| General Information |
Project/Program |
Programme |
| Project Name |
DCA/CA’s Cambodia Food Security Programme (FSP) |
| Duration |
June 2005 to December 2009 |
| Donor |
DanChurchAid/ChristianAid |
| Implementiong Organization |
DanChurchAid/ChristianAid |
| Sector and/or Subsector Classification |
Food Security |
| Region |
Cambodia |
| Financing |
Danish Krone 37,445,498 (USD 7,779,943) |
| Analytical Information |
Stakeholders |
Christian Aid, Council of Agriculture and Rural Development, Community Based Organisation,Commune Development Council,Dan Church Aid |
| Cross-cutting Issue |
Environment |
|
| Gender |
|
| Impact Analysis |
The most significant changes included better health, nutrition and water supply (which save time and effort for women); Village Banks (VBs) which give access to credit (especially for women); and better food security through agriculture techniques (for men and women). Food security months increased from 6-9 months in 2005 to 11-12 months by the end of 2009 according to food group respondents. Other significant changes were increased empowerment and solidarity through forming groups; raised awareness of claiming rights from government duty bears, especially for infrastructure; and rights holders/duty bears’ needs being met through joint development planning and more access to government funds to support communities. |
| Effectiveness |
Ownership/Partnership |
Evaluation |
Reported examples of how partnerships have worked well included: a participative working style discussing all stages of the project cycle; giving and sharing honest feedback; quarterly meetings with local authorities; living in the villages has established trust and a good working relationship; partnership responsibilities are clarified through clear Terms of Reference for structures (Community Based Organisation, Commune Development Council etc.); good community empowerment and ownership exist; and greater community monetary input into projects has strengthened local ownership and partnerships. |
| Rating |
5/5 |
| Policy Coherence/Harmonization |
Evaluation |
As part of national effort to combat poverty and mal-nutrition, the National Strategic Development Plan (NSDP) 2006-2010 was officially launched of which the Food Security and Nutrition (FSN) Strategy is one of the core components. The key point of the FSN objective is to enhance Good Governance at the national level, to create the institutional and policy environment for achieving improved food security and nutrition among food-insecure households in Cambodia. |
| Rating |
4/5 |
| Evaluation Framework |
Evaluation |
The methodology for the evaluation included: a comprehensive literature study of relevant documents provided by DCA/CA, and material from other sources; questionnaires targeting the six above mentioned levels of stakeholders; field observation from ‘walk and talk’ visits with farmers, VDCs, and partner field staff; informal discussions with DCA/CA staff; feedback from stakeholders who attended a participative workshop at which the findings and recommendations were presented; and ideas from the Consultants themselves, who have 30 years of combined experience and knowledge of Food Security issues and Agriculture Extension Methods used in Cambodia to improve farmer livelihoods. |
| Rating |
4/5 |
| Alignment/Composition of Finance |
Evaluation |
The evaluation findings have revealed that DCA/CA’s dual focus of service delivery (approximately 68% of funding) and advocacy (approximately 25% of funding), has been appropriate and largely successful, particularly at the village, commune and partner support levels over the last 5 years. |
| Rating |
2/5 |
| Other Remarks |
Recommendations indicate what actions the evaluators believe should be taken on the basis of the evaluation. Recommendations to DCA may cover the whole spectrum of aid management, including resource allocation, financing, design and planning, implementation, and monitoring and evaluation. Recommendations should always identify their respective addressees and be tailored to the specific needs and interests of each addressee. They should be clearly stated and geared to facilitate implementation.
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