PROGRAMME ACHIEVEMENTS

TRAINING UNIT

  + Open Access Training Courses and Programmes

Comparisons with 2001 show that the open access training courses and programmes totalled approximately the same number of training days (126 training days) and a similar number of participants, including female participants. However one significant difference is that VBNK provided more services to international non-government organisations (INGOs) – from 93 staff in 2001 up to 134. For Cambodian non-government organisations (CNGOs) the number shifted from 133 staff in 2001 to 77. VBNK is working to find more ways to reach out to CNGO staff, particularly those in remote areas, so that they can access training and development opportunities.

The Training Unit (TU) successfully delivered three complete training programmes, namely: the Introductory Manager's Development Programme, the third Women Leadership Programme, and the third Proposal Development Programme. Follow up has shown that all are beneficial to the long-term development of staff in social development organisations.

To determine the impact of training activities, the TU conducted its annual follow up exercise in September. In terms of direct and indirect impact of the training, 49 interviewed participants stated that they supervise 553 staff who in turn have direct impact on 533,493 beneficiaries/stakeholders. 88% of interviewed supervisors/mentors said that the training contributed to the improvement of their colleagues' team and project work in that they help each other more, have better attitudes and are more open-minded. Further, many participants mentioned that the internal communication and teamwork in the organisation had improved and that workshops and meetings were better organised, which also contributed to performance output improvements in their organisations.

  + Customised Training

A great achievement of the TU and VBNK as a whole was the training conducted on the roof of the world – Tibet (see the Regional Work section below).

Other high profile training was for the staff of the Secretariats of the Senate and National Assembly, and for some Ministries of the Royal Government of Cambodia (RGC).

The total number of customised training days increased from 94 in 2001 to 142 (+33%), and the number of participants increased from 286 to 428 (+33%). The total for all training delivery increased from 220 to 267 (+17%), and the number of participants increased from 516 to 651 (+20%).

Overall the TU achieved a lot in 2002 by providing training to organisations in civil society, institutions of state, the RGC and especially with the regional work in Tibet. However, the TU is always mindful of the need to keep improving its services and will continue to upgrade the content and quality of its programme and delivery in 2003.

ORGANISATION DEVELOPMENT UNIT

During the year the Organisation Development Unit (ODU) provided services that included facilitation of strategic planning processes, programme evaluation development, organisational assessments, management review, Boards development, and facilitation of localisation processes, reflections and retreats, and other organisational events. Altogether the Unit completed work for 18 organisations, including seven CNGOs based in Phnom Penh and the provinces.

The ODU also managed VBNK's annual conference on "Fund Raising and Donor Relations: An Opportunity to Explore Issues and Expectations", held on 23rd and 24th May at the Cambodiana Hotel. About 100 participants representing Cambodian and international NGOs in Cambodia and donor agencies attended. The conference successfully served as a venue for NGOs and their partner support agencies and donors to have a dialogue on issues and expectations.

As part of VBNK’s ongoing commitment to being a learning organisation a range of activities were undertaken to ensure the continuing development of all staff (see Staff Development Section below). The result of the staff development activities is that ODU staff now have more tools and skills for consulting and facilitation work and understand how these can be applied professionally and in their personal lives. Additionally some of the ODU Facilitators are now able to negotiate with clients, design and deliver some OD interventions with minimal support from the Technical Advisor.

2002 also saw an increase in collaborative work between the ODU and the TU. The two Units jointly facilitated strategic planning for the Ministry of Social Affairs, Labour, Vocational, and Youth Rehabilitation (MoSALVY), a team-building workshop for a group of staff at the World Food Programme, and modular management training for Veterans International's project managers in Preah Vihear province.

BASELINE SURVEY OF THE NATIONAL ASSEMBLY AND SENATE

VBNK was honoured to be invited by the Cambodia Development Resource Institute (CDRI) to work with them on a Cambodia Canada Legislative Support Programme (CCLSP) sponsored baseline survey of the National Assembly and Senate. The survey was requested by CCLSP at the start of their five year project to strengthen the capacity of Cambodia’s legislative processes and institutions of democracy, and it was necessary to document the starting point in order to be able to assess progress throughout the life of the project. This was a seminal document as no previous study of this type had ever been undertaken. The task was shared; CDRI worked with the Members of both the National Assembly and Senate, while VBNK conducted the study of the Secretariats. Senior VBNK personnel interviewed senior managers and staff in both Secretariats. The interviews were documented and collated into a report, which was then added to the CDRI findings to produce the overall survey.

It was a proud day for VBNK on 4th June when the report was presented at the President’s Forum, a unique meeting of the Members of both the National Assembly and the Senate under the joint Chairmanship of the two Presidents, HRH Prince Norodom Ranariddh and Samdech Chea Sim.

NEW PROGRAMME DEVELOPMENTS

RESEARCH AND PUBLICATIONS UNIT

In accordance with its Strategic Plan 2000 – 2002 VBNK established a new Research and Publications Unit (RPU) that will serve two important functions. Firstly, to contribute to the improvement of the Cambodian development sector by providing documentary evidence of effective management practice in social development organisations. Secondly, the Unit will contribute to the development or revision of VBNK services by progressively basing them on research findings.

To achieve these goals, the RPU aims to undertake 3 - 4 research studies each year and to produce bilingual publications (Khmer and English) which will be a well-balanced mix of case studies, practical guidelines to review management practice, examples from other NGOs, handy management tools, pictures, graphs and theoretical explanations.

The Unit started in July and began by concentrating on recruiting and orientating new research staff and establishing working systems to collect, store and analyse research data. The recruitment was time consuming as the Unit required staff with a unique mix of research experience, analytical skills and backgrounds in NGO management.

During its development period, the RPU conducted a preliminary survey of selected NGOs in order to gather advice and suggestions about what research topics it might be pertinent to cover in its first year. The Unit aimed both to achieve a detailed insight into current management issues in the social development sector in Cambodia, and to canvas suggestions on how to approach research in what can be a sensitive area. The study spanned three months from September to December and involved structured interviews with 34 people from 21 NGOs - both INGOs and CNGOs. This helped to define the first research topics for the Unit to work on in the coming year. The study also gave the new research staff the opportunity to develop and compare different research methodologies and approaches in order to have more confidence for the upcoming research studies in following years.

The areas of boards, governance, accountability and transparency were also considered an interesting and dynamic area for VBNK to research, and this topic was chosen to be the subject of the first research study.

The establishment of the RPU created a significantly enlarged VBNK structure and both the Unit and the rest of the organisation are working on the challenges of growth and change that this development presented.

DECENTRALISATION INITIATIVES

The Commune/Sangkat elections held in February changed Cambodia's political and cultural landscape considerably. For the first time decisions are being made by those closest to and most affected by them.

VBNK appreciates the significance of these events and has a strong desire to be involved in Cambodia's decentralisation efforts. Shortly after the elections VBNK collaborated with GTZ to provide a series of training workshops for Commune Councillors in Kampot and Kompong Thom. Workshops were held from March until July in the following subjects: An Orientation to Decentralisation and Commune Councils, Financial Planning and finally Development Planning for Commune Councils. VBNK's work was an adaptation of the national programme being implemented by Seila, but with a greater emphasis on providing participants with both the facilitation skills and the knowledge required to train Commune Councillors in the two provinces.

Later in the year ZOA sponsored a VBNK consultant to work with Councillors in Poipet to help them to formulate their Development Plan using participatory approach. This was a particularly interesting challenge as the Commune Council consists of a diverse group of members with strong and at times conflicting representation from all the main political parties.

VBNK also designed and delivered a one-week open access course entitled An Orientation to Decentralisation and Commune Councils for the staff of NGOs and the public sector who are regularly involved in working with the councils.

2002 culminated with VBNK being contracted by PRASAC to provide an extensive thirteen-month training package for staff in or associated with PRASAC. The aim is to support the decentralisation process by having trained personnel who can deliver basic management training, including management tools for decision-makers and for people's representatives at the local level.

By continuing to work on a range of decentralisation initiatives VBNK is continually deepening its understanding of this vital development and sees itself as an important contributor to sustainable decentralisation in Cambodia.

THE CHART PROJECT

CHART is an exciting new development within VBNK in two ways, because the organisation has never before undertaken a project and also because it is the first time that VBNK has worked on development practice rather than management and organisational issues. The goal of CHART is:

To assess, using action learning methodology, the impact of training and supported project implementation on the effectiveness of development practitioners and development practice within NGO’s in Cambodia.

VBNK’s support for the Learning for Transformation (LfT) research project and publication of the LfT report was instrumental in defining the issues and sparking the vision for this project. Recognising the importance of this work and the influences of the Community Development Resource Association in South Africa, and the David Glass Ensemble of the UK the Director realised that VBNK was in a unique position to begin to address issues about the effectiveness of development practice. The ideas were initially set out in a concept paper entitled “Mending Broken Mirrors” and the mandate to move ahead was given in the strategic planning process when VBNK adopted a strategic objective on development practice. (See Strategic Planning section below)

At the end of April, a consultant was recruited to develop the concept into a project and he was subsequently appointed as the Project Manager. The first step in setting up the project was to consult a wide array of stakeholders to assess the level of interest and the feasibility of such a project, and to be guided in its design. The consultation was done through interviews, group presentations, workshops, and email dialogue. Drawing from these sources and the confidence generated by the very widespread applicability of the issues highlighted in LfT the project began to take shape in a further concept paper which presented the first outline of CHART (Creative, Holistic, Action–research for Relationship Transformation). The development of the project was supported by an informal group of external advisors and dialogue with these advisors has guided CHART through a considered process of revision and refinement.

The ongoing process of refining and further defining the project promoted deeper relationships and dialogue with the NGOs that showed an interest in CHART. Seven organisations have shown a strong interest in partnership; three of which, Church World Service, International Cooperation Cambodia - Faith Project and World Vision, will formally partner with VBNK in the first round of CHART.

The CHART curriculum is a modular training and experiential learning process delivered over 19 full time weeks. The curriculum has been developed using inputs from VBNK resource people, consultants, training materials and external training courses. A significant proportion of the facilitation guidelines, process and teaching input have been purposely written for the CHART Project. The first round of training delivery and supported implementation will begin in July 2003, followed by a second round of training beginning in 2004.

CHART has a commitment to documenting and disseminating the learning from its work and will endeavour to keep all stakeholders and interested organisations and individuals regularly informed of developments, progress and learning.

CENTRE FOR CREATIVE DEVELOPMENT

Most people who know VBNK are aware the organisation has a long-term relationship with the David Glass Ensemble (DGE) of the UK. David and his colleagues have been contributing a key component of VBNK's capacity building and staff development strategy since 1998. VBNK will shortly publish ‘Creative Practice’, a book by David Glass that captures the creative process he has been developing with VBNK staff in order that other organisations might benefit from it.

For some time the Ensemble has been exploring the idea of a Centre for Creative Development to establish a base for training in creative process; a ‘think-tank’ where ideas can be discussed and developed, a focus for the promotion of good practice, and a resource to the development sector and other practitioners. Given the strong relationship that already exists between the two organisations the decision to establish the CCD is both a consolidation of the work already done together and a significant step towards sharing it with the wider development community.

The CCD directly responds to the synergy of concerns motivating VBNK’s CHART Project to address concerns in development practice in Cambodia and the issues arising from the LfT research. The fundamental premise on which the CCD will be based is that development is about relationships and creative practice is an essential component in establishing the kind of relationships needed for effective development practice to take place. Many development practitioners are struggling to find effective methodologies for their work and find that the constraints of the logical framework project cycle are not conducive to building relationships with beneficiaries that are based on trust and participation.

The recognition of the value of creative techniques in development has been increasing over the years. This has come about through the continuing activities of practitioners but also through a growing awareness in the academic and training fields. Some courses now exist within academic institutions and other organisations. A great deal of activity takes place, largely piecemeal. There does not appear to be any single environment where theory, technique and actual practice can take place together.

Creative process does not attempt to replace other methodologies and project frameworks, but to underpin and supplement them with more effective ways of establishing the fundamental prerequisites for good development practice to take place. The aim of CCD is:

To be a place where development practitioners and others can explore and share creative processes in order to enhance development practice and understanding through a holistic exploration of creative methodologies and thinking.

VBNK goes into 2003 in anticipation of exciting developments emerging as the work of the Centre begins to take shape.

REGIONAL WORK

Another new dimension of VBNK's activities opened up when a training team went to Tibet to begin delivery of the Manager's Development Programme (MDP). This commission arose because someone working in Tibet had previously worked in Cambodia and had a staff member on the MDP. Recognising many similar training needs to those in Cambodia but having no suitable training resources to call on in Tibet or China, she contacted VBNK to request that we deliver the programme in Tibet. It took a while to organise and arrange the logistics, but in February a team left to deliver the programme for a group of 25 participants drawn from 9 NGOs. After delivery of the first three modules, the programme was judged such a success locally that another organisation invited us to do a second programme for their partners. All participants greatly appreciated having an introduction to modern management theory and practice and they especially enjoyed the participatory training methodology, which was a new experience for them. The training team also had the opportunity to share and gain international experience from the participants. The second programme is to be completed in 2003.

Another request came from an NGO in Laos who asked VBNK to conduct an 'Empowerment and Values' workshop for all their staff. This was an interesting opportunity for the Director and one of the Trainers not only to work outside Cambodia but also to learn about the similarities and differences in development work in a neighbouring country.

ORGANISATIONAL ACHIEVEMENTS

PROGRAMME SUPPORT UNIT

As VBNK continues to develop and grow the Programme Support Unit (PSU) plays an important role in helping programme work run smoothly. In order to meet the increasing level of demands it is called on to meet the PSU recruited three new staff in 2002, including a Unit Manager.

The PSU has some important functions in supporting VBNK’s programme delivery. First and foremost is the role of the Documenters who record and distribute the proceedings of all TU and ODU work. A new role taken on in 2002 is the provision of translation support for the whole organisation, either for programme materials or internal documents.

At the time of the office move in November VBNK changed to a broadband Internet provider to give improved and increased access. At the same time the VBNK website was launched. External and internal email and Internet are now instantly accessible for most VBNK staff.

The office move also facilitated upgrading the service and environment of the Resource Centre. The Centre is now able to provide comfortable air-conditioned reading space for users. The number of books has increased due to donations from the Asia Foundation and others, and from regular acquisitions when staff travel abroad. The library focuses primarily on management and training, but has sections on some other subjects.

ADMINISTRATION AND FINANCE UNIT

No organisation can be effective without strong support from its Administration and Finance Unit (AFU). VBNK is fortunate to have a great team who work quietly in the background but keep the organisation functioning at a very high level. They had a very particular challenge in 2002 when the organisation decided that due to the growing demand for its services together with increased staff numbers, it had outgrown its old premises and needed to move. After a long search all around Phnom Penh a suitable building was located on Street 80, but it needed refurbishment and a range of alternations before the organisation could move in. The AFU team managed all the negotiations and work needed to make the building what VBNK needs. The final move, planned and supervised by the AFU on 15th November, was a team effort involving all staff. It was a huge workload for everyone involved, but they completed it successfully and the whole organisation was fully functioning again within days.

The new building has enough office space for staff as well as three large, well-equipped training rooms, with further space available for later expansion. Everyone at VBNK very much hopes that this is our last move for a long time.

STAFF DEVELOPMENT

Creativity, innovation, risk taking and exploration remain key elements of VBNK's drive to be the leading provider of management services for the social development sector in Cambodia. Focusing a considerable part of our staff development efforts on these issues provides VBNK with the leverage to see the process evolve.

The major staff development initiative in 2002 was the participation of the majority of VBNK staff in two weeks of Strategic Life Management workshops, led by Vision Quest Africa from Cape Town, South Africa. Conducted in a retreat setting, this programme addressed personal life management incorporating physical, mental, social-emotional and spiritual elements to provide a holistic understanding of personal development. All staff who attended have stated that they gained something important and valuable for their personal development as a result of their participation and many have since committed to attending regular follow up sessions on a voluntary basis.

The creative process continues to be addressed at VBNK through ongoing creativity workshops with the DGE. In addition, VBNK asked two facilitators, Peter Kaufmann and Wendy Erd, to contribute to its staff development by having them lead a workshop on Values Clarification. The workshop was well received by all participants. Finally, the ODU facilitators and some other key staff have been receiving ongoing training from an Australian consultant, Michael Prince, in consulting and facilitation skills.

During the year one OD Facilitator was seconded to the TU for three months to learn about VBNK's training content areas and approaches, and at the same time a Trainer was seconded to the ODU to learn about its consultancy work. This was a successful exchange exercise which will be repeated with other staff in future.

Monthly in-house training sessions also remain an important part of VBNK's staff development, as all sessions are led by VBNK staff and typically cover issues specific to our ongoing development needs. VBNK also increasingly calls on the expertise of a range of local experts, Cambodian and expatriate, to help develop the Trainers' technical expertise. The Trainers find these sessions very valuable to their own understanding of the more complex, sector specific work tasks that VBNK is now being asked to undertake.

VBNK continues to support staff members in a range of study activities. Another two trainers attended the locally run Analysing Development Issues course at CCC in 2002. Furthermore, VBNK is giving financial support to seventeen staff members who are presently studying in degree level programmes at local institutions. This is a truly remarkable number given the workloads and family commitments of most employees, and is a strong indication of VBNK staff’s desire to practice being a learning organisation. VBNK recognises the importance of providing learning opportunities for its entire staff, as learning provides prospects for both individual and organisational development.

It continues to be apparent that investing in staff development has enhanced the quality of VBNK programmes and engendered a real sense of professional self-confidence and maturity in the staff, which helps us to be more responsive to and professional with our customers.

STRATEGIC PLANNING

As the previous Strategic Plan and the second funding phase were both due to finish in December 2002 it was necessary for VBNK to develop a new Strategic Plan and a funding proposal for the period 2003 – 2005. The planning process started in November 2001 immediately following the evaluation conducted at that time. Although VBNK is more than able to facilitate its own planning activities it was decided to engage a consultant to lead the process in order that all staff could participate fully. Over the period November 2001 to April 2002 there was a wide range of consultations and activities including a one-week workshop, in which all VBNK staff were involved. During the workshop the vision, mission, goal, strategic objectives and the related unit objectives for the next 3 years were formulated. By April 2002, major activities for each unit had been determined and a comprehensive three-year strategic plan was finalised.

Key developments that arose from the planning process were a revised mission with an expanded target group and a broadening of the organisation’s strategic objectives to include development practice.

In July, a new funding proposal based on the three-year strategic plan was developed, finalised and submitted to the donors. In the last quarter of 2002, VBNK received funding approval for the next three-year period which included support for CHART.

The strategic objectives for the VBNK programme for 2003 – 2005 area as follows:

MANAGEMENT
By the end of 2005 the participants and organisations with whom VBNK works will have improved ability to manage their organisations, programmes and projects effectively.

ORGANISATION DEVELOPMENT
By the end of 2005 the social development organisations with which VBNK works will have been strengthened with increased capacity to function effectively.

DEVELOPMENT PRACTICE
By the end of 2005 VBNK will be able to demonstrate personal development processes that improve the quality of development practice.

GENDER, VALUES AND ETHICS
By the end of 2005 all participants, organisations, staff and other stakeholders will have increased awareness of gender issues and the importance of values and ethics as a result of their relationship with VBNK.

LEARNING ORGANISATION
By the end of 2005 VBNK will be able to demonstrate that it is engaged in a two way learning process with its participants and customer organisations, its internal functioning and external environment.

MANDATES AND SUPPORT

MINISTRY OF RURAL DEVELOPMENT

Since its establishment in 1997 VBNK has had a cooperation agreement with Ministry of Rural Development (MRD) and has contributed to the capacity building of MRD staff by providing them with training on a range of subjects. In June VBNK extended its commitment to contributing to the development of MRD staff capacity by signing a new three-year cooperative agreement for 2003 - 2005.

MINISTRY OF FOREIGN AFFAIRS

VBNK is one a handful of organisations that do not fit easily into any category of definition of status. While only having an office in Cambodia, the organisation does have links and do work in other countries, and additionally the Director is an expatriate. For these reasons the organisation falls into the RGC definition of an INGO. Therefore in August VBNK signed a Memorandum of Understanding with the Ministry of Foreign Affairs and International Cooperation as an INGO.

DONORS

As has been mentioned in every Annual Report since its inception, VBNK considers itself extremely fortunate to have the ongoing support of two highly committed donors – EED and ICCO. Through VBNK’s partnership with EED, EU funding was also secured for the second funding phase to the end of 2002. We were pleased to welcome representatives from EED and ICCO for meetings at VBNK during the course of the year. After submitting the proposal for 2003 – 2005, the Director attended a round-table meeting with both EED and ICCO at the EED offices in Bonn in September. This proved to be a very successful initiative that resulted in an agreement to submit a consortium bid for further EU funding for the new phase.

VBNK would like once again to thank EED, ICCO and also the EU for their long-term commitment to and support of the organisation. We are especially grateful to them for their support of our new initiatives.

In country DanChurchAid also renewed its commitment with a grant to support the VBNK Scholarship Fund, which allows organisations with no budget for staff development to access VBNK training. During the year 43 scholarships were awarded. Our thanks also go to DanChurchAid.

THE BOARD

Once again, the Board gave VBNK sterling service throughout the year, and the organisation thanks them for their commitment and support. In addition to their routine meetings, the Board also took an active part in the strategic planning exercise, holding their own workshop in January to consider their contribution to the strategic decision- making process. In June the Board adopted the Strategic Plan and the Funding Proposal for 2003 – 2005. Another issue with which the Board helped during 2002 was the ongoing reflections that VBNK has on the issue of localisation. Two Board members met with staff to discuss the issues from a Cambodian perspective. It should also be noted that the Board made itself available to support management during the period when the Director had extended leave.

VBNK was very sad to lose one of its founding Board Members, David Saumweber, when he and his family left Cambodia to return to America in June. David had been involved in VBNK from its inception and had worked hard to support the organisation’s development in many different ways over the years. The staff and Board held a party to thank David and to wish him and his family well in their new life. Nop Vanthy resigned at the end of her two-year mandate and later in the year the Chair, Josephine Barbour, felt obliged to resign due to the pressure of her other commitments. Our thanks go to all these former members for their help, guidance and support during their time with us. We were very pleased to welcome Lim Siv Hong and Roger Biggs as new members.

FACTS AND FIGURES

FINANCIAL STATEMENT

Statement of receipts and disbursements for the year ended 31.12.2002

	2002	2001
RECEIPTS	US$	US$
Funds from donors	352,206	426,130
Other income	225,324	148,680
	577,530	574,810
DISBURSEMENTS
TRAINING UNIT:	249,998	196,139
ORGANISATION DEVELOPMENT UNIT:	97,153	112,800
RESEARCH AND PUBLICATIONS UNIT:	25,947	2,927
PROGRAMME SUPPORT UNIT:	34,149	29,199
CHART:	776	0
MANAGEMENT AND ADMINISTRATION OVERHEAD:	219,787	136,025
Total Disbursements	627,810	477,130
Surplus for the year	-50,281	97,680
Transfer to reserve account	0	-27,524
Transfer to AIA for excess of income over expenditure	0	-48,318
Transfer to scholarship account	0	-23,864
Fund balance at beginning of year	160,470	162,496
Fund balance at end of year	110,189	160,470
Represented by:
Cash on hand	4,801	4,505
Cash at bank	97,023	144,767
Prepayments and Unacquitted Advances	1,910	1,507
Rental deposit	2,500	10,000
Accounts Receivable	4,409	0
Provision for personal income tax	-453	-309
	110,189	160,470

STAFF IN 2002

TU (Training Unit)
NAME	POSITION	COMMENT
Touch Kim Chhan	Training Team Manager
Mov Lean (Ms)	Training Team Leader
Heng Seltik (Ms)	Training Team Leader
Srey Vanthorn	Trainer
Tan Chantha (Ms)	Trainer
Khe Sothoeun	Trainer
Sim Noreth (Ms)	Training Team Leader
Chi Sothy	Training Team Leader
Pen Vuthy	Trainer
Chhoun Bounna	Trainer
Mour Meng Hong	Trainer
Vanly Virya	Trainer
Men Maronel	Trainer
Phon Pheuy (Ms)	Trainer
Kchao Visal	Trainer
Conor Boyle	Technical Advisor

ODU (Organisation Development Unit)
NAME	POSITION	COMMENT
Emmanuel F. Pastores	Tecnical Advisor
Tourt Chamroen	OD Facilitator
Kong Sedth	OD Facilitator
Srey Saren	OD Facilitator
Chhum Syrom (Ms)	OD Facililtator

RPU (Research and Publications Unit)
NAME	POSITION	COMMENT
Thomas Hladik	Manager	Joined in July
Tou Tony	Research Officer	Joined in August
Khlok Seima	Research Officer	Joined in September and left in December
Kak Virak Theary	Reseach Officer	Joined in September

CHART
NAME	POSITION	COMMENT
Nigel Goddard	CHART Project Manager	Joined in October

PSU (Programme Support Unit)
NAME	POSITION	COMMENT
Khuon Sophorth	PSU Manager	Joined in July
Som Dany (Ms)	Training Administrator
Seua Rothana (Ms)	Senior Documenter
Chum Socheata (Ms)	Documenter
Tem Sokchea	Documenter
Ny Keo Ponha	Documenter	Joined in March
Ngin Simey	Translator	Joined in July

AFU (Administration and Finance Unit)
NAME	POSITION	COMMENT
Sun Long	AFU Manager	Joined in February
Ung Sirivong	Finance Officer
Sok Sovannmealy (Ms)	Receptionist
Ou Sa Orn	Logistics Officer
Thong Kheng (Ms)	Cleaner
Eang Sarin (Ms)	Cleaner
Sok Sarim	Driver
Un Sovuthy	Guard	Left in November
Soum Hon	Guard	Left in February
Sin San	Guard
Hy Ngin	Guard
Traci Butler (Ms)	Executive Administrator	Joined in June

BOARD IN 2002

NAME	ORGANISATION	POSITION	COMMENT
Josephine Barbour (Ms)	CWS	Chair	Left in October
Chhim Vandeth	SST	Vice-Chair
Thong Beauphara (Ms)	CDRI	Treasurer
Roger Biggs	IRIS	Member at Large	Joined in April
Navy Chhan (Ms)	CRWRC	Member at Large	Joined in April
Kep Kannaro	PADEK	Member at Large
Lim Siv Hong (Ms)	TAF	Member at Large	Joined in April
Nop Vanthy (Ms)	WVI	Member at Large	Left in March
David Saumweber	CCC ADI Unit	Member at Large	Left in March

 

TRAINING DELIVERY IN 2002

SCHEDULED COURSES DELIVERED IN 2001
DATE	COURSE	DAYS	FEMALE	MALE	INGO	CNGO	OTHER	TOTAL	COMMENTS
Open Access Training
14th January	Effective Management Skills	5	2	13	13	2		15	Module 1 of IMDP
11th March	Financial Management	5	4	12	12	4		16	Module 6 of MDP4
11th March	Project Planning Monitoring and Evaluation	10	5	15	8	12		20
1st April	Staff Management	5							Module 2 of IMDP*
1st April	Fund Raising	5	3	10	3	10		13
22nd April	Management of Project Implementation	5	2	17	16