Community Development Model. 18 Com Dev Workers (7 women) attended the workshop.
2-2 Detail Annual Operation Plan
A two-day meeting to develop the Detail Annual Operation Plan conducted from September 24-
26, 2007 for 21 project staff (6 women) from Kompong Thom and Preah Vihear Project. This
meeting helped them better prepare the Project implementation plan.
2-3 Community Organizing Training
A two-day training on Community Organizing conducted from October 18-19, 2007 for 17
participants (6 women). The objective is to provide overall strategies and process of group
formation; staff’s roles in community and villagers’ participation in development activities for their
community.
st
2-4 Village Development Plan and Simple Proposal
A two-day training on Village Development Plan preparation and Simple Proposal development
conducted from November 14-15, 2007 for 18 Com Dev Workers (6 women) from Kompong
Thom and Preah Vihear project. The training enables staff to facilitate developing Village
Development Plan with VDCs as well as prepare proposals to seek funding support for their
villages. This is a critical skill in working with the commune council as part of the government
decentralization plan.
2-5 MCH training
A two-day training on Mother and Child Health Care (MCH)

was conducted from December 06-07, 2007 for 16 Com
Dev Workers (6 women) of Kompong Thom and Preah
Vihear project. The training oriented the concepts of MCH.
It also included monitoring the weight gain of malnourished
children, how to enter MCH data and how to prepare Corn
Soya Blend. Project staff gained knowledge on using these
concepts to facilitate these processes with VHVs in their
target village.
Picture 2-5: VHVs leant MCH from CWS Staff
3- Income Generation and Food Production
Objective 2: Improve access to basic social services and amenities and improve overall
food security of vulnerable people.
3-1 Food Production
Nutrition and adequate diets pose serious problems for rural poor. To attack the problem head
on, food production is a critical activity.
Five separate sessions of two-day trainings on food production were conducted between
December 3 and December 12 in collaboration with Provincial Agriculture Department. 148
direct beneficiaries (41 women) coming from 15 target villages of the Svay Rieng WatSan
project attended. These trainings focused on compost fertilizer making, vegetable planting and
growing (long bean, eggplant, morning glory, tomato, and taro) and rice crop production. All
participants received a poster on sustainable agriculture and a package of vegetable seeds
(morning glory, shadow mustard, green mustard, chinese cabbage, and radish, and Cucumber)
at the end of training session.
Another two-day training on chicken raising was conducted on August 02-03, 2007 for 15 project
staff of Kompong Thom and Preah Vihear Village Based Community Development Project (6
women) to acquire knowledge community food production. 20 families are raising chickens with
technical support from trained CWS staff.
st
3-2 Income Generation Related
A three-day training on Self Help or Interest Group formation was conducted from December 3
to 5 to enable Com Dev workers of Kompong Thom and Preah Vihear project to facilitate
formation of self help groups (SHG). 18 villages were introduced Self Help Group (SHG) concept
and 4 SHGs were formed with 33 members.
4- Peace Building
Objective 3: Strengthen target community understanding and practice of peace building

and restorative justice
4-1 White Ribbon Campaign
Violence and particularly domestic violence is a critical problem in Cambodia. The district chief
in one area where we work recently asked for additional training for his village chiefs in “non-
violent” solutions. The “White
Ribbon campaign” well known in
Cambodia, started 8 years
(2000) ago by Gender and
Development for Cambodia
(GAD/C). But this is the first
time villagers from Preah Vihear
got the chance to wear a white
ribbon.
The White Ribbon Campaign

entitled “Sixteen Days
Campaign to eliminate
violence against women: End
domestic violence to advance
harmony and prosperity in
the families” was organized on
December 19, 2007 jointly
between Kompong Thom and Picture 1: Elimination of Domestic Violence against Women and Children
Preah Vihear Project Staff in Campaign
collaboration with Commune
Councils of Chorm Khsan commune and local authorities from the district governors office. This
campaign was to raise awareness about the negative effect of violence against women and
children. 417 participants (167 women) from nine villages1 and two schools participated. This
campaign was presided once, by Chorm Khsan District Deputy Governor, Police Officer,
Commune Council of Chorm Khsan and Women’s Affair and Direct Services Program Manager.
1
9 Villages (Veal Po, Teuk Krohom, Sangkum Thmey, Chat Tang, Propeang Thom, Veal Thom, Kok Sralao
O Khsan, Teuk Krohom), 3 communes (Chorm Khsan, Romdosh Sre, Tek Krohom), 4 villages ( Kok, Svay, Rolum
Thmore, Sre), 2 schools ( Kok Srolou Secondary school, Cham Khsan High school)
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No. Description Number of participants
Men Women Total
1 Villagers 143 73 216
2 VDC 24 21 45
3 Villager Leaders 16 1 17
4 Commune Council 9 1 10
5 District Governor 1 0 1
6 District Women Affair Department 0 1 1
7 District Police Authorities 1 0 1
8 School Teachers 9 1 10
9 Students 32 58 90
10 CWS Staff 13 9 22
11 VBNK Staff 2 2 4
Grant total 250 (60%) 167 (40%) 417
Table 4-1: White Ribbon Participants List
During the Campaign, 413 yellow T-shirts with the Message of Anti-Violence on the back said
“Rejecting Violence, Helps the Family to Live in Dignity and Happiness” were distributed to
participants. In addition, several posters on the promotion of non-violence were posted in the
public place such as restaurant, the market and on roads where the most people can access
information. During the campaign, many participants were interviewed to see how they are
aware of this event; People were impressed that the 1st campaign targeted their problem.
Policeman: The White Ribbon Campaign is useful for our

community, it will help people in this community to have a look
at the domestic violence against women and children. Maybe it
can help us eliminate domestic violence.
Picture 2-1: A police officer

answered to CWS Interviewer
Student: This campaign is useful and interesting to village

people, it is helping us to better understand about the cause of
domestic violence within the family. Domestic Violence affects to
children’s education and their future survival.
Picture 2-2: A Student answered

to CWS Interviewer
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4-2 Peace Building Experiences workshop to CWS-Timor Leste
As part of the regional plan, a three-day workshop on Peace Building concepts facilitated by the
Cambodian Peace Coordinator was conducted in Timor Leste for 10 staff (6 women) of CWS
Timor Leste and 43 members (20 girls) of Peace Builder Youth Groups from November 12-16,
2007 with direct support from Ms. Josephine Barbour, CWS Cambodia Country Representative .
The objective is to introduce the different analysis tools such as timeline, stages of conflict and
conflict mapping and identify future project needs. The Youth group and CWS-Timor Leste staff
were very interested in the session on reconciliation. They were pleased to have the chance to
expand their understanding of conflict by learning the history of the protracted conflict in
Cambodia and expressed interest in learning more around peace building. With coordination
from CWS Cambodia, CWS Timor Leste will send their staff to visit NGOs that doing peace work
in Cambodia to exchange learning next year (approximately January, 2008).
4-3 Trauma and Restorative Justice
Picture 4-2.1: Conflict Analysis Training to CWS Timor Leste Picture 4-2.2Reconciliation Workshop provided to Youth Group
A Trauma and Restorative Justice Survey was developed and distributed to 30 participants who
attended the Seminar training in 2004 and 2006 along with another 19 relevant NGOs to seek
their opinion on future needs or interest in;
Responses to Trauma: Cycles of violence.

Transforming Trauma: Breaking the Cycles of violence
Trauma Interventions for individuals, communities, and societies.
Self-care for Caregivers
Restorative Justice as a response to Trauma
Those organizations received the questionnaire during the second week of December and were
asked to return them in early January 2008. The results will determine the next step in
supporting professionals working in trauma case and peace.
4-4 Collaboration on Peace Related
In collaboration between CWS Cambodia, ACT and CDRI on peace building work in Cambodia,
a Peace Mapping Survey was conducted to identify the different activities of Peace Work NGOs
in Cambodia. 16 volunteer (8 women) attended a half day workshop on communication and
facilitation skills facilitated by ACT with assistance from CWS Cambodia in November 2007.
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With this survey, 170 organizations were interviewed. Data analyzing and report compilation will
be produced after ACT recruits their new director (director of ACT has resigned). CWS
financially supported ACT in this 18 month transition plan.
5. Emergency Response Program
Objective 4: Improve disaster preparedness and response capabilities among target

communities
5.1. Rice Distribution
During the last rainy season, a flash flood devastated Santuk and Baray Districts caused by the
overflowing of Stung Sen and Stung Chinit rivers from August to September 2007. Flash floods
affected floating rice of 390 families while they were already in the “hungry time”. The flood
destroyed their rice crops for the next harvest. So the Coordinator in cooperation with KORCD
staff, ERP Coordinator and Partnership Program Manager conducted two assessments in the
affected areas. The second assessment was in response to village chiefs who bitterly described
the number of widows in their villages without rice or the where with all to get rice. There were
339 most vulnerable families (82 families for the first food distribution2 and 257 families
for the second food distribution3) from the nine target villages of KORCD received food
assistance of 50 kg of rice, 4 cans of canned fish and 2 kg of iodized salt per household4.
This assistance will help them to survive until the next harvest season and as their capital for the
community and they will return the rice to the community rice bank after harvest time so that in
the next season when they meet the same food crisis they can borrow again.”
No Villages Commune District Number of

Beneficiaries
1 Tuol Chann 39
2 Thormaneath 40
Taing Krasang
3 Vaing Choeung 47
4 Taing Krasang Santuk 24
5 Kang Meas Choeung 40
6 Phnov Thom Phnov Thom 29
7 Phnov Tbong 25
8 Kang Meas Tbong 65
Thnoat Chum Baray
9 Thnoat Chum 1 30
Total Beneficiary by village: 339
Table1.5: Number of beneficiaries by villages
2
Use budget from partnership project Kompong Thom.
3
Use budget from ER Program Phnom Penh
4 Referred to the ER Program report for more details
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Picture 1.5:
Flood disaster
assessment and
Food
distribution
to flood
victims in
Kompong Thom
province’s
Baray and
Santuk
districts,
presided by
CWS Cambodia
Country
Representative
5.2. Provincial Disaster Risk Reduction from 2008-2010
Recently Disaster Risk Reduction is the most widely accepted

response to the changing world we live in. CWS Cambodia was proud
to be asked to partner with the Provincial Committee for Disaster
Management in Svay Rieng province ( border Vietnam) to develop a
Provincial Disaster Risk Action Plan.
Under Community Based Disaster Risk Reduction (CBDRR)5 Project in

Svay Rieng Province the Provincial Plan (PDRRAP) for 2008-2010 was
developed jointly by CWS, Asian Disaster Preparedness Center
(ADPC), and Provincial Committee for Disaster Management (PCDM)
of Svay Rieng and National Committee for Disaster Management
(NCDM) in July 2007.
Developing the PDRRAP was a long process initiated in April 2007 with the first consultative
meeting with PCDM, District Committee for Disaster Management (DCDM) of all districts of the
province and some I/LNGOs working on the disaster risk reduction in Svay Rieng on June 14,
2007. Another workshop on PDRRAP development was conducted on July 25 by CWS in
coordination with PCDM, NCDM, ADPC and Action Aid-Cambodia with the participation of all the
Provincial Departments in Svay Rieng including the provincial units of police, gendarmerie and
soldier, WFP, CFED, ADIFE, OXFAM, PADEK as well as the Cambodian Red Cross. After the
workshop, the ERP Program of CWS-C has work with the PCDM, NCDM and ADPC to finalize
the PDRRAP book. A PDRRAO Launching Workshop was conducted on the September 13,
2007.
5
The CBDRR Project, which implemented in two communes in two districts in Svay Rieng Province, was funded by
Asian Development Bank Technical Assistant 4574 CAM through the Asian Disaster Preparedness Center (ADPC)
and the Ministry of Water Resources and Meteorology of Royal Government of Cambodia from July 2006 to
September 2007.
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This Provincial Disaster Risk Reduction Action Plan (PDRRAP) mainly covers;
A Provincial profile including disaster trends, geographical data, demographical data, and
existing infrastructure,
Vulnerability analysis,
The Disaster management structure, role and responsibility of Commune Committees for
Disaster Management,
Proposed measures before, during and after an emergency,

A disaster risk reduction action plan of the PCDM from 2008 to 2010,
Proposed strategies to reduce disaster risk,
NGO mapping (in the province),
Report formats of NCDM to be used by CCDM, DCDM and PCDM and
Important maps such as provincial the 2000 flood, poverty raking, main water sources, and
district and provincial administrative maps.
Such a plan is critical to translating ideas into action, the PDRRAP is not only an action plan, but
also a guide for the government officer and bodies, NGOs and donors to implement support and
fund the right action to reduce disaster risk in the province. The plan is a part of the 5 year plan
of NCDM and Hyogo Framework for action 2005-2015. Moreover, CWS Cambodia in
coordination with respective partners made this initiative, and supports the PCDM to implement
its action plan in partnership with all the provincial departments and NGOs in the areas.
Number of Participants
No Workshop Date
NCDM PCDM DCDM CCs NGOs
1 PDRRAP workshop 25 July 2007 1 22 10 3 27
2 PDRRAPO launching 13 Sept 2007 1 29 25 66 16
Table 5.2: Number of participants participated in developing PDRRAP
SIGNIFICANT CHANGES:
New staff feel confident to facilitate training to VDCs and new target villagers. In addition, they
are able to organize and form different groups such as sugar palm group and Self Help Groups
(SHGs). They are providing advice to villagers regarding to chicken raising. Villagers showed
their interest work together for the development of their communities. The workshops and
meeting that the Program Office conducted such as Community Organizing, Village
Development Plan, SHG concept, CWS Community Development model, Chicken Raising etc.
have made vibrant new teams.
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The Emergency Food Distribution to the 339 families helped landless/laborers avoid seeking
work outside their villages and instead to join a “community rice bank” and/or “self help group” in
their villages. Now, they can borrow rice from their group and will repay paddy rice (about 30
percent value to white rice distributed) to their rice bank in the next harvest season –
approximately the end of December or January 2008. Most families who could not harvest
because of they don’t have land to transplant and/or their rice fields were destroyed by flood.
The PDRRAP is an important first model. It will be used as a guide for the government officers
and bodies, NGOs and donors to implement, support and fund straight actions to reduce
disaster risk in the provincial level. Moreover, CWS Cambodia worked well again with ADPC and
is looking to support the PCDM to implement its action plan in partnership with all the line
provincial departments and NGOs in the areas.
MAJOR CHALLENGES
a. Within this reporting period, we faced many challenges. The first is that we worked in the
remote malaria infected area- the area that has streams and dense forest that serve as a
breeding ground for mosquitoes. While we cannot change those facts, CWS Cambodia
supporting staff through providing necessities. To address the problem of malaria and staff
well being, CWS Cambodia provides staff with materials to help protect them from malaria
(anti-malarias, repellent, mosquito nets, blankets, sleeping mats and medical kits).
b. CWS Community Development Model requires field staff to stay overnight in the village to
build good relationship with community people, but during this report period some long term
staff show their reluctance to be in the community. To respond, the program and line
managers will review the line supervision and the level of support and guidance needed at
the field level.
c. The government Disaster management structure is not yet strong enough on both resources
and capacity. This issue contributes to less effectiveness of disaster management. It
requires NGO and NCDM to focus in advance on structure and staff capacity enhancement
from commune to provincial level. The Provincial Governor presented the PDRRAP in the
Regional Workshop on Innovative Approaches to Flood Risk Reduction in Mekong
Basin held from 17-19 October in Koen Kean, Thailand and National Workshop on Lessons
Learnt on Flood Management Program held from 13-14 November in Prey Veng Province.
In these two workshops, the Provincial Governor committed to use the plan as written and
integrate it into Commune Council Plans. This is a major step that CWS assisted.
d. Human resources of the ERP Program are still limited which contributes to slow response to
the event sometimes. In this regard, ERP guidelines for instance, not developed yet due to
the Program Coordinator spent all his available time on program implementation. Another
result of this issue was the involvement of CWS Cambodia in comprehensive need
assessment in KORCD’s target areas at Kompong Thom province.
e. Mobilization of community people to participate in meeting and/or campaign is hard as

community people are busy with their harvesting (November to early February next year).
Through this challenge, program and project staffs have discussed a possible solution of
better advanced scheduling.
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LESSONS LEARNT
All Program and Projects staff need to discuss and work on annual operation plan together from
the beginning to avoid schedule conflicts.
Debriefing meeting with local authority provide an opportunity to the ERP Program to learn a lot
from post-distribution and identify other actions we need to take in order to address the issues.
This came from visit of the Country Representative , Ms. Josephine Barbour when she joined
the Food Distribution on October 30, 2007 in Kompong Thom Province.
Disaster risk reduction’s measure is more effectively if NGOs coordinate well with committees for
disaster management at all levels. Such coordination would contribute to problem and
intervention analysis and its relevance to national or wider existing policy.
Besides looking for staff that has technical skill before hiring, it is necessary to look at their
motivation and inspiration about working in the rural area. Any applicants who want to apply to
work in Preah Vihear show clearly that they want to work remote rural areas; we learned we
must be sure we are providing staff with basic needs to reduce the discomfort of their work in the
rural.
In CWS Community Development model, we plan to put some small activities to support
community from the beginning, but in practice building good and close relationship with
community people from the beginning point of new enter village take lot of time and energy. In
addition, some activities or input cannot provide during this time because the community is still
limit the capacity and not ready yet. By reviewing to the real practice, CWS is going to review the
Community Development model at the next fiscal year 2008.
ISSUES NOT ADDRESSED
There are no unaddressed issues to report
FUTURE PLAN
Training courses for field staffs on System of Rice Intensification (SRI) and home garden.
Refresher course to project staffs on SHG-bookkeeping.
Continue regularly field visit and on-job training for field staffs on food production and
income generation related
Select Community Peace Volunteer and provide training
Cooperate with KPT/PvH project to organize International Woman Day
Provide training on Local Capacity for Peace to CWS staff SvR KPT and PvH.
Provide Local Capacity for Peace Assessment to CWS staff SvR, KPT and PvH.
Organized training on Peace Building Concept to CWS staff ( SMT, POG, Core team)
Conduct training on Trauma and Restorative Justice to NGOs in June 2008.
Submit a project proposal on Provincial Partnership for Disaster Risk Reduction in Svay
Rieng to ADPC
Recruit an ERP Program Assistant to assist ERP Program Coordinator in implementing
the Emergency Response and CBDRR Projects.
Recruit a Program Officer for Health to assist Program Manager on Health Program.
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KOMPONG THOM
VILLAGE BASED COMMUNITY DEVELOPMENT PROJECT
Introduction
It is an important significant change in staffing, structure, and capacity building including

increasing teamwork as professional growth within CWS Cambodia as CWS started its new CD
model in new target villages of Kompong Thom province. The new fiscal year is creating a year
of learning and creatively, CWS has learned from the past development work to design a new
CD model which produced strategic program plan into Four-Year Program Plan (2008-2011).
The first year of the four Year Program Plan focuses on staff capacity building and building
relationship with community people. The project staff have indicated high commitment as they
stay overnight with community people in the villages, working in pair-teams. In addition, all field
staff attend CHART training which provides them a framework to use in the CWS Com-Dev
model.
Village Based Community Development Kompong Thom project (VBCD) selected 12 target
villages in two communes (Sroeung and Tipo) in Prasat Sambo and Santuk districts. The Project
covers eight target villages in Sraoeurng commune of Prasat Sambo district and four target
villages in Tipo commune of Santuk district. During this report period, the project has
highlighted its major activities including a baseline survey, formation of VDCs, identifying of key
community change agents, relation with local authorities and community people and building
capacity of project staff on new CD model to do quality of works in targeted villages. The project
staffs also have started with seed activities to address the community people needs through
supporting rice seed and palm sugar production, and building relationship. Kompong Thom
project will build communication channels to build relationships and trust.
SIGNIFICANT ACCOMPLISHMENT
Overall Objective: To improve the communities' capacity on peace building, emergencies

response, and disaster risk management and develop their ability to define their development
direction in a participatory and democratic manner.
1. Capacity Building for Development Planning
Objective 1: Develop community capacity to engage with Government institutions and CBOs
to define their development direction and manage their affairs in a participatory and
democratic manner
1-1 Conducted based line survey (PLA/PRA)

821 community people (512 women) from 12 villages (8 from Sroeung commune of Prasat
Sambo district and 4 from Tipo commune of Santuk district) were asked to participate in
Participatory Learning and Actions (PLA) in order to understand more about the problem and
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FY08_1 Mid-Year_Narrative KPT Village Based Community Development Project 13
opportunities and the resource availability in their villages. The process of using these tools
collects information and more importantly to gives community people a chance to learn about
what they face such as current problems, existing resources, village histories, and cultures. The
project staff used 11 tools1 of Participatory Learning and Actions (PLA). The table shows the
villages and the number of participants:
Village Name 2007/ Date Number of participants

Men Women Total
Boeun Kvek 22/08 3 17 20
Samrong 13/08 8 39 47
Chorm Thnagn 14/08 36 30 66
Beng 20/08 8 59 67
Thmey 30/08 24 76 100
Thnort Chour 21/08 21 33 54
Trapeang Trom 30/07 14 22 36
Thmey (Tipo) 31/07 29 48 77
Sroeung 29/08 3 30 33
Anlong Sleng 21/08 17 24 41
Chorm Boeung 13/08 22 71 93
Tum Nup 14/09 75 97 172
Total 260 546 806
Table 1-1: The table illustrates the number of Villagers join PLA
Picture 1: Project staff is facilitating Vediagram tool with villager in Chaom Beong
1
Village Resource Mapping, Village Social Mapping, Wealth Ranking, and Seasonal Calendar on Agriculture, Health,
Resources flow, Vendiagram, Transect Mapping, Problem ranking, Case study and Time line for collecting information
with community people.
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1-2 Establishment of VDCs
Village Development Committee (VDC) is an

important body of the developing community that
helps to coordinate and implement development
activities in the villages. They cooperate with
commune council and local authorities and other
relevant institutions and stakeholders so that the
outcomes can reach individual beneficiary and
communities’ objectives. CWS-Kompong Thom
project cooperated with Provincial Department of
Rural Development (PDRD) to organize VDCs
election allowing participation of villagers to select
their community leaders through democratic
process. VDCs in 12-targeted villages were
established with 73 members (28 women). Picture 1-2: VDC members in Beng Khvek village collate
According to Cambodian law, there are five VDC MCH data
members in each village but we have allowed six members with one member reserved that can
replace to a permanent member who resigns or is not active. All VDCs members show potential
and are very active in learning and doing community development works.
Village Name 2007/Date Number of participants

Men Women Total
Boeun Kvek 22/08 13 15 28
Samrong 11/09 18 36 54
Chorm Thnagn 11/09 40 46 86
Beng 12/09 36 43 79
Thmey 18/09 35 102 137
Thnort Chour 17/09 25 41 66
Trapeang Trom 10/09 24 32 56
Thmey (Tipo) 10/09 35 80 115
Sroeung 18/09 36 43 79
Anlong Sleng 12/09 25 12 37
Chorm Boeung 13/08 23 78 101
Tum Nup 14/09 73 112 185
Total 383 640 1,023
Table 1-2: The table illustrate the number of people participated in the election
1-3 Training on Role and Responsibilities
To support new VDC’s especially where some have work before, CWS and PDRD should give
orientation and introductory training. This will narrow some large gaps in understanding. 69
VDCs (28 women) from 12 villages of Sroeung and Tip communes received 3 times of a two-day
training on role and responsibilities were conducted by Kompong Thom Provincial Department
of Rural Development (PDRD) in collaboration and support from CWS Cambodia from October
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3-5, 2007. This training enables VDCs understanding about their role and responsibilities in
community development work and put them into practice in the future for their communities.
1-4 Capacity building to VDCs on village development planning
In order to build the capacity of new elected VDCs for the community development activities, the
training on problem analysis (problem tree) and village development plan was conducted to 66
VDCs (25 women) members and two commune council (CC) members on 28 and 29 November
2007. The Participants indicated that it was the first time they attended such related community
development training and the first time they experienced participatory methods. After training,
the project staffs distributed one set of stationary materials to each VDC including stapler,
staples, hole-punctures, ream papers, notebooks, pencils, pens, calculators, folders, correctors,
clip paper, and stamp pads. With coaching from project staff, out of 11 villages, all except one
(Thmey village) are able to prepare annual village development plans for submission to
commune council, CWS and other stakeholders.
Picture 1-4: A VDC member presented her Village Plan after training
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2- Meeting Basic Needs and Building Self-reliance, Sustainable Livelihoods
2-1 Selection of Key community change agents (TBA, VHV, literacy teacher)
After the baseline survey, the project staffs have worked with community people and VDCs in
target villages to identify 24 Traditional Birth Attendances (TBAs), 19 Village Health Volunteers
(VHVs), and 4 Literacy Teachers (LTs) as the key agents in their communities. The roles of
TBAs is to provide technical advice on pre-post natal care to mothers and encourage them to
receive public health services (health centers and operational districts); the role of VHVs is to
provide awareness on primary health care including hygiene and sanitation to community
people.
Picture 2-1: Literacy teachers selected from Kompong Thom and Preah Vihear target villages
3- Emergency Response and Preparedness
Objective 2: Improve access to basic social services and amenities and improve overall food
security of vulnerable people.
3-1 Responding to flood victim among VP families
CWS project responded to flood victims of 30 vulnerable families in three villages2 in Sraeurng
commune of Prasat Sambo district, Kompong Thom province on 27 August 2007. Each family
received 25 kilogram of white rice, one bottle of vegetable oil, two bottles of fish sauce, 2 bottles
of soy sauce and one kilogram of iodized salt (Cambodia began salt iodization in 1998 and
iodized salt domestically produced is distributed to all provinces). They had no food to eat once
the flash flood affected their crops. Actually, the affected families are more than those 30 but the
project was able only to support the most vulnerable families who nothing at all and no way to
get. Sroeurng Commune chief expressed his appreciation to the CWS assistance even the
contribution was not large because CWS had responded quickly on time to the right people in
his commune.
2
Boeng Khvek, Thnot Chhuor and Anlung Sleng
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Picture 3-1: “Vulnerable” families receive food aid from CWS
SIGNIFICANT CHANGE
Responding to flood victim through rice seeds contribution
In response to flood disaster in August 2007, CWS provided rice seeds 2300 kg to 115 families
that benefited to 590 people (293 women) in five villages3 in Kompong Thom project area who
have rice fields near water sources and can sow and transplant after the flash flood. By doing
so, CWS expected that they would have a storeroom rice to eat and therefore be able to save
their rice seeds in their community rice bank after harvest. Community people those villages
agreed to form rice banks and they actively discussed rice collecting from members, keeping
rice and rice storage. The members indicated to contribute money and material to build a
storeroom.
Beng village, field preparation for dry

season rice. For rehabilitation stage,
CWS distributed rice seed in November
to families affected from September
flood. 80% of Rainy season rice
destroyed. The view of their rice field
after CWS distributed the new seeds.
3
Boeng Khvek, Thnot Chhuor, Chaom Boeng, Beng and Anlung Sleng
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In order to build up ownership to communities the project staff consulted and gave ideas
development of rice bank guidelines explaining that points that they discussed could included in
the rice bank guidelines. With these activities, CWS observed that community people gained
“ownership ideas” and possibility of sustainable development is formed at the onset.
Support income generation to vulnerable families
As project staff stay overnight in the villages, we hope they have more time to work and consult
with community people and build relationships. By brainstorming ideas from VDCs and project
staff on how to help the vulnerable families in the villages, the prioritized needs of vulnerable
people were identified. 18 most vulnerable families ( 57 women) with 115 people in 6 villages
who depend on income through palm trees (climbing to get palm juice), they climb from 15-30
palm trees a day and hire steamer pots from neighbor to cook CWS supported these families
with 70 palm juice containers, a lard steamer pot and technical advice. The income generated
was only enough for daily consumption and they were unable even repair to their shelters where
they live. After receiving their own equipment, each family expanded their sugar palm juice
collection to 30 palm trees. One family can gather from 5-6 kg per day that they can sell 2000
riel (USD.50) per kg to customers in the villages and outside.
Income Generation for vulnerable families. They receive palm juice containers and steamer pots from
CWS. Mr. Srey Thol in Trapaing Trom village is stirring palm sugar and his wife is boiling palm juice
with equipment and materials provided by CWS Cambodia.
MAJOR CHALLENGE
Most new VDC members in each village do not like writing tasks such as preparation of village
planning, proposals, reports, recording. They try to escape by volunteering each other. The
project staff found that for even one or two pages they need to spend long hours and sometimes
their wives complain that they work a full day without any financial benefit. Project staff
sometimes work long hours with VDC members that make wives complained as well. The
project learned that they want personal benefit for much time working. The project considers
shorter hours work and considers other alternatives if project staff need them more than three
hours.
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ISSUES NOT ADDRESS
Community people in six villages of Sroeurng commune raised that well construction is one of
their priority needs and they want CWS to support because their few existing wells are not
enough.
Based on new plan the project will cover 12 villages in Kompong Thom province. The project
selected four villages in Tipo commune and eight villages in Sraoeurng commune. Actually,
there are nine villages in Sroeurng commune so it remains one village (Svay Village) that project
does not cover yet. The commune council and community people asked CWS to include Svay
village but in the last six months. The project did not respond yet due to Svay village is about
seven kilometers from Thmey village that is very difficult to travel in rainy season and our original
plan set only 12 villages in Kompong Thom province. However, after study of this request from
communities, the project with consultation with program, decide to include this village from
January 2008.
FUTURE PLAN
Continue to build relationship with communities

Quarterly meeting with VDCs and CCs
Trainings related community development to CCs, VDCs and community people
Household assessment, household planning
Cooperate with OD and HC to provide trainings to TBAs, VHVs
Support TBA and VHV to provide health care service to community
Support water sanitation including well construction, water filters, and latrine construction
Support income generation to vulnerable people
Support school children of poorest families with education materials
Provide trainings on animal raising, IFM and SR
Support formation of interest group such as SHGs, and small income groups.
Trainings on understanding of conflict, peace building workshop
LCP training and LCP practice.
Selection of VDVs
Training on CBDRM to VDVs and VDCs
Support VDV and VDC to provide awareness on CBDRM to villagers
Support VDC and CC to prepare mitigation plan and implement the mitigation plan.
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PREAH VIHEAR
VILLAGE BASED COMMUNITY DEVELOPMENT PROJECT
Introduction
Chorm Khsan is a district located in Preah Vihear province with six communes: Kantuot, Chorm
Khsan, Rumdoh Srae, Yeang, Pring Thum, and Toeuk Kraham and on the Thailand and
Cambodia border. Four communes1 were selected by CWS Cambodia in the mid year 2007 to
implement the village based community development program. The community people within
these target areas face many challenges despite this region has two significant natural
resources and cultural heritage2, such as the Kulen Prum Tep National Park 3 (a park with many
kind of wildlife and valuable trees) and Preah Vihear temple that people around the world want
to see. In fact, most people there have less access or benefit from the social services provided
by the government of Kingdom of Cambodia and other nongovernment organizations. With few
NGOs4 based and only CWS Cambodia an international institution that offers the community
development services. Preah Vihear Project staff have formally and informally met various
people and found that the common problems are health problem, hygiene and sanitation,
education and lack of water for dry season. The road condition is very difficult and we almost
cannot access into the district during the rainy season.
The authorities ranging from provincial, district, commune, and people have welcomed CWS
Cambodia, particularly as there are not other NGOs making that long trip at this time. Commune
Council Chief has openly expressed his appreciation for CWS coming his commune, situated in
very remote area and difficulty to access into either dry season or rainy season. From time to
time, we hear people give their sincere complement about staff caring attitude through home
visit and informal discussion. Some even say that they have never seen such caring attitude
even in close relationships before. We hope to continue to build trust and model authentic
relationships.
This six months period marked the major step for the Preah Vihear project. 10 committed project
staff and 2 program officers stay 3 weeks a month in the communities. They have chances to
build relationships with community people, learn about their concerns and to see how can to
assist them in developing their communities.
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.
1. Data collection
In order to understand more about the general barriers, opportunities and the resources
availabilities in the villages, CWS staff conducted Participatory Learning and Action (PLA) from
11-31 July 2007 by inviting 617 people (400 women) from the 12 villages to participate. At each
1
CWS currently work in 4 commune namely: Yeang, Romdoh Sre, Cham Ksan and Teuk KroHorm communes
2
The fact that it is named so reflects the richness in natural resources such as the fishes.
3
The National Park cover in 4 provinces: Siem Reap, Preah Vihear, Kompong Thom and Oddar Mean Chey province.
4
The Khmer Institute of Democracy (KID), Oxfam, and Church World Service Cambodia
st PVH Village Based Community Development Project 21

FY08_1 Mid-Year_Narrative
village meeting, staff collected and collated data from communities using the different
Participatory Rural Appraisal tools like Village History, Problem Analysis, Wealth Ranking,
Village Mapping, Transect Mapping, Power relationship, and resources flow analysis. Small
group made discussions on different topic to contribute to the collecting and collating the
information and village data. Moreover, the presentation of the finding by community people in
the plenary session could validate information and add more new ideas about issues and
concerns.
No Village Number of participants

Men Women Total
1 Srae 11 34 45
2 Svay 16 36 52
3 Rolum Thmore 31 45 76
4 Kork 23 48 71
5 Chat Taing 19 29 48
6 Tro Peang Thom 17 30 47
7 Teuk KroHorm 16 27 43
8 Sangkum Thmey 10 20 30
9 O Ksan 24 27 51
10 Kork Sralao 16 51 67
11 Veal Thom 18 25 43
12 Veal Por 16 28 44
Total 217 400 617
Table 1: illustrates the number of Villagers join PLA
2. VDCs Election and Training
CWS cooperated with Provincial Department of Rural Development (PDRD) for VDCs election in
12 villages from 17-22 September 2007. PDRD is primary agent responsible for working with
village chiefs and commune councils to inform people about the election process and encourage
them to nominate candidates for their village. On the average, there were about 80% people in
each village participating in the elections. There were about 10 to 12 nominees in each village
for 5 possible positions. This activity is to assist community development work and promote
decentralization. Village Development Committee (VDC) are the important bodies that help to
coordinate and cooperate with commune councils, local authorities, and other stakeholders.
No Village name Number of participants

Men Women5 Total
1 Srae 48 76 124
2 Svay 41 105 146
4 Kork 43 60 103
5
The number of women are bigger than men because men are busy in the fields located very fare from the villages
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FY08_1 Mid-Year_Narrative PVH Village Based Community Development Project 22
9 O Ksan 79 40 119
11 Veal Thom 37 68 105
12 Veal Por 57 59 116
Total 512 800 1,312
Table 2: illustrates the number of people participated in the election
VDCs elections in these villages were successful. 60 VDCs including 24 women (five members
in each village have two women) were elected. A committee has five members included a
leader, vice leader, treasurer, and a secretary. After this successfully managed first time
election, the CWS Cambodia and PDRD worked together to conduct training on liaison skill, role
and responsibilities for 78 participants (26 women) from the villages of 3 communes in Cham
Khsan district on 22 -27 October 2007. Among 78 participants, there were seven Commune
Councils members, 12 Village leaders (Village chief and Deputy Village chief), and the new
elected VDCs.
The training was very helpful and enabled them to understand their role and responsibilities in
community development work and gave them the tools to practice. In addition, CWS staff also
provided (3 times) a training on Proposal Writing and Village Development Planning to 74
participants (24 women) November. Among 74 participants, there were six Commune
Councilors, 13 Village Leaders (Village Chief and Deputy Village Chief), and new elected VDCs.
In practically, the VDCs submitted the proposal for open well to seek support from CWS.
3. White Ribbon Campaign
CWS sponsored three community people, one commune councilor, and two VDCs (women) to
participate in the national closing ceremony of White Ribbon Campaign in Phnom Penh,
presided by Lok Chumteav Bun Rany Hun Sen, the wife of the Prime Minister on 21 December
2007. We believe that by helping them to attend a National event like this, it can inspire them to
mobilize others to eliminate violence against women and children in their community.
4. Village Planning Participatory

In order to community people begin to engage in their communal lives discussion CWS staff and
VDCs conducted separate meetings to identify the community issues in 3 villages from 27-30
November 2007 and 9 villages from 20-22 December 2007. Six villages of Yeang commune,
although we have not organized VDC elections yet.
No Village name Number of participants

Men Women Total
1 Srae 29 61 90
2 Svay 63 29 92
4 Kork 21 18 39
9 O Ksan (Chres and Chugn) 60 61 121

11 Veal Thom 27 31 58
12 Veal Por 25 29 54
13 Antil 46 53 99
14 Cham Sre 6 83 89
15 Kam Penh 18 40 58
16 Kong Yong 27 42 69
17 Yeang 10 54 64
18 Reak Smey 23 28 51
Total 499 717 1,216
Table 3: illustrates the number of participants
The meetings created space for people to look at problems raised during PRA and revise that
information as needed. General concerns raised were divided into two categories; common
problem that can solve people themselves with support from CWS Cambodia (i.e.; water
scarcity, literacy, health and hygiene), and the vast concerns like building road and bridge that
are expensive and out of CWS responsibility; we encourage people to communicate with local
authorities; Commune councils and/or district governors to raise areas that can be integrated
commune plan.
SIGNIFICANT CHANGE
1- Data Collection and Baseline survey
The successful application of PRA set the foundation for the next 4 years in these ears: Based
of factual information, based on collaboration, based on the belief that CWS is present to build
relationships, build capacity, build knowledge and understand and give hope. The data and
information collected though PRA tools help staff to understand the living situation, their history,
and background of the villages. Staffs also learned about the resources, which resources people
need to buy from outside village and what resources exist in their community. In addition, the
collective problems identified through PRA helps community people, VDCs, and staff to discuss
the root cause of the problem and find the way to solve them during the Village Planning
Development meeting. The PRA when used wisely is an excellent opportunity to safely open
the door to discussions, and conversations with authorities. PRA data is can be used as a basis
for monitoring the village development progress. In addition, CWS staff made data book and
provided to CCs, VDCs, and for internal use [staff]. This book is very as it contains
comprehensive data of each household in the village and their economic situation.
2- Village Development Committee Training
Following training from PDRD and CWS, the Village Development Committees in 3 villages,
Kok, Svay, and Srae organized fund raising with the commune councilors to help an 82-year-old
woman who lives with her extremely poor daughter in a small house nearby in Srae village.
Their initiative to help this elderly woman came from a question the trainer asked them to think
of what they could do to express gratitude and support to the elderly who could be their parents
are grandparents –considered to be a duty of VDCs.
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SOCIAL, ECONOMIC, AND POLITICAL CHANGE
CWS has witnessed these positive changes after it has been working about 6 months in this
particular target;
1- School Building construction
Beside poverty and distance to schools from the villages and lack of teachers, lack of school
buildings and facilities are other common causes keep children from an education attending. In
some schools that we visited, we saw school children crowded in the small classroom.
Sometimes, two classrooms sit together in a single room to learn two different subjects at the
same time. While one class “1 grade” records a lesson from the blackboard into their books; the
teacher is teaching another reading. However now, there are nine schools building (two rooms
each) are under construction by communities with funds from Asia Develop Bank (ADB). Six of
the nine buildings are in CWS Preah Vihear’s target area. According to the Vice Director of
District Education Department, ADB funded USD2000.00 which covers the cost of wood, nail
and zinc roof while communities and parents contributed the labours.
2- Commune Council development activities
During the report period, we saw the effort of the commune councils in developing their
communities with funds provided by the Cambodian Government. The Commune councils
demonstrated their initiate to mobilize fund from people to add to the government funds. Choam
Khsan and Teuk Kro Hom commune councils are working on two large projects.
In Choam Khsan commune’s Veal PO village, a road 1.5 kilometer long and 8 meter wide was
built by local construction company hired by commune council. This road will be completed
during this report period. Along the road, culverts are built to drain the water into the nearby
river. The completion of the road helps people to easily travel outside and helps our staff to
travel to Veal Po more easily during rainy season.
In O Ksan village; the commune councils improve water drainage facilities to release floodwater
streaking into the stream with culverts. According to Teuk Krohorm commune chief, there will be
a 600 meters long road constructed the six months- the road will be constructed over the two
new culverts.
MAJOR CHALLENGE
CWS Cambodia began implementation activities in Preah Vihear [new target area] in July 2007
and the field staff are very busy; they need more time to build relationship with community
people and implementation the program activities as well as building capacity. Program Office
challenge with time constraints in capacity building to the new field staff. Nevertheless, in
coordination between program and project, solutions are found.
Another challenge is that some communities are in extremely remote rural area that cannot be
accessed in the rainy season and included serious difficulties. For example, to access Yeang
Commune (six villages), we need to travel through the dense forest of Kulen PrumTep National
Park and across the river that is waist deep during the dry season

The challenge of the extremely remote communities, CWS plans to reconsider the staffing
pattern.
LESSONS LEARNT
There is a need for better pre planning and slower start up time than anticipated. The Program
office needs to spend more time in the field to best support junior field staff. There needs to be
clear guideline on nights per village per month.
ISSUES NOT ADDRESS
There is no major issue that the project unable to address during this reporting period.
FUTURE PLAN
Continue building relationship with people

Conduct Village Development Committee quarterly meeting
Work with District Women Affaires to conduct the concept of gender for Village
Development Committee
Election of Villages Development Committee in six villages of Yeang commune
Construct well
Construct water filter
Deliver food for mother and children
Start 5 literacy classes
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SVAY RIENG
WATSAN COOPERATION PROJECT
Introduction
The first six months of fiscal year 2008, is marked by hopefulness for villagers due to improved
living condition. The rain started up since the first of the year (traditionally not until mid-may) and
people were busy with rice cultivation. This reporting period, farmers are happy with their good
crop yield that they have not seen for five to six years now.
This is not only a good year for the farmers but for the project as well; most men1 stay home with
their family and participated in the development activities in their community. In order to increase
WatSan activities, CWS Project staff and its counterpart, PDRD and Commune Development
Facilitators (CDFs) selected water and sanitation’s beneficiaries from 15 new target villages2 in
five communes of Romeas Hek and Rumduol districts. In addition to the water supply and
sanitation facility, education on clean water, latrine, water filter use, health and hygiene was
conducted many times for communities and schools in order to reduce water born diseases.
Moreover, with support from the Program Office (Direct Service Program), the Project
collaborated with Svay Rieng Provincial Department of Agriculture Forestry and Fishery to train
beneficiaries on home gardening to improve food security and nutrition in their families.
To encourage people ownership and build the effective of project activities, contributions from
beneficiaries (either labor or materials) are encouraged.
Overall Objective: To expand the coverage of improved water supplies and sanitation
facilities to underserve population of Romeas Hek and Romduol District, Svay Rieng
Province and to improve health and hygiene practices related to water borne diseases and
sanitation.
1-Expansion to new target villages:
858 poor families whom are living in 15 new target villages of five communes of Romeas Hek
and Rumduol districts were selected in collaboration between CWS Cambodia and Svay Rieng
Provincial Department of Rural Development (PDRD) to implement the water and sanitation
project. These target villages lack water and sanitation and hygiene facilities and most
community people are not able to access even unclean water in the dry season. Hand pump
wells, household latrines, Bio-Sand water filters, and upgraded open or hand pump wells are
provided to those families to help them reach the better health, hygiene, and sanitation.
1
In the 3 or 4 past year, most men go to other provinces and cities in Cambodia or to Vietnam to earn income or hire
out for their living.
2
The 15 villages are Wat, Por Pel, Trapeang Banteay, Mareak Teap, Trapeang Skun, Kampong Thna, Thmei,
Trapeang Svay, Kra Nhoung, Chea Theach, Trapeang Ropeak, Thlok Pring, Sra Mor, Bos Toch and Trapeang Pha
Ao.
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FY08_1 Mid-Year_Narrative Svay Rieng WatSan Cooperation Project 27
2- WatSan Training
1683 participants (571 women) who live in above target villages and other pupils and their
teachers participated in 58 trainings to improve their general knowledge on the water born
disease, the bacteria in unclean water, cycle of water, hygiene and sanitation. water filter
construction or maintenance the water supplies and sanitation facilities was also taught.
Participants
No. Training
Total Women
16 Using hand pump wells 218 111
16 Using household latrine 110 22
18 Using Bio-Sand filter 513 86
8 Hand Pump Well, Bio-Sand filter and latrine uses 842 352
Picture 2: CWS Cambodia’s Bio-Sand Water filters beneficiaries in Thmei village of Daung commune,
Svay Rieng, participated filter training on 24/10/2007.
3- Water filter installation
232 water filters installed in nine villages3 for 232 families benefiting 1,285 persons including
305 children (659 women and 155 girls).
27 water filters were installed in 6 primary schools 4 and one secondary school 5 responding
to the pupil need. Each school received 3-5 filters depending on number of students, number
3
The 9 villages are: Thmei, Kampong Thna, Trapeang Svay, Chea Theach, Kra Nhoung, Trapeang Rompeak, Thlok
Pring, Trapeang Sla and Tasuos.
4
The 6 Primary School are: Thmei, Kampong Thna, Chea Theach, Prey Ta Phem, Ang Kunh and Daung.
5
Daung Secondary School
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Svay Rieng WatSan Cooperation Project 28
classrooms, and buildings. The installation of water filters in these 7 schools benefited 2,288
pupils (950 girls) and 52 teachers (12 women).
12 Bio-Sand filters installed at 6 pagodas6 in Daung commune. Each pagoda received 2

filters. Total beneficiaries benefited from Bio-Sand filters installed at pagodas are 189 (49
monks, 105 laymen. 25 nuns, and 10 children).
One bio-sand filter was installed for Daung Health center in Daung commune for patients,
and health staff.
One bio-sand filter installed for Daung commune hall that benefits villagers when they come
to meet commune councilors, meetings between commune councils and village chiefs, and
other events sponsored by NGOs, government staff or people in this commune.
Picture 3: Filters installation at Chea Thearch Primary School
4- Latrine construction
51 latrines were constructed for 51 households consisted of 276 people (149 women)
including 74 children (33 girls) in 7 villages namely Thmei, Kampong Thna, Trapeang Svay,
Chea Theach, Kra Nhoung, Trapeang Rompeak and Thlok Pring of Daung commune’s
Romeas Hek district.
6
Po Serei, Chea Theach, Ang Kunh, Trapeang Sla, Chheu Teal and Daung
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Picture 4: Latrine construction activities in Daung commune
5-Upgrade hand pump well
32 hand pumps in Romeas Hek and Rumduol districts were upgraded during the report period:
24 hand pump wells in Romeas Hek district were upgraded benefiting 34 families consisted
of 166 people (93 women) including 20 children (17 girls). Those upgraded-wells are 8 hand
pump wells in Tras commune’s Por Pel, Trapean Banteay and Wat villages, 2 hand pump
wells in Koki commune’s Trapeang Skun village and 14 hand pump wells in Daung
commune’s Kra Nhoung, Thlok Pring, Trapeang Rompeak, Chea Theach, Trapeang Svay,
Thmei, Kampong Thna and Prey Tuol villages,
8 hand pump wells in Rumduol district were upgraded. 8 families consisting of 39 people (21
women) including 12 children (7 girls) benefited from those upgrade wells. Those are; 5 hand
pump wells in Bos Mon commune’s Sra Mor village and 3 in Pong Toeuk commune’s
Trapeang Pha Ao and Bos Tauch villages.
Some villagers have their own hand pump wells but they was built without quality control and
surrounding by foamy mud and the owners are not aware of the bacteria in unclean water
and water born disease that affect to their family’s health. They saw the wells provided by
CWS to their neighbors, they asked CWS to help them too. CWS has included them in
trainings and provides some support to upgrade their wells.
Picture 5: Hand Pump Well in Wat Village upgraded with CWS Cambodia
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FY08_1 Mid-Year_Narrative 30
Svay Rieng WatSan Cooperation Project
SIGNIFICANT CHANGE
1- BioSand Water Filters
All beneficiaries are very satisfied to have water filters. Villagers who have small houses
installed the filters outside the house and fence it in with bamboo to protect it from cows,
pigs, dogs and chickens.
Mostly, the water contamination in our target areas is iron. The training mainly focuses on
safe drinking water and sanitation to move the community people’s habit from drinking un-
boiled water to boil water if they do not have a filter from CWS. With a filter they drink this
water and also share to the families around their houses. By using clean water community
people reduce common health problems such as abdominal disturbance or diarrhea caused
by water borne diseases. Up to now, CWS receives many requests for Bio-Sand Filters from
community people and other public places.
Picture 1-1: “Poorest of the poor” families participate in filters Picture 1-2: Filter owner showed us the filter
construction installation place with fence
2- Household Latrine
Latrines are very helpful to change the communities’ health,

sanitation and habits. The training related to latrine use and
hygiene that CWS provides is important for their health. Most
beneficiaries clean their yards after understanding the
connection between good sanitation and health. Open
defecation is no longer seen around or near by the house.
Communities are asking for more latrines.
Picture 2: A child and her first latrine
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3- Hand pump well
The Water from hand pump well is used for drinking, cooking, washing and bathing, home
garden, and for animal. After CWS providing hand pump wells, most people spend less time
collecting water and have more time to earn income for their families. Home garden is part of the
community people’s livelihood. Most well’s beneficiaries prepare home garden around the house
or around the well or in a small household plot areas. Some beneficiaries can earn some
income through selling vegetables in addition to having their own vegetable to eat or share to
neighbors.
Picture 3-1: Hand pump well provided to primary school Picture 3-2: The members of a family and a well
with vegetable garden nearby
4- WatSan Education
The WatSan training is often misunderstood as superfluous out it is an important intervention to

encourage people change serious habits. Hygiene and general environmental sanitation is
improved. We can see community people washing their hands before eating or food cooking.
The environment around the household is cleaner than before. The remarkable impact after
practice health and hygiene education that communities identified are; their family members now
rarely suffer diarrhea; better household environment; they save time, and can save money.
Picture 4-1: CWS Staff trained pupils on filter using and general hygiene
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Svay Rieng WatSan Cooperation Project
MAJOR CHALLENGES
a. Any time the project begins or moves to new target villages, we can expect some challenge
with some village leaders expecting things we cannot provide. For instance during the report
period, one leader in a village asked for a latrine as incentive for cooperation to help identify
poorest of the poor families in the village. After consultative discussion with commune
councilors as his manager, he still wants to work with us and understands CWS’s core
values, vision and mission. He gave up his idea of special incentives from CWS.
b. Technical staff of Svay Rieng Project spent time to train community people while the project
did not have any specialized staff on health and sanitation. This process causes delay in
construction of the water filters, hand pump wells and latrines. To be able to achieve both
aspects of the annual plan, the project will recruit two additional staff to deliver trainings and
handle filter distributions.
LESSON LEARNT
Based on the issues occurred and the experiences, the Project needs to work with Water User
and Sanitation Group as a key agent and encourage them to prepare WatSan Action Plan for
their communities. It is also decided that the WUSG should be included in the Village
Development Committee, Village Leader, and respected people in the village meeting.
ISSUES NOT ADDRESSED
Issue of water for all that the project will address in the future.
Water filter is very popular in the community now. As so, more filter requested by villagers
not only the poor who need clean water but others as well. As the fund limited CWS will
consider to answer to those requests in the forth coming fiscal year.
FUTURE PLANS
Continue Water filter construction and installation for communities, schools, pagodas, health
centers and Commune halls.
Latrine construction for communities

Hand pump well construction for communities
Establish the Water User and Sanitation Group
Provide training to Water and Sanitation User Group
Refresher training on hand pump uses & sanitation, Filter use& sanitation, Latrine use&
sanitation.
Conduct awareness on primary health care, dengue fever, malaria, and avian influenza to
communities.
Conduct PRA
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PARTNERSHIP PROGRAM
BATTAMBANG/ BANTEAY MEANCHEY

PROJECT
KOMPONG THOM PROJECT
ECUMENICAL PARTNERSHIP PROJECT
Women and Youth Empowerment Research Conducted by an Internship from Hong Kong University
jointly between CWS Cambodia and LWF Cambodia on 17-19 September 2007, organized by CWS
Partnership Project in Kompong Thom Province

PARTNERSHIP PROGRAM
INTRODUCTION
CWS Cambodia began working directly with Cambodian NGOs in 1996; very quickly however it
became clear that when faced with the devastating legacy of close to 30 years of conflict, social
dislocation and destruction of both economic and social capital, CNGOs would not be able to
effectively tackle rural poverty, let alone sustain change without substantial capacity building and
support.
As a response CWS devised a local institutions development strategy, focused on partner

organization development and integrated community development programming. The
partnership project Battambang is working with three holistic partners; CFEDA, KNTO and
ADOVIR in Banteay Meanchey and Battambang provinces. The Partnership Kompong Thom is
now working with KORCD in Kompong Thom province, COWS and BFDK having “graduated”.
Both projects also work with numbers of small project grant and non-funding partners across the
country. The program also works with the ecumenical and local church partners in Phnom Penh,
Svay Rieng, Takeo, and Kompong Thom provinces.
At the Program office level, the Partnership Program focuses on building foundations for the
program and project staff, particular “the Partnership Operating Guideline” has been launched
within the organization to use as direction for assessing proposals from partners before the
funding support is provided. The Partnership Operating Guideline was also shared to
approximately 60 CNGO partners through CCC-GPP1 workshop. To enable the operating
guideline has sufficient tools for implementation, the proposal appraisal tools have developed
under the leadership of the Country Representative and Program Oversight Group (POG).
Cambodian NGOs appreciate clear and transparent operating guides.
For the partner organization development, the program staff strategically re-focused on
supporting all holistic partners to develop their organizational strategies including staff capacity
building, management systems and community development program. At the project level, the
partnership staff programmatically encouraged partners to use the Self Help Groups (SHGs)
model; maximize kroma weaving activities; select VDC2, according to government policy in the
new target villages, and strengthen capacity of Commune Councils, VDC, VHV3, Funeral
Associations, and VCPM4.
1
CCC-GPP: Good Principles Project is one of the projects under the Cooperation Committee for Cambodia
2
VDC: Village Development Committee
3
VHV: Village Health Volunteer
4
VCPM: Village Committee for Program Management
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Partnership Program 34
SIGNIFICANT ACCOMPLISHMENTS:
During this 6- month period, the Partnership Program accomplished the following:
Objective 1: To strengthen the capacity of holistic CNGO partners and small project fund
recipients to facilitate program that will effectively and sustainably improve the living
conditions of the most vulnerable.
1.1- Matured organizational capacity for CNGO partners
Apart of the Partnership Program’s focuses this year, all holistic partners are encouraged to
develop their organizational strategic plan. Three training workshops on “Strategic Planning”
conducted for KORCD, KNTO, CFEDA and CFED (Phased out partner) facilitated by
Partnership Program Officer and Partnership staff and Battambang and Banteay Meanchey
Project Manager and Kompong Thom Project Coordinator with supported from Program
Manager. 31 participants participated in this training workshop. Those were;
6 KORCD Staff (3 women) received training on 13-17 August 2007 at Kompong Thom
Project Office and two staff from Cambodian Student Christian Mission (CSCM) from Takeo
province.
11 KNTO and CFEDA Staff (5 women) received training on 15-19 October 2007 at BTB-BTM
Project office.
14 participants included two women (10 CFED staff, 3 commune council chiefs and district
governor) received training on 22-26 October 2007.
All partners who participated in the training and were assigned to develop their strategy plan
using theories they have learned as part of practicum. At the end of the workshop, four partners
drafted their strategic plan and will continue to review with their staff and board of director. At
this point, CFED and KORCD have finalized their strategies and already developed the annual
plan using the developed strategies.
1.2- CNGO partner matured in technical capacity
In addition to build the foundation of the partner organizations, the program also helps to
strengthen capacity on technical expertise, of which numbers of training workshops were
organized and facilitated by the Partnership Program Officer. One of the weakest skill areas in
both INGO and CNGO is reporting, therefore an important training workshops is the Report
Writing organized from 12-16 November 2007 for holistic, small project grant and non-funding
partners. 21 participants (5 women) came from5 CFEDA, KNTO, ADOVIR, KORCD, CIDC, CFC,
SAMAKY, CFED, CSCM, ICA, KCC and Local Churches. The participants learned the theories
and exercised of actual writing report for their work. After the training, it was impressed by the
most participants that they understood and felt more confident in writing report for their
organization and donors. With reference to the speech of the Deputy Director during his opening
speech “I would like to encourage you, all participants to learn and apply the report writing skill
and I also advise the partnership program and project staff to have definite follow up schedules
with the participants after the training so that we can see how much the participants have
learned and applied the skills”.
5
CFEDA:2, KNTO:2, ADOVIR:1, KORCD:3, CIDC:1, CFC:2, SAMAKY:1, CFED:1, CSCM:3, ICA:1, KCC:2 and Local
Church:2
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Picture 1-2: Skill practice of report writing activities
Moreover, three addition workshops in basic PRA and also CBOs were offered to secular,
Buddhist, and Christian partners. But holistic, small grant and non-funding partners benefited
from these fourteen days of power packed training. The Partnership Program Officer assisted
Kompong Thom Partnership and Ecumenical Partnership Project to facilitate training of PRA for
KORCD Kompong Thom province from 10-14 September 2007 and CSCM in Takeo province
from 25-28 September 2007 and led the field practices. Both KORCD and CSCM have on hand
PRA documentations that will be used to develop the community development plan. Recently,
the Partnership Program Officer also assisted Kompong Thom Partnership Project to facilitate
the training on “CBO Organization and Management” held on 11-15 December 2007, with 21
participants (8 women) who were from6 KORCD, HAPO, CIDC, CSCM, KCC, ICA, CFC, PDKS,
Local Church and volunteers.
1.3- Increased Advocacy and Awareness Raising in Partners’ target areas
CWS Cambodia cooperated with other donors to support the Cambodian NGO Partners
organizing the public campaign related to Human Rights and Child Abuse. For instance, CWS
Cambodia contributed small project grant to Charity Support Foundation (CSF) in addition to the
fund support from NGO Committee on the Rights of the Child (NGO-CRC) to conduct a
campaign called 19 November-World Day for Prevention of Child Abuse under the theme of
"Run Half Marathon to Stop All Forms of Child Abuse" in Ratanakiri Province’s Banloung District
on 19 November 2007. There were about 300 participants including schoolchildren, teachers,
security police and relevant stakeholders. The event was presided by Provincial Deputy
Governor, and other delegators from Police Chief, Director of Education Department and
provincial media. With a strong support from the provincial authorities, and schoolchildren, the
event was a huge success.
Statement against Child Abuse Provincial Governor expressed his strong support for the campaign
6 KORCD:6, HAPO:1, CIDC:1, CSCM:2, KCC: 2, ICA:1, CFC:2, PDKS:1, Local Church:3 & volunteer:2
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In relation to promoting of human rights in Cambodia, CWS, in cooperation with other funding
donors7 and cooperating partners8, contributed a partial funding support to the Cambodian
Human Rights Action Committee (CHRAC) for organizing the “Human Rights Day” on 10
December 2007 under the theme of "We all have obligation to promote and defend human
rights". This activity included a street parade and rally in open and public area in Phnom Penh,
with approximately 4,000 people (70% women) from different Human Right Organizations such
as Union Federations, a Special Representative of Secretary General of the United Nations for
Cambodia and US Ambassador, garment workers, provincial land dispute victims, Indigenous
land dispute victims, forestry activists, environmental activists and participants were from the
Provinces and Phnom Penh Representatives of local and international NGOs, and
Representatives of donors. During the celebration, a working group joint statement and human
rights messages were circulated; UN envoy, NGO leaders and Indigenous Representative had
opportunity to speak out.
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
2.1- Improved capacity of CNGO Partners to plan, implement, monitor, assess and report
outcome
For better project management for partners, the partnership program manager and staff joined
monitoring pilot project with the M&E Unit to develop tools of M&E in the first quarter of FY08.
Monitoring field practice was carried out with one of the holistic partners “KNTO” in Banteay
Meanchey. The findings and recommendation were discussed and clarified with partner. Those
recommendations will serve as actions for next year (see more details at BTB-BTM mid-year
report). By the end of the process, the findings and recommendation concerning to the
organizational development and community development program on the ground was presented
to KNTO staff for the future improvement. The gaps identified by the M&E exercise will be
incorporated in the plan of partner and Partnership Project in Battambang and Banteay
Meanchey for improvement.
In addition, a result of the final program evaluation of CFED was presented to their staff on 21
August 2007, at CFED Svay Rieng Office. By the end of the workshop, the action was
developed with CFED staff to improve their organization and program development. One of the
recommendations, CFED should develop a strategic plan as it is essential for the organization
for future using skill from recent training facilitated by Partnership Program Officer.
7
Funding donors: EWMI, ActionAid, NPA, LWF, World Vision, Cambodia Trust, UNFPA, CRWRC, UNICEF,
Forumsyd, DPA , CWS, World concern ,
8 Cooperating partner: Pact, NGO Forum, Comfrel, CEDAW, CSD, ADHOC, PJJ , CARAM, Star Kampuchea
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2.2- Improved program implementation at field level; and improved staff management and
development
In addition to visiting to KNTO, the partnership program manager accompanied by Battambang

deputy project manager and project coordinator visited ADOVIR and ACED staff in Battambang
Province’s Bovel District and visited CFEDA target villages in O’Chrov District. Two field visits
were carried out to monitor KORCD during the flooding in Baray and Santuk Districts in August
and September 2007 to assess the flood situation. In coordination with the Emergency
Response Program Coordinator, Partnership Project Coordinator and Reporting and Proposal
Development Officer, two-time distributions of food assistance to the flood victims were provided
with presence of Country Representative on the spot. In overall from the field visit to partners, it
found that all partners still have some gaps that need to be addressed in terms of the
organizational development and program implementation such as financial management, staff
policies, fundraising and presentation skill. These issues were discussed with the partnership
project staff of Battambang and Kompong Thom and encouraged to put into the next year plan.
2.3- Improved program management and coordination
In addition to participating in Program Oversight Group (POG), Senior Management Team

(SMT) and Partnership Program meetings, the Program Manager participates in outside’
meetings and workshops for network and learning and sharing experiences.
CCC-NGO-Good Principles Project (GPP) to share the Partnership Operating Guidelines of

CWS Cambodia to the GPP Members;
Civil Society on Aid Effectiveness Dialogue (CSO) to see how much progress that NGOs and
government have achieved against the agreed indicators (Ownership, Alignment,
harmonization, managing for result and mutual accountability) indicated in the Paris
Declaration;
Community Organizing Dialogue organized by ADHOC to share good practices of

community group organizing and discussed how NGOs can build sustainable communities;
“Farmer’s Development Dialogue” on December 08, 2007 that was organized by CEDAC.
In term of building working relationships with new partners, several meetings were conducted
with the ecumenical partners Initiatives for Change Association (ICA), Kampuchea Christian
Councils (KCC) and Cambodian Student for Christian Mission (CSCM) and meetings with small
project grant partners of Children Committee (CC), Charity Support Foundation (CSF) and
Cambodian Human Rights Action Committee (CHRAC) as well as non-funding partners of
Charity Foundation for Children (CFC), Samaky and Development Program for Khmer Students
Organization (DPKS). The gaps identified after the meetings with those partners were skills in
community facilitation, presentation, report writing, proposal writing, strategic planning and
accountability system development. In order to fulfill these gaps, some staff of these partners
were invited to attend the trainings on report writing and Community Based Organization (CBO)
and management.
CWS Partnership Program was also asked to facilitate the workshop on "Relationship Building"
for the Indigenous Community Support Organization (ICSO) with 17 multi-ethnic staff in
Ratanakiri Province, on 20-21 November 2007. The CWS Partnership Program plays an
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important role in its specialized pick of accompaniment “from where the partner stands.”The
result of the workshop was presented to ICSO senior staff for their future actions and
Picture 2-3: The ICSO staff assessed their own organization stages
2.4- Better informed programming and practice because of periodic evaluations of CNGO
partners
The Partnership Program and Project staff participated in the M&E System development
workshop and field practicum from mid-July to mid-August 2007. The tools were developed for
partnership project and tested to the partner “KNTO” based in Banteay Meanchey Province. As
a result of the M & E exercise, the tools were found suitable to monitor the partner organization
and program activities. The finding and recommendations have been inserted into the second
semester of the partnership project plan FY’08. In addition, KNTO staff has taken those
recommendations to their organizational development and implementation plan. The partnership
project staff recognizes the importance of M&E tools and learnt how to monitor partners in the
future.
2.5- Defined partnership strategies and developed necessary tools for monitoring and
assessing program capacity
Within this reporting period, the program staff developed a “Proposal Appraisal Tool” for
assessing the proposals of holistic partners, required by the new Partnership Operating
Guidelines. The tools were preliminarily reviewed by the funding committee and then presented
to POG for comment and approved. The Proposal Appraisal tool was used to access three
proposals from KNTO, CFEDA and ADOVIR. A grant monitoring tool was also developed by the
partnership program staff. The tool obtains the percentage and amounts of the grant allocation
for each sector priority. From this tool, the project staff can monitor how they are allocating their
small project grants.
2.6- Improved profiling and promotion of CNGO Partners to other donors for resource
mobilization
CWS Cambodia phased out from CFED Svay Rieng at the end of fiscal year 2007 but in
supporting CNGO partners to other donors, CWS Partnership Program Staff still coordinating
meetings with Mekong Plus and AusAID, who the donors of CFED. The meeting was focused on
financial quality management a concern of the donors. As Mekong Plus and AusAID requested
CWS Cambodia for a global audit, CWS Internal Auditor completed audit of CFED and
presented the results. In continuing to improve the Financial Management among partners,
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CWS Cambodia Internal Auditor commits to provide training to CFED, CFEDA, KNTO, ADOVIR
and other partners in the future.
2.7- Staff development; effective training, mentoring of field office staff; enhanced
capacity building of program office staff
a. In terms of assuring the quality of the program and project implementation, the Partnership
Program Manager coached the Ecumenical Partnership Program Officer and CNGOs
Capacity Building Partnership Program Officer regarding the training curriculum and
approaches of working with partners more effectively. Besides the above, the Program
manager also met with Kompong Thom partnership project coordinator and BTB-BTM
Partnership Project Manager regarding the approaches working with partners and exit
strategies between project and partner; and Partners with their communities.
b. To ensure the quality of work in FY08, the Partnership Program staff organized a three-day
program meeting at CWS Kompong Thom Office on 04-07 September 2007 with
participation of program manager and two program officers from Phnom Penh office, one
project manager, one deputy project manager and two project coordinators from BTB and
BTM, and one project coordinator from Kompong Thom. The meeting was designed to
update project activities carried out, challenges, lesson learnt, problem solving, revise project
plans, present partnership operating guideline and review the Terms of Reference for the
Program meeting. As a result, all program and project staff have adjusted plans to fit one
another so that the program and project staff can support each other.
a. The Partnership Operating Guidelines is being used, especially for the proposal assessment.
As required by the guideline, a funding committee consisted of three staff from different
departments; one was Partnership Program Manager, Kompong Thom Partnership Project
Coordinator, and Direct Service Program Manager, was formed to handle the process of
assessment. It was observed that the committee understood the tools and process very well
and could be able to assess the proposals of KNTO, CFEDA and ADOVIR effectively. The
funding committee found that the appraisal tools can be used for all proposals of holistic
partners apply for funding support from CWS Cambodia. These tools will be applied in the
future proposal assessment.
b. At the beginning of FY08, the program and project staff had a meeting to present and share
and adjust their annual plans to fit one another. “Integrated Plan for CWSC-Partnership
Program” in order to allow the Partnership Program Officer and Program Manager to fully
support the project staff in providing training to all partners. This should enable CWS to
provide training courses to partners more effectively and efficiently. The Project Manager
can send their partner staff to attend the relevant training courses organized by the other
project teams. For instance, the ecumenical partners from Phnom Penh and Svay Rieng
were sent to participate in the PRA and Strategic Planning training conducted by Kompong
Thom Partnership Project Staff so that the ecumenical project staff did not need to replicate
the same type of training. The joint capacity building plan of all projects and program
essential: project and program could save human resources, time and budget.
c. Under the leadership of the Country Representative, the Partnership Program Staff were
able to engage four holistic partners; CFEDA, KNTO, KORCD and CFED, to develop the
organizational strategic plan. KORCD and CFED already finalized the strategies while
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CFEDA and KNTO are in the progress of reviewing by the Banteay Meanchey partnership
project staff. KORCD and CFED reported that they could develop their FY08 Annual Plan
based on their strategies and they found it was much better than preparing plan every year.
d. As report writing is a chronic problem, the partnership program staff invited all key partner
staff to attend in the “Report Writing” Training on 12-16 November 2007, at CWS Office
Phnom Penh, with support from the Reporting and Proposal Development Officer. The
participants were asked to bring their organization reports and learn theory for the first two
days; they practiced the actual report writing of their work that will submit to CWS or other
funders. Most sessions enabled participants to write report and share to the groups and
allowed other people to give feedback. The trainer assisted participants to put all their
knowledge and ideas on the paper and correct together. By the end of the training, it showed
that 100% of the participants satisfied with the training methods and most of them could write
their report. In addition, according to the Battambang Partnership Project Manager and
Kompong Thom Project Coordinator, their partners have improved their skills of writing and
they could submit report on time with acceptable quality. However, there are still some gaps
that need to be improved within the next report period.
MAJOR CHALLENGES:
Although the partnership program staff have achieved significant outputs for the report period,
the team also met with some challenges of conflicting schedules as the program staff provided
support to other organizations that was out of annual plan. For instance, the program staff
assisted Lutheran Word Federation (LWF) to facilitate the workshop on “Buddhist and Christian
values” during their annual staff retreat in late August 2008. In addition, the partnership program
staff with assistance of Peace Building Program Coordinator was also asked to provide technical
support on the “Relationship Building Workshop” for the Indigenous Community Support
Organization (ICSO) in Ratanakiri Province on 20-21 Nov 2007, to find out the critical issues of
their field staff. The program staff with support from the Country Representative took time to
prepare both workshops that was not in the original plan. In addition, as part of CWS
Ecumenical work, translation was done on the Diakonia document for LWF. Therefore, the
program staff move some activities to next semester. This implies that without further personnel
we cannot take in the work that we are qualified to do; particularly in ecumenical partnership.
LESSON LEARNT:
a. With regards to the fund support to the CSF to organize a campaign through "Run Half
Marathon to Stop All Forms of Child Abuse" in Ratanakiri Province, the Partnership Program
staff participated in the event and found good cooperation from the provincial governor,
police chief, education department director, principal and students. However, the program
staff also learned that CSF staff did not receive any technical supports from the funding
donors related to the program quality and organization of the campaign. The gaps included
the identification of key stakeholders, art of organizing event and logistic arrangements. After
the event, the Partnership Program staff met CSF staff (organizing committee) to explore
issues. It was learned that most donors provide funds without technical support, especially
related to the programming quality. The organizing committee appreciated the constructive
meeting and feedback given by CWS Partnership Program Staff; and they suggested that
involving funding partners in the process of organizing event could improve the quality of the
campaign will be assured.
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b. During the Report Writing training, the Report and Proposal Development Officer (RPDO)
who has expertise in writing reports provided technical support to the training team before
the training organized. The preparation by the training team and RPDO was crucial to the
student centered approach used by Partnership. The training allowed participants to practice
actual report writing and present to the team for feedback. All participants were satisfied with
the training methods that gave enough time for a real practicum. The training team observed
that the more participants practiced writing, the more they improved.
c. Under the leadership of the Country Representative, the Partnership Program Staff prepared
to facilitate “Buddhist and Christian Values” for Lutheran World Federation during their staff
retreat in Kampong Som. In this workshop, the program staff learned different organization
culture practices, management system and people. Especially, learning from the indigenous
community culture and settings. The encouragement from the Country Representative
allows the program staff learnt new context and use knowledge and skills related to the
organizational development and peace building
ISSUES NOT ADDRESSED:
Within this report period, the partnership program and projects have engaged only four holistic
partners after phasing-out from older holistic partners. There are reasons for the minimum
partnership this year due to the shortfall of the funding commitment which affects both grant
amounts and human resources required to “accompany”. Therefore, the partnership projects
have not recruited new holistic partners. However, new partner recruitment is in progress in
Battambang and Kompong Thom Provinces.
FUTURE PLANS:
Conduct a mid-year review of program and project plan of FY08

Provide training courses on “TOT for Community Trainer and Management of Change” to all
partner staff
Build relationship with small grant partners and provide fund support
Conduct regular visit to field offices and CNGO partners
Improve the Partnership Program coordination through active POG participation
Organize the partnership program meeting
Organize the Partnership Reflection Workshop with all partners
Revise the tools of Training Need Assessment (TNA) and follow up training
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BATTAMBANG/BANTEAY MEANCHEY PARTNERSHIP
PROJECT (LOCAL INSTITUTION DEVELOPMENT)
INTRODUCTION
CWS is remembered for its valuable support to Department of Animal Health and Production
(DAHP) in Battambang (BTB) and Banteay Meanchey (BTM) provinces to improve the
vaccination of livestock. The VLA training program developed by CWS in collaboration with
LWF and AFSC was successfully handed over to the Government Departments in 1998.
In 1999, the Project shifted its focus from animal health and production assistance to the
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 minimum support being provided by
other organizations.
During this six-month period, BTB-BTM Partnership Project has been working closely with three
holistic partners (CFEDA, KNTO and ADOVIR) and a small grant partner “ACED” the project
phased out its support from Hope Association for Development (HAD) last year after its four
years of support. Those organizations offer their services to vulnerable people and community
development in both Battambang and Banteay Meanchey provinces. CFEDA and KNTO
received support as “planned partners” to continue ongoing project activities. Their capacity is
mature to manage their organizations and to implement their programs with less assistance from
CWS. Strategically, CFEDA and KNTO phased out their programs from the old target villages
and moved into the remote and under-served communities. Also at this stage, BTM-BTM
Partnership project is looking for other three new holistic partners to expand the services with an
expectation to reach more vulnerable people in the Cambodia’s poorest communities
responding to the millennium goal declaration.
ADOVIR, CFEDA and KNTO received capacity building and grants from CWS to implement
Integrated Community Development programs (ICD) in 41 remote target villages in three
Provinces (Battambang, Banteay Meanchey and Oddar Meanchey). They focus on
strengthening Self-Help Groups (SHGs), primary health care education, support of community
education, provision of agricultural and animal raising, strengthening Commune Councils (CCs)
and other Community-Based Organizations (CBOs). The Project, partners were able to provide
capacity building and support to rice seed banks, funeral associations, Village Committee for
Program Management (VCPM) and Village Development Committees (VDCs) and community
change agents including Village Disaster Volunteers (VDVs), Village Health Volunteers (VHVs)
and Village Livestock Agents (VLAs) and cooperation with CCs. The entirely program has
directly benefited to 3,272 households with 16,914 individuals included 9,128 women and
5,179 children, of them 506 women headed families; and indirectly benefited to 3,770
families with 18,683 individuals included 10,304 women and 7,957 children.
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FY08_1 Mid-Year_Narrative BTB-BTM Partnership Project 43
Total CFEDA KNTO ADOVIR
Direct Beneficiaries
Population 16,914 7,778 3,534 5,602
Household 3,272 1,328 732 1,212
Women Household Head 506 294 126 86
Women 9,128 3,844 2,274 3,010
Children 5,179 2,156 1,352 1,671
Table 1.1: CNGOs Direct Beneficiaries list
Total CFEDA KNTO ADOVIR

Indirect Beneficiaries
Population 18,683 9,366 2,160 7,157
Household 3,770 1,895 432 1,443
Women 10,304 4,659 1,180 4,465
Children 7,957 3,278 875 3,804
Table 1.2: CNGOs indirect Beneficiaries list

The Project has also providing support and monitor to small project grant partners. Particularly,
ACED, who has been implementing its preparation stage of community development program in
nine expanded villages in former Khmer Rouge-controlled zones, Phnom Prek district,
Battambang province and the Dhammayeatra in Mongkol Borei and Dhammayeatra BTM for
HIV/AIDS and peace- focused program in Banteay Meanchey province.
SIGNIFICANT ACCOMPLISHMENTS:
During this six-month period, the Battambang and Banteay Meanchey Partnership Project
accomplished the following;
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 Building and Support to three CNGO partners in Battambang and Banteay
Meanchey
a. CFEDA and KNTO become planned partners after five years support from CWS. They have
increased capacity to manage and lead their organizations and to implement programs with
less assistance from CWS. Moreover, they phased out from the old target villages and have
expanded to the marginalized and under-served communities in former Khmer Rouge-
controlled zone; Malai district, Banteay Meanchey province and Banteay Ampil District,
Oddar Meanchey Province. This changing of working relationship of CFEDA and KNTO fit
with current CWS’s partnership operating guideline and reflects changes of intervention and
partnership between CWS and CFEDA and KNTO.
b. Within the reporting period, the Partnership Project staff conducted ongoing support,
coaching, and field monitoring to its partners (ADOVIR, CFEDA and KNTO) based on their
gaps have been identified such as proposals and budgets FY08 preparation, program
planning and implementation, report writing, financial management and review of policies
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and guidelines (finance, admin and staff, community pond and community school support).
In addition, the project staff also assessed ADOVIR’s organizational growth by using
Capacity Assessment Tool (CAT).
c. With support from the program staff, a five-day training on strategic planning was organized
for 11 CFEDA and KNTO staff and follow-up coaching was also carried out to prepare and
develop three-year strategic plan and proposals (2009-2011). Moreover, CFEDA and KNTO
were assisted separately in preparation and writing of FY09 Work Plan and budget of Direct
Aid Project (DAP) proposals under the Australian Embassy Program. As a result, the
proposals were submitted to the Australian Embassy in late December, 2007.
1.1.1. Cambodian Family Economic Development Association (CFEDA)
a. CFEDA staffs increased their capacity and confidence in program implementation and
organizational management, particularly in preparation of the Strategic Plan, report,
monitoring and financial management. Staff committed to work and serve vulnerable people
in marginalized and under-served communities and their program reached more
marginalized communities this year. CEFDA strengthened its cooperation and collaboration
with commune councils and local authorities in Banteay Meanchey province’s Malai1
district, a critical strategy to support the government’s decentralization process. Commune
Counselors have now been elected (versus appointed as in the past) twice 2002 and 2007.
b. With support from CWS, CFEDA expanded its integrated community development work into
four new villages in Malai District. Currently, the program covered 16 villages in O’ Chrov
and Malai districts of Banteay Meanchey province to improve the living conditions of poor
and poorest people. The program directly benefited to 1,328 households with 7,778
populations included 3,844 women and 2,156 children, of which 294 women is the
head of household and indirectly benefited to 1,895 households with 9,366
populations included 4,659 women and 3,278 children.
c. CFEDA took the first step of community

entry, of which building relationships and
trust with communities and identifying
problems, power relationships and potentials
in the villages were done at the beginning. In
which, CFEDA staff spent time staying in the
village, visiting villagers’ houses, talking with
key people in community, and observing
village situation in four new villages (Sante
Pheap, Banteay Mouy, Ou Ampil and Ou
Sampoar Mouy) in Malai district. In addition,
three villages conducted Participatory Rural
Appraisal (PRA) by CFEDA staff from 27
November to 02 December 2007 with
participation of approximately 50% of representative villagers, key persons, and local
authorities in each village. As a result, the situations, potentials, problems, target groups and
priority needs and solutions were identified. CFEDA has used the PRA results to prepare
program in responding to the needs.
1
Malai is a former Khmer Rouge-controlled district and it was integrated with the Government in 1998. Malai is one of
the eight districts of Banteay Meanchey Province, consists of 6 communes and 38 villages. It is located in the Western
part of the Province. It has a total population of 35,428 people (17,805 women).
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d. In terms of strengthening Community Based Organizations (CBOs), CFEDA staff facilitated
to form four Self Help Groups (SHGs), of which one group in Bonlech Village (where the land
was distributed to the community) and other three groups in Malai District; Koh Snoul Village.
Twelve committee members (7 women) of these SHGs received training from CFEDA staff
on bookkeeping, saving and borrowing system. CFEDA staff also facilitated to develop
guidelines and support 28 SHGs in nine villages with 361 family members (262 women).
CFEDA staff conducted monthly meetings for 17 SHGs (195 members, 106 women),
checking and discussing the bookkeeping, saving and borrowing. In addition, they also
discussed about the income generation, gender, domestic violence, home garden, problems,
solutions, mutual assistance and solidarity, especially the members of 17 SHGs in seven old
target villages in O’Chrov District actively participated in the monthly meeting. Through
meetings, the committee members are able to use bookkeeping correctly and facilitate
monthly meetings as well.
Project staff noticed that solidarity; mutual assistance, sharing, and ownership among
community people have remarkably increased. For example, SHG members in O’Chrov
Village shared their resources to transportation support a poorest family member so that they
could travel to receive medical treatment at Provincial Hospital (BTM). Similarly, in Bonlech
Village, SHG members collected contribution to support funeral ceremony of a poorest
family.
e. CFEDA staff, in cooperation with four Village Health Volunteers (VHVs), conducted a short
training awareness (extension) on
malaria prevention, clean water and
diarrhea to 160 villagers (80 women) in
four villages2 of Malai District. The
VHVs and Project staff noted that the
villagers increased their understanding
about the importance of health care
and 28 families from those villages
purchased water filters by themselves.
Moreover, clean water use among the
poor and poorest communities has
been significantly improved because
they can collect water from the dug
ponds near their houses that supported
by CFEDA in the 2007 (February-March 07). “Mr. Sou Chan, 45, one of 38 water users of
the community pond in Banteay Pi Village, said, “I currently use water from the pond near my
home which is available for the whole year. In the past, I needed to spend longer time travel
about 1,000 meters from home to collect water, especially in the dry season. I spent 500 Riel
daily to purchase water for my family.”
f. CFEDA gradually began to phase-out of its support program from eight old target villages3 in
O’Chrov District. Therefore, they strengthened capacity and supported Village Committee for
Program Management (VCPM) that consists of five members in each village. The committee
plays the important roles in managing, coordination, and monitoring the program when
CFEDA withdraws from their villages. CFEDA staff provided coaching and encouraging 40
members (11 women) of eight VCPM in the eight villages to refresh their roles and structure,
to facilitate SHG meeting, and to check SHG bookkeeping. CFEDA staff observed that
VCPM members increased their capacity and confidence in fulfillment of their roles.
2
Koh Snoul, Kla Ngab, Banteay Pi and Kbal Tumnoub
3
old target villages of CFEDA (8 villages in two communes: Wat, Bat Trang, Thminh Trei, Samroung, Thmey, Anh
Chanh, and Banlech in Samroung commune; and O’Chrov village in Kob Commune, O’Chorv District, Banteay
Meanchey, where is located about 25 Km in the North-West of the Province.
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1.1.2. Kumnit Thmey Organization (KNTO)
a. KNTO staffs have increased their capacity and ownership in program implementation and
organizational management, particularly in preparation of strategic plan, reporting,
monitoring and financial management. Staffs commit to serve the poor and poorest people in
marginalized and under-served communities and reached more poor and vulnerable people
this year. They have built good relationship and cooperation with all levels of authorities in
Oddar Meanchey province’s Banteay Ampil district4.
b. KNTO expands its Integrated Community Development Program (ICDP) in four new isolated
and post-conflicted villages of Banteay Ampil district to reach more poor and vulnerable
groups as supported from CWS. Currently, their program covers 11 villages in the three
districts (Preah Netr Preah and Serei Saophoan in Banteay Meanchey province and Banteay
Ampil in Oddar Meanchey province) to improve livelihoods of the poor and poorest families.
KNTO directly serves 732 households with 3,534 populations included 2,274 women
and 1,352 children (126 women are the head of households) and indirectly benefited to
432 households with 2,160 populations included 1,180 women and 875 children.
c. In moving into the four new target villages5, KNTO used a community entry approach, in
which they were building relationships and trust with communities and identifying problems,
power relationships and potentials in these villages. Therefore, KNTO staff spent time
staying in the villages, visiting
villagers’ houses, talking with
community key people and
observing village situation in the new
villages. In collecting information,
KNTO staff used Participatory Rural
Appraisal (PRA) with villagers, key
persons, and local authorities to
identify situation, potential,
problems, target groups and priority
needs and solutions. It was
observed that there was about 50
percent of family representatives in
each village participated in PRA
process that was conducted from 19-
22 November 2007.
4
Banteay Ampil is post-conflicted district and it is one of the 5 districts in Oddar Meanchey province, consists of 4
communes and 46 villages. It is located in the north of Banteay Meanchey province. It has a total population of 38,221
people (19,105 women).
5
Four new target villages of KNTO: Chub Korki Lech, Chub Korki Koeut, Tbeng Thmey and Kok Prich in Ampil
commune, Banteay Ampil District, Oddar Meanchey Province.
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d. In strengthening Self Help Group (SHG), KNTO has supported 20 SHGs with 274 family
members (187 women) in the seven villages6. KNTO provided Working Capital Assistance
(WCA) of USD 2,126 to 76 families from the seven SHGs in five villages. Each family
member received USD 25-50 for family income generation; mainly for rice harvesting, bicycle
repair, running small businesses and pig
rearing. It was reported that there were
family members (52 members) more
received WCA in December 2007 for rice
harvesting, some other members from 16
families could earn extra income from the
WCA, and they purchased rice and food
for their families and school facilities for
their children.
Regularly, KNTO staff facilitated monthly

meeting for 17 SHGs (125 members, 88
women) for checking and discussing about
bookkeeping skills, saving and borrowing
procedures. KNTO staff provided guidance
SHG members to review group guidelines
and discussed about problem analysis, income generation, mutual assistance, and solidarity.
Forty-two SHG committee members (18 women) in the seven villages are able to facilitate
and lead members for the problem analysis, mutual help, and contribution for village
development work.
e. Project staff observed that SHG members increased capacity and their participation in the
monthly meeting. Solidarity, mutual assistance, sharing, and ownership among community
people have also significantly increased. For example, SHG members in Reussei Village
collected contribution to support two poorest women for transportation for medical care at
Preah Netr Preah District Hospital and Commune Health Center. Moreover, 43 SHG
members from three groups in Snay Village contributed money (5,000 Riels/family) to
support family of Mr. Chhum Pich, and with supplement of USD 200 from KNTO, purchased
a cow for rearing.
f. In terms of improving clean water, KNTO in cooperation with VHVs and Ampil Health Center
staff, provided 70 water filters, 57 mosquito nets, 65 water kettles and 30 water jars in
December 2007 to 82 families (Those families shared the cost of materials from USD 1-2 per
family.) in the 4 new villages in Ampil commune of Oddar Meanchey province. They also
received training from KNTO staff and VHVs on malaria, drinking clean water, water filter
uses, and maintenances. The facilities are important for the families to improve drinking
clean water to prevent from diarrhea. Moreover, VHVs in the seven old target villages in
Banteay Meanchey, cooperated with Health Center staff to provide the vaccination services
to children and pregnant women, in which there were 350 children and pregnant women
received vaccination against six-common diseases and vitamin A supplements.
g. Strategically, KNTO phased out its support from the seven old target villages7 in Banteay
Meanchey, therefore they strengthened capacity and support the Village Committee for
Program Management (VCPM), which consists of five members in each village. These
committees play the important roles in managing, coordination, and monitoring the program
6
Seven old target of KNTO: 4 villages (Khchas, Khou Svay, Khvav and Thbeng) in Bosbov Commune, Serei
Soaphorn, where is located 24 Km in the Eastern part of BTM; and 3 villages (Snay, Popel, and Reussei), in Rohal
Commune, Preah Netr Preah District, where is located 35 Km in the Eastern part of BTM.
7
Snay, Rusei, Popel, Tbaeng, Khcas, Kosvay, Kvav
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when KNTO withdraws from their villages. KNTO staff provided coaching and encouraging
35 members (18 women) of 7 VCPM in the seven villages to refresh their roles and
responsibilities, facilitation of SHG meeting, checking bookkeeping and extension of basic
principles of health. KNTO staff observed that VCPM increased capacity and confidence in
fulfilling their roles.
h. KNTO staff in cooperation with Village Livestock Agent (VLA) in Resei village conducted a
short training awareness (extension) on animal disease prevention and provided vaccination
to animal of 22 members (13 women) of animal raising group. Eight out of 22 members
shared the knowledge to other 13 animal raising members in the village. With the support of
KNTO, six VLAs vaccinated 469 pigs against swine fever, food and mouth disease and
pasteurellosis and treated 625 pigs and 95 cows in seven old villages.
1.1.3. Association Development for Our Villager’s Rights (ADOVIR)
a. ADOVIR staff increased capacity and confidence regarding program implementation, report
writing, and financial management. They increased relationship and cooperation with
communities, local authorities, Commune Councils (CCs), and local Government officers
such as Health Center, Cluster school and Bavel District Health Office. The Commune
Councils (CCs) have recognized ADOVIR for their good program to serve vulnerable in
Ampil Pram Daeum Commune.
b. ADOVIR implemented Integrated Community Development Program (ICDP) with support

from CWS 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 ADOVIR’s
program benefits directly to 1,212 households with 5,602 populations included 3010
women and 1,671 children (86 women are the head of households) and indirectly
benefit to 1,443 households with 7,157 populations included 4,465 women and 3,804
children.
c. ADOVIR works to promote basic health awareness among communities through cooperation
and support VHVs and Health Center (HC) staff. Three villages (Kob, Beng Snoul and Beng
Arak) was facilitated by ADOVIR
staff to select three VHVs. In
cooperation with HC and Bavel
District Health Office, ADOVIR
organized a three-day training on
primary health care at its office,
which facilitated by staff of Bavel
District Health Office from 20-22
November,
2007 in order to improve the
capacity of VHVs in their target
villages. 15 VHVs (11 women)
from 14 villages of Ampil Pram
Daeum Commune attended. The
purpose of the training was to
improve the capacity of VHVs
regarding basic health knowledge on malaria, dengue fever, TB, diarrhea, post-natal health
of mother and child, prevention of six common diseases, nutrition, hygiene, and latrine use.
Based on training evaluation done by the trainers, VHVs understand the training topics well.
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They commit to disseminate and share the knowledge that they learned to villagers in their
respective communities.
During the first six months of FY08, HC staff in cooperation with VHVs, provided vaccination
against six common diseases for 245 children and tetanus disease for 501 women and
vitamin A prevention for 259 children and 136 mothers. The services were provided in 12
villages in Ampil Pram Daeum commune. ADOVIR staff noted that more communities in
isolated target villages received services from HC. For example, this was the first time that
HC staff came to provide vaccination service to children and women in Beng Arak village as
it is located about 18 Kilometers away from health center, and people can only walk along
the jungle to the center in the wet season.
d. ADOVIR staff provided coaching and facilitation to three funeral associations (FA) in Beng
Snoul, Beng Arak and Kob villages to revise their guidelines, structure and roles of FA
committee members and to improve their bookkeeping record of contribution from villagers.
The FA committee consists of three members (one woman) in each village. The main
purpose of the associations was to assist community people, especially elderly people and
poorest family when they face emergency cases such as sickness, dead, etc.
e. ADOVIR monitored and supported the road building committee in Kob and Beng Snoul
villages to build 800 meters of road and to construct two places of culverts as community
plan through food for work activity that started in mid-June 2007. Finally, 1,000 meters of
road was dug and 12,669 kg of white rice was distributed to 100 families (428 persons; 189
women and 184 children) in the two villages. The committee planned to finish the
construction of two culverts in the dry season (January 2008). The road connected two
isolate villages; Kob and Beng Snoul that benefits 1,594 people (632 children) of 338
families, particularly for children to get to school.
f. ADOVIR implemented their program in cooperation with Commune Councils (CCs) in Ampil
Pram Daeum Commune and provided 25 chairs to the commune office for arrangement of
meeting and training. In order to support CCs in preparation of the 2008 Commune Plan,
ADOVIR supported transportation to 30 Village Chiefs and representatives (6 women) from
14 villages to attend two times of the two-day separate meetings on November 29-30,
2007and December 04-05, 2007 at the commune office. The meetings were organized by
commune councils to explain village and commune planning process for fiscal year 2008 to
the village representatives. The village chiefs and representatives are able to lead
communities to develop 2008 village plan and to integrate it with commune plan. As a result,
2008 commune plans were developed with more comprehensive responses to their
community needs.
1.2. Provide technical capacity and support to CNGO partners in Battambang and
Banteay Meanchey
The Project provided a two-day training course on

what is the organization and Values, and
Organization Capacity Assessment Tool (CAT) on
November 07-08, 2007 at CWS Battambang Office
for 13 staff (6 women), especially new staff from
ADOVIR, KNTO and CFEDA. The objectives of the
training are to enable partner staff; 1). To define what
the organization is and its main components,
especially the importance of organization vision and
values, which gives organization direction and
influents organization work, 2). To learn the
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Organization Capacity Assessment Tool (CAT) and be able to use it to assess their organization
growth. Based on evaluation done by trainers, participants understand the training topics well
and they applied the knowledge and gained their capacity to strengthen their organizations.
ADOVIR used CAT to assess their organization in December 2007.
Objective 2: Improve program design; effective and efficient implementation; enhanced

program outcomes.
2.1. Internal monitoring for Kumnit Thmey Organization (KNTO)
A monitoring visit was carried out from 01-06 August, 2007 for KNTO by six members of CWS
partnership program, Kompong Thom and Battambang and Banteay Meanchey Project Team.
The monitoring was led by Monitoring & Evaluation Unit staff of CWS Phnom Penh and
Monitoring and Evaluation Consultant. The objective of the monitoring was to assess the
capacity of KNTO in the organization development and program implementation. Based on the
monitoring result, KNTO staff have capability to run their organization well and their Integrated
Community Development Program which benefits to the poor and vulnerable people. Monitoring
result was presented to KNTO staff and recommendations were incorporated in FY08 plan for
improvement.
a. ADOVIR has successfully handed over community school support in Thmey village to
Government cluster school in Ampil Pram Deam Commune. Since FY 2004, in cooperation
with the Government cluster school, ADOVIR had supported Parent Association in Thmey
village to build a two-class school, dig one pond, and support two volunteer teachers.
Currently the Government cluster school assumes responsibility for providing and supporting
schoolteachers.
b. Village structures in old target villages of CFEDA and KNTO has been strengthened and
improved. CBOs and key persons increased capacity, ownership, and participation in village
development activities. As CFEDA and KNTO have increased their capacity for program and
organization aspects and they were put as planned partners, which mean CFEDA and KNTO
replicate its successful services to other remote areas. This has been proved by results of
internal monitoring carried out by the Partnership Program team from 01-06 August 2007.
c. CNGO partners; CFEDA, KNTO and ADOVIR increased cooperation with relevant NGOs
and network such as BTM CNGO network, MEDICAM, MAG and CMAC etc. They also have
good cooperation and relationship with Government departments and authorities, especially
commune councils, village chiefs, cluster schools, HC and District Health Office. The
authorities have recognized the quality services of CNGO partners that provided to their
community people. The CCs in Ampil Commune, Oddar Meanchey Province welcomes
KNTO to work and support the communities in their commune.
MAJOR CHALLENGES:
a. Resignation of two staffs of CFEDA and one staff of ADOVIR caused delay in
implementation of programs of these organizations, because they needed time to recruit the
staff replacement and to familiarize them with their programs.
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b. CNGO partners: CFEDA, KNTO and ADOVIR expanded their programs into other remote
target areas such as Malai district of Banteay Meancy province, Banteay Ampil district of
Otdar Meanchey province and Ampil Pram Deam Commune, Bavel district of Battambang
province, where are located very distance from the towns. It was difficult for partners and
project staffs to travel to the target areas as the roads are muddy. Therefore, they required
to adjust their plan in response to the situation.
LESSON LEARNT:
a. Building capacity to only leader and senior partner staff is not sustainable due to the
unexpected staff resignation from the partner organizations, which affect the organization’s
operation and productivity. Therefore, the potential staff needs to be identified and built the
capacity so that knowledge is hold by more than one staff and they can be replaced or
promoted in case of the vacancy of the key position.
b. FY08 proposals were delayed in approval for CFEDA, KNTO and ADOVIR because
Partnership started to apply new Partnership Operating Guideline that all submitted
proposals required to go through the funding committee for approval and the project and
program staff prioritized for the training on Monitoring and Evaluation system setup, which
was organized by CWS M&E Unit staff in July- August, 2007. Therefore, the project received
proposals from the partners in late June 2007. New proposals from partners for FY09 will be
submitted to CWS in May 2008, so the project staff will have enough time to assess their
proposals.
Planning to recruit the three new holistic CNGO partners has been delayed because new holistic
partnership guideline requires quite high criteria that CNGOs in Battambang province cannot
fulfill and the process to assess each potential partner requires considerable time as well. The
project also focused in assisting of CFEDA and KNTO to expand their program into other remote
areas in the post-conflicted and under-served communities. Moreover, the project assisted them
to develop three-year strategic plan and proposals (FY2009-2011) and FY09 plan for the Direct
Aid Program (DAP) proposal called by the Australian Embassy. However, the project staff
already identified and assessed the potential CNGOs in Battambang and the selection is
schedule for February 2008.
FUTURE PLANS:
The main action plans for the second semester of FY’08 are:
Continue to strengthen capacity of CFEDA and KNTO and support them to phase out their
program from the old target villages and expand their program to Malai District, Banteay
Meanchey and Banteay Ampil District, Oddar Meanchey Province.
Continue to strengthen capacity of ADOVIR, especially in development of three-year
strategic plan and proposals, and program implementation in the four isolated villages.
Select new three CNGO holistic partners and build capacity and support.
Provide funding support to Dhammayeatra groups for peace education and HIV-focused
program.
Organize the program related workshops for partner staff to have learning exchange of their
experiences.
Organize training on Local capacity for peace (LCP) for CNGO partner staff.
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KOMPONG THOM PARTNERSHIP
PROJECT (LOCAL INSTITUTION DEVELOPMENT)
INTRODUCTION
During the report period covering from July to December 2007, Kompong Thom Partnership
Project has been supporting our new partner, Khmer Organization for Rural Development
(KORCD) since it was selected as a holistic partner in June 2007. KORCD implements
Integrated Community Development in eight target villages, three communes, of Santuk and
Baray districts, Kompong Thom province. KORCD serves its services to 1608 families that
included 711 families (3,555 populations, 2239 women) are direct beneficiaries and 897
families (5,260 populations, 2261 women) are indirect service.
In addition to institution support, the partnership project Kompong Thom provided project grants
and capacity building to small grant partners such as Cooperation for Indigenous People and
Development in Cambodia (CIDC), Cambodian Organization for Peace (COP), Health Care and
AIDS Prevention Organization (HAPO) and Adsu local Church. Of which CIDC focuses on
peace building in ten target villages in Phan Nheum Commune, Prasat Balang District; COP
works on the Decentralization in 14 target villages in Cheung Deung Commune, Baray District;
HAPO objectively works on school dropouts in nine target villages in Trapeing Ruissei and
Tbeng Communes, Kompong Svay District; and Adsu Church focuses on the braid cotton scarf
weaving program in Adsu village in Prasat Sambo District. Each of these grants represents
CWSC’s mission to work across faith, support children at risk, build peace or work with
indigenous people.
The report is highlighted the key outputs for the first six months including significant
accomplishments, significant changes, major challenges, lesson learnt and outstanding issues
and future plan.
During this 6- month period, the Partnership Project Kompong Thom accomplished the following:
Objective 1: To strengthen the capacity of holistic CNGO Partners and Small Project fund
recipients to facilitate program that will effectively and sustainable improve the living
conditions of the most vulnerable.
1.1 Matured organizational capacity for CNGO partners
As part of new holistic partner selection, Kompong Thom Partnership Project conducted the
capacity assessments for two CNGOs; Cooperation for Indigenous People and Development in
Cambodia (CIDC) and Health Care and AIDS Prevention Organization (HAPO) to examine the
possible potential for future holistic partners. As a result of the assessment, we see that, HAPO
staff show their commitment working toward its goal although their skills are likely limited,
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FY08_1 Mid-Year_Narrative KPT Partnership Project 53
especially on the community facilitation and report writing. At the field level, HAPO has positive
outputs where in 80% of the school dropout children in the target villages returned to continue
their studies with the support of school materials from HAPO. Their parents also received
support of vegetable seeds for home garden that allowed parents to earn income.
Schoolteachers were also happy to see their students return to school.
On other hand, CIDC puts much time and energy on “Conflict Resolution” training to their target
communities over times; as a result, the established Peace Committee has solved 15 cases of
conflicts in 8 villages, of which 3 cases on domestic violence and 13 cases related to land
conflicts. There are 13 cases more that the committee continues to solve one by one with
support from the commune councils. The villagers feel confident and trust on their peace
committee in solving the conflicts, which is reducing overall violence in the village. According to
the commune council report, it shows that a domestic violence has been reduced significantly in
Phan Nheum Commune. Having seen the positive result from their interventions, both
organizations were encouraged to continue this work with small grant support from CWS
Cambodia.
A two-day Training Need Assessment to six KORCD staff was also organized at KORCD office
to assess their individual staff capacity, especially on skills related to the community
development work. The assessment found that KORCD staffs need 24 relevant subjects to be
fulfilled over times. However, within this six months, out of 24 topics, the project coordinator
trained and coached them on 13 subjects such as how to conduct PRA, Training Need
Assessment, Community Organizing, Report Writing, Facilitation and Presentation skills, Conflict
resolution, Training of Trainer, Role and Responsibilities of VDC, financial management and
report, Vision Mission & Goal development, and Organizational guidelines (Project, SHG, Cow
bank, and rice bank)
1.2 CNGO partner matured in technical capacity
a. To ensure a better plan for the community and partner organization, Kompong Thom
Partnership project coordinator together with the Program Officer conducted a five-day
training workshop of Participatory Rural Appraisal (PRA) on 10-14 September 2007 at CWS
Kompong Thom Office for 10 participated staff1. After learning the theory for two-day, all
participants were asked to practice actual PRA for three days in Baray district’s Thnoat
Chum commune’s Kang Meas Tbong village. The actual field practice enabled KORCD staff
to learn and continue PRA in another eight villages in their three target communes with
participation of 221 villagers (141 women), where other nine target villages were completed
PRA by KORCD staff alone. The results of PRA documented for future reference.
b. In improving quality of report writing skill, three KORCD staff and one CIDC staff were sent
to attend the Report Writing Skill, which was organized by CWS Partnership Program office
Phnom Penh. As the outcome of this training, KORCD staff could write a mid-year report and
submitted to the partnership project on time. It was observed that staff could write report with
less support from the CWS Project Coordinator and quality of report content is much
improved compared to last year. However, the partnership staff will continue to provide
coaching to KORCD staff on reporting. Kompong Thom Partnership project also supported
other two staff from Cambodian Organization for Peace (COP) and Cooperation Christian for
Development in Cambodia (CCDC) to receive scholarship to the training course on
Monitoring and Evaluation at VBNK Phnom Penh.
1
six KORCD staff and two CSCM staff and two KCC staff
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1.3 Matured practice among partners
a. KORCD staffs were able to provide training course on Home Garden, Compost fertilizer
Making and Traditional Pesticides to 80 target families with support from the Partnership
Project Kompong Thom. After the training, there were 35 families practiced the skills in
vegetable gardening at their houses.
b. In addition, the two emerging weaving groups with 24 members were established in
Kangmeas Chueng and Kangmeas Tbong villages. Up to now, there are 24 kromas from the
two groups were weaved and sold to their neighboring villagers. The groups are happy with
the program as they feel that their traditional heritage that was lost for long time has been
promoted with support from KORCD and CWS Cambodia.
c. In relations to the community health promotion, KORCD staff, with fund support from
Kompong Thom Partnership, raised awareness on basic health education to 160 families in
the target villages (see more about health awareness raising in Significant Changes ”b”
below).
1.4 CNGOs, CBOs, CCs and VDCs are to implement small projects in support of the most
vulnerable in their communities
The meeting with community people and local authorities for VDC election and Village
Committee for Program Management (VCPM) in the nine target villages of KORCD had
organized by KORCD staff in cooperation with the Provincial Department of Rural Development
(PDRD) and District Rural Development Office (DRDO) staff. As a result with strong support
from the commune councils, there were nine VDC team leaders, 52 VCPM and 12 Advisors
were selected from 708 villagers (449 women). The VDCs and VCPMs have officially recognized
by the government as they were directly involved in the election process.
1.5 Vulnerable people received emergency relief through CNGO partners
See detail report under Emergency Response activity page 8.
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.
2.1 Improved capacity of CNGO partners to plan, implement, monitor, assess, and report
outcome:
2.1.1-Field Monitoring Visits
a. Project staff conducted field and office visits to new holistic partner, KORCD, to provide
engaged coaching to ensure the five-year strategic plan (2008-2012) developed, job
description of staff is was reviewed, and the PRA documentation of the nine target villages is
finalized. A training need assessment for KORCD staff; facilitated the development of the
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guidelines for SHGs, weaving, and cow banks . With this CWS support, KORCD is able to
form five SHGs with 60 members. Among those members are eight women who wove
Kroma before the Pol Pot Khmer Rouge Regime. Kromas are a necessary part of rural attire
for both men and women. In order to revive this skill and use it as a way to generate income
for village women, KORCD, facilitated the formation of two weaving groups (one group from
Kang Meas Choeung and another group from Kang Meas Tbong village). KORCD with fund
support from CWS acquired four traditional looms for the two groups and they started
weaving activities in mid-September 2007. More notable, under a good coordination of
KORCD staff, the pagoda committee of Kang Meas contributed one monk-house to
accommodate the weaving activities. As observed by the partnership project and partner
staff, the weaving program is progressing positively with active participation from their
members.
Picture 2.1.1a: Traditional heritage of Kroma weaving has been promoted among the Khmer women in KORCD’s
target areas
b. During the flood assessment in Tnoat Chum, Kang

Meas Choeung, and Kang Meas Tbong villages one
critical case of a family with the mother pregnant with
a high fever, while their children and husband were
already hungry due no earned income and therefore
no food in the house during the flood. CWS and
KORCD staff in cooperation local authorities sent her
to the health center for medical treatment with support
of CWS funds. Picture 2.1.1c: Sick woman and family and her
photo with CWSC Director
c. Following the implementation plan for FY08, the
project coordinator attended the quarterly meetings of KORCD to closely monitor what kinds
of the gaps the partner has and what should be filled in order to strengthen the management
systems and leadership in the organization. Through the meetings, since KORCD already
have strategic plan on hand, they developed the annual plans and split into the quarterly
work plans. We found that KORCD is able to prepare monthly, quarterly, and yearly plans
including the budgets.
2.1.2-Participation in the Meetings and Workshops
a. Apart of the M&E system development workshop and field practice for CWS Cambodia, the
Partnership Project Coordinator also participated in the first 3 days workshop. Throughout
the workshop, the project staff learned the M&E theories and participated in the actual field
practice. This exercise was found important and enable the project staffs to use these tools
to conduct the actual monitoring and evaluation with their partners.
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Picture 2.1.2e: Monitoring and Evaluation classes and Mrs. Prak Vimeany, project coordinator at field practice
b. The Project coordinator attended a full partnership program meeting at CWS Kompong
Thom office that was organized and chaired by the Partnership Manager. The program
meeting allowed all staff from different project areas met together and learned from each
other. All the partnership program and project staff fully participated in the meeting and they
were be able to present their annual plans, concerns and updates, challenges and lesson
learnt. From this activity, the program and project have integrated capacity building training
and workshop plan under coordination of the partnership program officer. This will avoid of
duplicates training or workshop that usually happen in the past.
a. It was observed after three KORCD staff were sent to attend the Report Writing Skill
organized by the Partnership Program Office, they are able to write their semi-annual report
with acceptable quality and submitted to Kompong Thom Partnership Project on time.
However, there room to improve.
b. Due to a strong emphasis and effort of primary health care awareness conducted by KORCD
staff in cooperation with health center, there were 85 families found using mosquito nets,
35 families drink boiled water, 15 families cleaned their houses and 10 pregnant
women went to check their health at health center while 15 women were receiving
birth spacing, according to the report of KORCD.
c. Under the facilitation and coordination of KORCD staff in cooperation with local authorities
and elderly, numbers of the SHG members have increased in home garden, pig raising,
small businesses and earned income from their vegetables planting without Working Capital
Assistance (WCA) support from CWS Cambodia. With the earnings from their home garden
and animal raising, some SHG members reported they were now able to send their children
to school.
d. In the revival of traditional heritage of Kroma weaving lost for decades, there is strong of
interests of the community people; four traditional looms have been purchased and installed
for the two SHGs. Excitingly, the program started with fruitful products, of which some
Kromas sold to their neighboring villages. Having seen the positive outputs from this
program, the SHGs requested for semi-automatic loom2s to be installed in their villages so
2
What is a semi-automatic loom? A was invented from the traditional loom and it can use to weave more Kroma than
existing once they have. It is locally product which made by local people.
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that they can productively made for their income. By this report period, four semi-automatic
looms were already bought and the progress will be reported in the next report. In addition to
creating a small additional income, the revival of weaving is giving women a new lease on
life, a routine to follow, a space to chat and stay in better communication, and a new role in
their village.
MAJOR CHALLENGES:
a. There were two floods in KORCD target areas where

caused difficulties to the villagers but also affecting travel
to the village by CWS/KORCD staff. The roads were
flooded and impassable so travel by boat to the target
villages was long and tedious. All farmland were covered
by floodwater, some activities (vegetable planting etc)
were postponed.
b. This year the varieties of fish due to the Stung Chinit dam Picture a: CWS Staff visited Flood
construction, so with fishing and farming activities cut Impacts
daily laborers cannot depend on that income any more.
Therefore, they migrate to other provinces for employment and left their children at home
with elders. Some of them are SHG members therefore a few of them missed their monthly
saving while some other children were asked to work inside and outside the villages due to
the food shortage in family.
LESSON LEARNT:
a. KORCD in good cooperation with local authorities and CWS staff, 82 extremely hungry
families were identified and provided food assistance. Immediately after the food distribution,
the Country Representative called for a reflection meeting with all CWS response team,
Village Leaders and KORCD staff. In meeting was found that there were tensions and
conflicts in the villages where other hungry people do not receive food assistance. The
tensions came to the nine village leaders who were directly involved in identifying the most
vulnerable recipients for the first food distribution while other people were also in equal need
of food. Under the leadership of the Country Representative, she advised to solve the
conflicts immediately by encouraging KORCD staff, village leaders, and CWS partnership
team to consider the second food assistance to reach any family whose situation was as dire
as the first 82 families. By mid-November 2007, KORCD staff in cooperation with local
authorities identified 257 hungry families more and distributed food. The tensions and
problems were solved after the second food distribution. We learned to be very careful to set
clear parameters, and then follow them
b. In terms of capacity building for partners, the project staff could conduct the training more
effectively and efficiently with support of the Partnership Program Officer. For instance, the
trainings of PRA, Strategic Planning and Community-based Organization and Management
were jointly facilitated by the program and project staff. A joint training team made the
participants more interested in the training topics than one trainer alone. The support from
the partnership program manager and program officer in building capacity of partners are
very crucial for the project.
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As the above mentioned, there were two times of flood in KORCD target areas and damaged a
huge floating rice field in Baray and Satuk Districts. The major root causes were because the
government new dam constructions in Stung Chinit and the dams do not have a good control of
water. Therefore, overflowing of water cannot be managed and destroyed the rice field
downstream. The project and KORCD encouraged the local authorities to put complaints to the
upper level for resolution. However, there was no response related to this issue for the moment;
and KORCD and local authorities advised by CWS staff to approach the Ministry of Hydrology
and Water Management.
FUTURE PLANS:
a. Conduct echo training on basic financial management and administrative to KORCD staff
b. Conduct echo training on SHG bookkeeping and checking book Method to KORCD staff
c. Send two KORCD’s staff to attend training on Management of Change and TOT for
community trainer organized by the Partnership Program
d. Conduct capacity assessment to COP for Small Project Grant
e. Conduct training workshop on conflict resolution and Community Development
f. Continue field monitoring to KORCD and communities
g. Review KORCD Organizational policies and Project guidelines
h. Assist KORCD to conduct annual workshop for their program
i. Support KORCD staff for study tour to the Silk Weaving Group in Takeo Province
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ECUMENICAL PARTNERSHIP PROJECT
INTRODUCTION
Partnership Program has been exploring for 5 years now to best work with a variety of Christian
partners. While the partnership program supports Christian organizations in Kompong Thom
(see report), the Program office also works with other Ecumenical Partners based in Phnom
Penh and other provinces focuses on building capacity among the interfaith partners and local
churches such as Cambodian Students Christian Mission (CSCM), Kampuchea Christian
Council (KCC), Initiatives for Change Association (ICA) and Local Church Development
Association (CDA) in Svay Rieng Province. Strategically, CWS Cambodia commits its effort to
strengthen ecumenical institutions, both organizational and technical development so they can
link and maximize their missions and service to the marginalized and vulnerable populations in a
complexity of social concerns including the conflict of different religions and culture practices.
Ecumenical Project supports the partners to identify the community problems and needs as well
as strategic response to the target groups. In addition to an ongoing capacity building, the
Ecumenical Partnership Project, through small grant scheme, support partners, especially
CSCM and CDA have started to build their communities through the Self Help Group (SHG)
approach and provide technical agriculture skills.
■ SIGNIFICANT ACCOMPLISHMENTS
In this reporting period, CWS Partnership Program has also undertaken three significant pieces
of work with Lutheran World Federation in order to broaden the understanding between
Buddhists and Christians:
Objective 1: To strengthen the capacity of ecumenical partners CSCM, ICA, KCC and small
project fund recipients to facilitate program that will effectively and sustainably improve the
living conditions of the most vulnerable.
1.1 Matured organizational capacity for three ecumenical partners

a. In November 2008, the Ecumenical Partnership Project staff conducted a one-day meeting
for all ecumenical partners for an orientation on organizational development concepts and
review their Vision, Mission and Goal (VMG). 23 partner staff1 from 4 CNGOs2 participated.
At the end of the meeting, all partner staff have understood the purpose for VMG and core
values using as guidance for all members in organization to do their works for their people.
b. The project staff with support from the Partnership Program Manager assisted KCC
Executive Committee (eight committee members, three women) to review their Vision,
Mission and Goal and Core Values. Meanwhile, the Executive Committee also reviewed the
roles and functions of Board members prior the new General Assembly. In addition, KCC
prepared selection criteria for boards and sent it to all KCC’s members so they could
understand about the roles of board members and can stand for the election during the
assembly that will be held in March 2008.
1
8 KCC staff, 6 (3 women) Local Church Svay Rieng staff , 5 CSCM staff, 4 (1 woman) ICA staff
2
KCC, Local Church Svay Rieng, CSCM, ICA
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Ecumenical Partnership Project
c. With support from the ecumenical project staff, 3 target villages3 in Takeo Province
conducted Participatory Rural Appraisal (PRA) by CSCM on 27-29 September 2007. PRA is
documented. Another one and half day workshop also conducted for 4 CSCM staff (1
woman) by CSCM in coordination with Ecumenical Partnership Project staff. This workshop
was to determine and prioritize the problems that relate to community livelihoods, capacity,
and health issues. SWOT Analysis was used to find the issues that are most critical to use
for development of the strategic plan. Key information in target villages was documented and
will be used to assist those villages which are poor.
d. As part of the joint support undertaken by CWS, AFSC and MCC the ecumenical partnership
project staff with CWS field accountant was able to review ICA financial and bookkeeping,
followed by an orientation on basic financial management and a basic accounting system
installed for ICA that they could record all financial transactions such as monthly income and
expenses.
CSCM staff introduced their PRA team to the villagers and used PRA tools to collect information
1.2 Matured technical capacity for ecumenical partners

a. In terms of building technical expertise for the ecumenical partners, the ecumenical
partnership project supported 4 CSCM staff, 3 ICA and 3 KCC staff to organize a two-day
workshop from 25-26 September 2007 to provide the orientation of PRA tools and
techniques. All participants have practiced PRA and they were able to use PRA tools4 for
gathering data from Tampoung, Smanmany and Dong villages. As the result, they were able
to facilitate focus group discussion with the community people. During this report period, the
PRA was documented by CSCM for future reference of development work.
b. A two-day training on Presentation Skills was conducted by the Ecumenical Partnership

Project cooperated with Partnership Program staff for 13 CNGO partners staff5. The
objectives of training were to build techniques of presentation and communications. All
participants had opportunity to develop their materials to present to the groups. As observed,
most participants were confident to speak in front of the participants and they were asked to
practice more in their actual work.
c. Ecumenical Partnership staff in cooperation with a former partner, COWS have organized a
study tour for three local church partners from Svay Rieng to learn the process of organizing
Self Help Group and project management from committee members and learned good
practices of home gardening activities from the farmers in Promat Dei Village, Pukyuk
Commune. The local church partners also learned about challenging points in working with
the poor people in the rural areas.
3
Tamoung, Smanmany and Dong
Social mapping, Venn diagram, transect mapping, wealth ranking, seasonal calendar, community resource mapping
4
and semi-structure interview

5
All KCC: 3, ICA: 3, CSCM: 4 and Local Church Svay Rieng:3, of them 3 women
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FY08_1 Mid-Year_Narrative Ecumenical Partnership Project 61
d. ICA, is a non-funding support partner of CWS Cambodia, has received capacity building
from CWS for a few years ago. ICA also receives fund support from other funding partners.
However, a financial accountability is one of the key concerns of funding partners such as
American Friends Service Committee (AFSC) and Mennonite Central Committee (MCC). In
response to above concern, the three leaders of CWS, AFSC and MCC had a collaborative
meeting to discuss about how the funding partners joint efforts to support ICA to improve and
ensure the sound financial management. CWS Field Accountant in cooperation with the
Ecumenical Partnership Project Staff provided a short training on Basic Accounting System
and asked them to practice. As an outcome, ICA accountant is able to practice on recording
all financial transactions.
1.3 Matured practices among ecumenical partners
a. CSCM organized workshop on “Cross Culture and Peace Building” to 16-17 students (4
women) a month, in which they learn about the different religion perspectives.
During the sessions, participants raised many questions regarding of peace building
concept without discrimination between Christianity and Buddhism. The sessions were also
discussing about the approaches of how they can work together with harmony and living with
dignity in communities. This peace-building concept will be integrated into their development
plan and implementation of the project.
b. With the encouragement from the Ecumenical Partnership Project staff, ICA team organized
a special event to raise fund among their teenage students who are ICA members who were
voluntary donation. The event has raised about 45-50 US dollars every month to assist 80-
100 street children and young vulnerable people who were in starvation. During the food
distribution, ICA team also organizes an “Open Forum” for students and those vulnerable
groups to share the experiences how to motivate self-confidence to face current situation in
their daily living. The forum has given an opportunity for ICA members to discuss and learn
how to respond to that kind of situation.
Objective 2: To improve program design; effective and efficient implementation;

enhanced program outcomes.
2.1 Improved capacity of Ecumenical partners to plan, implement, monitor, assess, and
report outcome
a. In term of monitoring, the ecumenical partnership staff joined in the field monitoring to pilot
vegetable growing project of CSCM in Takeo Province. During the first quarter of FY08, field
monitoring was carried out with two community field visits in Dong, Smanmany and
Tamoung Villages. The project staff learned about community context, strengths and
weakness of CSCM project management. Support was offered to CSCM staff on
development concept and finds ways appropriate ways to work with poor people.
b. The Ecumenical Project staff also met ICA senior staff about their new strategy for
organizational development and communication for fundraising to support outreach students
that cannot access to school and how to train on life skills to make students to earn money
for their education as well as skills to improve livelihoods. With the same manner, there were
two field visits to the Local Church Association Svay Rieng with participations of 25-30
villagers per visit to discuss about their community development, community-based
organization approach and initiate ideas on how to establish the community development
project.
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c. A meeting between LWF senior staff and CWS Partnership Program staff with presence of
CWS Deputy Director to discuss hosting internship student for the research on “Women and
Youth Empowerment” among the ecumenical partners. LWF also asked CWS Partnership
Program staff to facilitate the workshop on “the Buddhist and Christian Values" in their
Annual Staff Retreat and seek support from CWS to translate the “Diakonia Document” and
review of “Lutheran Small Catechism”. In response, on 27 August 2008, the partnership
team including Ecumenical Project staff, Organizational Development Program Officer and
Partnership Program Manager, with technical advice from CWS Country Representative,
was facilitated the workshop of the above topic with 300 LWF staff participated. The
participants were actively listening and asking questions about the values of Buddhism and
Christianity. They reflected the shared values to their organization vision, mission, core
values and goal. Most participants really expressed their understanding of the common
values and how different believers can work together.
d. On the other hand, the Ecumenical Partnership Project staff with support from the
Partnership Program Manager and Country Director agreed to abridge and translate
document of Diakonia and Lutheran Small Catechism. Diakonia document is very deep
theological and conceptual which was quite difficult to translate. A translation team was
formed including Ecumenical Partnership project staff, Partnership Program Manager and
Operation Manager, with support from the Country Director, the Diakonia document was
abridged before giving for translation. The process went very slow as they need to find the
right Khmer meaning and contextualized the concepts to use so that the non-Christian can
be understood. After completion, the team needs to review with the Country Director for
consistency. The translation of Diakonia is targeted to complete by the end of January 2008.
In addition, the Luther Small Catechism document was originally translated by Kampuchea
Christian Council (KCC). However, the first translation was not contextualized to use the
right theological terminologies. As a result, the translation committee will retranslate it
together with the Country Director. This document will be done by the end of February 2008
The Diakonia and Lutheran’s Small Catechism Documents were translated by CWS’s Ecumenical Partnership
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e.
f. Ecumenical Partnership Project in

collaboration with Partnership Kompong
Thom Project hosted an intern student from
Hong Kong as part of a joint internship
between CWS Cambodia and Lutheran
World Federation Cambodia (LWF) to
conduct research on “Women and Youth
Empowerment” among the ecumenical
partners. The purpose is to explore the Picture 2.1.1b: Internship student and CWS staff with a
impact of partnership program on women group discussion
and youth empowerment among the
ecumenical and non-faith partners. The intern student met with different groups of women
and youth in CWS and its partner’s target areas. The outcome and recommendations from
this research will be shared between CWS and LWF for documentation and future reference
for improvement as needed.
Similarly, the project staff accommodated another three internship staff (one woman) from
Svay Rieng local churches conducted an exposure trip to CWS partners including COWS,
BFDK and KORCD to learn about SHG concepts, formation process, documentation and rice
bank groups, home gardening of the poor, youth team, and to learn experience of vocational
Kroma weaving project at Adsu Church and KORCD target area. From this exposure visited,
the internship staff learnt more on how the integrated community development work with
community and they have ideas to linkage how their local church can support community,
particular the poor and vulnerable people where they support in the future.
a. With support from the Ecumenical Project and Partnership Program staff, CSCM key staff
are able to conduct the community meeting and facilitate to collect information by using PRA
tools and techniques. An ongoing coaching and mentoring enable CSCM to conduct PRA
and develop simple proposal. As a result, CSCM has PRA documents on hand and able to
write a simple proposal submitted to CWS for the vegetable planting and health promotion in
the target areas.
b. In connection with the skills trained last year about the community development concept and
approach, CSCM staff has formed three SHGs with 35 members participated in the three
target villages. SHG members were encouraged to grow vegetables. As an ongoing support
and coaching from the Ecumenical Partnership Project staff, CSCM staff understand the
spiritual concept and community development and also increased their community
development facilitation skills through their pilot vegetable project.
CSCM encouraged SHG members to grow vegetables grown at home.
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c. With support from CWS field accountant, ICA understands a basic financial management
and they already have a basic computerized accounting system for recording their financial
transactions. The other donors AFSC and MCC feel confident to support ICA with small
grant to implement the project activities.
d. According to the research to KCC last year coordinated by CWS partnership program, the
result shows that KCC has been concerned on the leadership and management. From those
points, the Ecumenical Project staff took close attention and provided ongoing coaching on
how to improve KCC management and leadership. As a result, KCC has recognized their
weakness and asked CWS Cambodia to help for the future improvement. KCC is now able
to prepare themselves for the new General Assembly which will be held in early 2008.
MAJOR CHALLENGES:
a. The translation of Diakonia document is not in annual plan. This document is very deep
theological and conceptual which was quite difficult to translate. The translation team with
support from the Country Representative, spent way of time to work on translation and
review for accurate meaning and consistency. The process went very slow as they need to
find the right Khmer meaning and contextualized the concepts to use so that the non-
Christian can be understood. The partnership staff need to reschedule other activities to the
next semester in order to accommodate this task. This implies that without further personal
we cannot take on the work that we are qualified to do; particularly in ecumenical
partnership. However, the translation of Diakonia is targeted to complete by the end of
January 2008.
b. The Ecumenical Partnership Project tries hard to train and coach to all ecumenical partners
regarding management skills, of which report writing is the most difficult area that all partners
have been struggled with. Although CWS keeps training on this topic, the quality of reports
from ecumenical partners are still concerned and limited even though they write in Khmer.
However, the Ecumenical Project staff will continue to provide coaching on reporting so that
they can improve over time.
c. The ecumenical partnership project has been directly working with three ecumenical partners
and one local church association for capacity building. Some training need to be done
through cooperation with technical units such as financial management, proposal writing and
strategic planning. As additional un-expected tasks added (Diakonia, Cathalism), those
above mentioned trainings were not achieved against plan. These trainings will be
conducted in the next semester.
LESSON LEARNT:
a. CSCM is a faith-based organization that has been operating by the Cambodian students.
The organization members have been trained with faith based-approaches, of which spiritual
development and relationship building with God is most important. However, with support
from CWS Cambodia, CSCM have had opportunities to learn the organizational and
community development work over times. Through learning exchange and sharing
experiences from other CWS partners, CSCM has been able to establish the community-
based organizations, especially Self Help Group (SHG) and provided training on agriculture
techniques to the SHG members. CSCM staff and community recognize that CSCM does
not only focus on spiritual work but it also works for the improvement of the lives of very poor
people. Moreover, based on field observation from CSCM staff, the villagers fully
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appreciated in the development work as they have seen CSCM provides good services for
their communities, especially to the poor and marginalized groups.
b. Church Development Association (CDA) leaders have received numbers of training from
CWS on the leadership and management as well as community development work. They
originally focused on their spiritual development which now they draw to both spiritual and
community development work as they believe that Christians also need to have both spiritual
and livelihood development.
c. KCC is the council that works for both spiritual and community development for the
vulnerable people, especially for victimized children and women and their communities.
There was a research conducted by an internship student for KCC. The research shows
achievements that KCC accomplished and also found some issues related to the
management and leadership of the institutions including the accountability and transparency.
Ecumenical Partnership Project staff presented all findings and recommendations to KCC
members. KCC members recognized their strengths and weaknesses. Now, KCC seeks
support from CWS Cambodia to improve their organization. At this moment, KCC is
discussing the process of organizing the General Assembly. They hope that the new
assembly will give a good opportunity to select the new leaders for KCC. KCC members
really impressed their appreciation of the research that gives them the ways to improve in
the future.
d. Under the leadership of the Country Representative, the Partnership Program Staff prepared
to facilitate “Buddhist and Christian Values” for Lutheran World Federation during their staff
retreat in Kampong Som. In this workshop, the program staff learned different organization
culture practices, management system and people. The encouragement from the Country
Representative allows the program staff to learn new context and use knowledge and skills
related to the organizational development, peace building and ecumenical support.
FUTURE PLANS:
The project staff will support CSCM to conduct strategic plan workshop in January 2008.
The project staff will cooperate with Finance Staff to conduct short course on basic financial
management to ecumenical partners
The project staff will conduct the orientation on PRA and field practicum for Local Church
Association Svay Rieng
The project staff will organize the partners’ quarterly meeting
The project staff will support and assist KCC to conduct General Assembly
The project staff will coordinate with CNGO partners in Kampong Thom to organize
internship for ecumenical partners to learn the program implementation
The project staff will build relationship with small grant partners and provide fund support
The project staff will conduct regular visit to partners office and their field works
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INTEGRATED HUMANITARIAN MINE
ACTION MALAI DISTRICT,
BANTEAY MEANCHEY PROVINCE
(LOCALITY DE-MINING)
A Child in front of his home, landmine area

Photo ©Tim Page/MAG 2007
a

INTEGRATED HUMANTARIAN MINE ACTION
MALAI DISTRICT, BANTEAY MEANCHEY PROVINCE
Reporting Period: 1 July- 31 October 2007
INTRODUCTION
Over the last three decades Cambodia has suffered massive internal political and social
upheavals, which have invariably resulted in extensive conflict. Amongst those suffering the
most are the men, women and children whose homes and villages were battlegrounds during 25
years of conflict.
The extensive laying of landmines between 1979 and 1996 led to Cambodia becoming one of
the most mine-affected countries in the world. Since the 1990s, efforts in mine action have
centered on utilizing manual clearance techniques to clear land for resettlement of returnees and
Internally Displaced Persons (IDPs). The challenges in Cambodia now are to save the lives of
the rural poor by providing efficient and effective clearance utilizing the variety of tools available.
Mine affected communities are physically restrained from working themselves out of poverty with
minefields acting 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 real and physical threat of Remnants of Conflict (RoC)1 infested land.
Lack of economic opportunities force the poor in mine-affected communities to take risks, which
expose them further to death or injury through exposure to RoC. Households denied agricultural
land turn to forest foraging for survival that in turn increases their chances of injury or death.
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. Unexploded Ordnance (UXO) from the years of conflict is still being found on a
regular basis. 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
RoC.
The problems caused by mines and UXO in the ex-battlegrounds of Malai require continuous
intervention. MAG seeks to address these problems by providing efficient, effective and safe
clearance using an integrated Humanitarian Mine Action Team under the generous support of
Church World Service (CWS).
CWS Cambodia has, over several years, consistently made funding available to MAG
Cambodia, for example recently in Kampong Thom province, where clearance operations took
place in support of people whose physical, economical and social welfare was threatened by
mines and UXO. Thousands of affected families have benefited from MAG activities supported
by CWS.
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
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FY08_1 Mid-Year_Narrative MAG Demining Project 67
SIGNIFICANT ACCOMPISHMENTS:
MAG is fortunate to be given another opportunity to collaborate with CWS and continue its mine
clearance operations on a new project in Malai district, Banteay Meanchey province. MAG is a
long-standing partner of CWS, providing assistance to mine and UXO victims in the most
affected provinces for many years. The comprehensive mine action capability afforded by
working under the generous support of CWS has greatly assisted MAG in pursuing responses to
the immediate development needs of communities threatened by landmines and UXO.
Following previous successful partnerships with CWS, MAG was again selected by CWS
Cambodia to provide an integrated response through HMA to the social and economic problems
faced by the people of Malai. The selection of the exact sites for mine clearance within the
province by MAG during this project is subject to agreement by MAG, CWS, Cambodian Family
Economic Development Association (CFEDA), the Provincial Government (PMAC) and the Mine
Action Planning Unit (MAPU). The two main criteria for site selection are:
Sites 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, in accordance with
priorities as established between CFEDA, CWS and MAG
The sites that are most suitable according to the logistical and technical requirements
and capacity of MAG Cambodia
1. PROJECT CAPACITY
Mine Action Team (MAT)
The MAT supported by CWS will be deployed on sites in Malai District Banteay Meanchey
province for a total period of sixteen months (twelve months original project period plus a four
month no-cost extension period. A MAT consists of 15 people - 12 deminers (1 of whom is also
the driver), 1 senior deminer, 1 supervisor and 1 Trauma Care Medic. The teams are multi-
skilled. Deminers are trained in secondary skills such as explosive ordnance disposal (EOD),
trauma care, survey and marking techniques, data gathering and mine awareness. This means
members of the team can break away from clearance activities to conduct EOD tasks in
surrounding villages, or provide mine awareness training to villagers where required.
The MAT structure allows MAG to provide a greater flexibility of response to the situations
experienced on the ground. A technical survey is conducted prior to commencement of any
clearance operation. The primary purpose of this survey is to assist deployment planning by
defining, as accurately as possible, the real nature and scope of the mine/UXO problem in
addition to collecting other important technical information related to the task. This can range
from the type of soil the teams will experience, to the feasibility of deploying mechanical support
to remove vegetation cover, or the deployment of a Mine Detection Dog (MDD) team.
Most of this information is gathered through selective exploratory clearance of a suspect area.
The findings of this clearance are then analyzed by senior staff and a proposed clearance plan
for the site is drafted. Ostensibly, this plan defines how the task will be approached, what
resources will be required and how long the operation should take. A further review is conducted
mid-way through the operation, primarily to reassess the original plan in light of any new
information that may have come to hand, either from the clearance work itself, or from villagers
living in the area.
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Additional Support –
MAG deployed an additional toolbox asset not directly funded by this grant in support of the
CWS funded clearance activities. This additional asset was a Tempest mechanical scrub-cutting
machine. Manual demining teams are generally twice as productive with support provided by the
Tempest. Time spent preparing the land for actual demining is vastly reduced by the presence of
the Tempests, allowing deminers more time to actively search for mines.
2. PROJECT ACTIVITIES AND OUTPUTS

Through the generous support of the CWS, MAG Cambodia is able to deploy one MAT – The
MAT has been tasked with conducting assessment, clearance, disposal and Mine Risk
Education (MRE) in support of CWS development activities throughout targeted development
communes in Malai district. The following section provides an overview of the activities
undertaken by the team and the outputs they have achieved during this reporting period.
Summary of outputs achieved during the reporting period.
The team cleared 32,859m² of suspect land across 2 minefield sites directly benefiting 26
families comprising 150 people.
Found and destroyed 41 anti-personnel (AP) mines and 2 items of UXO.
Removed 12,301 pieces of metal fragmentation from working lanes. Metal fragmentation
is debris that gives off a signal and needs to be treated as a potential mine and fully
investigated, a time-consuming and labour-intensive process.
Clearance enables land to be safely used by local communities. Specific details on the
clearance sites follow:
Banteay Ti Pir village, Ou Sampoar commune Malai district Banteay Meanchey province
Banteay Ti Pir 1 minefield – clearance of this site was undertaken by the MAT to provide safe
land for resettlement and cultivation to benefit 9 families comprising 43 people.
Kbal Tumnob village, Ou Sampoar commune Malai district, Banteay Meanchey province
Kbal Tumnob 1 minefield – clearance of this land for agricultural purposes will benefit 17
families comprising 107 persons.
Outputs Table:
Area Cleared
Month Team APM ATM UXO Scrap Metal
(m²)
Jul-07 8,818 30 0 0 3,898
Aug-07 9,200 11 0 2 4,875

MAT 16
Sep-07 10,332 0 0 0 2,136
Oct-07 4,509 0 0 0 1,392
Total 32,859 41 0 2 12,301
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3. Project Beneficiaries
Direct Beneficiaries
Task
Minefield Name Land Use
code
Families People
Resettlement and
BM0007 Banteay Ti Pir 1 9 43
Agriculture
BM0011 Kbal Tumnob 1 Agriculture 17 107
Total 26 150
4. Comparative Monthly Progress

The following table highlights monthly clearance figures for this reporting period
monthly clearance outputs
12,000
32
,3
10
10,000
0
20
8
81
9,
8,
8,000
m2 6,000
9
area
50
4,
4,000 cleared in
2,000 m2
0
Jul-07 Aug-07 Sep-07 Oct-07
Figure 1: Monthly clearance areas
5. Factors affecting progress
This reporting period coincides with the peak of the wet season in Cambodia. Although heavy
rain continued to impact upon productivity during this reporting period, gradually improving
weather conditions were reflected in incremental increases in productivity from July to
September. Productivity was also lower in July due to a one week stand-down period for
national staff holidays, and in October due to the two week stand-down period for the P’chum
Ben holiday.
a. Project Land Use

MAG Cambodia continues to work closely with the MAPU, the Provincial Department for Rural
Development (PDRD) and CWS in the target areas to ensure that the intended beneficiaries
receive land demined by MAG. Through the support of CWS, a total of 26 families comprising of
150 people will benefit from safe land for a combination of resettlement and agriculture.
6. Team Location
The map highlights the locations of the team during this reporting period.
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7. INTERNAL TRAINING AND MONITORING
7.1 Training
MAG field, technical and administrative staff undergo regular training which leads to enhanced
levels and quality of support for programme activities. During this reporting period the following
training took place –
Training took place in Battambang from 20th -31st August 2007 for three new members of the
MAG mapping team. This team map reclaimed land to remove it from the national atlas of mine
contamination which will have a considerable positive impact upon the planning process for
HMA in mine-affected areas.
Training on the use of strimmers to support clearance activities took place during July for
selected deminers in Battambang.
Training in the operation of an innovative new dual-sensor technology detector took place for
selected deminers from various teams in Siem Reap from the 9th-30th September. Administration
and support staff have also undergone training during this period, including the Human
Resource Officer who attended a course on Human Resource Management in Phnom Penh
during August
7.2 Monitoring
As areas are cleared, comprehensive Quality Assurance (QA) procedures are implemented. All
minefields and operations are subject to QA checks. It is worth noting that a mine accident has
never occurred on land cleared by a MAG team. Once QA is completed the land will be handed
back to communities for agricultural and social purposes, producing a basis for sustainable
economic and social growth - empowering affected populations.
Monitoring visits are conducted at least every month to operational teams by the Standards and
Training Officers and other senior operations staff from provincial levels. These members of staff
spend most of their time monitoring field operations ensuring that standard operations
procedures (SOPs) are maintained.
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A team Supervisor reports directly to the Mine Action Officer (MAO) and then the MAO reports
directly to the Mine Action Coordinator (MAC), who is responsible for all operations at a regional
level. The MAC, in turn, reports to the Regional Manager, of whom there are 2 within the MAG
Cambodia Programme, each responsible for work in 3 of the 6 provinces in which MAG works.
The Regional Managers reported directly to MAG’s Country Programme Manager, who has
overall responsibility for all aspects of the project, and reports directly to the Head of Operations
at MAG Headquarters in the UK.
During this reporting period, regular internal monitoring visits were conducted by MAG Mine
Action Officers, Standard and Training Officers, and the Mine Action Coordinator. Activities were
monitored across the project team deployment area during this reporting period
8. COORDINATION
MAG works in close relationship with local communities and authorities, other partners and other
NGOs and development agencies to ensure that the cleared land is given to the right people and
that demining resources in all provinces are best deployed to maximize the impact on conflict-
affected communities
MAG also works very closely with the Cambodian Mine Action Authority (CMAA). MAG is a
member of the steering committee that is developing the National Mine Action Strategy, and
regulates all its activities with the Authority to ensure that our work meets international standards
and the plans of the Royal Government of Cambodia. Furthermore, MAG’s programming in
Cambodia is closely coordinated with the national demining institution – CMAC. MAG and
CMAC were the first agencies to conduct joint planning activities in Cambodia.
MAG and CWS conduct regular planning and coordination meetings at both a regional and
country level. Operations are discussed weekly both formally and informally within the regional
structure. The selection of target sites is a joint process undertaken in partnership between the
two organizations and agreed in writing before operations commence. The MAG regional
manager liaises regularly with local authorities and all stakeholders to ensure that operations are
proceeding in an efficient and effective manner.
During this reporting period, MAG teams received good cooperation from its partners, local
Communities and the local authorities in the operational area.
MAJOR CHALLENGES:
No major challenges were presented to project implementation during this reporting period and
MAG teams received good cooperation from its partner, local communities and the local
authorities in the operational area.

There were no issues unaddressed during the reporting period.
LESSONS LEARNED:
Cambodian Deputy Prime Minister Sok An highlighted the impact mines and UXOs have on
communities in a speech he gave in Phnom Penh in January 2006. He stated:
‘…even when landmines and UXO do not directly kill or hurt people, they are a major obstacle to
the development of the country because the contaminated land cannot be used for agriculture or
MAG Demining Project 72
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resettlement, people cannot travel or access basic social infrastructures. Getting rid of
landmines is a prerequisite to lift affected populations out of poverty.’
The work undertaken by the MAT supported generously by CWS is contributing to removing the
obstacle referred to. The MAG teams see firsthand the impact the known threat or suspected
threat a single item let alone a whole minefield can have on the livelihoods of communities.
Please see the attached Case Study at Annex D for an example of the impact that CWS funded
MAG clearance can have on the lives of some of the poorest families in rural Cambodia.
MAG Cambodia is pleased to report that during this four-month no-cost extension period MAG
activities mean that 26 families comprising of 150 men, women and children will be able to have
more fulfilling livelihoods through CWS funding of the clearance of 32,859m² of land, whilst the
removal of 41 AP mines and 2 items of UXO has undoubtedly contributed towards saving the
lives and limbs of people in those mine-affected communities of Banteay Meanchey province of
Cambodia. Additional support from MAG mechanical assets not directly funded under this grant
has also contributed significantly to the clearance progress to date.
In summary, during the total 16 month period covered by this grant, clearance of 199,386m² of
land by MAG team MAT 16 has taken place, which represents an achievement of 94.41%
against targets. In the process, 384 AP mines and 21 items of UXO have been located and
destroyed. Additionally, 84,379 pieces of metal fragmentation were removed from the working
lanes. These activities have directly benefited 354 people from 61 mine-affected families. MAG
would like to take this opportunity to thank CWS Cambodia for its continued valued support for
MAG Humanitarian Mine Action activities in the Kingdom Of Cambodia.
“I am very happy because I know that after MAG’s clearance, I will have absolutely safe land for
cultivation… I would also like to give thanks to CWS for their support to MAG to enable the
good work of clearing mines and UXO for the safety of the people of Cambodia. I hope that your
support will enable us to use our farmland for agriculture, and that the produce from that will
one day enable us to build better homes and have better lives here.”
Meak Choeun (F, 50), beneficiary and mother of six, from Kbal Tumnob village, Malai district.
All images © MAG Cambodia 2007
Beneficiary Meak Choeun with her husband and one of her daughters
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MINE ADVISORY GROUP CASE STUDY
MAKE A DIFFERENCE AFTER HAVING SAFE AND ACCEBLE LAND
CASE STUDY
Location –Kbal Tumnob village, Au Sampoar commune, Malai district, Banteay Meanchey
province
Donor – Church World Service CW728
Date – October 2007
Report and pictures by – Khan Thavrak (CLW, Battambang)
Translated by – Yean Maly ( Project Officer, Phnom Penh)
Beneficiary Name(s) and Age – Meak Choeun (F, 50)
50 year-old Meak Choeun lives with her husband Pat Sok, 53, in Kbal Tumnob village, in Malai
District of Banteay Meanchey where MAG is currently clearing mine-contaminated land under
funding from CWS for agricultural purposes. They married in 1980, and have 3 sons and 3
daughters.
“Back in 1975 I became a soldier in the Khmer Rouge, stationed in Pailin.” she told us “From
1979 we fought there against the soldiers of the government and the Vietnamese troops, but
they won and took control of Pailin in 1988, so I escaped to the Samloth district of Battambang.
In 1989 we fought back to regain control of Pailin again – everyday I had to evade the danger
from countless bombs.”
Like many other former Khmer Rouge, Choeun’s family came to settle in Malai in 1991, moving
to Tumnob village in 1992. This area was also the site of numerous battles between the years
1980 to 1986. When the conflict ceased in 1996, land was divided up and given to the families of
former soldiers. Her family received 2 hectares which are amongst the areas MAG have recently
been clearing.
Choeun continued her story, detailing the extremely dangerous methods her husband had used
to deal with the particular problem they had with their land “ That first year my husband tried to
clear our land so we could cultivate it - he found so many mines and UXO he filled around 2 or 3
sacks with them… so many!! He dug a hole and put them in it, placed firewood over it then lit it
and ran clear. Sometimes he would take the explosive out to use for fishing, but that’s
something he will not do anymore.”
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FY08_1 Mid-Year_Narrative Case Study – Make a difference after having safe and accessible land
74
Choeun’s husband was very worried as he knew their land was still highly contaminated, so in
1997 he made a decision to seek outside help. “My husband asked a private demining company
to clear land for us. They charged 3,200 Thai Baht (around $80USD) for 1 hectare. After they
cleared it, we rented part of our land to a newly-married couple from Kampong Thom who had
come here to settle. We thought the land was safe, but when they started to clear vegetation
away so they could cultivate the woman stood on a landmine and her leg was blown off.
Following that terrible accident we also lost our cow, killed in a mine explosion in the same area.
My family and others were now really afraid to go near that land, so we had to leave it unused”
she said.
With the severe economic blow of the loss of a cow which they could not afford to replace,
coupled with the very real daily fear of serious injury or even death if they tried to cultivate their
land, the family had to seek other ways to survive. “Two of my children are now working in
Thailand as laborers; my husband also works for other local people doing jobs like picking beans
or corn, he gets around 70 Baht ($1.75USD) a day for that. But that kind of work is not regular,
so he also goes fishing sometimes when he doesn’t have other jobs to do.”
Unfortunately, Choeun’s husband also suffers regular bouts of ill-health from injuries he received
during the years of conflict “My husband was injured many times during the conflict.” she told us
“Then, in 1985, he crossed a tripwire and set off a booby-trap. He was seriously injured by mine
shrapnel. Even now, more than twenty years later, he suffers. There were hundreds of tiny
pieces, like needles, which stayed in his body and developed into Tetanus. We removed the
large pieces, but he still gets convulsions and sometimes lumps appear which weep pus and
pieces of the shrapnel come out of them. We have to pay for medicine for him, so I also have to
work when he is ill. It is not easy dealing with this recurring sickness in our family; I am very
worried by it.”
However, Choeun is now more optimistic about their future “Things are getting better – in 2007,
MAG started to clear my land and that of the other villagers. I am very happy because I know
that after MAG’s clearance, I will
have absolutely safe land for
cultivation. I plan to use half a
hectare to produce rice and on the
rest I will sow other crops like bean
and corn”.
A MAG Technical Survey Team

(TST04) arrived in Kbal Tumnob in
March 2007 and after surveying and
marking, MAG Mine Action Team
(MAT) 16 started clearance in
August. To date, these two teams
have found and destroyed 14 AP
mines, 4 items of UXO and cleared
28,789m² of land. This clearance
will benefit a total of 107 men, Choeun, her husband and one of her daughters at work in their rice field
women and children from 17 families in the village.
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FY08_1 Mid-Year_Narrative Case Study – Make a difference after having safe and accessible land 75
Finally, Choeun expressed her sincere thanks to MAG and the donor for making her land and
that of others in the area safe “I wish to give my appreciation and thanks to the MAG clearance
teams for their work on my land and here in the village. I would also like to give thanks to CWS
for their support to MAG to enable the good work of clearing mines and UXO for the safety of the
people of Cambodia. I hope that your support will enable us to use our farmland for agriculture,
and that the produce from that will one day enable us to build better homes and have better lives
here.”
Choeun pictured with her husband and four of her family –

they are very happy with MAG’s clearance and the support from CWS
MAG Cambodia
#61 Street 294
BKK 1 Chamkarmon
Phnom Penh, Cambodia
Tel +855 (0) 23 215 115
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FY08_1 Mid-Year_Narrative Case Study – Make a difference after having safe and accessible land
76
CRISES TO CHRONIC - - - WHEN IT JUST GOES ON AND ON
DEMINING MAKES LIFE DIFFERENT: PEACE OF MIND AND
HOPE FOR THE FUTURE
Kbal Tumnob village is located on the Thai border in Malai District, Banteay Meanchey Province.
It is well known as the former battlefield between the Khmer Rouge forces and Cambodian
government troops during the civil war in the 1980s until 1998. After we had a peace settlement,
many people with no other possibilities to settle down here; and knowing they might get land
came when it was still contaminated with mines and unexploded ordnances (UXOs).
Real progress cannot begin when any community is still under the threat and the shadow of
landmines. Under the support of Church World Service Cambodia, with funds from Christian Aid
and NCCA/AuSAID the Mines Advisory Group provides, effective and safe clearance using an
integrated Humanitarian Mine Action Team.
In late 2000, CFEDA was selected for their

spirit and innovation by CWS as a holistic
partner. This gave them opportunity for training
and on coaching to develop their small
organization and provided funds to implement
Integrated Community Development in this
village. In this district, which is within the K5
mine belt, there have consistently been around
35 casualties per year according to Cambodian
Mine & UXO Victim Information System data.
The demining began in July 2006 until now. By
the end of July 2007, the team cleared 161,351
m2 of suspect land across 3 minefield sites.
They found and destroyed 279 anti-personnel Deputy Village Chief of Kbal Tumnop village verified clearance mark
(AP) mines, and 19 UXO, directly benefiting with VDCs during handover of land to the community after clearance.
44 families.
The Deputy Village Chief in Kbal Tumnob, Mr Kim Yi’s

family is one of the households that benefited from the
demining. Mr Kim Yi, his wife, Kov Pha, and his eight
children live on 300 square meters (10m x 30m) land.
He said, “my family just moved to live here in early
2006, before it was covered with landmines and
UXOs., we had to be very careful, especially the
children who don’t believe the danger of mines; we
couldn’t plant fruit trees. Kim Yi pointed to where he
used to live about 130 meters from this land.
Currently, a total of 305 families are living in Kbal

Tumnob village. Most of them are farmers and
peasants. When the rice harvest season finished, they
Mr Kim Yi and his family cross into Thailand to work as laborers, often illegally
and a great risk.
Mr Kim Yi and his family
st Case Study – Demining Makes Life Different 77

Mr Yi said, “CFEDA provided me with long bean, morning glory and cabbage seeds plus a water
filter. With the 3 ducks and cow, he is able to eke out a living.” At the time of our interview, he
has raised 10 ducks and planted bananas, sugar cane and gourds behind his house. Mr Yi
added that he is hoping to expand his home garden with more fruit trees. He has become a
model farmer because he knows about planting trees.
Mr Yi also says “There is not much domestic violence in this village but the difficulty my villagers
face is poverty, even the inability to help each other when a family member is sick. (The
commune health centre is located about 10 km from his village and travel is very difficult during
rainy season when roads become mud, and floods are frequent.
Before we left, Mr Kim Yi said he, “would like to express thanks to CFEDA for giving me the
where-with-all to improve life for my family and getting the mines out of this ground. I feel less
restless now because my family lives on our own land, safe from danger.”
Mr Kim Yi in his home garden and duck raising activity in Kbal Tumnob village
BTB-BTM Project- Case Study
78 FY08_1st Mid-Year_Narrative Case Study – Demining Makes Life Different 78

CASE STUDY
TRADITIONAL BIRTH ATTENDANTS (TBAS) IN POR VILLAGE – KOMPONG THOM PROVINCE
Cambodia has one of the highest rates of infant and maternal mortality1 in the region.
Traditionally, women give birth at home, often in unsanitary conditions due to the lack of access
to provincial referral hospital, distance and poverty. Some cultural practices about childbirth are
also dangerous for the mother and child. Many deaths can be prevented with improved hygiene
and basic medical knowledge.
TBAs are important for women living in rural CWS

target areas. Ms Nov Phat, 59 years old, living in Por
village about 27 Km from Kompong Thom provincial
town works as a village TBA who received refresher
training from CWS. This village has two TBAs. Ms
Phat explained that the TBA’s role in the community
was very useful as they helped make women aware
of mother and child health, family planning, the
importance of a tetanus vaccination, children’s
vaccinations and safe delivery.
As I arrived late afternoon in Por village, I only had

Photo of TBA, Ms Nov Phat taken after the chance to talk to a few women who in the past
interview by RPDO received birth delivery from TBA Phat, the women
told me that they appreciated the CWS assistance because it improved the health of children
and mothers in the village. They thought the TBA in their village knew a lot about health and
hygiene and was good at teaching these things to mothers.
I also spoke with one of the women who was standing nearby with her eight month old child who
was in good health. “Ms Phat, the TBA in our village taught me about health and sanitation. After
I received this teaching my child and I are healthy. Three years ago, my two sons often had
sickness. I was very worried because I did not understand about child health and sanitation.
When CWS started working in our village, CWS staff and the TBA talked with me about child
health related with poor hygiene. I understood well and I practiced the lessons every day. As you
can see now with your own eyes, my child and I are healthy.” She added, “I have confidence in
our TBA Ms Phat and hope that with her hard work, the health and hygiene of women and
children in Por village will keep improving.”
When I asked Ms Phat about her difficulty, she complained to me about her poor living standard
as most of the women in her village are very poor. Each time she provides birth delivery service
they pay her voluntarily from 2,000 Riel to 3,000 Riel. Some didn’t pay her at all, but she never
asked for. Ms Phat advised pregnant women to seek further medical assistance at the
provincial hospital if she sees that there will be health complications involved.
Finally, Ms Phat would like to thank CWS for providing her with necessary tools for birth delivery
such as scissors, cottons and gloves. So far she has attended two training sessions organized
by CWS and she also received 10,000 Riel per day for attending the training. She suggested
that if CWS could pay her a small salary every month to support her family, she would be much
appreciated as her husband is doing nothing to earn a living, except casting net to catch fish.
1
471 in 100,000 (source: Ministry of Health)
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FY08_1 Mid-Year_Narrative Case Study – Traditional Birth Attendants 79
CASE STUDY
SELF HELP GROUP CREATES JOBS AND IMPROVE LIVING CONDITIONS
With grant and assistance from KNTO, the shelf help group named “Village
Development Association” in Russey village was established on 20 October 2002 and
has successfully completed many cycles of loans. In the beginning, there were only 9
members. Some members used loans for animal raising, some for small businesses and
others for vegetable growing. These business ventures proved profitable for the
members. “When the rest of the community saw this, the number of shelf help group
members increased to fifteen,” said Don Huot, secretary of shelf help group.
“Village Development Association” SHG checking its SHG member, Ms Rean Ratha, is busy running her
bookkeeping record small business in front of her house.
This self help group (SHG) is very important as it helps improve food security and living
conditions of many people in Russey village. It does not only provide opportunities for its
members to start a new business but also increases people’s knowledge and skills.
Members learn from each other and that builds solidarity,” he added.
One of the shelf help group members, Ms Rean Ratha said, “Before I became a member
of the shelf help group the living condition of my family was very difficult because I
needed to borrow money from the middle person in the village which required me to pay
high interest rate”
“Now my family living condition is much better, I have money to buy rice bran for my
pigs, I can send my children to school, and especially I am now able to run a small
business at home”, said Ms Chea Sokin, also a member of the shelf help group. Mr. Don
Huot added that money from SHG given to any of its member who is seriously sick and
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FY08_1 Mid-Year_Narrative Case Study – Self Help Group is creation of the opportunities 80
needed emergency medical treatment, he does not require them to pay interest rate,
when this happens, he often calls for a meeting with all the members to decide whether
they should personally contribute money or they should take money from the SHG. The
amount of money each member can borrow has no limit as far as the money is
available, and they can borrow only until the saving day has come. Ms To Mary said, “I
am currently hired to do the rice harvest and I am raising chickens and pigs at home
aimed at raising my living standard. Sometimes, I can borrow up until 400, 000 riel
(USD100) from the shelf help group.
It seems to me that this “Village
Development Association” SHG is very
well managed by Mr. Don Huot,
demonstrating mutual solidarity and
assistance among its members. The
bookkeeping is also well recorded and
maintained. One more important thing is
that he never keeps the remaining balance
at zero.
Mr. Don Huot went on to say that he
noticed that people living in Russey village
have increased their knowledge to 80%.
Now they know how to plant chili, herbs and lemon grass.
A monthly meeting with all its SHG members has been regularly conducted in which the
issues of saving, loans, husbandry, health such as malaria, bird flu and the knowledge
gained from the meeting is later on shared to other villagers who did not attend the
meeting. In this village there is no migration of people or any act of domestic violence.
The most outstanding points to remember about this SHG are:
There is transparency and accountability in operating the SHG with clear
guidelines and is well understood and followed by all members.
A meeting with all its members is often held to seek agreement first before any
action has to be taken regarding saving and loan.
This SHG has open mind to assist other poor and vulnerable villagers without any
discrimination aimed at providing equal benefits to all the people in the
community even though they are not members of the SHG.
Finally, Mr. Don Huot proudly said with smile that he would commit to maintain and try
his best to continue SHG activities to the prosperous growth by standing on its own feet
if KNTO phases out in the future.
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FY08_1 Mid-Year_Narrative Case Study – Self Help Group is creation of the opportunities 81
FMER,FINANCE, ADMINISTRATION AND
HUMAN RESOURCE
This picture was taken in front of CWS Svay Rieng Office When CWS Vietnam Country Director,
Ms. Agneta Visited and learnt CWS Cambodia works in assisting to vulnerable people and their
communities in Cambodia
CHURCH WORLD SERVICE – CAMBODIA

PHNOM PENH CENTRAL OFFICE
FMER, FINANCE, ADMINISTRATION AND HUMAN RESOURCES MANAGEMENT
Introduction
CWS Cambodia has been functioning with qualified national staff in all positions with one
expatriate holding position of Country Representative. Fiscal year 2008 is a good year as the
organization starts a new life letting go of the past, which full of anxiety, resistant to change, in
order to continue to be a learning organization. Some changes in working systems and
management of the CWS Cambodia Program come from reflection and review exercise
participated in by all staff. In this first semester of FY08 three offices are leading, supporting the
programs; Partnership Program, Direct Services Program (known as Community Development
Program) and FMER1 Unit.
In this reporting period, a significant achievement was the establishment of M & E System for
the organization which represents a huge body of work involved key staff through a series of
planning sessions, workshops, meetings, reflection sessions and field work. The M & E
Handbook is now in place for implementation. The role of M and E shall be to support the Direct
Services Program’s implementation of new Com Dev Model in very remote areas of Kompong
Thom and Preah Vihear, and the Partnership Program is also implementing the new Partnership
Protocol with CNGO partners in Battambang, Banteay Meanchey and Kompong Thom provices.
1. Planning, Monitoring, Evaluation and Reporting:
1.1. Planning:
Each program/department has reviewed logical framework and annual detailed work plan for
fiscal year 2008 in adapting to the M & E system and to support the program priorities. Senior
Management Team meetings were conducted bi-weekly to handle ongoing issues such as staff
policies, MoUs with government and IOs/NGOs, funding and other internal and external issues
that have been raised for immediate solution. Also a monthly meeting is held by CWS Program
Oversight Group (POG) to address the ongoing program development, identify strategic issues
which are challenging the organization and develop specific action plans to follow as well as
lesson learned for improvement.
In these project and program level planning exercises, CWS chooses those options which,
Address a major need of its target group,
It has the greatest expertise in carrying out,
Best fits its mission, goals, and the mandates of its major stakeholders,
It can successfully acquire the resources to carry out,
Avoid duplication of what other organization are doing,
Are most effective use of its resources
1.2 . Monitoring:
CWS Cambodia is beginning to explore the “Most Significant Change” Model for monitoring and
reporting. The Most Significant Change is systematically reviewed by POG to inform program
modification. With this regard, under leadership of Deputy Director, a Monitoring and Evaluation
(M&E) handbook was prepared and produced for CWS Cambodia participated by the key
Program and Project staff, FMER staff with facilitated by an external consultant, Dr. Betman S.
1
Funding Monitoring Evaluation and Reporting Unit
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FY08_1 Mid-Year_Narrative Finance, Administration and Human Resources Management 82
Bhandari coming from Center for Affordable Water and Sanitation Technology (CAWST) and
supported by CWS Country Director. This output is not just a manual but presents a system of
thinking at CWS as Learning Organization. This handbook was developed to accommodate
where we are now and where we would want to go. The Handbook is guiding CWS staff a formal
way to be consistent review of 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.
Furthermore, after Monitoring and Evaluation handbook was finalized, the full program
monitoring for the first semester of fiscal year 2008 was conducted by M&E Officer, RPD Officer
and Deputy Director from 10 December 2007 to 4 January 2008. The duties of the Monitoring
team is to work with the implementing staff in order to assist them in taking a step back from
their work to tell the stories of their success so that they may be capitalized on and also to
identify the gaps, so they may closed. The main objectives of this mid-year monitoring are;
To enhance accountability. Monitoring helps to demonstrate and verify that activities

have been implemented in line with the given mandate, according to plan;
To improve management and decision-making. Through monitoring, information is
obtained on overall progress with project or program implementation, and on issues or
problems that emerge and which need to be addressed; and
To encourage learning. By monitoring, the people involved become more aware of what
works well and what not, and they can make adjustments so that project or program
implementation in future may be more successful.
Projects which have been monitored are BTB and BTM Partnership, SvR WatSan, KPT
Partnership, and KPT/PvH Direct Service Projects. For data collection the M&E team
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. The findings will
be reviewed first at the project level in the field, then present to POG for follow up actions to
improve the gaps in the next semester. (For more details about the internal report please
contact to CWS Cambodia, the Report title is “Full Program Monitoring Report, First
semester FY08, Internal Report”).
Figure 1: Key Performance Indicator for BTB-BTM
st
1.3 Reporting & Proposal Development:
Reporting – As of 31 December 2007, eight reports were written and sent on time to
appropriate funding partners and government department ministries. Those reports include:
a full program and financial report, Semi-annual year-end report, End of CBDRR Progress
report for ADPC, Six month Audit report for EED, Two CDC quarterly reports (for Royal
Cambodian Government, Ministry of Rural Development), In-depth report for CWS NZL and
UMCOR report.
Proposal Development - Seven proposals were developed and submitted for funding
support from FY08 onwards; Peace Proposal submitted to EED, ICCO, NCCA (EED
approved), ERP proposal submitted to CWS NY HQ for multiple years funding (this will
consider from FY09), PPDRR proposal to support Svay Rieng Provincial Partnership for
Disaster Risk Reduction Action Plan (PDRRAP) for 2008 – 2010 in coordination with NCDM
submitted to ADPC (on progress), AusAID proposal to support CNGO BTB/BTM for FY09
(not yet response), renew Wat-san proposal and Malai Demining submitted to NCCA/AusAID
(partial funding approved).
2 Finance :
The Finance Office in Phnom Penh processed all of the financial transactions from each CWS
activity, produces monthly financial reports, the annual financial reports, reports to funding
partner organizations as required, and the co-ordination of the audit of CWS financial
statements. This Office also reviews and consolidates all of the project budgets, and closely
monitors actual expenditure against those budgets and against expected levels of income. The
annual budget FY08 was prepared 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 mid-year budget FY08 and reviewed for all Projects and Programs.
In the first six months of FY08, each finance staff member including the Deputy Finance
Manager, the cashier and the Data Processor continued their work in promoting transparency
and accountability for the organization as a whole. All Finance staff has shown excellent
performance and their competency to fulfill their jobs independently and effectively. This
competency allows the Finance Manager to focus more on the management, audit
recommendations, and building relations with funding partners through reports, budgets, and
strengthening the understanding of Financial Policies and Procedure Manual throughout the
organization. The Finance Manager received routine support from the Deputy Director for
Program Support on day-to-day supervision, donor relations, and communication skills.
2.1. Fiscal Operations:
In the first six months of FY08, the Finance Department achieved the followings:
The mid-year of FY08 financial reports and narrative reports were received as scheduled,
which enabled finance to generate financial report on time to funding partners and the Royal
Government of Cambodia.
Facilitated the review of the mid-year Budget for FY08 with all Project/Program Managers.
This review is part of budget monitoring for accuracy of the actual expenses for each activity
compared to logframe activities set out by Projects and Programs.
Amended the Financial Policy on “Line of budget Approval” which was approved by Senior
Management Team members and put into practice effective Feb08.
Generated the quarterly financial reports and sent to ADPC as per agreement.
st
2.2. Accounting Software and System:
The following revisions were made:

The backup of financial data into the system is more secure and effective. CWS Cambodia
now has its own central server for regular backup.
Imported approved annual budget for FY08 into the Accounts software to produce more
monthly detailed financial reports for the project and the programs.
2.3 Internal Audit to CNGO partners:

In order for CWSC to strengthen capacity of CWS holistic partners in accounting and financial
management, a Field Accountant and Assistant of Field Accounting were hired to conduct and
review the means of safeguarding the assets of the organization, appraise the economy and
efficiency with which resources are employed, legitimate and properly recorded with properly
supporting documentations, efficiency and effectiveness of the CNGOs accounting system and
to review internal control structure through reviewing the systems established to ensure
compliance with policies, regulations and procedures.
Seven CWS partners2 (holistic partner) were audited. Those were verified and checked all
transaction in bookkeeping, accounting system whether or not each expense is charged to the
right purpose or right budget line item and to investigate reports of suspected wrongdoing,
misuse of resources as well as to check submission of falsified or inflated expense
receipts/vouchers etc. From all findings obtain during audit, audit reports or recommendations
were provided to individual CNGO (auditee) with column for management comment in the audit
report for the purpose of audit review.
Furthermore, Field Accountant staff conducted a follow-up audit review following the completion
of each audit to verify the completion of agreed-upon management actions with
recommendations. The first field visit was conducted to CFED to provide advisory and coaching
in accounting bookkeeping and financial report preparation. In addition, the financial report
format was set up for CFED and coached accountant and other staff how to use it.
3 Administration:
The Administration Office continues to provide a variety of support 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.
3.1 Facilities, assets and technical Support:
Office space and outsourcing: The Administration Office manages all new and renewal
contracts for office space for CWS in Cambodia. Currently, CWS Cambodia has its office in
Phnom Penh, and field offices in Svay Rieng, Kompong Thom, Preah Vihear, Battambang,
Banteay Meanchey provinces and Country Representative’s house. CWS’s Phnom Penh office
was moved to House no. 69z, Street 450, Sangkat Tuol Tompoung II, Khan Chamcar Mon,
Phnom Penh at the end of August 2007 after the contract ended without renewal by the house
owner. With this moving, Administration Office managed transportation to move all office
equipment, furniture, computers, electronic and other computerized equipments and network
cables to reinstall at new office. Furthermore, The Administration Office also manages contracts
2
COWS,BFDK, APA, CFED, ADOVIR, KNTO, CFEDA
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for consultant and volunteers. From July to December 2007, one consultant was retained for
setting up Monitoring and Evaluation System for CWS.
Purchase of office equipment and supplies for projects: The Administration Office
purchased mosquito nets, hammocks, blankets, flashlights, mats, clear plastics, sprays and anti-
malarial (mefloquine) for program staff in Phnom Penh, Kompong Thom and Preah Vihear
Project staff. Since the Province has a high incidence malaria, it is necessary that staff be well-
protected. In addition to the purchase of routine supplies, the Administration Office has taken the
lead in purchasing office assets including computers, printers, filing cabinets, computer desks,
office chairs, digital camera for staff in Phnom Penh and projects.
Regulations and Formalities: Approvals received from the Ministry of Rural Development
(MRD), Ministry of Foreign Affairs and Ministry of Public Works and Transport approvals are
necessary for vehicle acquisition. The Administration Office managed the process of registering
3 motors and obtains appropriate license plates. In addition, the Administration office
coordinated with the Ministry of Foreign Affairs and International Cooperation in processing
visas extension for a consultant.
Car Donation to Ministry of Rural Development: The administration Office preceded the
donation of two used cars to the Ministry of Rural Development. In addition, A letter to inform
the Ministry of Foreign Affair and the Council for Development was prepared to request them
deleting those cars from the record of CWS vehicles list.
3.2. Operations:
The Administration Office is in a professional, transparent and honest way. Administration Office
is in charge of transportation for CWS staff, donors and visitors in Cambodia for both in Phnom
Penh or to the project areas; provided logistics supported to visitors, donors, and funding
partners which while they were in Cambodia, and provided the coordination of extension
passport, purchase air-tickets and request for entry visas for staff members who travelled to
abroad.
The Administration Office is responsible for sending reports, correspondence, and shipping
within Cambodia and abroad; arranged logistics for workshop inside and outside CWS office. All
fixed asset are completed for Svay Rieng, Kompong Thom, Preah Vihear, Battambang and
Banteay Mean Chey office.
The Administration Office is responsible for printing the End -Year report, 2007 and Monitoring
and Evaluation Handbook.
The Administration Office handled an annual order of 25,000 cowbells for CWS Elkhart and
handles correspondence with a professional attitude.
3.3. Partnership:
Local Institution Development: CWS Cambodia provides learning opportunities through

internships for trainees and graduates from a local partner (Cambodian Women’s Development
Agency) for office skill practice. The trainees completed a 2-3 month short course on office skills
development by working closely with receptionist. They learn basic skills in answering phone
call, send faxes, take messages, greeting visitors professionally, made copy documents for staff
and type documents. 14 of their young women have qualified employment after their internship.
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The Time sheet for Country Representative is prepared and sent to New York monthly for their
monitoring. National Holiday and other announcements are distributed to New York and CWS’
funding partners.
Communication: The Admin Office, Human Resource Manager, the IT Administrator was
recruited to do IT’s work. This move to completed maintenances file server, backup regularly
from server, antivirus server with updated definition, clean virus from all PCs. In addition, the IT
Officer and IT Administrator made minor computer repairs (both hard and software) making sure
that they function properly.
Amendment MoU with Royal Government of Cambodia: The Administration Office with
support from the Country Representative to renew the Memorandum of Understanding between
Church World Service Cambodia and the Ministry of Foreign Affairs for sign which was
completed in August 2007. Administration Office contacted with the Council for Development of
Cambodia (CDC) to register CWS project activities. This register made CWS purchase vehicle
with tax exemption.
Health insurance and Accident for CWS staff, and Cars: The Administration Office arranged
insurance for CWS staff and vehicles with FORTE insurance company. Furthermore,
Administration Office supported staff when they get sick or accident by contact to staff and Forte
insurance company Office was responsible to claim money from Forte insurance to the staff.
During this mid-year report, there were three staff risked traffic accidence during the travel and
mission and five staff were sick (one death, Mr.Mao Narin-Driver).
Job announcement: the Administration office announces all vacancies in the Cambodia Daily
newspaper and put in each members mailbox at the CCC.
3.4. External Visitors in the period (July to December 2007)
Representative for Asia Pacific, Former Representative for CWS Cambodia, Representative for
CWS Vietnam and Consultant from abroad came for field visit to CWS Cambodia, attended the
memorial service Ms. Onesta Carpene (help Cambodia via NGO Forum, CCC, YRDP, and
CIDSE since 1980 until 2001), and contact Monitoring and Evaluation report.
No. Visitors’ Sex Country Agency

Dr. Betman Bhandari Setting up Monitoring
1 M Consultant
and Evaluation system
2 Mr. Skip Dangers M Representative for Asia Attend memorial service

Pacific Ms. Onesta Carpene
3 Mr. Perry Smith M Former Representative Attend memorial service
for CWS Cambodia Ms. Onesta Carpene
4 Ms. Agneta Dau Valler F Representative for CWS Visit
Vietnam
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3.5. Country Context Affecting Operations:
a. New traffic lights were replaced and installed at several main roads in Phnom Penh. The
traffic law recently adopted by the National Assembly has been in effected since September
12, 2007. This measure is intended to reduce the traffic accidents in Phnom Penh
b. Prime Minister Hun Sen blasted Government officials for land grabbing and promised to fight
land theft. He said before about 30,000 to 40,000 hectares of land and forest had been
grabbed or burnt down, but after the government appealed for a halt to this, it increased to
200,000 hectares. If we appeal time and time again and they continue these crimes… would
they possibly start a coup? This must be a possibility. He added the government could not
afford to wait for the passage of an anti corruption law to tackle the land grabbing crisis,
adding that penalties for such offensives were already outlined in the Land Law, Forestry
Law and Fisheries Law. (Cambodia Daily 17 –18 February 2007)
c. Cambodia suffered its worst-ever outbreak of dengue fever last year and it killed 407 people,
most of them children, the highest toll in nearly a decade. Dengue, which causes fever,
headaches and agonising muscle and joint pains, had infected nearly 40 000 people since
the first outbreaks last May, Ngan Chantha, director of the Health Ministry's anti-dengue
programme, said on Friday 04 January 2008. "It is the worst number of infectious cases ever
in Cambodia," he said, noting the disease infected 16 000 people and killed 424 in 1998.--
Reuters
4. 0 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 compiles with the Cambodian Labor Law. The
Human Resource Manager oversees staffing requirements to ensure the agency is functioning
at optimum conditions.
4.1. Personnel
4.1.1. New Hires
1. Database Management Officer (start date 2 July 2007)

2. 2 Community Development Worker-PVH (start date 2 July 2007)
3. 1 Community Development Worker-KPT (start date 2 July 2007)
4. 2 Community Development Worker-PVH (start date 23 July 2007)
5. IT Assistant (start date 23 July 2007)
6. 1 Community Development Worker-SVR (start date 27 Aug 2007)
7. 1 Community Development Worker-KPT (start date 3 Sept 2007)
8. 1 Project Coordinator-KPT
4.1.2. Resignation
1. Human Resource Manager (resigned 16 Nov 2007) after 9 years service

2. Staff Development Coordinator (did not complete probation 31 July 2007)
3. Reporting and Proposal Development Officer (resigned 7 Dec 2007) to finish his
master in Australia
4. Deputy Project Manager-KPT (resigned 6 Sept 2007)

5. Community Development Worker-KPT (resigned 12 Dec 2007)
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4.1.3. Retirement
1. Driver-PHN (retired 31 July 2007)

2. Driver-KPT (retired 31 Dec 2007)
4.1.4. Termination
3. Cleaner-PNH (terminated 16 Oct 2007)

4. Part-time Cleaner-PNH (ended service 17 Oct 2007)
4.2. 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 consisting of skills and knowledge
development is needed. Because CWS is a learning organization, all staff are encouraged and
supported to develop their capacity based on their actual training needs in order to perform their
work effectively. Internal promotions are encouraged, so this is taken in considerations when
each staff development plan is done, finding ways to help the staff gain enough knowledge and
skills to move forward in their career.
All staff have the opportunity to attend either short training courses or continue their academic
study. For internal trainings, 124 staff were able to receive eight different trainings to further
enhance their skills. External trainings in Cambodia consisted of 19 different trainings with 59
staff participation. In addition staff are able to attend short training courses abroad based on
their work responsibility. Two staff were able to attend CWS Pakistan, Sphere training in
Bangkok, Thailand, while two senior management team members and 2 project managers had
an opportunity to share experience and practice on ‘Engaging with local, state and national
Government’ for other peer organizations from Philippines (Developers Foundation), India
(WDRC), Sri Langka (Devasarana) and CWS New Zealand during International Partners
Learning Exchange workshop in the Philippines organized by CWS New Zealand.
4.2.1. Scholarship support
CWS provides full and partial financial support to staff for their academic study. This academic
study is relevant to the current work of the staff as well as for their future career. One staff
started her academic pursuit for a bachelor degree this semester.
4.2.2. Internal CWS Training
Several in-house trainings were organized in order to fulfill the needs of CWS staff. The lists of
trainings are in the table 1 below.
4.2.3. External Training
New Community Development Workers are required to attend a six weeks CHART training
course in order to better serve the community they work in, using the CWS Com Dev model.
Expected outputs of the training:
Listening and observations skills
Interview skills
Drawing map
ARLP – story telling
Staff ranging from the administrative department to finance to emergency relief and many others
attended trainings to help them perform their jobs better from a wide variety of organizations.
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4.2.4. Oversea Training
4.2.4.1 Monitoring and Evaluation with a Particular Emphasis on SPEARE Minimum Standards
in Thailand.
Expected outputs of the workshop for participants to understand and discuss:
The importance of M & E for an effective project/program implementation
Some tools and techniques needed to understand M&E
The experiences and gaps in the current activities of participants in M&E practices
Some recommendations to develop/improve M&E systems of their organizations,
The implementation of some Quality and accountability tools, such as Sphere
Minimum Standards to conduct M&E exercises, and
Some techniques used for practical evaluation/simulation experience to their own
organizational context
This training will help provide some ideas for CWS M&E Officer to work with the Emergency
Relief & Preparedness Coordinator in developing a better M&E tool for ERP projects.
4.2.4.2 Partnership Learning Exchange in the Philippines’
Expected outputs of the workshop for participants to understand and discuss:
To share how we each approach our work within our difference contexts and what we
have learned about development and poverty alleviation from our experiences.
Four topics were presented and discussed from difference organization during the
workshop;
1. Strategies for developing sustainable livelihoods, by Developers Foundation

2. Strategies for community building, leadership and peace, by Devasarana
3. Engaging with local, state and national government, by CWS Cambodia, and
4. Strategies for building and supporting a people’s movement presented by WDRC
Table1: Summaries of Staff Who Attend Internal, External and Oversea Training Courses
Number of Staff
Duration (Days)
Attended
Institutions
Training
Description
BTB/BTM
KPT/PVH
SvR
PnP
1- Internal CWS Trainings/Workshops

Anti-corruption CWS 1day 12 2 4
Participatory Project Cycle Management CWS 2 days 17
(PPCM)
Village Development Plan & Simple CWS 2 days 18
Proposal
SHG concepts and bookkeeping CWS 3 days 14
Pig & Poultry Raising CWS 2 days 16
Community Development Concept CWS 2 days 6
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CWS Community Development model CWS 2 days 18
Community Organizing CWS 2 days 17
2- External Trainings/Workshops
CHART training VBNK 6 weeks 12
English training Angkor City 6 months 1
Sovanaphumi
Bachelor of Arts in Accounting (year 1) 4 years 1
University
Bachelor in HRM (year 4) UME 4 years 1
Problem Solving & Decision Making CRD 5 days 1
Food for Work WFP 2 days 1 2 1
MCH(Maternal, Child Health) WFP 2 days 16
Arsenic and Bacteria training test UNICEF 1 day 5
Workshop on social accountability ADB & VBNK 2 1
Workshop on Bio-sand filter

CAWST 2 days 1 2
implementer’s meeting
5 year strategic plan on disaster

NCDM 1
management
Regional Meeting on Implementation of Mekong River

1 day 1
the Flood-Vulnerable Inventory Mission Commission
ToT on Anti-Corruption PACT-Cambodia 5 days 2
District Disaster Risk Reduction

CCK 1 day 1
Action Plan Dev. Meeting
Effective aid of NGO research’s

CCC 1 day 1
findings discussion meeting
8th Cambodian Disaster Risk NCDM 1 day 1

Reduction Forum
Consultative meeting on CBDRR
NCDM 1 day 1
Recognition Scheme
National Workshop on Lessons

Learnt on Flood Management ADPC 2 days 1
Program
DIPECHO 6 Consultative Meeting DIPECHO 2 days 2
Mapping Exercise Partnership Mtg Oxfam America 1 day 1
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AZEECON Workshop and 9th CDRR
NCDM 3 days 1
Forum
3- Oversea Training
CWS New
Partner Learning Exchange Zealand (Aklan, 5 days 2
Philippines)
M&E Workshop w/emphasis on

Sphere Minimum Standards Thailand 4 days 2
Workshop
Regional Workshop on Innovative

ADPC (Koen
Approaches to Flood Risk Reduction 3 days 1
Kean, Thailand)
in Mekong Basin
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APPENDIX I
SUMMARY OF FINANCES
AND
VARIANCE ANALYSIS

FINANCIAL SUMMARY
AND VARIANCE ANALYSIS
STATEMENT OF FUND RECEIPTS AND DISBURSEMENTS

FOR THE 6 MONTHS 01 JULY TO 31 December 2007
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 Organisation 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 Organisation. 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 USD$996,057-that is above budget in the amount of USD$707,736

Expenses are USD$542,853 that is USD$164,883 or 23% below the budget.
CWS – Cambodia received a clean report from the auditors
The financial report as well as income and expense statements can be viewed as below:
Opening
The financialFund Balance:
audited report as well as income and expense statements canUSD$ 266,940
be viewed as below:
i
Donations/Revenues and Transfers: USD$ 996,057
Total Fund Available: USD$ 1,262,997
Closing Fund Balance: USD$ 720,144
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FY08_1 Mid-Year_Narrative Financial Summary and Variance Analysis 93
FOR THE YEAR ENDED 31 DECEMBER 2007
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FOR THE YEAR ENDED 31 DECEMBER 2007
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Church World Service - Cambodia Program
Financial Statements
For the 6 months 01 July, 2007 to 31 December, 2007
Schedule Amount Amount

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

Svay Rieng WatSan Project 4 89,373.50
Ecumenical Partnership 5 0.00
Kompong Thom Community Dev 't Project 6 420,164.51
Kompong Thom Partnership 7 64,622.96
Banteay Meanchey Demining Project 8 52,864.00
BTB / BTM Local Instituion Dev 't Project 9 210,411.46
Phnom Penh Central Office 12 125,483.44
ADPC Project 13 33,137.57
DIPECHO Project 14 0.00 996,057.44
Total fund available 1,262,997.06
LESS - Outgoing amounts :

Ecumenical Partnership 5 7,967.68
Banteay Meanchey Demining Project 8 0.00
ADPC Project 13 5,896.25
F
Less- Fund Reserve: 0.00
Closing fund balance : 720,144.32
Notes to the Financial Statements 14

Schedules 1 to 14 form an integral part of these Financial Statements
Date: 31 January, 2008
Sar Heang Josephine Barbour

Interim Finance Manager Country Representative
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Financial Statements
As at 31 December, 2007
Balance Sheet Schedule Amount Amount

Reference USD USD
ASSETS
Cash and bank balances :

Cash on hand 23,295.74
Cash at banks 1 1,245,018.80 1,268,314.54
Amounts receivable : 2 10,629.64
TOTAL ASSETS 1,278,944.18
LIABILITIES
Amounts payable : 3 558,799.86
TOTAL LIABILITIES 558,799.86
ASSETS LESS LIABILITIES 720,144.32
Represented by :
FUND BALANCES
CWS program
Ecumenical Partnership 5 (7,967.68)
Banteay Meanchey Demining Project 8 206,152.84 F
ADPC Project 13 (60.00)
TOTAL FUND BALANCE 720,144.32
Notes to the Financial Statements 14

Schedules 1 to 14 form an integral part of these Financial Statements
Date: 31 January, 2008
Sar Heang Josephine Barbour

Interim Finance Manager Country Representative
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Schedule to the Financial Statements
Amount
Cash at Banks USD
In current account with :

Standard Chartered Bank, Singapore (US Dollar account - interest bearing) 725,299.12
Foreign Trade Bank of Cambodia, Phnom Penh (US Dollar account) 47,569.29
Foreign Trade Bank of Cambodia, Phnom Penh (Cambodian Riel account) 3,942.83
ACLEDA Bank, Kompong Thom,Cambodia (US Dollar account) 12,161.11
ACLEDA Bank, Kompong Thom,Cambodia (Cambodian Riel account) 8,945.09
ACLEDA Bank, Svay Rieng,Cambodia (US Dollar account) 10,585.86
ACLEDA Bank, Svay Rieng,Cambodia (Cambodian Riel account) 8,591.79
ACLEDA Bank, Battambang,Cambodia (US Dollar account) 26,277.43
ACLEDA Bank, Battambang,Cambodia (Cambodian Riel account) 2,263.63
Total Cash at Banks : 1,245,018.80
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Amount Amount
USD USD
Amounts Receivable
Advances to CWS Projects and staff
Staff Advances 1,551.16

Project Advances 1,551.16
Awaiting reimbursement :
Telephone deposits 2,527.00
Josephine Barbour Personal 6,391.82
CWSW - Cow bells /Scarfs and shipping 0.00
Other Debtors 159.66 9,078.48
Total amounts receivable : 10,629.64

Amount Amount
Amounts payable : USD USD
F
Held in trust :
National Taxation
Funds Held in Trust 0.00
Provident Fund 120,061.86
Vehicle Replacement Funds 90,810.00
Funds Reverve 347,928.00
Josephine Barbour - Personal 0.00
CWSW - Cow bells /Scarfs and shipping 0.00
Total amounts payable : 558,799.86
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Natural
Chart Emergency Women's Resource Learning Support
Svay Rieng WatSan Project Project Local Institution Building Food Security Health Response Advocacy Peace Equity Management Organisation Office
Community Commune Cambodian
Total Based Council Non-Gov'tal Food Income
Amount Organizat 'n Support Organizat 'n Production Generation
USD-FY08 Amount Amount Amount Amount Amount Amount Amount Amount Amount Amount Amount Amount Amount Amount
6 months USD USD USD USD USD USD USD USD USD USD USD USD USD USD
Opening balance : 7,147.54 *

UMCOR 24,987.50
NCC/Australia 44,731.00
ICCO -
CWS Tools of Hope -
CWSW/New York (SED) 19,335.00
SHG Repayment WCA 320.00
C. D Discretionery Funds -
Disposal General Equipment -
Other (Disposal general equipment) -
Total incomes 89,373.50

Personnel-expatriate - - - - - - - - - - - - - - -
Personnel-National 23,545.88 - 3,494.29 - - 1,432.22 906.54 14,334.27 1,620.75 - 1,757.80 - - - -
Technical support 225.00 - - - - - - - - - 225.00 - - - -
CWS staff development 809.46 - 84.81 - - 25.98 17.27 263.13 352.55 - 65.72 - - - -
CWS Organizational Development 1,141.47 - 3.50 - - 1.28 0.85 - 3.10 - 1,132.73 - - - -
Education and training for civil society 3,770.29 - 915.97 - - 23.40 60.97 2,164.25 111.18 - 494.52 - - - -
Support for partners, c 'parts etc - - - - - - - - - - - - - - -
Credit and Self Help Groups giving out - - - - - - - - - - - - - - -
Community WatSan Construction 12,247.32 - - - - - - 12,247.32 - - - - - - -
Grants and contributions 386.63 - 311.63 - - - - - - - 75.00 - - - -
Emergency Response 1,504.22 - - - - - - - 1,504.22 - - - - - -
General office costs 7,743.81 - 1,364.68 - - 467.90 311.00 3,283.38 1,133.34 - 1,183.50 - - - -
Vehicles & fixed assets 3,118.60 - 244.41 - - 66.16 43.98 2,436.45 160.26 - 167.35 - - - -
54,492.68 - 6,419.30 - - 2,016.95 1,340.60 34,728.80 4,885.41 - 5,101.61 - - - -
Administration charge 8,173.92 - 962.89 - - 302.54 201.09 5,209.34 732.81 - 765.24 - - - -
Total expenditure 62,666.60 - 7,382.19 - - 2,319.50 1,541.70 39,938.14 5,618.23 - 5,866.85 - - - -
Less Fund Reserve -

Closing balance 33,854.44
* The opening fund balance from Partnership Program fiscal year 2007 amount of US$ 54,975 carried forward from fiscal year 2006, is included in this opening balance, based on the internal funding plan allocation of CWS Cambodia.
st
Chart Emergency Women's

Kompong Thom and Preah Vihear project Project Local Institution Building Food Security Health Response Advocacy Peace Equity
Total Total Based Council Non-Gov'tal Food Income
Amount Amount Organizat 'n Support Organizat 'n Production Generation
USD-FY07 USD-FY08 Amount Amount Amount Amount Amount Amount Amount Amount Amount Amount Amount
12 months 6 months USD USD USD USD USD USD USD USD USD USD USD
Opening balance : (5,537.52)

CWS Tool of Hope -
Christian Aid -
NCC/Australia -
EED 328,856.60
ICCO -
UMCOR 24,987.50
SHG Repayment WCA 81.43
Disposal General Equipment 1,115.00
Other (Disposal general equipment) -
Interest on bank account EED 2,332.98
Total incomes - 420,164.51
Personnel-expatriate - - - - - - - - - - - -
Personnel-National 81,440.00 - 21,065.20 6,132.51 - 10,086.96 8,757.44 10,528.23 10,785.94 - 8,230.10 5,853.61
Technical support 525.00 - - - - - - - - - 525.00 -
CWS staff development 7,306.54 - 1,307.42 1,006.92 - (671.55) 1,082.65 1,104.39 1,765.18 - 677.12 1,034.40
CWS Organizational Development 6,839.68 - 1,525.70 303.83 - 277.68 554.20 527.03 392.61 - 2,882.70 375.93
Education and training for civil society 9,707.32 - 6,264.96 - - 107.04 166.01 443.70 259.43 - 1,730.22 735.96
Support for partners, c 'parts etc - - - - - - - - - - - -
Credit and Self Help Groups giving out - - - - - - - - - - - -
Community WatSan Construction - - - - - - - - - - - -
Grants and contributions 2,524.36 - 112.91 37.03 - 143.08 764.78 (79.04) 1,303.61 - 202.20 39.80
Emergency Response 3,509.85 - - - - - - - 3,509.85 - - -
General office costs 23,717.65 - 6,522.03 1,271.13 - 2,193.46 2,259.34 2,128.26 4,281.88 - 3,695.36 1,366.19
Vehicles & fixed assets 5,340.40 - 1,442.45 366.67 - 472.17 545.01 613.91 846.25 - 659.86 394.09
- 140,910.80 - 38,240.66 9,118.09 - 12,608.84 14,129.43 15,266.49 23,144.75 - 18,602.57 9,799.97

Administration charge 21,136.63 - 5,736.09 1,367.71 - 1,891.33 2,119.42 2,289.97 3,471.72 - 2,790.39 1,469.99
Total expenditure - 162,047.43 - 43,976.75 10,485.80 - 14,500.16 16,248.85 17,556.46 26,616.47 - 21,392.96 11,269.97
Less Fund Reserve -

Closing balance - 252,579.56
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Natural
Kompong Thom Partnership Project Local Institution Building Food Security Health Response Advocacy Peace Equity Management Organisation Office
Opening balance : (1,016.73) *

EED 7,344.50
ICCO 8,222.00
Christian World Service/NZ 7,766.40
Other Income 310.06
Personnel-expatriate - -
Personnel-National 12,050.36 10,772.86 1,277.50
Technical support 200.00 200.00 -
CWS staff development 441.00 441.00 -
CWS Organizational Development 399.19 399.19 -
Education and training for civil society 1,877.09 1,877.09 -
Support for partners, c 'parts etc - - -
Credit and Self Help Groups giving out - - -
Community WatSan Construction - - -
Grants and contributions 587.14 587.14 -
Emergency Response 1,727.46 1,727.46 -
General office costs 5,692.92 4,443.90 1,249.02
Vehicles & fixed assets 842.00 582.00 260.00
23,817.16 - - - 21,030.64 - - - - - - - - - 2,786.52
Administration charge 3,572.58 - - - 3,154.60 - - - - - - - - - 417.98

Total expenditure 27,389.75 - - - 24,185.25 - - - - - - - - - 3,204.50
Less Fund Reserve -

* The opening fund balance of fiscal year 2007 from Community Development Program amount of US$ 10,000 carried forward from fiscal year 2006, is included in this opening fund balance , based on the internal funding plan allocation of CWS Cambodia.
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Natural
BTB / BTM local instituion dev 't project Project Local Institution Building Food Security Health Response Advocacy Peace Equity Management Organisation Office
Opening balance : 72,948.06

CWS Tools of Hope -
EED 3,110.37
ICCO 60,828.00
UMCOR -
AJWS -
SHG Repayment WCA 4,000.00
Other Income 465.09

Personnel-expatriate - - - - - - - - - - - - - -
Personnel-National 36,178.88 - - - 36,166.46 - - 12.43 - - - - - -
Technical support 300.00 - - - 300.00 - - - - - - - - -
CWS staff development 1,256.74 - - - 1,256.63 - - 0.11 - - - - - -
CWS Organizational Development 196.00 - - - 195.83 - - 0.17 - - - - - -
Education and training for civil societ 2,082.96 - - - 2,082.96 - - - - - - - - -
Support for partners, c 'parts etc - - - - - - - - - - - - - -
Credit and Self Help Groups giving o - - - - - - - - - - - - - -
Community WatSan Construction - - - - - - - - - - - - - -
Grants and contributions 39,168.06 - - - 39,123.06 - - 45.00 - - - - - -
Emergency response - - - - - - - - - - - - - -
General office costs 13,783.44 - - - 13,777.20 - - 6.24 - - - - - -
Vehicles & fixed assets 2,323.00 - - - 2,321.73 - - 1.27 - - - - - -
95,289.08 - - - 95,223.86 - - 65.22 - - - - - - -
Administration charge 14,293.34 - - - 14,283.55 - - 9.78 - - - - - -
Total expenditure 109,582.41 - - - 109,507.41 - - 75.00 - - - - - - -
Less Fund Reserve -

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Natural
Banteay Meanchey Demining project Project Local Institution Building Food Security Health Response Advocacy Peace Equity Management Organisation Office

Christian Aid
EED
Interest on bank account EED
Total income 52,864.00
Personnel-expatriate -
Personnel-National -
Technical support -
CWS staff development -
CWS Organizational Development -
Education and training for civil societ -
Support for partners, c 'parts etc -
Credit and Self Help Groups giving o -
Community WatSan Construction -
Grants and contributions -
Emergency Response -
General office costs -
Vehicles & fixed assets -
- - - - - - - - - - - - - - -
Administration charge - - - - - - - - - - - - - - -
Total expenditure - - - - - - - - - - - - - - -
Less Fund Reserve -

* Adjusted the opening fund balance of fiscal year 2007 from Kompong Thom Demining carried forward from fiscal year 2006 amount of US$ 3,936.59, for the CWS own means, as email advised from EED on 02 April, 2007.
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Natural
Ecumenical Partnership Project Local Institution Building Food Security Health Response Advocacy Peace Equity Management Organisation Office
Opening balance : -
CWSW/New York (SED)
NCC/Australia
ICCO
Total incomes -
Personnel-National 4,332.00 4,332.00
Technical support -
Education and training for civil society 2,085.68 2,085.68
Credit and Self Help Groups giving out -
General office costs 510.73 510.73
6,928.41 6,928.41
Administration charge 1,039.27 1,039.27
Total expenditure 7,967.68 7,967.68

Less Fund Reserve
Closing balance (7,967.68)
st
Natural
Chart Emergency Women's Resource Learning
Phnom Penh Central Office Project Local Institution Building Food Security Health Response Advocacy Peace Equity Management Organisation Support Office

CWSW/New York (SED)
ICCO
CWS ODD 43,532.00
CWS Agent Reimbursement 23,243.55
C. D Discretionery Funds
Martha Teas Memorial Funds
Mey Meakea Memorial Funds 875.00
Interest on general bank account 9,601.15
Other (Disposal general equipment) 11.00
Disposal Vehicle 5.00
Admin costs recovered CWS 48,215.74
Personnel-expatriate 9,540.15 9,540.15
Technical support 24,889.11 24,889.11
CWS staff development 6,405.94 6,405.94
CWS Organizational Development 5,073.68 5,073.68
Education and training for civil society -
Grants and contributions 1,295.78 1,295.78
General office costs 44,292.21 44,292.21
Vehicles & fixed assets 8,237.94 8,237.94
167,302.62 - - - - - - - - - - - - - 167,302.62
Total expenditure 167,302.62 - - - - - - - - - - - - - 167,302.62
Less Fund Reserve -

* The fund balance of DPCHO carried forward from fiscal year 2006 amount of US$ 3,072 is included in this opening fund balance of fiscal year 2007, as this for the Admin cost, confirmed letter of DCA on 24 May, 2007.
* Adjusted the opening fund balance of fiscal year 2007 from Kompong Thom Demining carried forward from fiscal year 2006 amount of US$ 3,936.59, for the CWS own means, as email advised from EED on 02 April, 2007.
st
Natural
ADPC Project Project Local Institution Building Food Security Health Response Advocacy Peace Equity Management Organisation Office
Opening balance : (27,301.32)

ADPC 33,137.57

Technical support -
Education and training for civil society 3,607.56 3,607.56
General office costs 392.99 392.99
5,896.25 - - - - - - - 5,896.25 - - - - - -
Total expenditure 5,896.25 - - - - - - - 5,896.25 - - - - - -
Less Fund Reserve -

Closing balance (60.00)
st
Natural
Chart Emergency Women's Resouce Learning
Consolidated Project Local Institution Building Food Security Health Response Advocacy Peace Equity Management Organisation Office Costs
Amount Organizat'n Support Organizat'n Production Generation


CWS Tool of Hope -
CWS ODD 43,532.00
Christian Aid -
EED 339,311.47
ICCO 69,050.00
UMCOR 49,975.00
ADPC 33,137.57
DIPECHO -
American Jewish World Service -
CWS Agent Reimbursement 23,243.55
SHG Repayment WCA 4,401.43
Other (Disposal general equipment) 11.00
Other Income 775.15
Mey Meakea Memorial Funds 875.00
Martha Teas Memorial Funds -
Interest-bank account and deposits 11,934.13
Disposal General Equipment/Vehicle 1,120.00
Admin costs recovered CWS 48,215.74

Personnel-expatriate 9,540.15 - - - - - - - - - - - - - 9,540.15
Personnel-National 227,010.63 - 24,559.49 6,132.51 51,271.31 11,519.18 9,663.98 24,874.93 14,302.39 - 9,987.89 5,853.61 - - 68,845.31
Technical support 26,139.11 - - - 500.00 - - - - - 750.00 - - - 24,889.11
CWS staff development 16,219.68 - 1,392.23 1,006.92 1,697.63 (645.57) 1,099.92 1,367.64 2,117.74 - 742.84 1,034.40 - - 6,405.94
CWS Organizational Development 13,650.02 - 1,529.20 303.83 595.02 278.96 555.05 527.20 395.72 - 4,015.43 375.93 - - 5,073.68
Education and training for civil society 23,130.90 - 7,180.93 - 6,045.73 130.44 226.98 2,607.95 3,978.17 - 2,224.74 735.96 - - -
Support for partners, c 'parts etc - - - - - - - - - - - - - - -
Credit and Self Help Groups giving out - - - - - - - - - - - - - - -
Community WatSan Construction 12,247.32 - - - - - - 12,247.32 - - - - - - -
Grants and contributions 43,961.97 - 424.54 37.03 39,710.20 143.08 764.78 (34.04) 1,303.61 - 277.20 39.80 - - 1,295.78
Emergency response 6,741.53 - - - 1,727.46 - - - 5,014.07 - - - - - -
General office costs 96,133.75 - 7,886.71 1,271.13 18,731.83 2,661.36 2,570.34 5,417.88 5,808.21 - 4,878.86 1,366.19 - - 45,541.23
Vehicles & fixed assets 19,861.94 - 1,686.85 366.67 2,903.73 538.33 588.98 3,051.63 1,006.51 - 827.21 394.09 - - 8,497.94
494,637.00 - 44,659.96 9,118.09 123,182.91 14,625.79 15,470.04 50,060.52 33,926.41 - 23,704.17 9,799.97 - - 170,089.14
Administration charge 48,215.74 - 6,698.98 1,367.71 18,477.43 2,193.87 2,320.51 7,509.09 4,204.54 - 3,555.63 1,469.99 - - 417.98
Total expenditure 542,852.74 - 51,358.94 10,485.80 141,660.34 16,819.66 17,790.55 57,569.61 38,130.95 - 27,259.81 11,269.97 - - 170,507.12
Less Fund Reserve -

Closing balance 720,144.32 - 0.09 0.02 0.26 0.03 0.03 0.11 0.07 - 0.05 0.02 - - 0.31
* Note: Opening fund balance of fiscal year 2007 different from the closing fund balance of fiscal year 2006, as we returned the DIPECHO unspent
fund from last year to Dan Church Aid in fiscal year 2007:
st
APPENDIX II
ANNUAL OUTPUTS/ LOGFRAMES

Log-frame Mid-Year FY08 Report
Project Name: Direct Service 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 enage 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 ▪ 2 times attended in PRN-C ▪ As called
with relevant NGOs and meeting, 1 time attended in
Government Institutions Food Security Network
workshop, 2 times MEDiCAM
1.1.2 Attend networking meeting Program Manager/Officer, vehicle ▪ Attended training workshop on ▪ As called
related to Commune Council/ Citizen Rating Report (CRR)
Decentralization affairs with CCSP
Direct Service Program FY08_Mid‐Year_Logframes 109

1.1.3 Arrange meeting with relevant ▪ Program Manager/Officer, budget ▪ Attended workshop on ▪ December 07, May 08
NGOs & Government Institutions materials, vehicle nationalism ant its effect to
society and political ( ACT)
In Oct 2007 ( 2days)
▪ 2 times attend in Gender ▪ As called
network meeting (GAD)
Aug-November 2007
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 ▪ Next Semester Plan ▪ February 08
Managing Rural Organization to manual, materials
25 CC members in SvR
1.2.2 Provide training on Com Dev ▪ Credit Program Coordinator, budget, ▪ No done because time ▪ Will be done in February 08
concepts to 40 CCs/VLs in SvR training manual, materials constraints.
Output 1.5:
Successful withdrawal of CWS ▪ Exit strategy developed ▪ Exit strategy guideline ▪ 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) make the process go smoothly
▪ 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 ▪ No done because time ▪ December 07 - February 08
over and phase-out plan constraints. will be done in Feb.08
1.5.2 Conduct capacity assessment ▪ Program and project staff, vehicle, ▪ ▪ March 08
of CCs, VLs and CDFs in budget, materials
preparation for handing over
1.5.3 Conduct orientation meeting on ▪ Program Manager, Program Officer, ▪ ▪ April 08

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 ▪ January - May 08
questionnaires and conduct materials, vehicle, computer, project authority and community
survey staff participation
Theme 2: Meeting Basic Need and Building Self-reliant, Sustainable Livelihoods

OBJECTIVE
Improve access to basic social services and amenities and improve overall food security of vulnerable people
Output 2.1
Improve overall community health ▪ 20 staff trained in primary health care ▪ Training report ▪ Staff have better
status and individual health understand 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, ▪ This activity will implement ▪ Will be done in February 08
training in primary health care to budget, materials next semester due to
20 project staff (KPT-PvH & SvR) time constraints
2.1.2 Revise health guidelines ▪ Program Manager, POG members ▪ Wait for POG approval
2.1.3 Develop nutrition guidelines ▪ Program Manager, POG members
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 commune- ▪ 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 staffs (6 women staff) ▪ Staff are able to demon-
raising, SRI and home gardening materials of KPT and PVH have been strate their knowledge
to 16 staff trained on chicken raising
2.5.2 Provide training on SHG ▪ Credit Program Coordinator, budget, ▪ 14 field staffs (6 women staff) ▪ Staff are able to form SHG
concept and record keeping to materials of KPT and PVH have been
16 staff trained on 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 apply to Anti-
strategies Corruption value in their
professional as well as
personal life

3.1.1 Coordinate with CDRI to conduct ▪ Peace Coordinator, budget, materials ▪ No done because time ▪ Will be done in March 08
training to CWS staff on peace constraints.
concept and conflict resolution
3.1.2 Coordinate with CDRI to conduct ▪ Peace Coordinator, budget, materials ▪ March 08
training to SMT members on
peace concept and conflict
resolution
3.1.3 Conduct training on Trauma ▪ Peace Coordinator, budget, materials ▪ No done because time ▪ Will be done in May 08
management to CWS staff constraints.
3.1.4 Provide Anti-Corruption ▪ Peace and ER Coordinators, budget, ▪ An Anti-corruption workshop ▪ Will be done in April 08
strategy workshop to CWS staff materials conducted for 21 staff
▪ A white ribbon ceremony on ▪ Requested from a district
eliminate of domestic chief in one area where
violence was organized in CWSC works recently
Chorm Khsan commune on
Dec., 19 in coordination
with KPT/PvH project. There
were 417 participants.

▪ A training on Peace ▪ As part of the regional plan
Building Concept was
conducted to 10 CWS Timor
Leste and 43 Youth group
members attended from
12-16 Nov, 2007 (26 women)
▪ A training on relationship ▪ Unplanned
building was provided to
ICSO staff in Ratanakiri, in
cooperation with Partnership
Program.(17 multi-faith staff)
▪ A meeting on Community ▪ Unplanned
Peace volunteer criteria and
process of selection was
conducted with 15 KPT/PvH
staff (6female) in December
2007
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 the consequence of their
villages report action

3.2.1 Conduct training on Local ▪ Peace Coordinator, budget, materials ▪ ▪ Will be done in January 08
Capacity for Peace to CWS staff
3.2.2 Conduct LCP field assessment ▪ Peace Coordinator, budget, materials, ▪ ▪ April 08
vehicle

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 ▪ Not done due to time ▪ Will conduct in June 08
provide refresher training to 20 constraints
staff in CBDRM
4.1.2 Conduct training on Sphere ▪ Program Officer, ERP Coordinator, ▪ ▪ February 08
Minimum Standard and Account- Program Assistant, budget, materials
ability to 25 CWS staff
4.1.3 Conduct Orientation to CWS ▪ ERP Coordinator, ERP guidelines ▪ ▪ May 08
staff on Disaster Management
and Emergency Response
guidelines
4.1.4 Coordinate with project staff ▪ ERP Coordinator, Project staff, budget, ▪ A workshop on provincial
and PCDM to conduct disaster materials, vehicle disaster risk reduction action
preparedness meeting plan was conducted on July
25 jointly with ADPC, NCDM
and Action Aid Cambodia at
Svay Rieng PSDD meeting
hall. 60 persons participated
include 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
Departments/Units, PADEK,
CRS, UNICEF, Oxfam, CFED
Oxfam, ADIFE and ACLEDA
Bank.
Output 4.2
Improve staff capacity on emergen- ▪ 20 staff trained on Community Based ▪ ▪ April 08
cy first aid to apply at community level First Aid (CBFA)

4.2.1 Coordinate with CRC to provide ▪ ERP Coordinator, budget, materials ▪ ▪ Apr. 08
CBFA training to 20 project staff
Output 4.3
Improve physical security and ▪ 500 vulnerable people and disaster ▪
well-being of vulnerable people and victims received commodities
disaster victims in times of assistance
emergency

4.3.1 Provide emergency reliefs to ▪ ERP Coordinator, Project staff, ▪ 339 most vulnerable families ▪ The assistance were
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 get 2 kg of white partner of CWS.
rice, 2 kg of iodine salt and
4 cans of sardine on 30 Oct. ▪ The used fund will be
and 17 Nov. 2007 in reimbursed to CWS-C
Kompong Thom. by CWS NY in Feb. 08.
▪ There was no response in

SvR due to time constraints
and lack of staff.
Theme 5: Program Development, Management and Supervision

OBJECTIVE
Effective and efficient program mamanagement 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 conducted; 3 times ▪ Monthly
management (12 times) in KPT-PVH and 3 times in
SvR watersan
5.1.2 Field visit to monitor project ▪ Program staff, budget, vehicle ▪ 12 visits were conducted; ▪ Monthly
implementation and staff 6 times in KPT-PVH and 6
performance (24 times) times in SvR

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 ▪ Monthly
program implementation on problem identification,
communication, feed back,
5.2.2 Conduct training on CWS Com ▪ Program Manager/Officer ▪ Provide 2 days of training ▪ September 07
Dev model to 20 project staff course on CD model to 20
(KPT-PvH) project staff of KPT-PVH
5.2.3 Conduct community ▪ Program Manager/Officers/ ▪ ▪ June 08

development reflection (1 time) Coordinators
5.2.4 Conduct training on Participatory ▪ Program Officers/Coordinators ▪ ▪ June 08

Impact Assessment (PIA) to 20
project staff
5.2.5 Develop 4 Tools to guide project ▪ Program Officers/Coordinators ▪ Develop 3 tools: Monitoring ▪ Jully-December 07
staff: VP House Hold, sheet, village development January-June 08
Monitoring sheet, Village plan plan and village data
and village assessment
5.2.6 Provide training on 6D/ PPCM ▪ Com Dev Program Officer/Project ▪ Provide 4 days of a training ▪ November 07
Model to 20 project staff Manager course on 6D/PPCM to 20
project staff of KPT-PVH

Project Name: Kompong Thom 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 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 Sraoeurng
including new target areas for commune but this year
12 villages in 2 districts and project staff see only 2
PDRD shared its watSan villages that drilled well and
plan and welcome with new latrine built.
program plan and new model
of CWS in KPT
KPT Village Based Community Development FY08_Mid‐Year_Logframes 119

1.1.2 Organize semester meetings ▪ Project Manager, Project Coordinators ▪ Meeting with Provincial ▪ Agreed 2 trainers from
with district authorities and Program Officers, budget, vehicle Department of Rural PDRD used its curriculum
agriculture, education, rural Development, both sides and one of trainers used to
development office and OD/HC agreed on schedule and provided trainings before
procedure of VDC election in so it was going on well
12 villages
▪ Meeting with district authority ▪ The district authority
informed about CWS project welcome CWS and help to
in new target areas for 2 support as needs
districts Prasat Sambo and Santuk
1.1.3 Organize quarterly meetings with ▪ Project Coordinators, field staff, ▪ planned in next semester ▪ Jan 08 and Apr 08
commune councils for budget
6 communes
1.1.4 Attend PROCOCOM monthly ▪ Project Manager, Project Coordinators ▪ Project staff attended 2 ▪ Project was asked to jointly
meeting Program Officers prococom monthly meeting supported AIDS days
and shared to project
manager
1.1.5 Network with PLAU ▪ Project Manager, Project Coordinators ▪ Project Manager and project ▪ Commune plan of
Program Officers, vehicle coordinator attend integrated Sraoeurng consistent with
commune plan meeting project plan about 70%
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
awarded on CD concepts

1.2.1 Conduct VDCs/CCs quarterly ▪ Budget, Staff, materials ▪ Quarterly meeting was not ▪ Quarterly meeting will start
meeting for improving and organized but project staff from January 2008 due to
strengthening capacity of have meeting with individual project staff met CC
VDCs/CCs in target areas VDCs and CCs members members for coordination
every month in target villages of activities
1.2.2 Conduct annual planning ▪ Budget, Staff, materials ▪ Project staff coached VDCs ▪ The capacity of VDC to
workshop to VDCs, VLs and CCs develop village development village plan is very young
in 30 villages plan, resulted 10 villages so project staff need to
develop development plan coach more times.
prepared in 10 villages
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 also
elected is identified
▪ Coordinated with PDRD ▪ 2 trainers from PDRD

provided training on roles and provided training to
responsibilities to 73 VDCs new VDCs members
members from 12 villages
1.2.4 Conduct training on CD concept ▪ Budget, Staff, materials ▪ Conducted training on ▪ 2 CC members also attend
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
villages develop first, so CD
concept moved to next
semester.

▪ Provided stationary 13 items
to VDCs in 12 villages
for village plan and other
reports, proposal, and files.
1.2.5 Conduct community meeting on ▪ Budget, Staff, materials ▪ Baseline survey (PLA) used ▪ Community people joined
CD concept to 700 VPs in 30 11 tools conducted for 12 discussion actively and they
villages villages with total participants wanted to share their living
of 821 (512 women) condition and problems to
be solved
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 ▪ Conducted VP family ▪ Assessment conducted
planning and family assessment assessment for 18 families due to project wanted to
to 60 VDCs in 6 villages for supporting respond 18 VP families
income generation who are needed promptly
1.3.2 In coordination with VDCs, ▪ Budget, staff, materials ▪ VP household planning for ▪ The household planning is
organize small group meeting individual families for 18 in part of the family
with VPs to develop household families in 6 villages assessment plan, it is just
planning ranged important points not
making detail plan yet
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
1.3.4 Conduct workshop on family ▪ Budget, staff, materials Planned in next semester ▪ Jan-08
assessment to 120 VPs

Output 1.4:
Improve literacy and numeracy ▪ 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 mobiled libraries
libraries established

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 women) and Anlung Slen
as partner with CWS-project will be identified in January
1.4.2 Assess illiterate people in 9 ▪ Project staff ▪ Literacy program will be ▪ Illiterate people assessment
villages implemented in 4 villages will be done in January 08
Sraoeurng, Beng, Chaom
Boeng and Thmey
1.4.3 Conduct 9 literacy classes for ▪ Project staff, budget Planned in next semester ▪ Jan - Jun 08
180 students (50% women)
1.4.4 Collaborate with WFP to provide ▪ Project Manager/ Coordinator, ▪ Project keeps contact with ▪ WFP informed us that no
food to students and teachers Program Officers, budget, vehicle WFP food available for literacy
program this year
project planned to respond
with its afford.
1.4.5 Support education materials to ▪ Budget, Project staff, education ▪ Planned in next semester ▪ Jan - Feb. 08
180 students and 9 teachers materials, illuminating materials,
1.4.6 Cooperate with Education Office ▪ Budget, Project staff ▪ This activity is not done due ▪ Sep. 07
to organize International Day the project is not recruit the
of Literacy Literacy teacher yet

1.4.7 Support 20 sets of community ▪ Budget, Project staff ▪ Planned in next semester ▪ Feb-08
mobile libraries
1.4.8 Support allowance and per-diem ▪ Budget, Project staff Planned in next semester ▪ Jan-Jun 08
to Non-formal Education Officer
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 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 ▪ Project report, monitoring
awarded of HIV/ AIDS and sexual report
transmitted diseases prevention
▪ 2000 people from 30 villages awarded ▪ Project report, monitoring
of primary health care report

▪ 2000 people in 30 villages awarded of ▪ Project report, monitoring
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 Project manager and The trainings moved to Feb
primary health care training to project coordinator contacted 2008
20 field staff provincial department of health
2.1.2 Cooperate with VDCs to select ▪ Project staff, budget ▪ Project staffs cooperated ▪ Actually 21 TBAs are
40 TBAs in 30 villages with VDCs in 12 villages existing TBAs selected by
identified 24 TBAs HCs and 3 TBAs are added
2.1.3 Cooperate with OD/ HC to provide ▪ Budget, training materials, project ▪ Project manager and ▪ Chief of provincial health
training to TBAs on safe delivery, staff, vehicle project coordinator contacted department told us to
delivery, pre and post natal care provincial health department discusses with OD/HC to
consultation to pregnant and prepare agreement first
lactating women and provide TBA
kit (as request from health center)
2.1.4 Coordinate with OD/ HC to provide ▪ Budget, training materials, project ▪ Planned in next semester ▪ May-08
refresher training to 40 TBAs staff, vehicle
2.1.5 Coordinate with health center ▪ Budget, project staff ▪ Planned in next semester ▪ Feb., May 08
staff to organize TBA quarterly
meeting
2.1.6 Support TBAs to provide ▪ Budget, project staff ▪ Planned in next semester ▪ Jan. - Mar. 08
awareness on birth spacing, child
health to 1000 people
2.1.7 Cooperate with VDCs to select ▪ Project staff, budget ▪ Project staffs cooperated ▪ 10 women and 9 men,
40 VHVs in 30 villages with VDCs in 12 villages the final selection will be
identified 19 VHVs cooperated with HCs.
17 VHVs are existing VHVs
selected by CHs and 2 VHV
are added.

2.1.8 Cooperate with HC to provide ▪ Budget, training materials, project ▪ Moved to Feb 08 ▪
training to 40 VHVs on primary staff, vehicle
health care, avian flu, malaria and
dengue fever, HIV/AIDS.
2.1.9 Support material and IEC to ▪ Budget, IEC materials, project staff Not done in this semester ▪ Duet to training to VHVs
VHVs to provide awareness to moved to next quarter will be moved next
1000 people in 30 villages on semester
HIV/ AIDS and STD prevention
2.1.1 Coordinate with HC to conduct ▪ Budget, project staff ▪ Planned in next semester ▪ Feb., May 08
quarterly meeting with 40 VHVs
2.1.1 Support 40 VHVs to conduct ▪ Budget, IEC materials, project staff Planned in next semester ▪ Feb-Mar. 08
awareness on primary health
care to 2000 people in 30 villages
2.1.12Support 40 VHVs to conduct ▪ Budget, IEC materials, project staff Planned in next semester ▪ Apr. - May 08
awareness on dengue fever,
malaria and avian influenza to
2000 people in 30 villages
2.1.1 Coordinate with OD/ HC to ▪ Budget, project staff ▪ Coordinated with CC and HC ▪ 116 women participated
organize World AIDS Day with organized AIDS day in in the meeting which took
300 participants Sraoeurng commune 198 about 4 hours.
participants from 5 villages
Question-answer asked for They could answer but their

57 participants 60% could answers were partly
answer. 30 participants who correct only (60%).
could answer received 30
Sarong 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
2.2.1 Support 40 VHVs to provide ▪ Field staff, budget, IEC materials ▪ Planned in next semester ▪ Jan - Jun 08
awareness on nutrition to
2000 people in 30 villages.
2.2.2 Collaborate with VHVs to provide ▪ Field staff, budget, IEC materials ▪ Planned in next semester ▪ Jan - Jun 08
nutrient food to 360 malnourished
children in 9 villages
Output 2.3
Improve access to safe water and ▪ 120 families benefited from ▪ Project report, monitoring ▪ Road 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 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
from 5 primary schools educated on report
water and sanitation
▪ World Water Day organized with ▪ Project report, monitoring
300 participants report

2.3.1 Cooperate with VDCs to select ▪ Project staff ▪ Cooperated with VDC ▪ The construction will be in
families benefits from 40 open identified 4 open wells in January
wells and 20 aprons Chaom Thnanh village for 20 Contribution from members
families collected 10,000 Riel for
each well
2.3.2 Cooperate with VDCs to support ▪ Project staff, budget, construction ▪ Planned in next semester ▪ Feb. - May 08
beneficiaries to construct open materials, vehicle, ring molds
wells and aprons
2.3.3 Cooperate with VDCs to select ▪ Project staff ▪ Planned in next semester ▪ Jan. 08
150 vulnerable families to receive
water filter in 30 villages
2.3.4 Provide 150 water filters to 150 ▪ Project staff, budget, construction ▪ Planned in next semester ▪ Feb. - May 08
vulnerable families in 30 villages materials, filter molds, vehicle
2.3.5 Support VHVs to provide water ▪ Project staff, budget, IEC materials ▪ Planned in next semester ▪ Mar. - May 08
and sanitation education to
2.3.6 Cooperate with VDCs to select ▪ Project staff ▪ Planned in next semester ▪ Feb. 08
40 vulnerable families benefit
from 40 latrine constructions
2.3.7 Support beneficiaries in latrine ▪ Project staff, construction materials, Planned in next semester ▪ Feb. - May 08
construction budget
2.3.8 Cooperate with school masters ▪ Project staff, budget ▪ Planned in next semester ▪ Mar. - May 08
and teachers to provide water
filters and how to maintain

2.3.9 Support HC to provide water and ▪ Project staff, budget, IEC materials ▪ Planned in next semester ▪ Mar. - May 08
sanitation awareness to 750
school children and teachers in
5 primary schools
2.3.1 Cooperate with PDRD to organize ▪ Project staff, budget, IEC materials ▪ Planned in next semester ▪ Mar. 08
the World Water Day with
300 participants
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 ▪ 34 school children of ▪ 19 school boys and 14
the school children of vulnerable vulnerable families selected school girls
families from 8 villages in Kompong
Thom
2.4.2 Cooperate with District Office of ▪ Project staff, budget ▪ ▪ Distribution of education
Education to provide education materials will be on January
materials to 100 children (60% 2008
girl) from vulnerable families
2.4.3 Encourage parents to keep on ▪ Field staff Advises given to parents for ▪ Project staffs have provided
supporting their children's 18 VP families in six villages advices to 18 families who
education through income generation project supported income
support. generation with small grant
2.4.4 Cooperate with school teacher ▪ Project staff, budget ▪ Moved to next semester ▪
to provide incentive to high score
(60% up) targeted children

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 occurrence
▪ 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 ▪ Planned in next semester ▪ Feb-08
160 families in 30 villages for
livestock raising training
2.5.2 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ Planned in next semester ▪ Jan. - Feb. 08
training on livestock raising training materials
to 160 selected families.
2.5.3 Provide each target village of 10 ▪ Budget, fowl alternatives, livestock Planned in next semester ▪ Feb. - Mar. 08
fowl alternatives and 2 livestock's and vaccines
and vaccination to 160 families in 30 villages

2.5.4 Cooperate with VDCs to select ▪ Project staff ▪ The selection will be done ▪
40 families in 30 villages for in January 08
fish raising training
2.5.5 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ Planned in next semester ▪ Mar-08
training on fish raising to 40 training materials
families in 30 villages.
2.5.6 Provide fingerling and materials ▪ Budget, fingerlings, plastic net and Planned in next semester ▪ Feb. - Mar. 08
to 40 families who raise fish plastic sheet
in 30 villages
SRI training
2.5.8 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ Planned in next semester ▪ Mar. 08
training on SRI to 40 families training materials
in 30 villages.
2.5.9 Provide rice seed to 40 families ▪ Budget, rice seed Planned in next semester ▪ Apr. 08
in 30 villages
160 families for home gardening
in 30 villages
training on vegetable growing training materials
to 160 families in 30 villages
2.5.12Provide vegetable seed to 160 ▪ Budget, vegetable seeds Planned in next semester ▪ Feb. - Mar. 08
families in 30 villages

2.5.1 Cooperate with VDCs select ▪ Project staff ▪ Planned in next semester ▪ Feb-08
9 demo farmers in 9 villages
2.5.14Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ Planned in next semester ▪ Feb. 08
training on IFM to 9 demo farmers training materials
in 9 villages.
2.5.1 Provide seeds and materials to ▪ Budget, seeds, materials Planned in next semester ▪ Feb. - Mar. 08
2.5.16Organize field day in 9 places with ▪ Project staff, budget ▪ Planned in next semester ▪ Jun. 08
9 demo farmers for 270 people
2.5.1 Conduct community meeting on ▪ Project staff, budget Community meeting on SHG ▪ The SHG concept integrated
SHG and the advantages of group conducted in 12 target in all meeting with villagers
formation in 30 villages villages with small groups and mostly women
individuals for 398 participants
(289 women)
2.5.1 Form 49 SHG/ interest group at ▪ Project staff and materials ▪ 2 SHGs formed in Chaom ▪ The formation of SHGs is
least 12 members of each group Boeng village and Sraoeurng not so interested because
village with total of 28 families each village has similar
group operated.
In particular palm sugar group These group formed just for

with vulnerable members encouraging saving and
formed in 5 villages with 3-5 sharing live experiences not
members for each group. operate like SHG model.
Rice seed bank formed in 5 Rice seed given for flood

villages: Thnot Chhour with 34 affected families as part of
families, Beng 27 members, rehabilitation activities, and
Chaom Boeng 36 families, community people initiated
Beong Khvek 11 families, and ideas to form into bank for
Anung Sleng 7 families sustainability.

2.5.1 Conduct workshop in SHG ▪ Project staff, budget, Planned in next semester ▪ Feb. - Mar. 08
concept and the advantages of training materials
group formation for 588
participants
2.5.2 Provide training on SHG book- ▪ Project staff, budget, Planned in next semester ▪ Feb. - Mar. 08
keeping to 245 participants training materials
2.5.2 Provide grant support/ WCA to ▪ WCA grant ▪ Planned in next semester ▪ May. - Jun. 08
30 SHGs/ interest group

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, Planned in next semester ▪ Jan. - Feb. 08
Understanding Conflict to 100 key project coordinator, budget, training
persons for 24 villages material
3.1.2 Conduct 2 Reflection Workshop ▪ Program coordinator/officer, Planned in next semester ▪ Apr. 08
on Working for Peace to 48 CC project coordinator, budget, training
members. material

3.1.3 Conduct 2 training courses on ▪ Program coordinator/officer, Planned in next semester ▪ Mar. 08
LCP concept to 40 participants project coordinator, budget, training
material
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 ▪
aware 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 ▪ Planned in next semester ▪ Jan-08
select 48 VDVs in 24 villages
4.1.2 Coordinate with PRC to provide ▪ Program/Project coordinator, budget, ▪ Planned in next semester ▪ Jan-08
2 training courses on CBDRM to training materials
VDVs and CCs.

4.1.3 Support VDVs to conduct echo ▪ Project coordinator/staff, budget, ▪ Planned in next semester ▪ Jan-08
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 ▪ Planned in next semester ▪ Feb-Mar 08
preparedness awareness in
30 villages for 1000 interested
people.
4.1.5 Facilitate VDVs, VLs, VDCs and ▪ Project staff ▪ Planned in next semester ▪ Feb-08
CCs to develop village disaster
mitigation plans.
4.1.6 Support VDVs, VDCs, VLs and ▪ Budget ▪ Planned in next semester ▪ Feb-May 08
CCs to implement 5 disaster
mitigation projects.
4.1.7 Organize and facilitate semester ▪ Program/Project coordinator, budget, ▪ Planned in next semester ▪ Feb and Jun 08
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, ▪ The training moved to Feb 08 ▪
2 training courses on CBFA to training materials
48 VDVs
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, ▪ 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.
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
4.3.3 Support emergency kits to PRCs ▪ Budget, project coordinator/manager ▪ Proposal will be submitted ▪
from PRCs in Jan 08
Theme 5: Project Development, Management and Supervision
OBJECTIVE
Effective and efficient program management and functioning; enhance community development planning and practice
Output 5.1
Monitor and support field staff and ▪ Monthly project monitoring visits ▪ ▪
performance)
▪ Semester monitoring visit for M&E ▪
system
5.1.1 Field visit to monitor project ▪ Project Manager, Project Coordinator, Project manager and deputy ▪ Coaching given on training
management (12 times) Program Officers, vehicle Project manager monitored PRA presentation, stay
PRA, VDC selection, trainings overnight, and learning
and stay overnight for 9 times

5.1.2 Field visit to monitor project ▪ Project Manager, Program Officers, Project coordinator monitored ▪ Coaching and advise given
implementation and staff vehicle staff performance for 19 field staffs on SHGs, VDC
performance (24 times) times and project manager working with VP, village
monitored for 6 times plan, training, selection of
beneficiaries
5.1.3 Conduct monitoring & evaluation ▪ Project manager / coordinator Project manager, coordinator ▪ Monitoring system conduct
system two times per year vehicle, Program officers/coordinator and project staff participated first time by FMER focused
Program manager monitoring system conducted on planning. Needed to be
by FMER program improved six months and
quarterly, monthly planning,

Project Name: Preah Vihear Villaged 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 ▪ PDRD agree to cooperate
with PDRD, PDoA, PDoE, PDoH Program Officers with PDRD Officers as first time elected VDC in
resulted project plan for VDC 12 villages in Rumor Sre,
election and training in new Teuk Kraham and Chorm
target areas for 18 villages in Khsan commune
Chorm Khsan district
PvH Village Based Community Development FY08_Mid‐Year_Logframes 138

▪ One coordination meeting ▪ PDoH director ask CWS to
with PDoH as resulted the follow her agreement form
Director of PHD agree to for MOU
coordinate
1.1.2 Organize semester meetings ▪ Project Manager, Project Coordinators ▪ Meeting with district authority ▪ The district authority
with district authorities and Program Officers, budget, vehicle informed about CWS project welcomed CWS and help to
agriculture, education, rural in new target areas for 18 support as needs
development office and OD/HC villages in 4 communes of
Chorm Khsan district
▪ Meeting with district education ▪ The district Education

informed about CWS activity Officer welcome CWS
concerning with education activities and help to
such as support students support
from poorest families and
Non Formal Education
1.1.3 Organize quarterly meetings with ▪ Project Coordinators, field staff, ▪ planned in next semester ▪ Jan 08 and Apr 08
commune councils for budget
6 communes
1.1.4 Attend PROCOCOM monthly ▪ Project Manager, Project Coordinators Not done ▪ for KPT to join
meeting Program Officers
1.1.5 Network with PLAU ▪ Project Manager, Project Coordinators ▪ Program Officer and project ▪ PLAU agree to support
Program Officers, vehicle coordinator conduct meeting
with PLAU for training to CCs
One project staff attended

integrated commune plan
workshop in province

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
aware on CD concepts

1.2.1 Conduct VDCs/CCs quarterly ▪ Budget, Staff, materials ▪ Quarterly meeting was not ▪ Quarterly meeting will start
meeting for improving and organized but project staff in January 2008 due to
strengthening capacity of have meeting with individual project staff met CC
VDCs/CCs in target areas VDCs and CCs members members for coordination
every month in target villages of activities and VDCs were
busy in village planning
1.2.2 Conduct annual planning ▪ Budget, Staff, materials ▪ Project staff coached VDCs ▪ The capacity of VDC to
workshop to VDCs, VLs and CCs develop village development village plan is very young
in 30 villages plan, resulted 18 villages so project staff need more
develop development plan times top coach them.
prepared in 18 villages
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 60 VDCs integrated in each village
and VDCs members (24 women)
selected

▪ Coordinated with PDRD ▪ 2 trainers from PDRD
provided training on roles and provided 3 training courses
responsibilities to 60 VDCs to new VDCs members
members, 12 VCs from 12 VCs and CC members
villages and 6 CC members
from 3 communes
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 due
and CCs) plan to 74 VDC members to VDC need village plans
(22 women) in 12 villages
Provided stationary 12 items

to VDCs in 12 villages
for village plan and other
reports, proposal, and files.
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 discussion actively and they
villages villages with total participants wanted to share their living
of 557 (400 women) condition and problems to
be solved
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 not conducted
planning and family assessment with 27 VP families in 12 due to project wanted to
to 60 VDCs villages and supporting them respond 27 VP families
to plan make home gardening who are needed to improve
and plan vegetable their living condition
1.3.2 In coordination with VDCs, ▪ Budget, staff, materials ▪ VP household planning for ▪ The household planning is
organize small group meeting individual families for 27 only for vegetable and
with VPs to develop household families in 12 villages household sanitation
planning
1.3.3 Support and monitor VPs in ▪ Budget, staff, materials Support ideas and vegetable ▪
implementation of household plan seeds to 27 VP families to
growing morning glory 25 banchs,
mustard 19 banchs
1.3.4 Conduct workshop on family ▪ Budget, staff, materials Planned in next semester ▪ Jan-08
assessment to 120 VPs
Output 1.4:
Improve literacy and numeracy ▪ 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
District Non-formal Education education , as result the transferred to join training
to select and train literacy Non Formal Education officer at KPT province
teachers with 30% women welcomed CWS and as
partner with CWS-project
1.4.2 Assess illiterate people in 9 ▪ Project staff ▪ Identified literacy program will ▪ Illiterate people assessment
villages be implemented in 5 villages will be done in January 08
O Ksan, Trapeang Thom,
Svay, Veal Thom and Kork
1.4.3 Conduct 9 literacy classes for ▪ Project staff, budget Planned in next semester ▪ Jan - Jun 08
180 students (50% women)
1.4.4 Collaborate with WFP to provide ▪ Project Manager/ Coordinator, ▪ WFP not plan support food ▪ Only in KPT planned
food to students and teachers Program Officers, budget, vehicle in PVH
1.4.5 Support education materials to ▪ Budget, Project staff, education ▪ Planned in next semester ▪ Jan - Feb. 08
180 students and 9 teachers materials, illuminating materials,
1.4.6 Cooperate with Education Office ▪ Budget, Project staff ▪ This activity is not done due ▪ Sep. 07
to organize International Day to we do not select the
of Literacy literacy yet
1.4.7 Support 20 sets of community ▪ Budget, Project staff ▪ Planned in next semester ▪ Feb-08
mobile libraries
1.4.8 Support allowance and per-diem ▪ Budget, Project staff Planned in next semester ▪ Jan-Jun 08
to Non-formal Education Officer
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 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 ▪ Project report, monitoring
aware of HIV/ AIDS and sexual report
transmitted diseases prevention
▪ 2000 people from 30 villages aware ▪ Project report, monitoring
of primary health care report
▪ 2000 people in 30 villages aware of ▪ Project report, monitoring
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 need CWS make
primary health care training to coordinator contacted MOU due to new policy of
20 field staff provincial health department MOH
2.1.2 Cooperate with VDCs to select ▪ Project staff, budget ▪ TBAs were selected by HU ▪ Actually 20 TBAs are
40 TBAs in 30 villages in the previous year existing TBAs selected by
HCs and HU
2.1.3 Cooperate with OD/ HC to provide ▪ Budget, training materials, project ▪ Program officer and project ▪ Chief of provincial health
training to TBAs on safe delivery, staff, vehicle coordinator contacted department told us to
delivery, pre and post natal care provincial health department make MOU with PHD
consultation to pregnant and before any cooperation
lactating women and provide TBA activities
kit (as request from health center)
2.1.4 Coordinate with OD/ HC to provide ▪ Budget, training materials, project ▪ Planned in next semester ▪ May-08
refresher training to 40 TBAs staff, vehicle
2.1.5 Coordinate with health center ▪ Budget, project staff ▪ Planned in next semester ▪ Feb., May 08
staff to organize TBA quarterly
meeting
2.1.6 Support TBAs to provide ▪ Budget, project staff ▪ Planned in next semester ▪ Jan. - Mar. 08
awareness on birth spacing, child
health to 1000 people
2.1.7 Cooperate with VDCs to select ▪ Project staff, budget ▪ All 18 villages have existing ▪ 36 VHVs (18 women)
40 VHVs in 30 villages 36 VHVs and we need to selected by HC and HU
check with OD or HC on
their role and responsibility
2.1.8 Cooperate with HC to provide ▪ Budget, training materials, project ▪ Moved to Feb 08 ▪ Needed Sign MOU between
training to 40 VHVs on primary staff, vehicle CWS and PDoH
health care, avian flu, malaria and
dengue fever, HIV/AIDS.

2.1.9 Support material and IEC to ▪ Budget, IEC materials, project staff Not done in this semester ▪ Needed Sign MOU between
VHVs to provide awareness to moved to next quarter CWS and PDoH
1000 people in 30 villages on
HIV/ AIDS and STD prevention
2.1.10 Coordinate with HC to conduct ▪ Budget, project staff ▪ Planned in next semester ▪ Feb., May 08
quarterly meeting with 40 VHVs
2.1.11 Support 40 VHVs to conduct ▪ Budget, IEC materials, project staff Planned in next semester ▪ Feb-Mar. 08
awareness on primary health
care to 2000 people in 30 villages
2.1.12 Support 40 VHVs to conduct ▪ Budget, IEC materials, project staff Planned in next semester ▪ Apr. - May 08
awareness on dengue fever,
2.1.13 Coordinate with OD/ HC to ▪ Budget, project staff ▪ Not done in PVH ▪ KPT was organized and
organize World AIDS Day with implemented
300 participants
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

2.2.1 Support 40 VHVs to provide ▪ Field staff, budget, IEC materials ▪ Planned in next semester ▪ Jan - Jun 08
awareness on nutrition to
2000 people in 30 villages.
2.2.2 Collaborate with VHVs to provide ▪ Field staff, budget, IEC materials ▪ Planned in next semester ▪ Jan - Jun 08
nutrient food to 360 malnourished
children in 9 villages
Output 2.3
Improve access to safe water and ▪ 120 families benefited from ▪ Project report, monitoring ▪ Road 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 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
in 5 primary schools can access to report
clean drinking water
from 5 primary schools educated on report
water and sanitation
▪ World Water Day organized with ▪ Project report, monitoring
300 participants report

2.3.1 Cooperate with VDCs to select ▪ Project staff ▪ Cooperated with VDC ▪ The construction will be in
families benefits from 40 open identified 1 open wells and January
wells and 20 aprons 2 deep wells for 30 families The communities will
in Svay village, Rumdoh Sre contribution sand, gravel
commune and labors
2.3.2 Cooperate with VDCs to support ▪ Project staff, budget, construction ▪ Planned in next semester ▪ Feb. - May 08
beneficiaries to construct open materials, vehicle, ring molds
wells and aprons
2.3.3 Cooperate with VDCs to select ▪ Project staff ▪ Planned in next semester ▪ Jan. 08
150 vulnerable families to receive
water filter in 30 villages
2.3.4 Provide 150 water filters to 150 ▪ Project staff, budget, construction ▪ Planned in next semester ▪ Feb. - May 08
vulnerable families in 30 villages materials, filter molds, vehicle
2.3.5 Support VHVs to provide water ▪ Project staff, budget, IEC materials ▪ Planned in next semester ▪ Mar. - May 08
and sanitation education to
40 vulnerable families benefit
from 40 latrine constructions
2.3.7 Support beneficiaries in latrine ▪ Project staff, construction materials, Planned in next semester ▪ Feb. - May 08
construction budget
2.3.8 Cooperate with school masters ▪ Project staff, budget ▪ Planned in next semester ▪ Mar. - May 08
and teachers to provide water
filters and how to maintain

2.3.9 Support HC to provide water and ▪ Project staff, budget, IEC materials ▪ Planned in next semester ▪ Mar. - May 08
sanitation awareness to 750
school children and teachers in
5 primary schools
2.3.10 Cooperate with PDRD to organize ▪ Project staff, budget, IEC materials ▪ Planned in next semester ▪ Mar. 08
the World Water Day with
300 participants
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 ▪
the school children of vulnerable vulnerable families selected
families from 12 villages in 3
commune of Chorm Ksan
2.4.2 Cooperate with District Office of ▪ Project staff, budget ▪ Not done ▪ Distribution of education
Education to provide education materials will be on January
materials to 100 children (60% 2008
girl) from vulnerable families
2.4.3 Encourage parents to keep on ▪ Field staff Not done will advice when students
supporting their children's received school materials
education
2.4.4 Cooperate with school teacher ▪ Project staff, budget ▪ Moved to next semester ▪
to provide incentive to high score
(60% up) targeted children

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 occurrence
▪ 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
livestock raising training
training on livestock raising training materials
to 160 selected families.

2.5.3 Provide each target village of 10 ▪ Budget, fowl alternatives, livestock Planned in next semester ▪ Feb. - Mar. 08
fowl alternatives and 2 livestocks and vaccines
and vaccination to 160 families in
30 villages.
2.5.4 Cooperate with VDCs to select ▪ Project staff ▪ The selection will be done ▪
40 families in 30 villages for in February 08
fish raising training
2.5.5 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ Planned in next semester ▪ Mar-08
training on fish raising to 40 training materials
families in 30 villages.
2.5.6 Provide fingerling and materials ▪ Budget, fingerlings, plastic net and Planned in next semester ▪ Feb. - Mar. 08
to 40 families who raise fish plastic sheet
in 30 villages
SRI training
2.5.8 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ Planned in next semester ▪ Mar. 08
training on SRI to 40 families training materials
in 30 villages.
2.5.9 Provide rice seed to 40 families ▪ Budget, rice seed Planned in next semester ▪ Apr. 08
in 30 villages
160 families for home gardening
in 30 villages
training on vegetable growing training materials
to 160 families in 30 villages
2.5.12 Provide vegetable seed to 160 ▪ Budget, vegetable seeds Planned in next semester ▪ Feb. - Mar. 08
families in 30 villages
2.5.13 Cooperate with VDCs select ▪ Project staff ▪ Planned in next semester ▪ Feb-08

2.5.14 Cooperate with PDoA to conduct ▪ Project staff, budget, ▪ Planned in next semester ▪ Feb. 08
training on IFM to 9 demo farmers training materials
in 9 villages.
2.5.15 Provide seeds and materials to ▪ Budget, seeds, materials Planned in next semester ▪ Feb. - Mar. 08
2.5.16 Organize field day in 9 places with ▪ Project staff, budget ▪ Planned in next semester ▪ Jun. 08
9 demo farmers for 270 people
2.5.17 Conduct community meeting on ▪ Project staff, budget Not done ▪ Project staff discuss with
SHG and the advantages of group VDCs and Village chief
formation in 30 villages on SHG concept
2.5.18 Form 49 SHG/ interest group at ▪ Project staff and materials Not done ▪ Project staff discuss with
least 12 members of each group VDCs and Village chief
on SHG concept
2.5.19 Conduct workshop in SHG ▪ Project staff, budget, Planned in next semester ▪ Feb. - Mar. 08
concept and the advantages of training materials
group formation for 588
participants
2.5.20 Provide training on SHG book- ▪ Project staff, budget, Planned in next semester ▪ Feb. - Mar. 08
keeping to 245 participants training materials
2.5.21 Provide grant support/ WCA to ▪ WCA grant ▪ Planned in next semester ▪ May. - Jun. 08
30 SHGs/ interest group
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, Planned in next semester ▪ Jan. - Feb. 08
Understanding Conflict to 100 key project coordinator, budget, training
persons for 24 villages material
3.1.2 Conduct 2 Reflection Workshop ▪ Program coordinator/officer, Planned in next semester ▪ Apr. 08
on Working for Peace to 48 CC project coordinator, budget, training
members. material
3.1.3 Conduct 2 training courses on ▪ Program coordinator/officer, Planned in next semester ▪ Mar. 08
LCP concept to 40 participants project coordinator, budget, training
material
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 preapre 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 ▪
aware 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 ▪ Planned in next semester ▪ Jan-08
select 48 VDVs in 24 villages
4.1.2 Coordinate with PRC to provide ▪ Program/Project coordinator, budget, ▪ Planned in next semester ▪ Jan-08
2 training courses on CBDRM to training materials
VDVs and CCs.
4.1.3 Support VDVs to conduct echo ▪ Project coordinator/staff, budget, ▪ Planned in next semester ▪ Jan-08
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 ▪ Planned in next semester ▪ Feb-Mar 08
preparedness awareness in
30 villages for 1000 interested
people.
4.1.5 Facilitate VDVs, VLs, VDCs and ▪ Project staff ▪ Planned in next semester ▪ Feb-08
CCs to develop village disaster
mitigation plans.
4.1.6 Support VDVs, VDCs, VLs and ▪ Budget ▪ Planned in next semester ▪ Feb-May 08
CCs to implement 5 disaster
mitigation projects.
4.1.7 Organize and facilitate semester ▪ Program/Project coordinator, budget, ▪ Planned in next semester ▪ Feb and Jun 08
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 ▪ Need ERP Coordinator
2 training courses on CBFA to training materials contact PRC in PVH
48 VDVs

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, ▪ No request from community ▪
VPs and disaster victim families budget, vehicle
in affected areas
4.3.2 Support food assistance to ▪ ERP Coordinator, Project staff, ▪ No request from community ▪
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 ▪ Need ERP Coordinator
contact with PRC

OBJECTIVE
Effective and efficient program mananagement and functioning; enhance community development planning and practice
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 training on PLA operation,
field monitored. Support staff stay overnight, and learning
to conduct PLA, VDC from each other
selection, trainings and stay
overnight with field staffs
5.1.2 Field visit to monitor project ▪ Project Manager, Program Officers, Program officers and Project ▪ Coaching and advise given
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
5.1.3 Conduct monitoring & evaluation ▪ Project manager / coordinator Program officers, project ▪ Monitoring system conduct
system two times per year vehicle, Program officers/coordinator coordinator, staff participated first time by FMER focused
Program manager monitoring system conducted on planning.
by FMER program

Project Name: Svay Rieng Water Sanitation Cooperation Project
Project No.

Overall Objective:
To expand the coverage of improved water supplies and sanitation facilities to underserved population of Romeas Hek and Romdoul 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 demonstrative 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 • 2 times meeting, once with PDRD • July-Dec. 07, Jan-Jun. 08
Svay Rieng PDRD for Motorbike, vehicle Director and another with PDRD coordinator • Select beneficiaries
implementing WatSan project • Training
• Filter, latrine and upgrade
hand pump
1.1.2 Strengthening relationship • Project Coordinator and Project staff • 46 (13 women) of CCLs,CCs, VCs, • Meeting for strengthening
with 2 district authorities and 6 Motorbike, vehicle VDCs and VAs in 5 Com of Romeas • and collaboration between
communes in CWS target area and Romdoul districts. authorities and CWS
SvR WatSan Cooperation Project FY08_Mid‐Year_Logframes 157

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 • Not done • It will be done next quarter
skill to 40 CCs/VLs in SvR budget, training manual, materials of next 6 month FY 08
1.2.2 Provide training in CD concept • Credit Program Coordinator, PDRD • Not done • It will be done next quarter
to CCs/ VLs budget, training manual, materials of next 6 month FY 08
1.2.3 Assist the CDFs to conduct • Credit Program Coordinator, CDFs, • Not done • It will be done next quarter
training course on Com Dev budget, materials of next 6 month FY 08
concept to 300 vulnerable
people from 15 target villages
Output 1.3
Vulnerable families are better able to • 60 vulnerable people from15 villages •
plan and manage household coached in household planning and
resources, leading to improvement practice
in overall living conditions
• 120 vulnerable people trained on how •
to conduct family assessment

1.3.1 Support CDFs to coach 60 • CWS staff, CDFs, budget, materials • Not done • It will be adjusted mid-year
vulnerable families on FY 08
household planning
1.3.2 Support CDFs to provide • CWS staff, CDFs, budget, materials
training on family assessment • Not done • It will be done next quarter
to 120 vulnerable people of next 6 month FY 08
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 CWS • Program and project staff, budget • Not done • It will be done in June
assets to community members of next 6 month FY 08
in 50 villages
Theme 2: Meeting basic need and building self-reliant, sustainable livelihoods

OBJECTIVE
Output 2.1
Improve overall community health • 500 people received awareness on • Not done • It will be done next quarter
status and individual health primary health care conducted by of next 6 month FY 08
outcomes CDFs with the support from CWS
• 500 people received awareness on • Not done • It will be done next quarter
dengue fever and malaria conducted of next 6 month FY 08
by CDFs with the support from CWS

2.1.1 Support CDFs to conduct • Project staff, CDFs, budget, IEC • Not done • It will be done next quarter
awareness on primary health materials of next 6 month FY 08
care to community
awareness on dengue fever, materials of next 6 month FY 08
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 the support from CWS
malnourish children

awareness on nutrition to 500 materials of next 6 month FY 08
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 biosand 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 • Progress report, latrine •

school teachers improved their health construction list
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 • Not done • It will be done in the next
constructing 160 hand pumps Budget 6 month of FY 08
for 480 beneficiaries in CWS
target areas.
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.
wells benefited 250 families. (114 women and 24 girls).
2.3.3 Collaboration with SvR PDRD • Project staff, CDFs, PDRD • Not done • It will be done next quarter
in formation of 14 well budget, materials of next 6 month FY 08
committees in 15 villages
2.3.4 Collaborate with SvR PDRD in • Project staff, CDFs, PDRD • Not done • It will be done next quarter
providing training on hand pump budget, training manual, spare parts of next 6 month FY 08
maintenance to 14 well
committees
2.3.5 Collaborate with SvR PDRD • Project staff, PDRD staff, CDFs, • 232 Filters benefited for 1,285 • Installed in 9 new
in providing 400 biosand filters Budget, biosand filter molds including 305 children villages, Daung commune
to 400 families in 15 villages. (659 women and 155 girls). of Romeas Hek District.
• 12 water filters were installed

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

in one health center in Daung
Commune benefited to 8 staff
(6 women);

• One water filter was installed
in Daung Commune benefited
to 11 commune councils and
one clerk (2 women).
2.3.6 Collaborate with SvR PDRD in • Project staff, CDFs, PDRD • 513 (86 women) trained on • Project staff, PDRD staff
providing training on biosand budget, training manual water filter use and and CDFs trained in 15
filter 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
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 villages, Daung commune
construct 120 latrines women and 33 girls of Romeas Hek District.
2.3.9 Install 25 biosand filters in 5 • Project staff, PDRD staff, CDFs, • 27 filters installed in six primary and • Those filters installation are
primary schools Budget, biosand filter molds, and one secondary schools benefit to in Romeas Hek district's
construction materials 52 teachers (12 women), and 2,288 Daung commune
children (950 girls)
2.3.10 Collaborate with SvR PDRD in • Project staff, PDRD staff, CDFs • Not done • It will be adjusted mid-year
constructing 2 hand pums for Budget FY 08 due to no schools for
2 primary schools in CWS hand pump construction.
target areas.
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.

2.3.12 Collaborate with SvR PDRD in • Project staff, PDRD staff, CDFs, • Not done • It will be adjusted mid-year
constructing 2 school latrines budget, construction materials FY 08 due to no schools for
for 2 primary schools in CWS latrine construction.
areas.
2.3.13 Conduct refresher training • Program and project staff, CDFs, • Not done • It will be adjusted mid-year
on WatSan to 10 CDFs, and PDRD, budget, training manual FY 08.
3 PDRD staff
2.3.14 Collaborate with SvR PDRD in • Project staff, CDFs, PDRD • Not done • It will be done the next
celebrating the World Water day budget, materials quarter FY 08.
Output 2.5 • 14 interest groups formed consist • Progress report, group list
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 • It will be done the next
least 12 members in each group budget quarter FY 08.
2.5.2 Coordinate with program staff • Program and project staff, CDFs, • 148 (41 women) 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 Romea Hek and
gardening to 160 vulnerable Rumduol trained
people

2.5.3 Conduct training on interest • Program and project staff, CDFs, • Not done • It will be done the next
group concept and advantages budget, materials quarter FY 08.
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 Regularly field visit to project • Project coordinator • Monitoring training, water filter • 2-3 days a week
implementation areas, and field ,upgrade hand pump activities
staff performance

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 continue to support partner
CNGO partners and small project practiced necessary organizational their target and activities to the
fund recipients to facilitate systems and technical capacity to new remote areas.
program that will effectively and carry out effective community
sustainably improve the living development interventions in support • Four partners developed their continue support partners
condition of the most vulnerable of the most vulnerable strategies to develop their strategies
• Two small grant partners • continue support to partner

received funds for advocacy
campaign on child abuse&
human rights
Output 1.1:
Matured organizational capacity • Defined V, M, G for 5 partners • KORCD, CFED, CFEDA & One more partner will
for CNGO partners KNTO defined their VMGs review its VMG next report
• Developed strategic plan for 5 partner • KORCD, CFED, CFEDA & One more partner will
KNTO developed strategies develop strategy next report
1.1.1 Support the Partnership Project • Program and Project staff, budget, Program staff assisted the One ecumenical partner
BTB, BTM, KPT & Ecum. in training materials Project staff to develop will develop its strategy
developing strategic plan for strategies for 4 partners next report period
partners (KORCD, CFED, CFEDA, KNTO)
Partnership Program FY08_Mid‐Year_Logframes 166

Output 1.2:
CNGO partner matured in technical • Partners improved leadership & • None • will be done next semester
capacity management skills
• Improved quality of report • A Report Writing course was • will follow up and improve
conducted for 12 partners reporting skills
(4 holistic).
• Partners obtained PRA skills • KORCD & CSCM obtained • will support other partners
PRA documentations to conduct PRA
• Partners obtained TOT & CD skills • Ecumenical partners obtained • will continue to improve
Presentation Skills their facilitation and
presentation skills
• "Community Based Org. and
Management" was organized
in Kompong Thom Office.
21 participants (8 women)
participated.
1.2.1 Conduct training on • Program and Project staff, budget, • None • will be done next report
"Management of Change" for materials period
all partners
1.2.2 Conduct training on "Report • Program and Project staff, budget, • 21 participants (5 women) from • The Program staff will
Writing" for all partners materials 12 partners (4 holistic) parti- follow up during next report
cipated in Report Writing course. period
Of which, 2 CFEDA, 2 KNTO,
1 ADOVIR, 3 KORCD
1 CIDC, 2 CFC, 1 SAMAKY,
1 CFED, 3 CSCM, 1 ICA,
2 KCC, 2 Local Church.

1.2.3 Support the project staff to • Program and Project staff, budget, • Supported Partnership Project • None
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 will provide

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.
1.2.5 Support the project staff to • Program and Project staff, budget, • The Program staff assisted
facilitate CD Concept training materials, vehicle Partnership Project Kompong
Thom to conduct Training on
"Community Based Org. and
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) • Continue small grant
Raising activities in partner's targets received small grant. support to partners
• 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, • None

10 Dec under the theme
of "We all have obligation to
promote and defend human
rights" was organized by
CHRAC in Phnom Penh.

1.3.1 Provide small grants to CNGO • Program staff and budget • CSF organized a campaign • will continue to provide
partners to implement activities called 19 November-World small grant to other partner
including Child at risk, women, Day for Prevention of Child
..etc Abuse under 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 presided by
the Provincial Deputy
Governor, Police Chief,
Director of Education Depart.

• CHRAC, with partial funding
support from CWS, organized
the Human Right Day,
10 Dec under the theme
of "We all have obligation to
promote and defend human
rights" through Street Parade
and rally in open and public
area in Phom Penh, with
approximately 5,000 people
from 59 different human right
organizations, Union
Federations and the Special
Representative of Secretary
General of the United Nations
for Cambodia.
Theme 2: Management and Supervision

OBJECTIVE. 2
Provide overall management, • CNGO Partners possess necessary • KNTO was monitored twice • will continue to monitor
supervision and capacity building organizational systems and technical and feedback was given all current partners
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,
improve the Partnership Program & ADOVIR, COWS & BFDK
lead to enhanced outcomes were audited by CWS.
• Strategies, mechanisms, guidelines, • Proposal Appraisal Tool for • Continue to develop other
policies, tools developed, tested holistic partners existed necessary tools for the
and updated program
• TNA and Follow Up Tools • The Program staff will

for partner capacity revise the tools to fit with
assessment were developed the partner's context

Output 2.1
Improved capacity of CNGO • At least 12 visits to holistic partners • 7 field visits conducted to KORCD, • Continue field visit to the
partners to plan, implement, at least two times per partner/year KNTO, CFEDA, ADOVIR, partners
monitor, assess & report outcomes ACED, CFED, COWS&BFDK

2.1.1 Visit partners at least two times • Program staff, budget and time • 3 field visits conducted to KORCD • Continue field visits to the
per year to monitor outputs Kompong Thom for flood partners
assessment &food assistance
• One visit to KNTO & CFEDA • Continue field visit
in Bateay Meanchey for
introduction & monitoring
• One visit to ADOVIR & ACED • Continue field visit
Battambang for relationship
building
• One visit to CFED to present • Continue field visit
its final program evaluation &
field visit to target community
• Lately, visited to COWS and • Continue field visit
BFDK (phased out partners) to
learn their community work.
2.1.2 Provide feedback to partners • Program staff, budget and time • After field visited to KORCD, • Further feedback will carry
regarding programming feedback meeting was done out within the next report
for the improvement regarding period
the field implementation &
Self Help Group & weaving
program and new rice bank.
• Findings &recommendations • CWS M&E Team will

of field monitoring to KNTO continue to monitor within
was presented to their staff this reporting period

• A final program evaluation • CWS continue to provide
result of CFED Svay Rieng coaching &build their staff
was presented and feedback capacity
discussion was carried out
among their staff.
Output 2.2
Improved program implementation • At least 2 visits to project field office • Provided coaching to the • Continue to visit field office
at field level; and improved staff per year Project Coordinator Kampong to support staff
management and development Thom for better planning,
implementation & reporting
• Provided coaching to the

Project Manager Battambang
on strengthening financial,
and planning

2.2.1 Visit to project field office and • Program staff, budget • 3 visits to Kampong Thom • Continue to visit field office
target partners related to Project Office and two visits to
management issues Battambang and Banteay
Meanchey Office.
2.2.2 Provide feedback to project staff • Program staff, budget • During the field office visits, • Continue feedback for staff
related to program management meeting with staff were improvement
carried out to ensure a sound
management & financial issue
Output 2.3
Improved program management • At least 3 program meetings/year • Program meeting was carried • Conduct next meeting
and coordination out in Kompong Thom Project within the next report period

• # meetings with POG & SMT • Attended 2 POG meetings • Continue POG & SMT
&two 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.
• 9 meetings with Ecumenical • Continue meetings with

Partners of ICA, KCC &CSCM multi-faith partners
and small grant partners of
CC, CSF &CHRAC as well as
non-funding partners of CFC,
Samaky & DPKS.
• Meeting with LWF about the • Continue meetings with

hosting internship student & multi-faith partners
facilitating workshop on the
Buddhist &Christian Values"
and translation of Diakonia &
Small Catechism
• Facilitated the workshop on

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

2.3.1 Conduct program meetings • Program staff, budget • One program meeting was • Conduct next meeting
conducted in Kompong Thom within the next report period
Project Office to agree on TOR,
Project &Program plan FY'08
2.3.2 Attend POG & SMT Meeting • Program staff, budget • Attended 2 POG meetings • Continue POG & SMT
&two SMT meetings meeting
2.3.3 Attend the meeting with other • Program staff, budget • Attended workshop on the • Continue meetings with
NGOs (partners, donors, "Financial Management" was all stakeholders
network) organized by CCC-NGO-GPP
• Attended workshop on the

"Aid Effectiveness" organized
by CCC-NGO PhD student

"Civil Society Organization
Dialogue on aid effectiveness"
organized by NGO Forum.

"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.

"Development Dialogue" was
organized by CEDAC.
• Attended "Annual General

Meeting" organized by CCC
• Meeting with Ecumenical

Partners of ICA, KCC &CSCM
to build relationship 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 capacity building to their
staff. Four staff from above
partners were invited for the
training on "Report Writing &
CBO and Management".
• CWS Cambodia also worked

in cooperation with the
international NGO of Lutheran
World Federation (LWF) to
host the intern student 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 • Program and Project staff
practice as result of periodic routinely to KNTO to learn and give continue to monitor the
evaluations of CNGO partners feedback to the partner partners
2.4.1 Support the project manager • Program/project staff, time, budget • Assisted Project Manager of • Continue support Project
to develop TOR for M&E BTB & KTM to develop Manager for monitoring
monitoring tools for M&E
workshop
2.4.2 Coordinate for internal or • Program/project staff, time, budget • Cooperated with M&E team • Cooperate with M&E team
external M&E to partners FMER staff and consultant to develop the to continue monitoring to
M&E tools and conducted partners
M&E exercise to KNTO for
testing tools

Output 2.5
Defined partnership strategies and • Developed new partner profiles • None • will be done when new
developed necessary tools for partner selected
monitoring & assessing program
capacity • Developed "partner selection tool" and • Proposal Appraisal Tool was • will revise based on the
"proposal assessment tool" developed and presented to feedback from POG.
POG.
• Grant monitoring tools • Grant monitoring tool was • will share with partnership
developed and presented to staff for testing
the Country Director
• M & E forms for partnership • Monitoring forms of SHG, • will use the hand book as
Funeral Association, VDC, M&E tools
Partner Capacity Assessment
were developed .
2.5.1 Support project staff to compile • Project/program staff, budget • None • will be done when the new
new partner's profiles partners selected
2.5.2 Develop "Partner Selection & • Project/program staff • Proposal Appraisal Tool for • will develop the partner
Proposal Assessment Tools" holistic partner was developed selection tool
and presented to POG to get
feedback. The tool was used
to appraise proposal of KNTO,
CFEDA and ADOVIR for FY08
2.5.3 Develop Grant Monitoring Tool • Program staff • Grant monitoring tool was • The tool will be shared to
developed and presented to the program team
the Country Director
2.5.4 Cooperate with M&E staff to • Project/program staff, budget • Monitoring forms of SHG, • will use M&E Handbook as
develop M&E Forms for Funeral Association, VDC, a tool to monitor the project
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 • None
of CNGOs partners to other donors Plus and AusAID was carried
for resource mobilizations out to discuss about CFED
Svay Rieng Financial Issue.

2.6.1 Coordinate meeting with other • Program staff • Partnership Program staff • will continue to improve
donors Mplus, AusAID, Hiefer, coordinated a meeting with CFED financial system &
MekongPlus & AusAID as staff capacity within next
they are funding partners of report period
CFED Svay Rieng. Meeting
was focused on financial
quality check. CWS internal
audit conducted a
global audit to CFED based
on the request from Mekong
Plus & AusAID.
2.6.2 Attend NGO/ donor forum • Program staff • None • will continue meeting with
other NGO & donors
Output 2.7
Staff development; effective • Program staff possess OD skill • 6 Partnership Staff attended • will continue to build OD
training and mentoring of field office M&E system development skills
staff; enhanced capacity building of
program office staff • Project staff possess project cycle • Ongoing coaching and follow • will continue to provide
management skill up the progress of project coaching to project staff
implementation to ensure the
quality of work

2.7.1 Provide on-going coaching to • Program staff • Coaching meetings with • will continue coaching to
program and project staff on the ecumenical Program officer & ensure the program staff
OD & Project Cycle capacity building Program can carry out their job
Management officer regarding the training effectively
course and approaches on
how working with them more
effectively.
• Ongoing coaching to Project • will continue to support the

Managers in Kompong Thom project managers to ensure
and Battambang regarding the exit plans set up
the approaches working with
partners and exit strategies
between CWS & partner and
Partners with their community
2.7.2 Encourage program & project • Program/project staff • Six Partnership staff attended • will encourage staff to learn
staff to learn necessary skills the M&E Training early FY08 other skills related to the
through internal & external and carried out a field practice program management
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

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 existed • The developed strategy
for 1 CNGO partners developed will be submitted to the
board of directors to review
• Annual Plan document developed • Annual plan with details of • None

activities and timeframe was
developed and in use.
• CAT conducted for HAPO, COP • Capacity Assessment was • Staff was not able to
and CIDC conducted for HAPO&CIDC achieve the three partners.
due to the engagement of
M&E system development.
CAT will be done in Jan08
for COP.
• KORCD staff are able to use CAT • None • This will be done in May08
KPT Partnership Project FY08_Mid‐Year_Logframes 180

• KORCD's Admin & Staff policies • None • This was delayed due to
reviewed KORCD staff engaged
with other important event.
• Training need assessment identified • Training Need Assessment • None
(TNA) was conducted for KORCD
• Staff policies implemented by • Staff policy was developed & • This will be review next
KORCD staff put in use year
1.1.1 Train KORCD staff on strategic • Program and Project staff, budget, • Project staff with support from • The strategy will be
plan (VMG) training materials partnership program officer reviewed by KORCD's
conducted training on strategy board director
planning workshop for the six
KORCD and two CSCM staff
from 13-17 Oct07.
1.1.2 Assist KORCD to develop • Project staff, motorbike After the strategy plan was
• • Plan of Action FY'08 is in
annual plan developed, the 6 KORCD staff use.
with support of CWS staff
developed the Annual Plan of
FY'08
1.1.3 Use CAT to evaluate HAPO, • Program and project staff, motorbike, • CAT was carried out to HAPO • Project staff will conduct
CIDC and COP materials on 20-21 August07 with full CAT for COP in Jan08.
participation of partner's staff
and 60 parents of school
children; and CIDC carried
out its CAT on 24-25 Oct07
with participation of partner's
staff and 40 local authorities.

1.1.4 Provide training on CAT • Project staff, budget, materials, • None • CAT will be done in May08
Assessment to KORCD motorbike
1.1.5 Coach KORCD staff to revise • Project staff, materials, motorbike • None • Coaching will be carried
administration system and out with KORCD staff to
staff policy review admin system and
staff policies
1.1.6 Conduct TNA for KORCD staff • Project staff, motorbike, materials • TNA was conducted for • None
KORCD and put in staff
development plan
1.1.7 Monitor KORCD staff on plan • Project staff, motorbike • Project staff monitored the • Project staff also stayed
implementation of annual KORCD staff and program at the communities with
and organizational manage_ four times per month to make partner staff to learn more
ment policies sure the management system about their livelihood
& activities carried as planed
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 staff and DRDD staff not yet trained & KORCD
Committee for Program Department (PRDD) and District to select nine VDC leaders &project staff will train the
Management (VCPM) Rural Development Department. and 52 VCPM and 12 Advisors new VDCs
(DRDD) in nine target villages of
KORCD.
Output 1.2:
CNGO partner matured in technical • 8 target villages of KORCD • KORCD staff conducted PRA • None
capacity conducted and documented PRA in nine target villages in three
communes (Thnoat Chum,
Phnov & Taingkrasaing) with
cooperation from VDC, CC
& 286 villagers (214 women).

• KORCD staff have good team work • KORCD staff have worked • Continue to improve the
hard with a consultation and effectiveness of program
participation with stakeholders implementation
• Financial report from KORCD is • KORCD submitted monthly & • Project staff continue to
acceptable quarter financial reports with monitor 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 height KORCD staff to fulfill the
target villages. gaps on bookkeeping skills
• KORCD staff are able to present • KORCD staff slightly improved • Project staff will provide
their work in the meeting/ workshop their presentation skill through training on the presentation
meeting and workshop skills next quarter
• KORCD staff are able to solve • KORCD has continued to • Project staff will provide
problems in their target areas monitor its village conflict training on problem solving
resolution committee in their to KORCD staff
target communities
• KORCD staff are able to write report • KORCD submitted a mid-year • Project staff will coach on
and submit on time report of FY08 earlier. the quality of report
• Study tour organized for 6 CNGO • None • This will be carried out in
staff and 9 community members April'08 to visit a silk
weaving program
• 10 CNGO staff improved their • KORCD staff are able to train • KORCD will continue their
community development work after their target villagers on home skills on community
the training gardening, compost making & development work
traditional pesticides.

1.2.1 Conduct PRA training to • Program and project staff, budget, • Project staff conducted a • None
KOCRD staff and coach them in materials, vehicle training on PRA to 6 KORCD,
the field 2 KCC and 2 CSCM staff from
10-14 Sept07. Participants
were asked to practice the
actual PRA in one village.
KORCD completed its PRA in
the 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 VDC 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 • Project staff will provide
financial management to bookkeeping to KORCD staff ongoing coaching and
KORCD finance staff and ongoing monitor financial build strong financial
report management
1.2.4 Provide training on SHG and • Project staff, motorbike, materials • Project staff conducted SHG- • Project staff will provide
book keeping to KORCD staff Bookkeeping to six KORCD ongoing monitoring to
staff and nine VDCs on 18-19 SHG bookkeeping
Dec07.
1.2.5 Coach KORCD staff on • Project staff, motorbike, materials • None • This training will be carried
presentation and listening skills out next quarter

1.2.6 Conduct training workshop on • Program and Project staff, budget, • None • This training will be carried
Conflict Resolution to CNGO materials out next quarter
partners
1.2.7 Train KORCD staff on report • Program staff, budget and materials • Three KORCD staff sent to • Project staff will check and
writing attend the Report Writing in give feedback to KORCD
Phnom Penh organized by the regarding quality of report
Partnership Program 12-16
Nov07. KORCD is able to
write report and submitted to
CWS on time. Partnership
Project Kompong Thom also
supported small funds for two
staff of CCDC& COP to join
the training course of M&E
organized by VBNK institution
1.2.8 Conduct study tour to 6 CNGOs • Project staff, budget, materials • None • The study tour will take
staff & 9 community members place in April08 to see
the silk weaving program
1.2.9 Train 10 CNGO staff on CD • Program and Project staff, budget, • KORCD staff provided the • KORCD will practice
concept materials five training courses on home more on their community
home garden & compost pet facilitation skills
& traditional pesticides
Output 1.3
Matured practice among • Good relationship between CNGO • KORCD regular joined in the • CC members happy with
partners staff and CBO, CC and Authorities monthly meeting with CC. KORCD participation

• Target beneficiaries of the partners • 75 families from eight • Project staff encouraged
have home garden, animal raising vegetable groups have home KORCD staff to mobilize
compost making, Kroma weaving garden the villagers to plant
group and rice bank vegetables
• One-widow family in Vaing • Three cow banks not
Cheung village received one delivered to other 3 villager
cow bank due the price increased
• 10,800 kg from 90 families • KORCD will encourage
were returned back to their other members to return
community rice bank paddy rice to their rice bank
• 80 families received home • KORCD will continue to
garden training & 35 families encourage other villagers
practiced the skills. to plant vegetables.
• 24 kromas form two weaving • Semi-automatic looms
groups were solved not yet installed
• Mortality rate caused by preventable • 85 families report using • KORCD will continue to
disease reduced (%) mosquito nets, 35 family monitor community health
drink boiling water&15 families
clean houses, 10 pregnant
women checked their health
at health center & 15 women
received birth spacing.
One open well dug in Vaing
Cheung village.
• Number of target groups of partners • Gender and human right • KORCD will keep extend
received awareness on gender, concept integrated in all gender and human right
human rights and peace building meeting with communities next report period
conducted by partners with supports
from CWS

1.3.1 Encourage CNGO partners to • Project staff, motorbike • KORCD engaged all village • KORCD will continue to
build relationship with CBOs, leaders, commune councils, involve local authorities in
CCs, VDC and authorities elders in the meeting & other all development process
important events.
1.3.2 Encourage and support • Project staff, motorbike • KORCD staff provided training • KORCD will continue to
KORCD staff to train target on compost making & planting encourage other villagers
communities on home garden, vegetables to 80 families and to plant vegetables.
animal raising, compost making, 35 families already practiced
Kroma weaving, and rice bank the skills.
• Two groups with 24 members • Other four semi-automatic
(24 women)of Kroma weaving looms have not been
were formed in Kangmeas installed due to lack of
Tbong & Kangmeas Cheung technical people to train to
village and the weaving is in the weaving groups.
progress and 24 kromas were
made and sold to neighbors
1.3.3 Support KORCD in providing • Project staff, motorbike • KORCD raised awareness on • KORCD will continue to
primary health care to basic health to 160 families in monitor community health
communities the target villages. After the
awareness, 85 families report
using mosquito nets,35 family
drink boiling water&15 families
clean houses, 10 pregnant
women checked their health
at health center & 15 women
received birth spacing.
One open well dug in Vaing
Cheung village.

1.3.4 Support KORCD to provide • Project staff, motorbike • KORCD integrated concept • KORCD did not conduct
training on gender, human rights, of gender, human right in all a separate course for the
and peace building to the target meeting with communities gender and human right
communities
Output 1.4
CNGOs, CBOs, CCs and VDCs • Two small project grant approved • CIDC and Adsu Church already • The proposals are in the
are to implement small projects in submitted their proposals to process of appraisal by the
support of the most vulnerable the project funding committee
in their communities

1.4.1 Select two small project grant • Program and project staff • CIDC submitted a proposal • The proposals have not
partners for 50 out-school children and been approval yet
Adsu (local church) applied for
the weaving program for their
94 members (49 women)
Output 1.5
Vulnerable people receive • 85 vulnerable/ victim families in • 339 families in Santuk& Baray • Flood caused by the over
emergency relief through CNGO KORCD target areas received on- district of KORCD target flooding from Stung Sen &
partners time emergency relief received food assistance with Stung Chinit river due to
50 kg, 4 cans of canned fish, new construction of dams
2 kg of salt per family

1.5.1 Assessment of emergency • Project staff, motorbike • Project staff with support from • There were 390 flood
situation the partnership & Emergency victims requested for the
Response program staff in food assistance but the
cooperation with KORCD & assessment was able to
local authorities to conduct give to 339 most vulnerable
flood assessment for two families
steps concerning food hunger.
Finally, 82 families for 1st step
&257 families for 2nd step
received white rice 16,950kg,
1356 canned fish cans,678 kg
(ration: 50kg rice, 2kg 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 2,068 USD for the two only respond for 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 • None • This will be carried out on
KORCD target areas 8 March 2008

1.6.1 Support CNGO partner to • Project staff, budget • None • Organize on 8 March08
organize Women's Day
awareness

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 • 30 field visits to KORCD and • Project will continue to
partners to plan, implement, conducted communities monitor activities
monitor, assess and write report

2.1.1 Conduct field monitoring/ visit • Project staff, motorbike • 30 field visits to KORCD and • Project will continue to
to partner 4 times to the field & communities to provide monitor activities
2 times at the office coaching and monitor the
organization and activities
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 6 to join in the monthly and
times quarterly meeting

Project Name: Battambang and Banteay Meanchey Partnership Project
Project No.

Overall Objective:
Theme 1: Capacity building and support of holistic CNGO partners
OBJECTIVE
Strengthened capacity of CNGO ▪ CNGOs and small project fund
partners and small project fund recipients have the necessary
recipients to facilitate effective and organizational system & 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 to 3,272 families
and maturing organizational capacity KNTO & ADOVIR) to implement ICD to implement ICD program in (16,914 persons) and
for 3 established CNGO partners. program in remote villages. 41 remote villages. indirectly to 3,770 families .
(18,683 persons).
▪ 3 new CNGOs selected as holistic ▪ None ▪ The selection was planned
partners. in the second semester.
▪ CFEDA, KNTO and ADOVIR ▪ CFEDA & KNTO prepared ▪ Coaching of ADOVIR
obtained 3 year- strategic plans and and developed 3 year- regarding development of
proposals. strategic plans & proposals. 3 year-strategic plan,
scheduled in the second semester.
▪ 3 partners (CFEDA, KNTO and ▪ Policies and guidelines (finance, ▪ The guidelines are
ADOVIR) obtained revised financial, Administration, staff, improved and reflected to
administration & staff policies/ community pond & school) of current situation & change
guidelines. CFEDA, KNTO & ADOVIR within the organizations &
were revised and created. their communities.
BTB‐BTM Partnership Project FY08_Mid‐Year_Logframes 191

▪ 3 partners (CFEDA, KNTO & ▪ None ▪ Activity was planned in the
ADOVIR) improved and created second semester.
village profiles, monitoring tools and
reports.
▪ 6 partners (CFEDA, KNTO & ▪ Capacity building needs for ▪ Staff will assess capacity
ADOVIR) and 3 new partners CFEDA, KNTO and ADOVIR to new partners next period
assessed capacity needs and were conducted and capacity
developed capacity building plan. building plan were prepared.
▪ ADOVIR assessed organizational ▪ ADOVIR was assessed ▪ The result was incorporated
performance by using CAT. organizational growth by using with improvement plan.
CAT.
▪ V, M, G & core values of 3 new ▪ None ▪ The activity was planned in
partners defined. the second semester.
1.1.1. Assess & appraise proposals ▪ Holistic grants ▪ Assessed and appraised ▪ The project staff will release
and plan of CFEDA, KNTO and ▪ Project and Program staff proposals of CFEDA, KNTO, fund based on agreement
ADOVIR. ▪ Transportation & ADOVIR for FY 2008.
▪ Training fund/materials.
▪ Training room.
1.1.2 Select 3 new holistic CNGO ▪ Collected information of ▪ Selection of holistic
partners. CNGOs in BTB and BTM. Met partners is planned in the
5 CNGOs to understand and second semester.
learn more about their
organizations.
1.1.3 Prepare agreement and ▪ Prepared agreements ▪ USD 38,500 was
disburse grants for CFEDA, and provided disbursement disbursed to 3 partners
KNTO, ADOVIR and 3 new of grants to CFEDA, KNTO (USD 14,000 for CFEDA,
CNGO partners. and ADOVIR. USD 14,000 for KNTO &
USD 10,500 for ADOVIR).

1.1.4 Conduct meeting with CFEDA, ▪ Organized the meeting with ▪ Partners understand about
KNTO, ADOVIR and 3 new CFEDA, KNTO & ADOVIR the guidelines & time frame
partners to explain partnership separately to explain CWS of partnership between
operation guideline. partnership operating guideline CWS and the partners.
1.1.5 Conduct financial monitoring ▪ Conducted monthly financial ▪ Partners have improved
for 6 partners. monitoring for CFEDA, KNTO finance system (report,
ADOVIR. record and management).
1.1.6 Provide mentoring, coaching ▪ Provided coaching and field ▪ They strengthen and
and field monitoring regarding monitoring to CFEDA, KNTO & improve organizational
organizational strengthening & ADOVIR related to and program aspects.
program implementation. organizational development
and program implementation.
One morning section of case
story writing training was
organized for nine staff of
CFEDA, KNTO & ADOVIR (4
women).
1.1.7 Provide training & coaching to ▪ Organized training and ▪ This strategic planning was
partner staff (CFEDA, KNTO & coaching for CFEDA & KNTO supported by partnership
ADOVIR) to develop strategic staff to develop three year- program staff
plan and proposals. strategic plans and proposals.
1.1.8 Provide coaching and mentoring ▪ Provided coaching to CFEDA, ▪ The project staff will follow
to partner staff (CFEDA, KNTO KNTO and ADOVIR to revise up the implementation of
& ADOVIR) to revise financial, financial, administration, staff these guidelines
administration & staff policies/ policies and to create program
guidelines. guidelines (community pond &
community school support).

1.1.9 Provide coaching and mentoring ▪ None ▪ Activity was planned in
to partner staff (CFEDA, KNTO the second semester.
& ADOVIR) to develop and
improve village profiles,
monitoring tools and reports.
1.1.10 Conduct capacity building need ▪ Conducted capacity building ▪ Capacity building need
assessment of KNTO, CFEDA, need assessment for KNTO, assessment for new
ADOVIR and 3 new partners & CFEDA & ADOVIR and partners was planned in
prepare capacity building plans. prepared capacity building the second semester.
plan for them.
1.1.11 Conduct CAT to evaluate ▪ Used CAT to assess ▪ The staff will use result of
ADOVIR organizational growth. organizational growth of CAT for improvement plan
ADOVIR.
1.1.12 Provide coaching to 3 new ▪ None ▪ Activity was planned in
partners to define V, M, G and the second semester.
core values.
Output 1.2
Emerging technical capacity among 3 ▪ At least 2 training courses (LCP, ▪ Two training courses on ▪ CFEDA and KNTO used
newly CNGO partners, maturing conflict resolution, CAT, & PIA) strategic planning and CAT, the knowledge gained
technical capacity among 3 established organized and provided for 40 what is organization and to develop 3 year-strategic
CNGO partners. CNGO partner staff (20 staff/ values were organized and plan and ADOVIR used
course). provided to 24 staff (11 women CAT to assess their
& 13 men) of CFEDA, KNTO organization growth.
& ADOVIR.
▪ At least 2 workshops related to ▪ Not achieved. ▪ It is rescheduled in the
program implementation organized second semester because
for 30 partner staff. time was prioritized for
assistance of CFEDA and
KNTO in preparation of
Direct Aid Program (DAP)
proposals for Australian
Embassy.

▪ At least 5 CNGO partner staff ▪ Five staff of CFEDA, KNTO & ▪ Partner staff used the
supported to attend relevant training ADOVIR (4 men & 1 woman) knowledge gained to
& workshop. were supported to attend improve their report writing.
four-day report writing training,
organized by CWS
Partnership Office.
▪ One exposure visit organized for 12 ▪ None ▪ Activity was planned in the
CNGO partner staff. second semester.
▪ Internship organized & facilitated ▪ None ▪ Activity was planned in the

for 4 CNGO partner staff. second semester.
▪ One refresher training course ▪ None ▪ Activity was planned in the

organized for 15 VLAs from target second semester.
villages of CNGO partners.
1.2.1 Organize and provide training & ▪ Fund for training, visit , workshop & ▪ Provided two-day training ▪ Staff will provide training on
training follow-up to partner internship. on CAT and what is this subject to new partners
staff. ▪ Project and program staff/time. organization & values for 13
▪ Transportation. staff of CFEDA, KNTO
▪ Training materials/documents. & ADOVIR.
▪ Training room. ▪ Organized five- day training on ▪ The training was facilitated
strategic planning for 11 staff by partnership program staff
of CFEDA & KNTO.
1.2.2 Organize & facilitate program ▪ Not done ▪ It is rescheduled in the

related workshops. second semester.
1.2.3 Coordinate with relevant ▪ Coordinated with Partnership ▪ Staff wrote actual report for
network & institution for partner Office staff to send 5 partner the project when they came
staff to attend training & staff to attend report writing back
workshop training at CWS PHN Office.

1.2.4 Organize and facilitate ▪ None ▪ Activity was planned in the
exposure visit for partner staff. second semester.
1.2.5 Organize internship for ▪ None ▪ Activity was planned in the
CNGO partner staff. second semester.
1.2.6 Coordinate with VLA trainer of ▪ None ▪ Activity was planned in the
DAHP & organize VLA second semester.
refresher training.
Output 1.3:
Developing practice among 3 newly ▪ CFEDA and KNTO increased ▪ None ▪ It was planned in the second
engaged CNGO partners & maturing capacity in providing capacity to semester.
practice among 3 established CNGO VCPM regarding to the rights-based,
partners. leadership, domestic violence etc.
▪ CFEDA and KNTO able to support ▪ None ▪ It was planned in the second
CCs to explain CCDM sub-decree semester.
for VCs, VDCs & VDVs and provide
refresher training for VDVs.
▪ ADOVIR able to support a need led ▪ None ▪ It was planned in the second
CBOs ( funeral associations and semester.
well groups etc).
▪ ADOVIR able to integrate gender, ▪ None ▪ It was planned in the second
human rights and peace building in semester.
programming.
1.3.1 Provide coaching & mentoring ▪ Holistic grants ▪ None ▪ Activity was planned in the
to CFEDA & KNTO staff related Project and Program staff second semester.
to capacity building for VCPM. ▪ Transportation
1.3.2 Provide coaching to CFEDA & ▪ Training fund/materials. ▪ None ▪ Activity was planned in the
KNTO staff to support CCs second semester.
related to CCDM sub-decree
extension and provide
refresher training for VDVs.
1.3.3 Provide coaching to ADOVIR staff ▪ None ▪ Activity was planned in the
to form and support needs led CBOs second semester.

1.3.4 Provide coaching to ADOVIR ▪ None ▪ Activity was planned in the
staff to integrate gender, second semester.
human rights and peace
building in their program.
Output 1.5:
Resources mobilized in support ▪ At least one CNGO partner received ▪ CFEDA & KNTO was assisted ▪ The proposals were
of CNGO partners. fund from other funding agency. to prepare program plan and submitted to Australian
budget FY'09 for DAP Embassy.
proposals for Australian Embassy.
1.5.1 Share funding information & ▪ Project and Program staff ▪ Shared funding information ▪ Staff will continue to share
establish link between CNGO with CFEDA and KNTO.. funding information to all
partners and potential donors. partners
Output 1.6
CNGOs, CBOs, CCs etc. are to ▪ At least 3 small projects approved ▪ Not achieved ▪ It is rescheduled in the
implement small projects in support of and implemented (health, peace second semester.
the most vulnerable in their building, community development,
communities. food security and HIV focused
program etc.).
1.6.1 Conduct appraisal of proposal ▪ Project staff ▪ Conducted appraisal of peace ▪ The proposal was sent
and field assessment. ▪ Transportation. education proposal of DYBTB. to the program level for
▪ Fund for small project. approval
1.6.2 Prepare agreement and grant ▪ None ▪ Activity is rescheduled in the
disbursement. second semester.
1.6.3 Monitor project implementation. ▪ Conducted field monitoring & ▪ ACED used the grant for
coaching to ACED staff for the implementation of
implementing small grant that preparation stage of ICD
provided in June 2007 and for program in nine new
the period from June- October, villages in Phnom Prek
2007 District, Battambang.

Output 1.7
Vulnerable people provided emergency ▪ At least USD 700 made available ▪ Not achieved. ▪ It had no request.
relief through CNGO partners. and disbursed through CNGOs for
emergency relief.

1.7.1 Conduct assessment of ▪ ER fund. ▪ Not done ▪ It had no request.
emergency situation. ▪ Project staff.
1.7.2 Provide grant & monitoring. ▪ Transportation. ▪ Not done ▪ It had no request.
Output 1.8
Increase public awareness raising ▪ At least USD 300 contributed to ▪ Not achieved. ▪ It had no appropriate
activities through CNGOs & Govt. CNGOs & Govt.Dept for organizing request.
Departments. awareness raising events.
1.8.1 Provide grant, materials and ▪ Fund. ▪ Not done. ▪ It had no appropriate
transportation. ▪ Materials & transportation. request.
▪ Project staff/time.

OBJECTIVE
Improve program design; effective and efficient implementation; enhanced program outcomes.
Output 2.1
Better informed programming and ▪ External evaluation organized for ▪ Not achieved ▪ External evaluation was
practice as result of periodic CFEDA and KNTO rescheduled to next year
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 org.
program. & program.

2.1.1 Prepare/organize external ▪ Program and Project staff ▪ CWS M&E team conducted ▪ External evaluation was
evaluation. ▪ Transportation internal Monitoring &Evaluation rescheduled to next year
2.1.2 Conduct evaluation. ▪ Evaluation fee to CFEDA, KNTO&ADOVIR
2.1.3 Present evaluation result.
2.1.4 Conduct monitoring for KNTO ▪ Six members of Partnership ▪ Monitoring feedback was
Program team conducted given to KNTO staff.
monitoring of KNTO
(August 01-06, 2007).

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 sustainably 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 • CSCM, KCC, ICA and Local • CSCM will review its VMG
Ecumenical partners reviewed and Church Association were next quarter and KCC will
defined oriented on VMG and Core review VMG in its General
Values Assembly
• Training Need Assessment • Not done yet • Will be done in the next
conducted for three partners report period
• Monthly and Quarterly meeting • Two quarterly meetings with • Continue meeting with
conducted for programming reflection Ecumenical partners (ICA, ecumenical partners and
CSCM, KCC to follow up with local church association
program activities)
• Governance and managing governing • One meeting with KCC to • will conduct meeting with
boards of three ecumenical partners discuss about the roles and CSCM and ICA in next
encouraged and coached responsibility of Boards report period
Ecumenical Partnership Project FY08_Mid‐Year_Logframes 200

• Financial, administrative, staffing • Financial system was installed • Others will be done next
system and policies reviewed for ICA with orientation report period
• Strategic plan& proposal developed; • CSCM defined their critical • CSCM will develop its
and project designed issues and SWOT analysis strategy next quarter
• Three ecumenical partners coached • Two meetings with local • Continue regular meeting
on project implementation, monitoring, church association and with all partners
reporting, staff supervision and Ecumenical partner to review
financial management. their plan FY08
• CAT conducted for CSCM • Not done yet • Will be done next period
report
1.1.1 Conduct partnership workshop • Program staff, budget, training • A day meeting with partners • Partnership staff will help
to three ecumenical partners materials and transportation to provide orientation on VMG CSCM develop their VMG
ICA, CSCM and KCC to review Core values to 19 people, 6 &core values in strategy
VMG and Core Values women (3 from local church, workshop
8 from KCC, 3 from ICA and
5 from CSCM)
1.1.2 Conduct Training Need • Program staff, budget, training • Not done yet • Will be done next quarter
Assessment to three partners material and transportation
1.1.3 Conducted monthly & quarterly • Program staff, budget & transportation • Two meetings on review and • Will continue in next
meeting for programming reflect the activities work plan quarter
reflection of ecumenical partners
9 participants from CSCM:3,
ICA:3 and KCC:3
1.1.4 Provide quarterly coaching & • Program staff and transportation • A two day meeting with 8 • Continue to provide
mentoring to maintain a committee members of KCC coaching to partners
functioning governing board of on role function of Board with
three partners clarify structure and identity

1.1.5 Coach three partners to review • Program staff and transportation • In collaborating with Field • This will continue to CSCM,
financial, administrative and Accountant Unit to do the and KCC
staffing systems and policies accounting review for ICA
1.1.6 Assist partners to develop • Program staff, training material, • One day meeting with 4 • Staff will follow up with
strategic plan and proposal, and budget and transportation project staff CSCM, 1 woman CSCM to use this critical
design project to identify the critical issues information in strategy
from PRA data collection development
1.1.7 Provide coaching on project • Program staff and transportation • Two meetings with local • Project staff continues to
implementation, monitoring, church association and follow up implementation
reporting, staff supervision and Ecumenical partners to
financial management. discuss plan and action taken
Output 1.2: Training of ecumenical partners in:

Matured technical capacity for
ecumenical partners • Nine partners staff trained on PRA • 3 partners CSCM, KCC and
ICA with 10 people received • Will follow up the data
PRA training and field analysis and support
practicum other partner to conduct
PRA field practicum
• Nine partners staff trained on • 2 CSCM staff was sent to
Strategic Planning join the strategic planning of • CSCM will continue to use
KORCD the knowledge to make
their strategy
• 12 partner staff trained on CD • 8 people from CSCM, ICA,
Concept and Community Organizing KCC and local church were • Will follow up their delivery
sent to attend the training on training to community
CBO and management in
CWS Kompong Thom
• 12 partner staff trained on Basic • Provided coaching on financial • Staff will work with internal
Financial Management recording to all ecumenical auditor to conduct a basic
partners financial management for
partners in the next quarter

• 12 partner staff trained on • 13 partner staff from CSCM, • continue coaching all
Presentation and Facilitation Skill ICA, KCC received training on quarterly meeting
the presentation skills
• 12 partner staff trained on Report • 8 ecumenical&Local Church • Will insert gender topic
Writing and Gender Awareness partners attended training on in all training sessions
Report Writing at CWS office
• 12 partner staff trained on Simple • The project staff discussed • Partner already submitted
Proposal Writing with CSCM to prepare simple proposal to CWS funding
proposal for pilot project committee
• At least four partner staff attend • Not done yet • This is cancelled during
external training/workshop for mid-year budget review
for supplementary competencies
• Study tour organized for three • 3 local church partners from • Done
ecumenical partner staff Svay Rieng were sent to join
the study tour with COWS
partner Kompong Thom
• Internship organized for three • Not done yet • Will be done next period
ecumenical partner staff report
1.2.1 Provide training on PRA to • Program staff, budget, training • Conducted PRA training to • Need one training PRA to
12 partner staff material and transportation 10 partner staff, 4 women Local Church Svay Rieng
(4 CSCM, 3 KCC, 3 ICA) in third quarter 2008
delivered by Program staff
1.2.2 Provide training on Strategic • Program staff, budget, training • Sent 2 CSCM staff, 1 woman • This training will be done
Planning to 12 partner staff material and transportation received training of actual for CSCM to all partner
strategic planning for KORCD in next semester
at CWS Kompong Thom

1.2.3 Provide training on CD concept • Program staff, budget, training • Sent 7 ecumenical partners • Need to follow up their
and CO to 9 partner staff material and transportation to join in the CBO training apply this training concept
conducted by partnership in community target area
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 • Not done yet • It will be done in next report
Basic Financial Management material and transportation period
1.2.5 Train 12 staff of partners on • Program staff, budget, training • With Program staff, conduct • None
Presentation and facilitation skill material and transportation Presentation skills to 12 staff
of Ecumenical Partners
(3 ICA, 4 CSCM, 2 KCC and
3 local church)
1.2.6 Train 12 staff of partners on • Program staff, budget, training • Sent 8 Ecumenical Partner • Project staff will follow up
Report Writing Skills and material and transportation staff (3 women) to attend with report writing quality
Gender Awareness Report Writing Training that
conducted by Partnership
Program
1.2.7 Train 12 staff of partners on • Program staff, budget, training • Not done yet • It will be done in next
Simple Proposal Writing material and transportation quarterly meeting of
Ecumenical Partners
1.2.8 Search the training institution • Budget • Not done yet • This is cancelled during the
for scholarship and support the budget mid-year review
partner staff to attend training/
workshop as needed
1.2.9 Organize and facilitate study • Program staff, budget and • Organize 3 staff of CDA SVR • Project staff will ensure
tour for three partner staff transportation to field study on home they will apply in their areas
garden with COWS, BFDK,
and KORCD in Kompong
Thom

1.2.10 Organize internship for three • Program staff, budget and • Not done yet • It will be done in next
partner staff transportation semester
Output 1.3
Matured practice among the Mentoring partners:
ecumenical partners
• Three partner profiles and baseline • Assisted CSCM to document • CSCM will use PRA result
data developed and reviewed their profiles of PRA for planning
• 16 farmer families in ICA target area • Not done yet • This is cancelled
prepared compost pits for home
gardening
• 30 farmer families prepared home • 35 SHG members formed by • CSCM staff will follow up
gardening & animal raising by CSCM CSCM gardening activities
• 12 partner staff coached and • Provided advise to CSCM and • will support peace
mentored on gender, human rights, ICA staff on cross culture and building activities to ICA
and peace building development work and CSCM
1.3.1 Assist CSCM to conduct PRA • Program staff, budget, training • CSCM had documentation of • Project staff will ensure
in three villages of their target material and transportation village profile of three target: CSCM use this document
areas Smanmany, Tamoung and for planning
Dong of Takeo Province from
PRA data collection
1.3.2 Provide coaching & mentoring • Program staff, budget &transportation • Not done yet • This was cancelled as the
on compost making and home a project staff got accident
gardening to ICA staff
1.3.3 Provide coaching & mentoring • Program staff, budget &transportation • Ongoing coaching and • Project staff will support
on the process how to prepare mentoring to CSCM staff partner staff to ensure the
home gardening and animal included the approaches of implementation of this
raising to CSCM staff community development project

1.3.4 Coach and mentor partners on • Program staff, budget &transportation • The project staff discussed • will continue and follow up
awareness of gender, human about gender, peace building
rights, and peace building and human right concept to
integrate in the project plan &
implementation
• With advise from ecumenical • Will encourage ICA to work

partnership, ICA staff were more on this issues
to mobilize resources with
40-50 dollars to help 80-100
street children and young
victims
Output 1.4
Increased advocacy awareness • Woman Right and International • Not done yet • Will be done in Mar 08
raising activities in target areas Children Day organized by partners
1.4.1 Support Ecumenical Partners • Program staff, budget • Not done yet • Will support one partner to
to organize or involve with organize woman right 's
woman right & International day
Children day

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 • Two visits in CSCM's target • CSCM will start its project
to partner one time to the field area with 5-6 beneficiaries, 3 in February08. Project staff
and one time to the office committee in one village on will discuss with local
project achievement and two church more details about
field visits to Local Church the project implementation
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 • Not done yet • Project staff will assist
of tools to monitor and assess developed other partners to prepare
programming capacity
• Relevant evaluation tools of three • Not done yet • This will be done next
partners developed report period

2.2.1 Search and compile • Program staff • Not done yet • Project staff will assist
Ecumenical partner profiles other partners to prepare
2.2.2 Coach and mentoring partners • Program staff • Not done yet • Project staff will cooperate
to develop relevant evaluation with CWS M&E Team to
tools use CWS tools to monitor
and evaluation

APPENDIX III
CWS – CAMBODIA PROGRAM

PERSONNEL LIST

CWS – CAMBODIA PERSONNEL LIST (July – Dec 2007)
PHNOM PENH OFFICE
1. Ms. Josephine Barbour Country Director

2. Mr. Chhouk Chantha Deputy Director for Program Support
3. Ms. Romdoul Kim Operations Support Manager
(Consultant Sep 2007 to Feb 2008)
4. Ms. Svay Samol Secretary of Country Director
Human Resource Department
5. Ms. Ang Dakmai Human Resource Manager

(Resigned 16 November 2007)
6. Ms. Ang Sopha Staff Development Officer
(Resigned 31 July 2007)
Finance Department
7. Mr. Ok Libounna Finance Manager

(Resigned 2 January 2008)
8. Mr. Sar Heang Interim Finance Manager
(Promoted 7 December 2007)
9. Ms. Lieng Oubol Leakhena Deputy Finance Manager
10. Ms. Prum Leakhena Cashier
11. Ms. Sar Chanyadeth Data Processor
Administration Department
12. Ms. Chum Jany Administrative Officer
13. Mr. Moun Ratha Administrative Assistant
14. Mr. Ly Bandith Information Technology Officer
15. Mr. Soeur Kemsy Information Technology Officer Assistant
(Recruited 23 July 2007)
16. Ms. Has Vicheka Receptionist/ Librarian
17. Mr. Oum Vanthy Driver
18. Mr. Mao Narin Driver/ Messenger
(Retired 31 July 2007)
19. Mr. Oun Vibol Driver
20. Mr. Om Lim Driver
21. Mr. Kong Phal Day Guard and Grounds Keeper
22. Huon Phon Cleaner
(Transferred 4 Dec 2007)
23. Ms. Soun Malis Cleaner
(Terminated 16 Oct 2007)
24. Ms. Soun Malen Cleaner – Part-time
(Ended service 17 Oct 2007)
Field Accountant Unit

25. Ms. Toun Sokheng Field Accountant
(Recruited 7 May 2007)
FY07_End -Year_Personnel List 208

FMER Unit (Funding, Monitoring & Evalution, Reporting)
26. Mr. Heng Kun Monitoring and Evaluation Officer
27. Mr. Pech Vireak Reporting and Proposal Development Officer
(Resigned 7 Dec 2007)
28. Uon Vichetr Reporting & Proposal Development Officer

(Recruited as Database Management Officer 2 July
2007, promoted to current position 3 Dec 2007)
Direct Service Program
29. Ms. Mao Sophal Program Manager

30. Ms. Tauch Norneath Program Coordinator for Peace
(Transferred 16 July 2007)
31. Mr. Pich Phourith Program Officer
32. Mr. Koh Chhina Credit / Income Generation Coordinator
33. Mr. Nao Sok Program Advisor – Peace
34. Mr. Hong Reaksmey Emergency Response & Preparedness Coordinator
35. Ms. Ek Sothea Program Assistant
PARTNERSHIP PROGRAM
36. Mr. Mot Sana Program Manager

37. Mr. Sar Paulerk Program Officer – Ecumenical Partners
38. Mr. Kong Sedth Program Officer – Organization Development
KOMPONG THOM – COMMUNITY DEVELOPMENT PROJECT
1. Mr. Kong Socheat Project Manager

2. Mr. Kao Vanny Project Coordinator
3. Mr. Em Vicheth Deputy Project Manager
(Resigned 6 Sept 2007)
4. Mr. Khem Sophal Project Coordinator
(Recruited 19 Dec 2007)
5. Ms. Kim Van Thoeun Finance Officer
6. Mr. Man Sarat Office Assistant
7. Mr. Te Huy Leang Community Development Worker
8. Ms. Tek Thidamuny Community Development Worker
9. Mr. Chen Dechorith Community Development Worker
(Resigned 12 Dec 2007)
10. Ms. Surn Meng Community Development Worker
11. Mr. Ou Vannkea Community Development Worker
(Transferred 7 May 2007)
12. Mr. Dy Sovann Community Development Worker
13. Mr. Leang Seng Hourng Community Development Worker
14. Mr. Chan Haksokhom Community Development Worker
15. Ms. Mak Sreyny Community Development Worker
16. Mr. Chey Pisith Community Development Worker
17. Ms. Ay Satya Community Development Worker
18. Mr. Bun Sakhan Community Development Worker
19. Mr. Chan Sam Ol Community Development Worker

(Recruited 3 Sept 07)
20. Mr. Hiek Chhai Ny Community Development Worker
21. Ms. Peng Soungy Community Development Worker

22. Ms. Samreth Amara Community Development Worker
23. Mr. Sao Seng An Driver
(Retired 31 Dec 2007)
24. Mr. Chan Savat Driver
25. Ms. Eang Thida Temporary Cleaner
(Recruited 31 Dec 2007)
KOMPONG THOM – PARTNERSHIP PROJECT
26. Ms. Prak Vimeany Project Coordinator
SVAY RIENG – WATER AND SANITATION PROJECT
1. Mr. Ven Yath Project Coordinator

2. Mr. Chhum Piseth Office Assistant
3. Mr. Teng Phearom Community Development Worker
4. Mr. Ven Vannavuth Community Development Worker
5. Mr. Lim Kok Community Development Worker
(Recruited 27 Aug 2007)
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
5. Mr. Penh Saro Project Assistant
6. Mr. Tim Vanna Driver

ANNEX A:

ORGANIZATIONAL CHART
Mid -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 PP-ACTIVITY
Support
PARTNERSHIP
BATTAMBANG/BANTEAY MEANCHEY
PP-ACTIVITY
KOMPONG THOM
FIELD ACCOUNTANT
ECUMENICAL
211
ANNEX B:

GEOGRAPHICAL IMPLEMENTATION
MID-YEAR REPORT, FY 2008
Banteay Meanchey Partnership Preah Vihear Village Based

Community Development
) Project partners: ) Project partners:
Holistic Support: CFEDA and KNTO Government Departments (PHD,
Small Project Fund: DYMB, DYMB PDRD, PDEYS)
MAG Demining CBOs/ VDCs/ VHVs
Literacy Teachers
) Project Beneficiaries: [27 villages]
Direct families: 2,060 + 26 (MAG) ) Project Beneficiaries: [12 villages]
Indirect families: 2, 327 Direct families: 769
Indirect families: 1, 359
Battambang Partnership
Kompong Thom Village Based
) Project partners: Community Development
Holistic Support: ADOVIR Phnom Penh ) Project partners:
Small Project Fund: DYBTB Government Departments (PHD,
PDRD, PDAFF, PDEYS)
) Project Beneficiaries: [14 villages] Community Change Agents
Direct families : 1,212 CBOs/ VDCs/ VHVs/ TBAs/VDVs/
Indirect families : 1, 443 VLA and Prayers Group
Literacy Teachers
Self Help Groups

Direct families: 82 1
Indirect families: 1, 226
KPT Partnership Svay Rieng WATSAN Cooperation Project
) Project Partners:
) Project Partners: Government Departments (PDRD,
Holistic Support: KORCD PDoAFF, PDoH)
Small Project Fund: CIDC,COP, CBOs (VDCs, WUSC, CDF)
HAPO ,Adsu ) Emergency Response:
) Project Beneficiaries: [8 villages] Direct : 463 families, 71 civil servants,
Kompong Thom :
Direct families: 1608 2372 students, 179 priest
Direct Beneficiaries: 339
Indirect families: 897 Indirect : 1500 Families 2012
212
CWS – CAMBODIA CURRENT DONORS/FUNDING PARTNERS
CWS – CAMBODIA FY08 FUNDING PARTNERS

Mid-Year 2008 Report

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MID-YEAR REPORT

FISCAL YEAR 2008

Design/ Layout: Uon Vichetr/Soeur Kemsy

Photos: CWS Staff

Copies of this report are available at

Office: 69z, Street 450

First published, 2008

Published by Church World Service Cambodia

2. Secondly the 7 Year Strategic Directions was designed to give parameters to

• Assuming an organizational perspective versus the power management

Partnership - Our programming that allow Cambodians to respond to their

Monitoring & Evaluation - The establishment of our M & E System represented a

Abbreviation and Acronym……………………...……………….…... i - iv

Direct Service Program ……………..……………………………..……….1

KPT Village Based Community Development Project …………………..13

PVH Village Based Community Development Project …………...………21

Svay Rieng Water and Sanitation Cooperation Project …….…….….…..27

Partnership Program …………………………………………………..…..34

Battambang/ Banteay Meanchey Partnership Project ……………….......43

Kompong Thom Partnership Project ………………………………..……..53

Ecumenical Partnership Project ……….…………………………….……..60

Integrated Humanitarian Mine Action, Malai District, Banteay

Phnom Penh Central Office, Finance, Administration, and Human

Appendix II: Mid-Year Outputs/ Log-frames .....…………………..109

Appendix III: CWS – Cambodia Program Personnel List…………..208

Annex B: Geographical Implementation Areas………………….212

Acronym Full names

ACED Association of Cooperation for Economic Development

 PREAH VIHEAR VILLAGE BASED

 SVAY RIENG WATSAN COOPERATION

CHURCH WORLD SERVICE - CAMBODIA

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

1- Collaboration and Partnership:

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

1-2 Partnership with Word Food Program

Pregnant and lactating women and children

2- Capacity Building to Program and Field Staff

The formal trainings are briefed below;

2-1 CWS Community Development Model

2-2 Detail Annual Operation Plan

2-3 Community Organizing Training

2-5 MCH training

A two-day training on Mother and Child Health Care (MCH)

3- Income Generation and Food Production

3-1 Food Production

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

4-1 White Ribbon Campaign

The White Ribbon Campaign

Table 4-1: White Ribbon Participants List

Policeman: The White Ribbon Campaign is useful for our

Picture 2-1: A police officer

Student: This campaign is useful and interesting to village

Picture 2-2: A Student answered

4-3 Trauma and Restorative Justice

 Responses to Trauma: Cycles of violence.

4-4 Collaboration on Peace Related

5. Emergency Response Program

Objective 4: Improve disaster preparedness and response capabilities among target

5.1. Rice Distribution

No Villages Commune District Number of

Table1.5: Number of beneficiaries by villages

5.2. Provincial Disaster Risk Reduction from 2008-2010

Recently Disaster Risk Reduction is the most widely accepted

Under Community Based Disaster Risk Reduction (CBDRR)5 Project in

PREAH VIHEAR VILLAGE BASED

SVAY RIENG WATSAN COOPERATION

Responses to Trauma: Cycles of violence.

Proposed measures before, during and after an emergency,

Continue to build relationship with communities

Continue building relationship with people

12 Bio-Sand filters installed at 6 pagodas6 in Daung commune. Each pagoda received 2

Latrine construction for communities

BATTAMBANG/ BANTEAY MEANCHEY

KOMPONG THOM PROJECT

ECUMENICAL PARTNERSHIP PROJECT

CCC-NGO-Good Principles Project (GPP) to share the Partnership Operating Guidelines of

Community Organizing Dialogue organized by ADHOC to share good practices of

Conduct a mid-year review of program and project plan of FY08