Cambodia Appeal No. MAAKH001 This report covers the period of 01/01/06 to 31/12/06 of a two-year planning and appeal process. In a world of global challenges, continued poverty, inequity, and increasing vulnerability to disasters and disease, the International Federation with its global network, works to accomplish its Global Agenda, partnering with local community and civil society to prevent and alleviate human suffering from disasters, diseases and public health emergencies.

Cambodia Red Cross volunteers were in the forefront of avian influenza prevention initiatives. International Federation.

In brief Programme summary: In 2006, significant progress was achieved by the Cambodia Red Cross (CRC) towards the goal of becoming a well functioning national society by 2010. The successful 4th General Assembly, where a new central committee was elected and a new secretary general and deputy were appointed, were important steps. The establishment of an independent monitoring and evaluation unit and respective policy as well as the approval and roll-out of critical human resource and financial management policies marked key milestones during the year. Cambodia’s four core programmes, with financial and close technical support from the Federation, have demonstrated impact in their activities with communities. The health and care programme, through the strong work of the volunteer network, is contributing to changed behaviors and practices as well as improved livelihoods for beneficiaries and communities. Community-based disaster preparedness has seen high risk communities benefit as a result of risk reduction activities, and is involving communities more in project design and monitoring. Organizational development is increasingly being strategically and operationally directed by the national society. Promotion of humanitarian values nurtured a new pilot project – response to human trafficking – and commissioned a nationwide public image survey. Needs: Total 2006-2007 budget CHF 2.8 million (USD 2.3 million or EUR 1.8 million) out of which 46.6% is covered. Click here to go directly to the attached Financial Report 2006 Click here for details on the secretariat support strategy in Cambodia No. of people we help: 403,450

Our Partners: The appeal was generally well funded by a supportive group of donors/partners including the Australian, British, Danish, German, Japanese, Norwegian, New Zealand and Swedish Red Cross societies, Federation’s Capacity Building Fund, and the British government’s Department for International Development (DFID). Several partners working bilaterally in Cambodia, including the Swiss, American, and French Red Cross, have also contributed to CRC efforts. Finnish Red Cross is set to become involved in Cambodia in 2007.

Current context With Cambodia marking 15 years of stability, significant progress in critical socio-economic indicators became visible in 2006. The economy grew by more than 10 percent, nearly doubling the predicted 6 percent growth (source: International Monetary Fund). Overall poverty rate (percentage of Cambodians living below the poverty line1) decreased over the past decade, from 47 percent to 35 percent, signalling significant progress towards the first of the Cambodian Millennium Development Goals (halving poverty by 2015). Through recent health surveys, certain health indicators have markedly improved such as a remarkable decline in infant mortality rates, from 95 per 1,000 births in 2000 to 66 in 2005. The death rate of children under five also fell from 124 per 1,000 births to 83 (source: Cambodia Demographic and Health Survey 2006). The initial enthusiasm brought on by the commencement of the Khmer Rouge Tribunal in July faded considerably by the end of the year as the trial faced a host of setbacks, including the death or deteriorating health of key suspects, a largely apathetic public, budget concerns and legal wrangling over the court’s internal rules. Two fatalities from avian influenza were reported in February 2006 in Kompong Speu and Prey Veng provinces, down from four in 2005. Since then, confirmed outbreaks of H5N1 in poultry were confirmed in two provinces in August, although there have been no reported human infections. For its part, the Cambodia Red Cross (CRC), with support from the American, German and Japanese Red Cross, have conducted a programme for the prevention of avian influenza in all 24 provinces, as well as formulating an integrated and coordinated disaster preparedness and response plan for the possibility of an influenza pandemic. It was a thankfully light year for disasters within the country. However, in July and August, heavy rains and strong winds affected nine provinces in Cambodia with reports of five deaths. In all, more than 6,000 families were evacuated: a total of almost 33,000 people. In response, Red Cross volunteers, in partnership with local authorities, and with funds secured locally, provided food assistance, emergency shelter, clothing and bedding to a total of 7,000 families. The information bulletin can be viewed here. 2006 was a noteworthy year for the Cambodia Red Cross. The most significant event was CRC’s 4th General Assembly, where a new central committee was elected and a new secretary general and deputy secretary general were appointed. Elsewhere, the increased ability to mobilize individual, corporate and public donors was highlighted during World Red Cross Day in May and the groundbreaking ceremony for the new Cambodia Red Cross headquarters in June, where CRC and its branches were able to surpass their fundraising targets. In its operations this year, CRC made significant steps in its continued drive towards becoming a well-functioning national society with the approval by the central committee of various policies. These policies included revised conditions of service and financial procedures, retirement and pension policy, grading 1 The national poverty line specifies what level of individual consumption of food and non-food goods and services (measured in terms of expenditure – money spent – or expenditure equivalent) is necessary for a decent standard of living. World Bank – Cambodia: Halving Poverty by Poverty by 2015. February 2006.

and salary scale and the cooperation agreement strategy (CAS) document. In addition, the central committee approved the establishment of an independent monitoring and evaluation unit and network. The CRC also entered into a new sector with the launch of the pilot programme for response to human trafficking, with support from the Danish Red Cross and Federation secretariat. Guided by an independent Southeast Asia Red Cross Strategic Review and the Federation of the Future, the country delegation assisted the CRC to begin work on scaling up programmes to better deliver against Strategy 2010 and the Global Agenda goals. Initial momentum was gained by supporting shifts towards common approaches in areas such as community-based health and care, landmine awareness, and disaster response and preparedness. Below is the budget, income and expenditure analysis for the year 2006 only:

Expenditure Jan – Dec 06

Programme Appeal budget 2006

Funding (CHF)

Funding against appeal budget

2006 CHF % of Funding

Health and Care 594,619 629,913 106% 493,662 78%

Disaster Management 120,938 121,612 101% 117,617 97%

Organizational Development 233,048 233,284 100% 200,910 86%Promotion of Humanitarian Values

7,812 7,813 100% 2,583 33%

Implementation and Coordination 291,937 315,423 108% 259,290 82%Total 1,248,355 1,308,037 105% 1,074,062 82%

Progress towards objectives Health and Care Goal: Improved health status of the most vulnerable people in Cambodia. Objective: To promote health care and well-being of vulnerable people, by reducing the mortality and morbidity rates of the most vulnerable in Cambodia The CRC’s health and care programme is implemented in line with its strategy 2003-2010, the Federation Strategy 2010, and the Cambodian Millennium Development Goals. Each project attempts to be cross-cutting to achieve maximum impact on the lives of the most vulnerable. The health and care programme receives financial and technical support from the Federation secretariat, partner national societies such as the American, Australian, British, Danish, French, German, Japanese and New Zealand Red Cross societies as well as a variety of non-Red Cross Movement stakeholders. In addition, a health delegate has been working with the programme since March 2006. The programme progressed against the first part of its objective – promoting health care and well-being of vulnerable people - by delivering services in HIV/AIDS, water and sanitation, hygiene education, and avian influenza dissemination. All three interventions have produced results that demonstrate the effectiveness of the activities. Results also point to communities changing behaviours, having their livelihood improved as a result of the projects as well as being satisfied with the work of the volunteers at village level. However, the programme does not have the mechanisms in place to adequately measure the extent to which mortality and morbidity rates have reduced. In 2007, setting up a system to better plan for and measure impact will be a priority to better assess achievements against stated objectives. Expected Result 1: CRC has the capacity and resources to deliver effective health services to the vulnerable in Cambodia

The health department, with close assistance from the Federation health delegate, worked in 2006 to develop linkages and networks both internally and externally to exchange knowledge and share best practices and tools. Emphasis was also given to strengthening planning, monitoring, evaluation and reporting within the department and for projects. Key highlights include: • CRC participated in the mid-term review of the American Red Cross supported community-based

integrated child health programme. The CRC also formed part of a joint Movement field trip to exchange information and practices on water and sanitation. Various lessons learnt are contributing towards the development of CRC policies, guidelines and programme approaches.

• Coordination with the ministry of rural development (MORD) and their key partners – World Bank Water and Sanitation Programme (WSP), United Nations Children’s Fund (UNICEF) and World Health Organization (WHO) – continues to be strengthened and practical initiatives shared. Both the Federation secretariat and the CRC have been involved in discussions with the principal actor, UNICEF, and the MORD in developing a new participatory hygiene and sanitation transformation (PHAST) information, education, communication (IEC) tool kit.

• The capacity of the CRC avian influenza programme has continued strengthen through increased partnership between the CRC, Federation secretariat and the Royal Government of Cambodia's national committee for disaster management (NCDM) and its interdepartmental committee on avian and pandemic influenza.

• The monitoring and evaluation unit has appointed a monitoring and evaluation coordinator for health, tasked with supporting the programme with technical expertise in this area.

Expected Result 2: Improved quality of life for people living with HIV/AIDS (PLWHA) and their families, including orphaned vulnerable children (OVC). The HIV/AIDS project operates in two provinces: Siem Reap and Kampot. The project is currently reaching 1,059 people living with HIV/AIDS (252 in Siem Reap; 807 in Kampot). The project, funded by Swedish Red Cross, is part of a significantly larger HIV/AIDS programme delivered by Cambodian Red Cross. A highlight of the broader programme focus in 2006 was the President of CRC’s acceptance of the role as HIV/AIDS champion on behalf of the Asia Pacific Leaders Forum. The project achieved its objective in 2006 through the strong work of the CRC branches and volunteer network and with close collaboration with other stakeholders such as the Cambodian PLWHA Network (CPN+). Monitoring trips have revealed that quality of life for people living with HIV and AIDS (PLWHA) and OVCs are improving by facilitating access to opportunistic infection (OI) treatment and anti-retroviral therapy (ART), providing psychosocial support and shelter repair, setting up self-help groups for PLWHA, and conducting home visits. Moreover, through advocacy efforts, PLWHA have stated that local authorities are increasingly more caring towards them, as the authorities often seeking to mobilize existing resources in the community to support people living with AIDS.

Red Cross volunteer disseminated HIV/AIDS information to communities in the pagoda in Siem Reap. International Federation.

Key activities carried out as planned in 2006 are listed below:

Activity Siem Reap Kampot 1. Physiological support visits to PLWHA 252 739 2. # Self Help Groups 1 55 3. Emergency support 0 205 4. Home Visits 516 1,987 5. #Community Forums 651 0

In addition, the project provided shelter repair support to 67 PLWHA and financial support for 47 funeral ceremonies. Throughout 2006, Red Cross volunteers continued to play an active role in their respective community on dissemination of anti-stigma and discrimination messages. Over the past year, progress has been made in establishing a stronger Red Cross network foundation at the district and commune levels. Consequently, the HIV/AIDS team is able to respond quickly to the needs of the people in the community. Moreover, Red Cross volunteer capacity at mobilizing the existing resources in the community to support the needs of PLWHA is increasingly more effective. The project is coordinating with the provincial health department, the provincial AIDS office, local non-governmental organizations (NGOs), the PLWHA network and local authorities. The project is also enjoying stronger support from PLWHA, who provide feedback on project activities to the team during meetings and self-help groups within the community. In 2007, with the successful proposal to the Global Fund, whose funding will cover Siem Reap and Kampot, Federation funding will cover two new provinces – Koh Kong and Bantey Meanchey. Expected Result 3: The health status of rural people living in CRC water and sanitation (watsan) focus areas of Koh Kong province and Kep municipality is improved, and their susceptibility to diseases caused by poor water quality and sanitation facilities is permanently reduced. Throughout 2006, the water sanitation project was able to achieve its objective by providing better access to safe water and sanitation in three villages from two targeted provinces/municipalities, Koh Kong and Kep. The CRC’s water and sanitation project, funded by the Australian and New Zealand Red Cross, constructed rain water catchments units and latrines, while delivering hygiene education. The number of families reached was according to plan, with 223 families from Koh Kong and 175 from Kep, bringing the total number of beneficiaries to 3,987. Maintenance training was provided by Red Cross volunteers to families participating in the construction process.

Table: Construction details for the water sanitation project

Province/ Municipality Total units constructed

Kep RWC 228 Latrines 154 Koh Kong RWC 295 Latrines 223

In addition, to develop a better understanding of hygiene practices in Kep city and Koh Kong, the project mobilized volunteers to provide house-to-house health education to 398 beneficiary families, who focused on delivering four key hygiene messages. Furthermore, a key focus of the water and sanitation project in 2006 was on increasing the management, operational and coordination capacity of the Kep municipality and Koh Kong Red Cross branch. Training was provided by the project manager to the branch officers on project and financial management and on the technical aspects of water sanitation. As a result, increased responsibility has devolved to the branch level as compared to the previous year. Project monitoring was carried out on a monthly basis through regular field visits by the water and saniation project manager and staff from headquarters. The project also sought to incorporate beneficiaries into project monitoring and review through monthly meetings where villagers use participatory hygiene and sanitation transformation (PHAST) to provide feedback on project progress, identify and prioritize problems and seek solutions.

In 2007, the project will scale up to cover a further two villages in Kep municipality. Direct beneficiaries will be a total of 1,100 families (5,500 individuals). Eight schools and three health centres will have improved water supply. Expected Result 4: Beneficiaries belonging to high-risk groups have modified their behaviour to reduce the risk of contracting avian influenza, and community leaders and residents have developed capacities to effectively prepare and respond to possible public health emergencies including pandemic influenza. CRC’s avian influenza (AI) project aims to assist high-risk groups to modify their behaviour to reduce the risk of a pandemic. The number of people who benefited from receiving information on the prevention of AI from the CRC in 2006 totalled of 112,075 households/backyard farmers and 1,991 poultry sellers. Implementation was funded by the German, Japanese and American Red Cross national societies. Through the activities conducted in selected targeted areas (Svay Rieng, Prey Veng, Takeo and Kampot), recent monitoring trips have showed increase awareness of the risks posed by AI, and feedback has pointed to beneficiaries beginning to change their attitudes and practices. Major achievements include:

• Red Cross volunteer training on AI: Utilizing 27 core trainers trained in an inception workshop in March, 450 Red Cross volunteers covering nine provinces were trained in May and June on public health in emergency dissemination in their communities, with special focus on avian influenza.

Mother studying AI prevention messages distributed by Red Cross volunteers. International Federation.

• AI dissemination by Red Cross volunteers: After the completion of the AI training course, the 450 trained Red Cross volunteers conducted dissemination on AI prevention in their communities for three days a month, beginning in June until December 2006. In addition, 40,000 posters, developed by UNICEF, with key messages on proper hygiene and the dangers of AI were utilized by the Red Cross volunteers during their campaigns.

• Workshop on avian influenza preparedness and response plan: Funded by the American Red Cross and attended by 74 participants in August 2006, the objective of the workshop was to discuss the global and national AI situation and strategies to prevent the spread of the disease. Importantly, CRC branches, with support from these key stakeholders, began developing provincial and community-level preparedness and response plan in case of a pandemic.

• AI nationwide campaign: 720 Red Cross volunteers in 24 provinces conducted AI campaigns by disseminating key prevention messages in their respective communities. To assist the campaign, each province received 2,208 posters sheets and 1,000 pamphlets for distribution.

In terms of coordination, CRC has established an internal disaster preparedness and response plan. At a national level, coordination has strengthened in 2006 as CRC continues to be an active member of the avian influenza partnership group and national steering committee, chaired by the NCDM. Impact HIV/AIDS: Feedback from the monthly monitoring trips has pointed to several positive changes at the community level including: • The sub-committee structures for supporting PLWHA in the communities are playing an increasingly

active role in mobilizing communities to provide nutrition and transport fees for any HIV positive

person needing anti-retroviral treatment in Takeo province. Moreover, community members are increasingly helping family members of PLWHA with funeral costs.

• Greater confidence of PLWHA demonstrated by increased willingness to talk in public about their situation. These public talks are seen by the HIV/AIDS team as critical in reducing HIV/AIDS stigma among community members. Several examples demonstrate that as a result of these public talks, PLWHA report less discrimination towards their businesses and towards their children at school.

• Another important indicator of increased confidence and initiative by PLWHA is their creation of self-help groups in the village. Through the workshops focusing on life skills and health, these self-help groups are launching clean-up campaigns of their households and village surroundings, and initiating income-generating projects.

• The implementing branches are increasingly taking over more of the project responsibilities as well as coordination among partners and local authorities demonstrating increased capacity;

• Nominating PLWHA as community committee members has helped to reinforce anti-stigma messages within communities and strengthens advocacy efforts such as the importance of blood.

Water and sanitation: • Through regular monitoring visits, the team noticed increased frequency of villagers cleaning their

home’s surrounding environment, boiling water before drinking and washing hands and their children’s hands after latrine use, suggesting the effectiveness of volunteer hygiene dissemination.

• Communities, particularly women, are taking more ownership of the project and increasing their contribution towards construction in terms of labour, time and materials and are participating more actively in the community meetings (80 percent of participants are women).

• The walking distance from household to water source has been cut (previously an average of two hours). This allows women, who are the traditional water bearers, more time for other activities such as cooking, caring for their children and sourcing additional income.

• The project trained Red Cross staff and volunteers at national headquarters, branch and community level in the simple technologies and designs for the construction of the rain water catchments units, which can then be easily replicated using local materials and resources.

Avian influenza: • 720 Red Cross volunteers and branch development officers in 24 provinces have increased

knowledge and demonstrated skills in providing key AI prevention messages to people. • During monitoring visits, communities expressed their appreciation for the hard work of Red Cross

volunteers in providing important preventive messages to the community. Interestingly, many people in the villages stated that they have only received AI information from the Red Cross volunteers network, a testament to the wide reaching and effective CRC volunteer network.

• Anecdotal evidence suggests that communities are beginning to change their attitudes and practices on eating sick or dead chickens, reporting them to the local authority or burying them. People are becoming aware of the importance of using soap before and after eating or handing poultry.

• Another success was CRC’s invitation to become a member of the newly-formed pandemic planning working group, which is co-chaired by the NCDM and the MOH with support from the UN. The CRC is the only humanitarian organization in Cambodia invited to join the working group.

Constraints Monitoring and evaluation systems need to be developed further beyond the current regular monitoring visits. This is in order to enhance accurate data collection and full measurement of impact. With technical help from CRC’s monitoring and evaluation unit, these constraints will be addressed in 2007. A planned evaluation for the water and sanitation project has also been postponed to 2007, depriving the project of concrete data on progress. In the meantime, capacity of staff still needs developing in some technical areas and in planning, monitoring and reporting. HIV/AIDS: The number of kits to distribute to people living with HIV/AIDS in the community does not correspond to the actual number of people affected by HIV/AIDS because of budget limitation. To overcome this constraint, the project is encouraging PLWHA to start up home gardening for income

generation and has proposed that community forums help find employment for PLWHA or provide small loans for business start up. Water and sanitation: There are insufficient Red Cross volunteers at village level to conduct health and hygiene promotion. In addition, population in the target areas are very poor and therefore devote much time to low income enterprises, which leaves less energy and time for health development issues. Avian influenza: The small size of the Red Cross volunteer network at the commune level has forced a volunteer to be responsible for AI dissemination for the entire commune. This is compounded by the fact that some Red Cross branches have selected too many targeted districts to conduct AI prevention. Disaster Management Goal: The impact of disasters on the rural people of Cambodia is reduced Objective: A replicable and sustainable model is developed and disseminated for community based disaster risk reduction for communities prone to natural disasters in Cambodia In 2006, the community-based disaster preparedness programme was divided into two parts. The first part of the programme was a continuation of the 18-month project cycle, which began in January 2005 to June 2006 and was implemented within the four most disaster affected provinces (Prey Veng, Svay Rieng, Kratie, Pursat). Funding was received from the Federation by DFID, the British Red Cross, Hong Kong Red Cross branch of the Red Cross Society of China and from the European Commission’s Humanitarian Aid Office’s Disaster Preparedness programme (DIPECHO) through the Danish Red Cross. With the end of the community-based disaster preparedness remodelling phase in June 2006, a short term action plan from July to December 2006 was funded and implemented by DFID, through the Federation secretariat. The aim was to shift programme focus from activity implementation to the addressing of key challenges identified during the first cycle and building staff capacity. The community-based disaster preparedness programme was close to achieving its objective. The structural and non-structural micro-projects in 2006 were selected by the communities, and are now demonstrating positive impact and increased resilience on the lives of beneficiaries and communities. Furthermore, evaluations conducted in mid-2006 reveal that branches and volunteers are taking more responsibility and ownership of the project, and are able to deliver quality services to the communities. This increased capacity is ensuring the sustainability of the project. For 2007, DIPECHO funds will cover the entirety of CBDP activities. With funding assured, the Federation secretariat will shift its support to disaster response and preparedness. Implementation of the disaster risk reduction micro-project Various types of micro-disaster risk reduction projects were implemented and completed on schedule between February and May 2006. The significant outcome from the implementation is that vulnerable groups and stakeholders within their respective communities prioritized the micro-projects based on solutions needed to deal with the disaster hazards. This participatory methodology takes into account the community’s needs and interest, and ensures they are addressed by the programme. The table below highlights the project’s benefit for the targeted communities and numbers of beneficiaries reached:

1) Svay Rieng - 6 villages in Basak and Kg. Chamlorng commune, Svay Chrum district 2) Prey Veng - 6 villages in Peam Montear commune, Kg. Trabek district

Beneficiaries Reached DRR Measure

2006 Nº of

village Quantity Family People

Benefits to Community

Structural Projects

Household water filter 12 381 381 1846

• Save money from buying fire wood to boil water

• Good cooperation as beneficiaries share water from filter with neighbours.

House strengthening 12 39 39 160

• Reduced need to evacuate during flood. • Neighbours help the beneficiaries by

provided their resource and labour to construct house

Family safe area 6 31 31 155 • Easier to keep livestock. • Help neighbours to stay during flood. • Home gardening during flood/non flood

Water culvert 2 3 120 533 • Manage water supply for rice fields • Roads easily accessed • Reduced rice damage and more crops.

Total (Prey Veng and Svay Rieng) 12 454 571 2694

Non-structural projects

Fish raising training 4 1 42 118 • Improve their living condition through food

security and nutrition

Livestock care 2 1 50 267 • Reduced the livestock disease

Early Warning System 6 1274 6281

• n. • Reduce risk of animal, people and

Flood information for preparatio

properties damage Developed communi• cation and collaboration among Red Cross Villagers, and local authorities

volunteers,

Total (Prey Veng and Svay Rieng) 6 1366 6666

Setting up participatory monitoring and evaluation for communities: The CBDP project is setting up a participatory monitoring and evaluation system in the targeted communities, with focus on impact measurement. The training for Red Cross volunteers and community disaster committees on this impact measurement tool was conducted in early May 2006, with field monitoring by Red Cross volunteers and community disaster committees planned for February 2007. It is hoped that the through this training, the usefulness of micro-projects will be better measured. With the end of the community-based disaster preparedness remodelling phase in June 2006, CRC from July to December 2006 shifted their focus from activity implementation to addressing key challenges identified during the first cycle in preparation for the next cycle. It is important to note that this five-month action plan aims at supporting the long-term development of a completed community-based disaster preparedness model for the Cambodian context. Therefore, key activities revolved around revising and simplifying tools and methodologies as well as increasing the capacity of CRC’s staff through targeted training in monitoring and evaluation, reporting, operations and maintenance. All activities under the two expected results for the community-based disaster preparedness project were completed as planned. These expected results were: • Expected result 1: community-based disaster preparedness tools and methodologies is reviewed and

simplified to support the remodelling process.

• Expected result 2: capacity of community-based disaster preparedness team and provincial development officer increased to be able to facilitate the remodeling

Linkages One of the core components of the community-based disaster risk reduction model is the community development orientated strategy to reduce vulnerability from disaster. Therefore, in order to ensure that an appropriate community structure is developed for this participatory process, community-based disaster preparedness structures at the community level are being revised towards involving and linking all community-based organizations to it. A draft concept paper will be submitted to CRC’s secretary general for approval in early 2007. Furthermore, the manner in which the project can more effectively link to the commune councils is currently being discussed as the body is a crucial member in the local development planning process, bringing potential of support from both the Cambodian government and other non-government development agencies. Coordination CRC is an active member of the Cambodia disaster risk reduction forum, which provides opportunities for all humanitarian organizations in Cambodia to meet regularly to improve coordination and cooperation as well as share best practices. At the field level, the community-based disaster preparedness project staff continues to provide training to Catholic World Service (CWS). For the final evaluation of the first cycle in August 2006, one of the CWS staff was invited to be the member of evaluation team, promoting sharing and learning between CRC project staff and CWS. Coordination has not only strengthened externally, but internal coordination with other CRC's department has also progressed. For example, during implementation of the micro-disaster risk reduction measure, the community-based disaster preparedness team worked closely with CRC’s health department on dissemination activities of health awareness during flood and drought condition. Impact The final evaluation of the project conducted in August 2006 has clearly highlighted significant impact in terms of capacity building of national headquarters and provincial Red Cross staff. For example, in the previous project cycles, all community-based disaster preparedness core training components provided to volunteers were fully conducted and delivered by the national staff. However, through the project decentralization strategy, the provincial development officers and Red Cross volunteer leaders are now successfully organizing and delivering these training to the village volunteers.

“I am a beneficiary from a household-strengthening project supported by CRC. I am considered the most vulnerable in the village. I had a small house previously and it was very often damp either by flood and rain. In addition, we evacuate to the safe area every rainy season to keep my family safe from flood. I began attending the hygiene awareness for flood and drought condition training organized by CRC, and now my entire family is more aware of safe hygiene practices. Apart from this, I am very happy to have the CRC volunteers in our village; they assist villagers without discrimination. I see them conduct health awareness from house to house, disseminating flood information, updating flood information board, encouraging villager to prepare food before flood. I am very happy because I have a nice and strong house with enough space for children to sleep safely, and more importantly, I don't need to again evacuate to the safe area.’ - Oum Sareoun, the 36 year old is a widower living with seven

children and her 60 year old mother in Peam Muntea village, Peam Muntea commune, Kg. Trabek district of Prey Veng province.

In other areas, the fish raising projects supported by the project has improved livelihoods of beneficiary households in Svay Rieng province. From monitoring visits in November, Red Cross volunteers reported that around 50 percent of the beneficiaries can already harvest fish yields for their daily consumption and sell these for additional income. Furthermore, livestock care awareness training for flood and drought conditions is reducing livestock disease rate. Other villagers, having noticed the improvements, are replicating the practice. The evaluation also highlighted that there is a greater need and opportunity to further integrate the communities into project planning, monitoring and evaluation. In 2007 and beyond, the community-based disaster project will seek to include more participatory methodologies to better meet beneficiary needs and increase community ownership of the programme. Constraints • Regular reporting continues to be a difficulty because of inappropriate documentation processes. This

situation arises from two factors: capacity of staff in documentation, and an overload of activities resulting in staff not having adequate time to be trained in report writing;

• Unexpected activities which occurred during the last quarter such as the deployment of staff to the regional disaster management office (including regional disaster response team members for the Philippines Typhoon operation) and the development of the disaster response preparedness project caused interruption and delays of community-based disaster preparedness project activities.

Organizational development Goal: A greater number of vulnerable women and men in Cambodia have access to poverty alleviation programmes and more effective humanitarian relief Objective: To enable CRC to become a well functioning national society by 2010 in order to contribute to the reduction of vulnerability in Cambodia The overall focus of the organizational development programme is to enable CRC to become a well-functioning national society by 2010, as envisioned in their Strategy 2003-2010. To this end, the Federation is providing significant technical and financial support as well as encouragement to the CRC as it undertakes the ambitions laid out in its Three Year Development Plan 2005-2007, aimed at improving the quality of service delivery and transforming the organization. In 2006, the programme was led by an internal CRC organizational development taskforce with support from the Federation regional delegate. The team met regularly to update on progress against the organizational development plan. The taskforce has prioritized better reporting mechanisms and the drafting of a long-term plan stretching to 2010, aligned to the Federation of the Future, which will be rolled-out in early 2007. Overall, 2006 saw significant progress against the organizational development objectives and addressing key partner concerns. New ways of working are slowly diffusing throughout the CRC, such as initiatives around participatory community development, branch development through project proposal writing, more effective programme management through the planning, monitoring, evaluation and reporting (PMER) action plan, the development of programme frameworks and resource development. The challenge remains in demonstrating impact in many of these areas, but the tools are there to assist the national society in this endeavour. Governance and senior management have laid out clear directions and are focused on achieving these goals within the current mandate. As such, there is strong support at all levels to help the organization reach the well-functioning national society status by 2010. Expected Result 1: CRC leadership at governance and management levels are strengthened and structures and systems improved by end of 2007 to guide CRC through the implementation of its strategic plan.

The most significant event in 2006 was CRC’s 4th General Assembly held in August 2006. The General Assembly was successful in electing a new central committee composed of 23 people, with the re-election of the national society’s president. A new secretary general and deputy secretary general were also appointed. The General Assembly set out the CRC’s overall objectives for the upcoming 4th Mandate and approved the budget for the next four years (2007-2010). The objectives are:

1. Promoting and enhancing ownership through diversifying fundraising and income-generating activities, providing capacity-building to leadership and governance, improving financial management and strengthening planning, monitoring, evaluation and reporting;

2. Strengthening the national headquarters general secretariat by improving office management, communications and IT, restructuring the secretariat and clarifying their roles and responsibilities;

3. Strategic review process and three-year planning process supported by the organizational development programme and ongoing development of programme frameworks

4. Enhancing monitoring and evaluation by establishing an organization-wide system and adopting monitoring and evaluation policy and guidelines as well as improving skills among staff.

CRC’s annual planning meeting went ahead as scheduled in early October 2006, with six priority areas identified as critical to the future success of the national society. Representatives from all levels of the CRC and partner national societies were invited to share experiences, lesson learnt, and identify priority activities for 2007. Cross-cutting issues such as the monitoring and evaluation policy, community participation and improving reporting standards were also given prominence during the three day event. The monitoring and evaluation unit, established in mid-2006 has progressed notably. The foundation was set with the approval of the aforementioned policy, as well as the publications in Khmer of related guidelines and a participatory monitoring and evaluation manual. The unit has set up a database to capture all key data and information related to CRC programmes and projects. Importantly, a coordinators network has been established. 29 monitoring and evaluation coordinators were appointed in headquarters and branches in quarter three. Their primary responsibility will be to assist the monitoring and evaluation work conducted by the programmes/project at community level through the provision of technical expertise and guidance. The coordinators were trained in role, responsibilities, technical and reporting skills as well as tools in November 2006. The unit was successfully conducted a monitoring trip to three branches, producing several recommendations to improve CRC’s disaster response. The unit plans to conduct or provide technical support to more programme reviews and evaluations in 2007. January 2006, was a major milestone in the ongoing institutional development of the CRC as the governing board approved various key policies including revised conditions of service, a human resource policy, financial procedures, staff grading and salary scale policy, retirement and pension policy as well as a cooperative agreement strategy document. Elsewhere, to promote sharing and learning at governance level, a field trip to the Oddor Meanchey branch was conducted in December 2006 with the president and vice-presidents of three branches and the organizational development team. The purpose of the trip, which was initially to propose a twining branch concept, has turned to the piloting of a minimum branch development model with significant financial support from the national headquarters in 2007. Expected Result 2: The capacity of the CRC staff in headquarters and branches to have capabilities in service delivery in the four core areas is systematically built by mid-2007. Following field testing at branch level throughout 2006, the branch development software (BDS) was upgraded from its beta version to include four components which will more accurately capture the information needed from the branch and communities. These upgrades include: • Profile: staff, youth, volunteers, committee members, sub-branch; • Branch staff activities;

• Human resource control; • Integration of the personnel information system (PIS) into BDS The human resource department’s data officer, who is responsible for the BDS and personnel management information system (PMIS) database at the national headquarters, attended database development training allowing this officer to effectively manage both databases as well as act as technical support to branches on BDS. The programme will be translated into Khmer in 2007. The financial procedures manual was printed and disseminated during a series of three workshops on dissemination of financial procedures, project planning process budgeting and reporting held in May and June 2006, attended by 98 staff. At management level, 15 senior managers attended a training course in September, which assisted CRC management to grasp a deeper understanding on leadership attitudes and skills, as well as human resource and project management. Reporting has progressed steadily throughout 2006, with some significant milestones reached towards the end of the year. The process has been led by the planning and reporting consultant who has continued to work with various staff throughout CRC’s five department to build reporting capacity. Workshops, along with regular on the job training in donor reporting (and impact reporting) is being conducted for projects, which also helps CRC to produce better quality workshop reports. As a result, some of these reports are now regularly including the “voice of the beneficiaries” either through photos, quotations and stories, and have been used as models and shared with other reporting counterparts throughout the region. Greater emphasis and training is now being placed on impact reporting, as well as logframe development and monitoring and evaluation reporting. The consultant has produced and submitted a series of recommendations, based in part on feedback from CRC staff, on how to improve CRC reporting systems and capacity. Many of these recommendations will now be taken up by the newly-established reporting unit, chaired by the secretary general. The CRC is increasingly aware that quality reporting, a stated objective in CRC’s strategy, could not be achieved unless there was systematic and quality monitoring, which in turn could not be achieved without good planning. Thus, the concept of PMER is now being discussed within the organizational development working group to ultimately improve the overall performance and effectiveness of its operations and service delivery. A recently-developed PMER plan of actionseeks to improve these components and create mechanisms to effectively link the elements together. Twelve staff from national headquarters deceived on-the-job training in project proposal writing. Some were able to apply the new skills immediately in three branches, using the process to encourage the branches to adopt project planning process (PPP) and participatory community development (PCD) approaches by involving communities in the design phase. The first drafts of the proposals, which would also serve as good case studies for other branches, were presented at the annual partnership meeting in October. The German Red Cross has since then expressed interest in supporting one of them. Expected Result 3: The movement of branches from a lower category to a higher category (grade C to B, Grade B to A) is accelerated and characteristics of a well-functioning branch are developed through a systematic branch development approach by mid-2007. There has been steady progress in branch development throughout 2006. The BDS, designed to monitor and track branch progress, went 'live' in March. That same month, the human resource development department organized BDS training for 24 branch staff. The aim was to ensure that each branch has a qualified staff member capable of gathering and updating the software. The second branch categorization process began in quarter two with participation from all 24 branches. Using the branch development software data and a questionnaire based on the indicators of a well-functioning branch, the results were gathered and unofficially announced during a one-day branch

categorization workshop in June. Results indicated that most branches have improved in many of the key indicators. Official results will be published in CRC’s upcoming Annual Report 2006. A local consultant was hired to help the Kompong Chhnang branch develop a project proposal focused on primary health care that was presented to partners at the Annual Partnership meeting in October, garnering interest from a few partners. This initiative is part of the CRC’s support to branches to help them develop the skills to become more financially self-reliant through targeting donors directly. As mentioned above, monitoring and evaluation coordinators were appointed at all 24 branches and trained in November, and will provide technical support to the branches. In addition, eight branch staff were trained in office management and 13 in project proposal writing over the year. Expected Result 4: The Red Cross volunteering policy and guidelines are implemented in 24 provinces and the management of Red Cross volunteers is strengthened in 12 provinces in branches categorized as ‘B-‘, ‘B+’ and ‘C’ by the end of 2007. The volunteer project was not able to implement a large portion of planned activities due to budget limitations. The most significant activity however, in June 2006, was a Red Cross volunteer leader exchange programme conducted in Kampot. Forty-eight Red Cross volunteer leaders from the 24 branches attended .The purpose of this exchange was to analyze the current situation of the Red Cross volunteer programme. Emphasis was placed on listening to the volunteer’s opinions and experiences on the programme and their recommendations for future programme improvements and growth. This feedback will help develop a Red Cross Volunteer Three-Year Plan 2006-2008, addressing key issues of volunteer retention, motivation, training and service delivery. In quarter two, five branches conducted gender training for sub-branch staff and volunteers, involving 125 participants. It is expected that this training will result in a greater awareness of gender issues at sub-branch level and among volunteers translating into increased participation of women at community level during service delivery. All 24 branches received a re-supply of 3,794 first aid kits for distribution to volunteers through the community-based first aid project. Expected Result 5a: The CRC youth network consolidated and expanded in 21 provinces by the end of 2007, through increasing capabilities of Red Cross youth (RCY) leaders and members in implementing RCY policy and strategy and by improving the overall programme management capacity Lack of funding hindered implementation of planned activities in the youth project. With funding from the Capacity Building Fund however, the Red Cross youth and volunteer programmes completed research on four case studies that will be published in 2007. The case studies will be used not only as a means of promoting the programmes, but also to provide lessons learnt and ways forward for the CRC on how to support growth of the programmes. Several youth exchange visits in 2006 enabled cross-cultural and activity learning. These included a CRC representative visit to the French Red Cross youth programme and a Japanese Red Cross youth group visit to CRC. In August, the youth manager joined the 4th South East Asia youth manager meeting. Expected Result 5b: Road safety methods are applied, and capacity to influence peers is increased among high school and university students in Phnom Penh and selected provinces by mid-2007

Table: Schools and youth involved in the road safety projectWith the successful implementation of the road safety project in 2005 in Phnom Penh, the project expanded to an additional province in 2006: Battambang.

Province No. of schools/universities No. of trained youthPhnom Penh 10 250Battambang 4 200

Total 14 450

Training-of-trainer workshops for Red Cross youth advisors were conducted in March and April. Following these trainings, three road safety workshops were organized in Phnom Penh for a total of 250 high school and university students. They received training on road safety laws, safe road behaviour, first aid and dissemination skills. In Battambang, a five-day road safety camp was organized at the end of June. A total of 175 youth participated. The camp includes the same activities as the workshop, but with the added bonus of camping activities. In addition, the project distributed motorcycle helmets to all trained youth in Phnom Penh and Battambang. After the workshops, the Phnom Penh branch and municipal police mobilized the trained youth to assist police guide traffic on various intersections across the city, providing a valuable learning experience for the selected youth on the realities of road safety in a busy metropolis. The road safety project also organized and participated in various campaigns with partners though the year. In April, a “Khmer New Year Road Safety Campaign” since this holiday typically has an increased of traffic accidents and casualties. This two-day campaign was organized with the initiative of the CRC youth programme and mobilized 100 CRC youth advisors and CRC youth trained in road safety in 2005. In November, CRC helped organize the “World Remembrance Day of Traffic Victims” held in Phnom Penh, a multi-partner effort aimed at raising awareness of road safety issues in Cambodia. The road safety clubs that were to be established this year in targeted high schools were not launched this year. Following policies from the ministry of education, these clubs would need to be integrated into existing club structure within the school system and overseen by the ministry. Alignment to their policy and guidelines takes time. Nevertheless, clubs are expected to launch in 2007. Expected Result 6: CRC is able to, through a higher profile, and improved image, access and generate funds and resources in addition to those received from the Federation and partners to support its projects and programmes, by the end of 2007. Various high profile events in the past year have highlighted the increased capacity of the Red Cross to fundraise. Through the efforts of 17 branches, Red Cross Day in May netted a total of USD 453,245. Significantly, for the first time, a few of these branches will earmark these funds towards development project in their provinces. In June, the groundbreaking ceremony for the new Red Cross headquarters was able to raise over USD 450,000 in one day towards the construction. A key achievement was the organizational and resource development workshop held in September 2006, attended by 75 participants from CRC national headquarters and branches. The outcomes of the workshop were useful recommendations for strategies and plans on how the CRC, in particular the branches, can scale up their resource development and income-generating activities. Additionally, clear consensus was reached on developing a resource development plan for the national society as well as business plans for the specific ventures. Following this workshop, the central committee approved the establishment of a fundraising and resource development taskforce at governance level, tasked with scaling up CRC activities in these two areas. The commercial first aid project welcomed the Japanese Red Cross who are interested in providing technical and financial support over a three-year period to assist the programme build capacity of staff and trainers in technical first aid aspects as well as management and marketing skills. This year, CFA earned USD 30,000, the highest yearly total since its launch in 2001. Impact A key indicator of the impact of organizational development and capacity building is the increase in service delivery as a result of organizational development/capacity building effort. In 2006 there three new CRC projects were established through stronger cooperation with partners. Danish Red Cross is supporting a human trafficking project, which is a direct result of a workshop on the Federation’s project planning methodology. The German Red Cross has committed support to a project presented at the CRC partnership meeting in 2006, which was developed using PPP. Finally the CAS

process has brought in new partners like the Swiss Red Cross, which are initiating a project with Takeo branch after years of working with the ministry of health in the province. These projects are needs driven, and demonstrate a growing capacity of CRC to articulate community needs to their partners. At an organizational level, national headquarters and branch staff capacity has increased through trainings in participatory community development throughout 2005 and 2006, which has led to an increased awareness among project managers and branch management especially of the importance of involving the community in planning. Importantly, the monitoring and evaluation unit has promoted participatory monitoring and evaluation methodologies in their policy, guidelines and trainings, and has made community participation a key “indicator of success” for all CRC programmes. Highlighting this new mindset within the organization, it is important to note that CRC leadership has clearly mandated that all new projects must be include a beneficiary/community participation in the assessment and design stages, which has been already been attempted community health project design under development at the Kampong Chnnang, Stung Treng, and Ratanikiry branches. Thematic workshops and sharing of experiences from governance at the branch level are having great influence with governance members across the country. The stronger branches, which have developed mechanisms in terms of raising funds and managing the branches activities, are very willing to pass on these experiences. The cross-visits are really supporting weaker branches and are a really positive development Constraints • Over the course of 2006, significant progress has been achieved by the organizational development

working group. However, stronger coordination and reporting mechanisms are required. The working group and governance focal point recognize this weakness and has prioritized an organizational development master plan and a strong coordination and reporting mechanism for 2007. To address the reporting constraint, an report format has been approved, which requires reporting against plans and includes a section on impact (although training on impact reporting will be required);

• The monitoring and evaluation unit in has achieved a good deal, yet CRC has not yet developed a system for the national society. Consequently, project managers use different tools to monitor their projects. It will be a challenging task for the unit to introduce at all levels. The first steps however are being taken with the approval of the CRC monitoring and evaluation policy, guidelines and the appointment of coordinators.

• Despite commitment and efforts made by the organizational development working group, there is clear indication of the necessity to have a full-time staff that is capable to assist the group in coordination, collection of data, compiling and developing reports, as well as assist the branches in developing plans and ensure the delivery of critical cross-cutting elements of CRC capacity building efforts.

Humanitarian Values Goal: There is greater awareness, respect for, and application of humanitarian values in Cambodia Objective: The Movement’s Fundamental Principles, as well as its position concerning humanitarian values, is disseminated to and understood by a larger proportion of the Cambodian population. Funding through the Federation Appeal process in 2006 continues to be limited for CRC's humanitarian values programme. Support from ICRC continues to be the primary outside source for CRC's activities in this area. In September, the communications department, primarily responsible for activities related to the Fundamental Principles and humanitarian values, underwent a significant staffing change as the former director was promoted to deputy secretary general. She was replaced by the deputy director of the disaster management department. Major highlights in 2006 include the launch of the response to human trafficking project, financially and technically supported by the Danish Red Cross and implemented in two high-risk border provinces: Banteay Meachey and Svay Rieng. The landmine awareness project introduced micro-credit schemes as

a key component of their intervention, and they are now seeking ways to scale-up activities to increase impact. CRC’s first public image survey received approval from governance this year and will be conducted in selected provinces nationwide in 2007. A resource development workshop was also successful in drafting strategies to diversify resource development and income-generation for the national society. Importantly, the CRC oresident role as the Asia Pacific Leaders Forum champion for HIV/AIDS in Cambodia is testimony to national society’s growing determination and confidence in advocacy issues. This role may be closely linked to the HIV/AIDS programme area, but is also a step forward in the promotion of anti-discrimination. It has been difficult to gauge the success of the programme towards achieving its goal as there are few monitoring and evaluation mechanisms set up. The landmine programme has demonstrated positive outcomes through their activities, particularly in terms of increased awareness on the risk of landmine (see landmine risk education section below). In addition, through the human trafficking inception workshops, it was reported that stakeholder gained greater awareness of CRC’s fundamental principles and activities. Beyond these two projects, measurement becomes difficult. In 2007, the programme has prioritized, at the request of CRC leadership, the setting up better monitoring systems to measure the impact of the programme. Achievements in 2006 include: International humanitarian law (IHL) and Red Cross dissemination Trainings conducted in 2006: • Red Cross Red Crescent and IHL training for 75 journalists • Implementation, management, dissemination and fundraising course for 20 staff from six branches • Refresher training workshop on the Red Crystal (third additional protocol) for 59 participants from CRC

headquarters and all branches. A round table talk commemorated International Women's Day on 8 March under the national theme: “Let’s raise women status and family economy”, with a focus on women’s activities and gender training at the CRC. The 24 Red Cross branches conducted 330 dissemination sessions to increase membership and fundraising, reaching 21,329 participants. The ICRC film "Story of an Idea" was also dubbed into Khmer. Fundraising An organizational and resource development workshop was held in September 2006. The outcomes of the workshop were useful recommendations for strategies and plans on ways to scale up CRC’s resource development and income-generating activities, particularly in branches. Fundraising from diverse sources (membership, private donation, income-generation and in-kind) raised a total of USD 3,107,830 in 2006.

Public relations A regional research company with specialized expertise in image surveys was recruited to design and conduct CRC’s public image survey. Funding has been secured from the ICRC and British Red Cross. The contract was signed in quarter three and the survey is expected to be completed by mid-2007; For the 4th General Assembly, the communications department was active in preparing documents and producing news stories for broadcast related to the event. Eleven English news stories were uploaded onto the CRC website. The sub-department has also local IT companies to assist in the creation of a Khmer-version website (expected in 2007). In addition, staff regularly went to the field to cover Red Cross news stories for broadcast, which are shown weekly on six national public channels and one radio station.

Tracing The programme processed 77 cases in 2006. There were 11 successful cases of reunited families, including a family’s reunion with their mother who has been lost for 23 years. The programme also collected 11,043 Red Cross messages, mostly from families to an imprisoned family member. In 2006,

the tracing project manager was promoted to deputy director of the communications department. She was replaced by her assistant manager. Capacity building During a communications training in December 2006, the communications department staff and Phnom Penh branch participants, 16 in total, received practical skills training on producing news stories for print and television, conducting interviews and on effective research methodologies. The increased capacity of the trainees will upgrade the quality of the CRC weekly news broadcast, produced by Phnom Penh branch in cooperation with the communications department. Landmine risk education The project, funded by the German Red Cross, is being implemented in six provinces in the high-risk northwest Cambodia aimed at educating the most vulnerable to change their behaviour in order to reduce landmine or unexploded ordinance (UXO) casualties as well as maintain and improve public information campaigns, raising awareness amongst affected communities. The number of direct and indirect beneficiaries the project reached in 2006 is 11,556 and 28,200 respectively, including workers, students, former soldiers, vendors, and displaced people. In addition the project provides micro-finance loans (maximum USD 200) to the most high-risk families in order to start income generation activity that will develop their earning capacity and secure their basic needs, thereby reducing the risk of being exposed to mined areas. Eighty families benefited from the loans in 2006 and have set up activities ranging from a grocery shop to household farming. Every three months, the beneficiaries attend a meeting organized and facilitated by a development officer and village leaders to share experiences and skills. The story can be viewed here. Emergency assistance to 42 beneficiaries was provided. 500 first aid kits were also provided to farmers. In November, an evaluation trip was conducted in Oddar Meanchey province with project and branch staff, German Red Cross representative, and the head of the monitoring and evaluation unit. The purpose of the trip was to gather feedback from beneficiaries, volunteers and project staff on the successes of the project, and improvements needed. Community feedback was positive, stressing the effectiveness of the awareness-raising by volunteers and stating a desire to see the loan scheme extended to include more families. A key issue was raised among all respondents was the need to ensure the sustainability of the loan schemes, a key priority for the programme to tackle in 2007 and beyond. In December, the project conducted a six-monthly meeting participated by donors and stakeholders to assess the progress of the project and future support, along with ways to better coordinate and increase impact of project.

Human trafficking In 2006, CRC, with financial and technical support from the Danish Red Cross, launched the response to human trafficking project in July 2006 in two high-risk border provinces, Svay Rieng and Banteay Meanchey. The main focus of the programme is to raise public awareness on issues pertinent to human trafficking and expand the programme into areas of reintegration and support to women and children, as well as to develop organizational capacity within the Cambodian Red Cross (CRC) to effectively and efficiently implement future programmes in response to human Confronting extreme vulnerabilities: Partners discuss human trafficking.

International Federation.

trafficking. The duration of implementation is 18 months (July 2006-December 2007). The second half of 2006 was primarily focused on the inception phase and building a network with partners. Achievements include:

• Two regional inception workshops, with participants from Cambodia Red Cross, partners and stakeholders aimed at introducing CRC’s programme, creating a network and sharing best practices and identify areas of needs where CRC could intervene.

• Technical workshop with key regional and national implementing agencies giving the project manager more technical exposure, including studying the anti-human trafficking law, human trafficking in Cambodia and stakeholder activities. The CRC’s programme was introduced.

• A story was written about the situation of human trafficking in Cambodia and CRC’s programme initiatives and by the International Federation. It can be viewed here.

• One week training in November on PPP, monitoring and evaluation and reporting tools were organized for two branch focal points.

Income generation Cow and goat banks were established in 2006 in two provinces, Pursat and Kampong Cham, supported by the British Red Cross. The aim of the project is to provide the selected families with greater livelihood security by owning livestock. However, the impact of the project has been difficult to gauge over the past half-year as the income generation officer, responsible for overseeing the project, has resigned and not yet been replaced. It is expected that this position will be filled in 2007. Impact • Training of sub-branch staff in management, dissemination, and fundraising implies a higher number

of skilled staff at sub-branch level, strengthening the grassroots network and reach of the CRC. • Training of journalists in international humanitarian law implies greater sensitivity and exposure in

media reporting on issues related to IHL in Cambodia • Human trafficking programme: the regional workshops created fora for exchange of information and

increased understanding of stakeholders of the Red Cross mandate and its humanitarian action helping to change the attitude of seeing the Red Cross as solely a relief distribution organization.

• Landmine risk education programme: from feedback during the evaluation trip, more villagers are expressing a desire to become Red Cross volunteers as they see the good work the volunteers are doing. Furthermore, the communities’ desire to see the loan schemes expanded to include more families speaks of intervention’s effectiveness.

Constraints • Measuring impact of the programme is a complex task, one that the principles and humanitarians

values programme has not fully grasped. Ultimately, the level of understanding or awareness rate could not be adequately measured, since there has been no public image survey conducted. This survey is expected to be commissioned in 2006, with the report expected to provide CRC with some data on effects of the principles and humanitarians values programme.

• CRC’s website is not able to upload stories or update CRC news events frequently, hampering its effectiveness as a communications tool. It is proposed that further long-term training be given to the IT officer. Furthermore, there is a recognized need by CRC to have a Khmer version of the website in order to reach local audiences.

• Landmine risk education programme: migrants looking for income in mine/UXO-affected regions are a high risk group as they never attend, consult or report to Red Cross volunteers or authorities.

• Human trafficking programme: this is new for the CRC and it will take time for to gain competency in it, as well as establish a network from which to draw knowledge and expertise.

Working in partnership Cambodia Red Cross maintained its strong record of partnership in 2006. It has committed to move from a project to programme approach. It will utilize lessons from its programming in HIV/AIDS and landmines

to improve its collective approach with partners in two principal areas: primary health care and disaster management. The Federation country delegation is committed to adopt a more specialist approach in supporting capacity building, namely in the key focus areas of organizational development and technical assistance in the four core areas of S2010, human resources, facilitation of networks, knowledge sharing and enabling of relationship management. The bulk of membership services will be provided from the regional delegation in Bangkok. The CRC and partners are committed to continue addressing the challenge of transforming existing partnerships to operational alliance approaches for: better continuity, pooled resources, shared knowledge and experiences, joint planning and shared implementation, better financial systems and accountability etc. The CRC CAS process is a major part to this transformation. CRC is improving the bi-monthly and annual partnership meetings, addressing coordination and general cooperation standards. The next phase will be to develop stronger aligned programming which will take cooperation and coordination to another dimension. Having robust discussions around programme develop and design will be key. Contributing to longer-term impact CRC has progressed remarkably in recent times and its commitment to change and improvement has seen it contribute more to the Federation’s Global Agenda as well as the millennium development goals in Cambodia. Indeed CRC is setting several marks for national societies within South East Asia: its innovative approach from enlightened policies regarding HIV/AIDS in the workplace; its ability to help vulnerable communities prepare for hazards such as flooding, drought, avian flu; its commitment to community ‘ownership’ of water and sanitation projects to ensure impact and sustainability are some of the many areas that the CRC demonstrates its role as a leading humanitarian organization within Cambodia.

Looking Ahead The revised 2007 plans and budgets for this appeal are based on a clear vision and plan of the CRC to better address vulnerabilities in Cambodia. The national society will do this by streamlining programmes for enhanced service delivery, building capacity of staff and volunteers, supporting resource development initiatives, and the continued alignment of the national society to 'Movement' strategies, particularly Strategy 2010 and the refining process of the Federation of the Future and the Global Agenda. Priorities in the four core areas reflect this approach through developing common approaches and scaling up activities in health and care, complimenting the focus on community-based disaster preparedness by improving disaster response preparedness at all levels, strengthening management structures and systems through the organizational development process and increasing the integration of the promotion of humanitarian values programme.

For further information please contact: Cambodia Red Cross: Kien Vaddanak (director of communications), email: kienvaddanak@redcross.org.kh, phone

+855 23 21 28 76, mobile: +855 12 92 31 03, fax 855 23 21 28 75. Country delegation in Cambodia: Scott Tind Simmons (Federation Representative), email:

scott.tindsimmons@ifrc.org, mobile: +855 12 901 400, fax +855 23 210 163. South East Asia regional delegation in Thailand: Bekele Geleta (head of regional delegation), email:

bekele.geleta@ifrc.org, phone: +66 2661 8201, fax: +66.2.661.9322. Federation secretariat in Geneva (Asia Pacific department): Sabine Feuglet (Southeast Asia regional assistant),

email: sabine.feuglet@ifrc.org, phone: +4122 730 4349, fax: +4122 733 0395.

To support or find out more about the Federation’s programmes or operations, click on www.ifrc.org

Selected ParametersReporting Timeframe 2006/1­2006/12Budget Timeframe 2006/1­2007/12Appeal MAAKH001Budget APPEAL

All figures are in Swiss Francs (CHF)ANNUAL REPORT 2006

MAAKH001 ­ CAMBODIA

International Federation of Red Cross and Red Crescent Societies

I. Consolidated Response to Appeal

Health & Care DisasterManagement

HumanitarianValues

OrganisationalDevelopment

Coordination &Implementation TOTAL

A. Budget 1,587,360 153,440 27,115 441,417 596,966 2,806,297

B. Opening Balance 143,788 49,015 7,813 41,260 109,376 351,254

IncomeCash contributions

0.00 Australian Red Cross 100,096 6,630 106,726British Red Cross 2,745 0 45,420 11,700 59,865Capacity Building Fund 50,000 50,000DFID Partnership 72,597 0 22,167 94,764German Red Cross 78,211 78,211New Zealand Red Cross 197,430 197,430Swedish Red Cross 115,850 49,650 165,500

0.00 C1. Cash contributions 494,332 72,597 0 167,237 18,330 752,496

Outstanding pledges (Revalued)1.00 Australian Red Cross 68,465 68,465

New Zealand Red Cross ­50,300 ­50,3001.00 C2. Outstanding pledges (Revalued) ­50,300 68,465 18,165

Reallocations (within appeal or from/to another appeal)2.00 DFID Partnership 24,787 24,7872.00 C3. Reallocations (within appeal or 24,787 24,787

Inkind PersonnelAustralian Red Cross 102,000 102,000British Red Cross 42,093 42,093C5. Inkind Personnel 42,093 102,000 144,093

C. Total Income = SUM(C1..C6) 486,125 72,597 0 192,024 206,047 956,793

D. Total Funding = B +C 629,913 121,612 7,813 233,284 315,423 1,308,047

II. Balance of Funds

Health & Care DisasterManagement

HumanitarianValues

OrganisationalDevelopment

Coordination &Implementation TOTAL

B. Opening Balance 143,788 49,015 7,813 41,260 109,376 351,254C. Income 486,125 72,597 0 192,024 206,047 956,793E. Expenditure ­493,662 ­117,617 ­2,583 ­200,910 ­259,290 ­1,074,061F. Closing Balance = (B + C + E) 136,252 3,996 5,231 32,374 56,133 233,986

Other IncomeService Agreements 17,252 17,252C6. Other Income 17,252 17,252

Prepared on 29/Mar/2007 Appeal report.rep Page 1 of 2

Selected ParametersReporting Timeframe 2006/1­2006/12Budget Timeframe 2006/1­2007/12Appeal MAAKH001Budget APPEAL

All figures are in Swiss Francs (CHF)ANNUAL REPORT 2006

MAAKH001 ­ CAMBODIA

International Federation of Red Cross and Red Crescent Societies

III. Budget Analysis / Breakdown of ExpenditureExpenditure

Account Groups BudgetHealth & Care Disaster

ManagementHumanitarian

ValuesOrganisationalDevelopment

Coordination &Implementation TOTAL

Variance

A B A ­ B

BUDGET (C) 1,587,360 153,440 27,115 441,417 596,966 2,806,297

SuppliesShelter ­ Relief 17,851 2,213 11,392 13,605 4,246Clothing & textiles 3,600 3,600Food 27,307 7,844 7,844 19,462Seeds,Plants 16,817 457 10,842 11,299 5,518Water & Sanitation 261,367 127,783 2,645 130,428 130,939Medical & First Aid 1,998 461 334 795 1,203Utensils & Tools 6,697 6,697Other Supplies & Services 4,583 1,119 3,558 4,677 ­94Total Supplies 340,221 138,959 18,053 11,303 334 168,648 171,573

Land, vehicles & equipmentVehicles 3,201 3,201Computers & Telecom 12,900 3,068 12,461 15,530 ­2,630Office/Household Furniture & Equipm. 13,319 2,244 5,111 7,354 5,964Total Land, vehicles & equipment 29,420 2,244 3,068 17,572 22,884 6,536

Transport & StorageStorage 20 ­222 ­202 202Transport & Vehicle Costs 111,019 22,794 3,116 503 3,434 2,653 32,500 78,519Total Transport & Storage 111,019 22,815 3,116 503 3,434 2,431 32,298 78,720

Personnel ExpendituresDelegates Payroll 370,749 58 39 97 370,652Delegate Benefits 171,984 66,791 1,335 146,115 214,242 ­42,258National Staff 124,007 15,694 3,209 6,456 23,102 48,462 75,545National Society Staff 441,865 130,585 16,621 776 22,215 ­912 169,286 272,579Consultants 60,972 8,503 25,219 2,375 36,097 24,875Total Personnel Expenditures 1,169,577 221,632 19,830 776 55,226 170,720 468,183 701,394

Workshops & TrainingWorkshops & Training 500,685 46,068 22,121 487 68,170 5,508 142,355 358,330Total Workshops & Training 500,685 46,068 22,121 487 68,170 5,508 142,355 358,330

General ExpenditureTravel 157,993 19,567 4,772 324 1,973 6,266 32,901 125,092Information & Public Relation 95,674 5,245 1,203 2,888 18,813 3,503 31,652 64,022Office Costs 149,624 14,023 2,451 444 4,954 16,980 38,852 110,772Communications 47,707 13,981 2,034 1,666 9,806 27,486 20,220Financial Charges 25,915 341 38 107 27,830 28,316 ­2,401Other General Expenses 3,114 3,316 504 1,139 4,959 ­1,845Total General Expenditure 480,027 56,472 10,498 3,656 28,017 65,523 164,167 315,860

Program SupportProgram Support 175,348 31,910 7,645 168 13,059 16,423 69,205 106,143Total Program Support 175,348 31,910 7,645 168 13,059 16,423 69,205 106,143

Operational ProvisionsOperational Provisions ­26,438 33,285 ­3,008 4,129 ­1,648 6,320 ­6,320Total Operational Provisions ­26,438 33,285 ­3,008 4,129 ­1,648 6,320 ­6,320

TOTAL EXPENDITURE (D) 2,806,297 493,662 117,617 2,583 200,910 259,290 1,074,061 1,732,236

VARIANCE (C ­ D) 1,093,698 35,823 24,532 240,507 337,676 1,732,236

Prepared on 29/Mar/2007 Appeal report.rep Page 2 of 2