Long Term Planning Framework 2012-2015: Cambodia country office
Version 2 21 October 2013
As a disaster risk reduction initiative, 12 Red Cross volunteers and local partners were trained in the production of rat-traps and shared these skills with community members. Up to 299 community members, including 189 women practised making traps. (Photo: CRC)
1. Who are we? The IFRC country office in Cambodia provides support for Cambodian Red Cross on international obligations in line with the IFRC Strategy 2020. Presently, programme support for Cambodian Red Cross is mainly through partner national societies, and with support from the IFRC Southeast Asia regional office in Bangkok and the IFRC Asia Pacific zone office in Kuala Lumpur.
The IFRC country office in Cambodia has one country representative and three national staff including a country support plan officer, a finance officer, and a support services officer.
2. Who are our stakeholders? Together with the IFRC country office, Cambodian Red Cross is working to ensure the implementation of activities supported by IFRC in Cambodia. These programmes seek to serve vulnerable people in Cambodia and aim to build community capacity in disaster risk reduction, organizational development, and health and care. Technical support for different programme areas also comes from the IFRC Southeast Asia regional office and the IFRC Asia-Pacific zone office. The IFRC country office helps ensure CRC gets support as and when this is required.
The IFRC country office coordinates cooperation with partner national societies to ensure the support is founded on the CRC Strategic Plan 2011-2020 and priority needs include the organizational development components that strengthen CRC capacity to develop sustainable programmes. Multilaterally, Japanese Red Cross Society supports the organizational development programme. Partner national societies working International Federation of Red Cross and Red Crescent Societies 2 I Long Term Planning Framework 2012-2015
bilaterally in Cambodia include the Australian Red Cross, Danish Red Cross, Finnish Red Cross, French Red Cross and Swiss Red Cross.
The International Committee of the Red Cross (ICRC) supports CRC bilaterally. Also to ensure that there is no overlap with programmes implemented by partner national societies and IFRC, ICRC works in close collaboration with the IFRC country office.
UN agencies, humanitarian organizations and government bodies are important partners and the IFRC country office represents the Federation at different cooperation meetings and workshops together with CRC.
(Refer to Annex 1 to view current support from Red Cross Red Crescent and other partners, 2012-2105).
3. Where have we come from and what have we done so far? Cambodia ranks at 138 of the 187 countries listed in the UNDP Human Development Index (2010), under the medium development category worldwide, and among the least-developed countries in the Asia Pacific region. The Cambodian population is about 14.4 million, with over 80 per cent living in rural areas. Approximately half of the population is under 20 years of age. Major sources of revenue are tourism, agriculture, fishing and forestry, mining, oil and gas, construction, and garment manufacture.
Cambodia has a tropical monsoon climate, characterized by two seasons; wet and dry. The country is essentially agrarian and is highly vulnerable to the impact of climate change. Cambodia is largely exposed to flood and drought. Under changing climatic conditions, vector-borne diseases, in particular malaria and dengue fever, may become more widespread. Also, water-borne diseases such as diarrhoea and typhoid are common in households during the rainy season.
According to UNHCR statistics, domestic violence is a widespread phenomenon in Cambodia. It is estimated that one in six women is a victim of violence inflicted by the husband. Traditional Cambodian ideas view domestic violence as a private matter.
Cambodian Red Cross (CRC) was founded in 1955. The society has constantly developed its capacity during the last ten years, and has aligned itself with most of the IFRC and Red Cross Red Crescent Movement strategies and policies. The society developed its new 2011-2020 strategy, and a national four-year development plan for 2011-2014 in 2010.
CRC has a wealth of experience and potential, and is, without doubt, a leading humanitarian actor in Cambodia. The decentralization process may be a challenge, but Central Committee members have taken good ownership of the process and will regularly follow up the process with branches.
Human resources are one of the challenges faced by the national society. The main challenge is to keep trained and skilled people at CRC, because, though CRC has many committed staff, other organizations take over well-trained staff with the offer of higher salaries. The national headquarters, with competent and motivated managers and staff, needs to further coordinate provincial branches that lead, guide, train and support local work among vulnerable communities.
CRC has raised domestic funds with extremely good results over recent years, (a total of USD15 million in 2013). These funds have been used to strengthen the capacity of the branches to respond in emergencies at local level. At the branch, provincial and national levels, funds are needed to run the organization and to deliver services. Continued support is needed from IFRC and partner national societies to implement programmes and to uphold quality performance and accountability.
The IFRC country office was previously a large delegation with strong programme support for Cambodian Red Cross. However, the increasing level of bilateral support provided to CRC by its Red Cross Red Crescent partners and the considerable amount of local funds raised by CRC has had an impact on the resources for the country office. The present role of the country office is to offer multilateral support to CRC through IFRC, 2 International Federation of Red Cross and Red Crescent Societies 3 I Long Term Planning Framework 2012-2015
and to give technical assistance where needed. One important role for the country office is in coordinating the support for CRC with partners. This role will continue to remain with IFRC, even if there is a decrease in programme support.
4. What is our mission? The mission of the IFRC country office in Cambodia is to provide support to the Cambodian Red Cross in realizing its visions through capacity building and appropriate technical and programme support towards becoming a strong national society. The country office plays a role in coordinating the support partner national societies provide to Cambodian Red Cross.
5. Where are we going and how are we going to get there?
Business Line 2: “To grow Red Cross Red Crescent services for vulnerable people”
Outcome 1: Cambodian Red Cross (CRC) is better prepared to work with targeted communities and to cope with disasters over the next four years.
Output 1.1: Standard operating procedures, guidelines and structure of national and branch disaster response teams of Cambodian Red Cross are reviewed and focused on multi-hazard emergencies.
Target: by 2015, All 24 branches have implemented the standard operating procedure (SOP) guidelines and 3,000 volunteers are trained for response teams
Output 1.2: Adequate trained human resources of Cambodian Red Cross are available at all levels for disaster response.
Target: by 2015, the number of beneficiaries assisted by CRC has increased annually by ten per cent from the beneficiaries (1.5 million) assisted in 2010.
Output 1.3: All 24 branches are prepared for emergency response and have an updated contingency plan in place by 2012.
Target: by 2015, all 24 branches have contingency plans in place
Outcome 2: There is greater Cambodian Red Cross contribution in meeting vulnerability needs at national and local levels.
Output 2.1: CRC branches are functioning well and can respond to the local needs of communities
Target: by 2015, all 24 branches are able to assist at least 300 families annually
Business Line 3: “To strengthen the specific Red Cross Red Crescent contribution to development”
Outcome 1: Reduced exposure and vulnerability to natural and man-made hazards and greater public adoption of environmentally sustainable living in all 24 branches over the next four years.
Output 1.1: A community-based disaster risk reduction (CBDRR) programme with participatory approach, including guidelines and standards of DRR delivery at community level are in place.
Target: by 2015, CRC has incorporated climate change adaptation (CCA) into its CBDRR programme, and (24) branches are utilizing climate information for the community programmes
3 International Federation of Red Cross and Red Crescent Societies 4 I Long Term Planning Framework 2012-2015
Output 1.2: All 24 branches have a better understanding of the local hazards and their individual vulnerabilities to these hazards, and devise local ways of managing hazards, reducing exposure and vulnerability.
Target: by 2015, a total of six field exercises on multi-hazard disasters are organized for 12 branches
Output 1.3: Disaster risk reduction measures are scaled up and traditional methods of coping with disasters that are relevant are strengthened, in particular environmental contexts.
Target: by 2015, CRC has implemented a psychosocial support component in one of their programmes
Outcome 2: Health status of target communities has been improved over the next four years through strengthening of youth and volunteer network.
Output 2.1: Cambodian Red Cross has expanded youth clubs on national and provincial level
Target: by 2015, 100 CRC youth clubs are established
Output 2.2: Cambodian Red Cross has expanded its road safety programme to cover three additional branches by 2015.
Target: by 2015, road accidents decrease by five per cent, (based on official government statistics 2012 – 1,477 cases) in communities where CRC youth and volunteers are working with the Road Safety programme
Output 2.3: The community-based health and first aid is in action in all 24 branches, also during emergencies, by 2015.
Target: by 2015, CRC has improved its capacity to promote health- seeking behaviour in community-based programmes in 24 branches
Output 2.4: With the community-based health and first aid approach, CRC has supported the national HIV plan to decrease HIV prevalence to a minimum in order to meet the 2015 UN millennium development goal (MDG).
Target: by 2015, through the Harm Reduction programme, an increased number of drug users each year have been reached
Output 2.5: Revised volunteer guidelines are implemented in all 24 branches
Target: by 2015, All 24 branches are familiar with the CRC volunteer policy and guidelines, and the volunteering management system is in place.
Business Line 4: “To heighten Red Cross/Red Crescent influence and support for our work”
Outcome1: Cambodian Red Cross staff and volunteers will have an increased internal understanding of the Fundamental Principles and humanitarian values
Output 1.1: Training and dissemination of the Fundamental Principles and humanitarian values are carried out through the programmes.
4 International Federation of Red Cross and Red Crescent Societies 5 I Long Term Planning Framework 2012-2015
Target: by 2015, 12 training sessions for staff and volunteers as well for government on Red Cross Red Crescent fundamental principles and humanitarian values.
Outcome 2: Cambodian Red Cross highlights the needs and rights of vulnerable people, and is respected and recognized for its humanitarian actions.
Output 2.1: CRC promotes women’s and children’s health by advocating for health care and assisting orphans with HIV/AIDS
Target: by 2015, CRC advocates for and disseminates information in support of women’s and children’s health in 24 branches
Outcome 3: Cambodian Red Cross is active in humanitarian diplomacy both in Cambodia and in the Southeast Asia region.
Output 3.1: Cambodian Red Cross engages with decision-makers to heighten their influence to act in the interest of vulnerable people and communities
Target: by 2015, CRC advocates for targeting vulnerability through forums, network exchanges and active participation on related national committees and bodies.
Output 3.2. CRC promotes a culture of social inclusion, non-violence and peace, and ensures better integration of minorities, and disadvantaged people through mainstreaming of gender, diversity, tolerance and anti-discrimination
Target: by 2015, In addition to regular media, press releases and newsletters highlighting CRC humanitarian action, CRC also uses new social media to promote its work to the general public.
Business Line 5: “To deepen our tradition of togetherness through joint working and accountability”
Outcome1: Stronger cooperation between IFRC, Cambodian Red Cross and its stakeholders, including Movement components.
Output 1.1: Enhancing coordination and collaboration through regular partnership meetings within the Movement and with external partners, including humanitarian organizations through the country office with essential and capable staff on place.
Target: by 2015, co-operation mechanism is working well within the Red Cross Red Crescent Movement and with external partners through the cooperation agreement strategy (CAS) model through the facilitation of eight Movement coordination meetings (MCM) and eight technical working groups (TWG)
Outcome 2: Cambodian Red Cross utilizes effective tools to build greater collective responsibility and trust between headquarters and branches.
Output 2.1: CRC has scaled up connectivity with branches through a cost-effective technology that bridges the digital divide, ensuring knowledge sharing and collaborative working with branches.
Target: by 2015, CRC is working more closely with branches through the use of modern information and communications technology
5 International Federation of Red Cross and Red Crescent Societies 6 I Long Term Planning Framework 2012-2015
Outcome 3: Cambodian Red Cross has well-functioning branches across the country.
Output 3.1: CRC has a common understanding on the roles and responsibilities between branch management and governance.
Target: by 2015, one annual training session per branch is organized for governance on management and leadership
Outcome 4:Improved planning and performance management are in place for Cambodian Red Cross activities
Output 4.1: Cambodian Red Cross has a standard and improved financial system in place.
Target: by 2015, The CRC has undertaken a review of its financial procedures and these are functioning and comply with international accounting standards (IAS)
Output 4.2: Planning, monitoring, evaluation and reporting (PMER) systems are efficiently supporting the programmes.
Target: by 2015, the CRC PMER unit is able to compile and produce three annual reports, and three annual plans; reports and plans from CRC are received within deadlines and require less editing
Output 4.3: More branches and sub-branches are able to carry out programmes through the Red Cross volunteer and community member network.
Target: by 2015, the number of Red Cross volunteers and youth has increased by ten per cent from figures in 2010
6. What are some of the key risks/assumptions? Challenges, limitations or constraints: Decreasing bilateral support from partner national societies, (as evidenced by a reduction in the number of in-country partner national societies), often earmarked for specific projects, coupled with a growing expression by CRC of the need for more ownership in programming and an increase in the ability of CRC to raise significant amounts of funding during May 8 celebrations may raise expectations that CRC will allocate a portion of these funds to support its core programmes. Currently the primary use of the funds is for relief operations i.e. during the flood season. However CRC is being encouraged to increase funding allocations towards building up a strong core staff, so that capacity is retained after programme staff leave upon completion of the programme that they were recruited for. The success of CRC’s fundraising efforts will contribute to expand CRC’s ownership of programmes by CRC and may increase the likelihood of programmes being sustained without external support.
CRC has also engaged in a decentralization and de-concentration process of branches. This is a process through which CRC hopes to build capacity at branch level. The process is an attempt, in part, to identify stronger and weaker branches in order to target support. Significant to the success of this process is the support required by CRC from partners in the Red Cross Red Crescent Movement. CRC has asked Movement partners to re-visit their programme structures to ensure they are aligned closely with CRC and are not parallel structures, as well as emphasis for Movement partners to support capacity building at branch level to ensure branch staff receives the maximum support possible offered by the programme.
6 International Federation of Red Cross and Red Crescent Societies 7 I Long Term Planning Framework 2012-2015
The role for the IFRC country office in the remaining LTPF timeframe, includes advocating to obtain support from Movement partners to support CRC through this process, while preparing an exit strategy (as per the request of CRC) for the IFRC from Cambodia, in alignment with the transition phase that CRC has embarked on.
Risks: In the run up to the 2013 election, the political status remains stable in the country, but changes can influence Cambodian Red Cross, which works closely with the government as the auxiliary to the local authorities.
Legal status: Partner national societies with service agreements use the IFRC legal status in Cambodia.
7. How much will it cost? Long-Term Financial Projections 2012-2015
BL Cambodia 2012 2013 2014 2015 Total
BL 1. Humanitarian Standards - - - - -
BL 2 Grow services for vulnerable people 49,700 61,769 224,000 190,000 525,469
BL 3. Contribution to development 82,007 96,489 181,500 135,000 494,996
BL 4. Heighten influence and support 29,114 - 28,000 21,000 78,114
BL 5. Joint working and accountability 246,361 195,856 248,000 272,000 962,217
Total Budget 407,181 354,114 681,500 618,000 2,060,796
8. Results Matrix Refer Annex 2 for results matrix comprising objectives of the plan, indicators to track their achievement and targets for the four year period covered by the plan.
Contact information For further information specifically related to this report, please contact:
Cambodian Red Cross:
Mme. Pum Chantinie, secretary general; email: [email protected]; phone: +855 (0) 2388 1511.
IFRC Cambodia country office:
John Entwistle, country representative; email: [email protected]; phone: +855 (0) 2388 0717; mobile: +855 (0) 1290 1400.
IFRC Southeast Asia regional office, Bangkok:
Anne Leclerc, head of regional office, email: [email protected]; phone: +662 661 8201; fax: +662 661 9322
IFRC Asia Pacific zone office, Kuala Lumpur:
Jagan Chapagain, director of zone ; email: [email protected]; phone: +603 9207 5700; fax: +603 2161 0670
Peter Ophoff, head of planning, monitoring, evaluation and reporting (PMER); email: [email protected]; phone: +603 9207 5775
7 International Federation of Red Cross and Red Crescent Societies 8 I Long Term Planning Framework 2012-2015
How we work All IFRC assistance seeks to adhere to the Code of Conduct for the International Red Cross and Red Crescent Movement and Non-Governmental Organizations (NGOs) in Disaster Relief and the Humanitarian Charter and Minimum Standards in Disaster Response (Sphere) in delivering assistance to the most vulnerable.
IFRC’s vision is to inspire, encourage, facilitate and promote at all times all forms of humanitarian activities by National Societies, with a view to preventing and alleviating human suffering, and thereby contributing to the maintenance and promotion of human dignity and peace in the world.
IFRC’s work is guided by Strategy 2020 which puts forward three strategic aims: 1. Save lives, protect livelihoods, and strengthen recovery from disaster and crises. 2. Enable healthy and safe living. 3. Promote social inclusion and a culture of nonviolence and peace.
Find out more on www.ifrc.org
8 International Federation of Red Cross and Red Crescent Societies Long Term Planning Framework 2012-2015 : Cambodia office
Annex 1: Current support from Red Cross Red Crescent and other partners, 2012-2015 : Cambodia office
HD
Partners OD RM DRR IDRL Health PMER Disaster Disaster sanitation Response Water and and Water Communications
Multilateral partner national societies through IFRC
Japanese Red Cross X
Other multilateral partners through IFRC
Global Road Safety Programme X X DFID X X
Bilateral partner national societies
Australian Red Cross X X Danish Red Cross X X Finnish Red Cross X X French Red Cross X X Swiss Red Cross X X
Other bilateral partners
Page 1 of 1 Annex 2: IFRC LTPF results matrix 2012-2015: CAMBODIA
Business Line 1: Raise humanitarian standards Outcome: (Note: there are no outcomes planned under Business Line 1)
Funding Measurement
Outputs 3 Sources Baseline Targets 1 Comments Indicators 2 (S, V, F) 2010 2014 2015
1 Funding sources: Select: (S)= Statutory (unrestricted/core funding - C code); (V)= Voluntary (donor funding - P code); (F) = Fees (service fees - supplementary services - SOSC) 2 These figures represent the most accurate numbers available (where data are available for the year 2010, unless otherwise specified). Figures may be revised in some cases during the development of the monitoring mechanism. 3 Targets set the degree of improvement on each indicator required to achieve the objective. In order to set the target you need to know the current level of performance (“baseline”). Cumulative targets should be in red.
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Business Line 2: Grow Red Cross Red Crescent services for vulnerable people Outcome 1: Cambodian Red Cross (CRC) is better prepared to work with targeted communities and to cope with disasters over the next four years.
Funding Measurement
Outputs Sources Baseline Targets Comments Indicators (S, V, F) 2010 2014 2015 Output 1.1: Standard operating By 2015 all 24 branches have 0 5 6 V Numbers based on procedures, guidelines and structure of implemented the standard operating what has been national and branch disaster response procedure (SOP) guidelines and 3,000 achieved in 2012, and teams of Cambodian Red Cross are volunteers are trained for response 1450 1450 then the remaining split reviewed and focused on multi-hazard teams over two years emergencies. Output 1.2: Adequate trained human By 2015 the number of beneficiaries 8800 8800 V Based on 2012 figures; resources of Cambodian Red Cross assisted by CRC has increased however given the low are available at all levels for disaster annually by ten per cent from the number of programmes response. number of beneficiaries (1.5 million) this indicator may not assisted in 2010. be reached. Output 1.3: All 24 branches are By 2015 all 24 branches have 11 12 V Number of branches prepared for emergency response and contingency plans in place have an updated contingency plan in place
Outcome 2: There is greater Cambodian Red Cross contribution in meeting vulnerability needs at national and local levels.
Output 2.1: CRC branches are By 2015 all 24 branches are able to 24 24 24 V Number of branches functioning well and can respond to the assist at least 300 families annually local needs of communities
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Business line 3: Strengthen the specific Red Cross Red Crescent contribution to development Outcome 1: Reduced exposure and vulnerability to natural and man-made hazards and greater public adoption of environmentally sustainable living in all 24 branches over the next four years.
Funding Measurement
Outputs Targets Sources Baseline Comments Indicators (S, V, F) 2010 2014 2015
Output 1.1: A community-based By 2015 CRC has incorporated 0 11 11 V Numbers based on disaster risk reduction (CBDRR) climate change adaptation (CCA) what has been programme with participatory into its CBDRR programme, and achieved in 2012, and approach, including guidelines and (24) branches are utilizing climate then the remaining split standards of DRR delivery at information for the community over 2 years community level are in place. programmes
Output 1.2: All 24 branches have a By 2015 a total of six field exercises 3 1 0 V Note: 3 exercises better understanding of the local on multi-hazard disasters are completed by 2010 hazards and their individual organized for 12 branches (baseline); 2 completed vulnerabilities to these hazards, and in 2012; and 1 more devise local ways of managing targeted for 2014. hazards, reducing exposure and vulnerability.
Output 1.3: Disaster risk reduction By 2015 CRC has implemented a 0 1 V measures are scaled up and traditional psychosocial support component in methods of coping with disasters that one of their programmes are relevant are strengthened, in particular environmental contexts.
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Outcome 2: Health status of target communities has been improved over the next four years through strengthening of youth and volunteer network.
Funding Measurement
Outputs Sources Baseline Targets Comments Indicators (S, V, F) 2010 2014 2015 Output 2.1: Cambodian Red Cross By 2015 100 CRC youth clubs are 35 30 23 V has expanded youth clubs on national established Note: 12 youths clubs and provincial level established in 2012.
Output 2.2: Cambodian Red Cross By 2015 road accidents decrease by 1,477 1,403 1,333 V has expanded its road safety five per cent, (based on official programme to cover three additional government statistics 2012 – 1477 branches. cases) in communities where CRC youth and volunteers are working with the road safety programme Output 2.3: The community-based By 2015 CRC has improved its 20,372 3,000 3,000 V Number of health and first aid is in action in all 24 capacity to promote health-seeking beneficiaries branches, also during emergencies, behaviour in community-based programmes in 24 branches Output 2.4: With the community-based By 2015 through the harm reduction 253 550 550 V Number of health and first aid approach, CRC has programme, an increased number of beneficiaries supported the national HIV plan to drug users each year have been decrease HIV prevalence to a minimum reached in order to meet the 2015 UN millennium development goal (MDG). Output 2.5: Revised volunteer By 2015 all 24 branches are familiar 12 12 V guidelines are implemented in all 24 with the CRC volunteer policy and branches guidelines, and the volunteering management system is in place.
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Business line 4: Heighten Red Cross Red Crescent influence and support for our work Outcome 1: Cambodian Red Cross staff and volunteers will have an increased internal understanding of the Fundamental Principles and humanitarian values
Funding Measurement
Outputs Sources Baseline Targets Comments Indicators (S, V, F) 2010 2014 2015 Output 1.1: Training and dissemination 12 training sessions for staff and 15 6 6 V of the Fundamental Principles and volunteers as well for government on humanitarian values are carried out Red Cross Red Crescent fundamental through the programmes. principles and humanitarian values.
Outcome 2: Cambodian Red Cross highlights the needs and rights of vulnerable people, and is respected and recognized for its humanitarian actions.
Output 2.1: CRC promotes women’s By 2015 CRC advocates for and 0 24 24 V and children’s health by advocating for disseminates information in support of health care and assisting orphans with women’s and children’s health in 24 HIV/AIDS branches
Outcome: 3 Cambodian Red Cross is active in humanitarian diplomacy both in Cambodia and in the Southeast Asia region.
Output 3.1: CRC engages with By 2015 CRC advocates for targeting 2 2 2 V 2 networks per year decision-makers to heighten their vulnerability through forums, network i.e. health / disaster influence to act in the interest of exchanges and active participation on management vulnerable people and communities related national committees and bodies. Output 3.2. CRC promotes a culture By 2015 in addition to regular media, 0 1 1 V 1 new form of social of social inclusion, non-violence and press releases and newsletters media per year i.e. peace, and ensures better integration highlighting CRC humanitarian action, Facebook / Twitter of minorities, and disadvantaged CRC also uses new social media to people through mainstreaming of promote its work to the general public. gender, diversity, tolerance and anti- discrimination
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Business Line 5: Deepen our tradition of togetherness through joint working and accountability Outcome 1: Stronger cooperation between IFRC, Cambodian Red Cross and its stakeholders, including Movement components.
Funding Measurement
Outputs Targets Sources Baseline Comments Indicators (S, V, F) 2010 2014 2015
Output 1.1: Enhancing coordination Cooperation mechanism is working well 6 4 4 F Based on the number and collaboration through regular within the Red Cross Red Crescent of MCMs scheduled partnership meetings within the Movement and with external partners per year Movement and with external partners, through the cooperation agreement including humanitarian organizations strategy (CAS) model, through the Based on the number through the country office with essential facilitation of eight Movement 4 4 of TWGs scheduled and capable staff in place. coordination meetings (MCM) and eight per year technical working groups (TWG)
Outcome 2: Cambodian Red Cross utilizes effective tools to build greater collective responsibility and trust between headquarters and branches
Output 2.1: CRC has scaled up CRC is working more closely with 24 24 24 V Number of branches connectivity with branches through a branches through the use of modern cost-effective technology that bridges information and communications the digital divide, ensuring knowledge technology sharing and collaborative working with branches.
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Outcome 3: Cambodian Red Cross has well-functioning branches across the country
Funding Measurement
Outputs Sources Baseline Targets Comments Indicators (S, V, F) 2010 2014 2015 Output 3.1: CRC has a common By 2015 one annual training session per 64 24 24 V understanding on the roles and branch is organized for governance on responsibilities between branch management and leadership on an management and governance. annual basis
Outcome: 4 Improved planning and performance management are in place for Cambodian Red Cross activities
Output 4.1: Cambodian Red Cross has By 2015 the CRC has undertaken a 0 1 0 V One review a standard and improved financial review of its financial procedures and system in place. these are functioning and comply with IAS
Output 4.2: Planning, monitoring, By 2015 the CRC PMER unit is able to 0 2 2 V Based on 1 annual evaluation and reporting (PMER) compile and produce three annual report, and 1 annual systems are efficiently supporting the reports, and three annual plans; reports plan programmes. and plans from CRC are received within deadlines and require less editing
Output 4.3: More branches and sub- By 2015 the number of Red Cross 0 20,275 22,302 V Based on 2012 figures branches are able to carry out volunteers and youth has increased by i.e. there were 18,432 programmes through the Red Cross ten per cent from figures in 2010 volunteers in 2012. volunteer and community member network.
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