Cambodian Civil Society Strengthening Project

CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT

Q1 FY20 QUARTERLY REPORT OCTOBER 1, 2019 – DECEMBER 31, 2019

JANUARY 30, 2020

This publication was produced for the United States Agency for International Development by East- West Management Institute, Inc.

CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT

Q1 FY20 QUARTER REPORT OCTOBER 1, 2019 – DECEMBER 31, 2019

Prepared under USAID’s Cambodian Civil Society Strengthening Project Contract Number AID-442-C-16-00002

Submitted to: USAID/Cambodia on January 30, 2020

Contractor: East-West Management Institute, Inc.

Disclaimer This report is made possible by the support of the American People through the United States Agency for International Development (USAID). The contents of this document are the sole responsibility of the East-West Management Institute and do not necessarily reflect the views of USAID or the United States Government.

CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT

CONTENTS

TABLE OF ACRONYMS …………….…………………………………………………………………….…………………ii PROGRAM OVERVIEW …………………………………………………………………………………………………....1 CCSS Q1 FY20 RESULTS AT A GLANCE……………………..…………………………………………………….….2 PROGRESS UNDER EACH TASK ………………………………………………………………………………………...3 TASK 1: Support to Cambodian Civil Society …..….…………………………………….………….3 TASK 2: Enhance Technical and Organizational Capacity of Civil Society……..…...... 14 TASK 3: Analytical and Technical Services …………………………………………………….….. 18 PROBLEMS ENCOUNTERED/RESOLVED………..……………………………………………………………..… 18 ANNEX A: PERFORMANCE INDICATORS ….………………………………………………………..………….. 20 ANNEX B: LOE AND FINANCIAL RESOURCES EXPENDED….…………………………….………………..26 ANNEX C: GRANT DETAILS ……………………………………………………………………………………………..28 ANNEX D: SUMMARY OF OACA AND CDP STATUS.…………………………….………………….……….34

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TABLE OF ACRONYMS

ACI EWMI’s Advocacy Capacity Index AGM Assistant Grants Manager AOR Agreement Officer Representative APS Annual Program Statement CBCLO Capacity Building of Cambodia’s Local Organizations Project CBO Community Based Organization CCC Cooperation Committee for Cambodia CCSS Cambodian Civil Society Strengthening Project CDP Capacity Development Plan CDRI Cambodia Development Resource Institute CIP Commune Investment Plan COP Chief of Party COR Contracting Officer Representative CPAR USAID Contractor Performance Assessment Report CRD constitutional rights defenders CSO civil society organization DCOP Deputy Chief of Party DGF CCSS’ Democracy and Governance Fund DRL State Department Bureau of Democracy, Human Rights and Labor EWMI East-West Management Institute FIT Financial Improvement Team GAU Grants Administration Unit GESI Gender Equality and Social Inclusion GNA Grassroots Network Advisor GIS geographic information system GMP Gender Mainstreaming Policy GPP Good Practice Project GRC Grants Review Committee GUC grants under contract HRD human rights defenders IG informal groups INGO International Non-governmental Organization ISD™ Impact Strengthening Development Certification Program LANGO Law on Associations and Non-governmental Organizations LDF CCSS’ Legal Defense Fund M&E Monitoring and Evaluation NGO non-governmental organization NRM natural resource management OACA EWMI’s Advocacy and Organizational Capacity Assessment Tool OCAT Organizational Capacity Assessment Tool OCI EWMI’s Organizational Capacity Index OST Organizational Scanning Tool PEA Political Economy Analysis PIMS Portfolio Information Management System PMEP Performance Monitoring and Evaluation Plan PTAR Potential Transition Award Recipient TAP Technical Assistance Plan UPR Universal Periodic Review USAID US Agency for International Development

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PROGRAM OVERVIEW The Civil Society Strengthening Project (CCSS), Contract Number AID- 442-C-16- 00002, is a five- year contract awarded to the East-West Management Institute, Inc. (EWMI) by the United States Agency for Youth Council of Cambodia: Farmers seeking higher prices for agricultural products in meeting International with commune councillors and district representatives in Oddor Meanchey province. Development (USAID), with a period of performance from June 27, 2016 to June 26, 2021. The goal of the CCSS Project is to increase the capability of Cambodian civil society to engage in democratic processes by representing citizen concerns. The objectives of the project are to strengthen the capacity of civil society organizations (CSOs) in Cambodia, and provide analytical and technical services to USAID/Cambodia’s Office of Democracy and Governance to respond to opportunities for democratic development. In order to achieve these objectives, CCSS carries out three tasks: Task 1: • In order to ensure that CSOs are able to carry out their work in a quickly changing legal environment, CCSS helps inform CSO risk management strategies by providing free legal advice on compliance issues. Funds for these services are provided by the Legal Defense Fund. • CCSS supports CSOs to involve citizens in local democratic processes by providing grants through its Democracy and Governance Fund (DGF). For example, several subgrantees facilitate citizen requests for Commune Investment Programs (CIPs), while others organize patrols of community forests and fisheries. Task 2: To maximize effectiveness and strengthen day-to-day functionality and long-term self-reliance of CSOs, CCSS delivers organizational and technical capacity development assistance, through customized coaching for individual CSOs by its subcontractor VBNK, training and other means. Task 3: CCSS provides analytical and technical services to shed light on the CSOs environment, for example through public opinion surveys.

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CCSS Q1 FY20 RESULTS AT A GLANCE

• Legal advice on compliance issues provided to 109 CSOs

• 3,822 people were engaged in monitoring, strategic communication or legal defense, as a result of subgrantee activities • Citizens raised 146 issues with subnational authorities; including requests for services and calls for enforcement of natural resource laws • 47 commune councils took concrete action in response to citizen concerns, for example, by ordering landgrabbers to return community forest land, or by repairing roads • Officials held 15 public forums at the commune level

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PROGRESS UNDER EACH TASK1

TASK 1: Support to Cambodian Civil Society EWMI-CCSS supports CSOs by ensuring operational assurance through legal advice on compliance issues concerning Cambodian laws, such as the Law on Associations and Non- Governmental Organizations (LANGO) and others under the Legal Defense Fund. LDF category 2. This legal advice has been particularly useful to CSOs in light of the evolving legal framework and enforcement landscape, as evidenced by LANGO’s approval in 2015, new tax requirements in 2018, and Labor Law amendments in the past fiscal year. Legal advice from CCSS enables CSO to better manage risks and to make informed decisions about their compliance. CCSS also provides legal representation and advice to address time-sensitive challenges to the activities and liberty of individuals.

SUB-TASK 1.1: Legal Defense Fund Providing legal advice on compliance

Legal Assistance Topics

In order to support NGOs manage their risks, Legal Aid Cambodia (LAC) provided legal assistance to NGOs on compliance with Cambodian laws through several avenues during the reporting period. LAC provided consultations to 10 organizations on various aspects of the law and legal procedures, including the LANGO, Tax Law, Labor Law, NSSF Law, and other regulations, while also providing support to review statutes and other legal documents (e.g., employment contracts), pursue the registration and MoU renewal process, file necessary

1 For complete results on performance indicators see Annex A.

Q1 FY20 REPORT OCTOBER 1, 2019 – DECEMBER 31, 2019 3 CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT documents to the government in compliance with the law, and negotiate with local authorities in performing activities. Some of these organizations received consultations multiple times. As shown above, LANGO accounted for the largest proportion of these consultations and other activities. LAC also delivered presentations on compliance issues for 99 different CSOs.

Throughout the quarter, LAC contributed its expertise on the LANGO and the NGO experience with LANGO in six multi-stakeholder meetings (with NGOs and government actors) to explore possible amendments to the LANGO.

LAC continued to update its Facebook page on legal compliance, and to engage in constructive dialogue through the Joint Government-CSO Working Group on Taxation. The project uploaded several additional documents to the Facebook page on legal compliance for NGOs, to date reaching 6,000 accounts with 949 followers. LAC is also working on a list of guidelines regarding NGO obligations under Labor Law.

SUB-TASK 1.2: Democracy and Governance Fund Along with legal support and capacity building, CCSS provides grants to support a diverse portfolio of local NGOs to identify and expand opportunities to engage citizens in local democratic processes. These grants enable NGOs to flexibly navigate in an ever-changing space – which gives them an opportunity to use new skills provided by CCSS while continuing to build their own capacity. The grants, legal support and capacity building all work together to ensure that CSOs are able to carry out their work and to maximize their effectiveness.2 Ultimately, CSOs will be able to demonstrate that they contribute to a strong democratic Cambodia with engaged citizens and a responsive government, who altogether can meet the challenges and thrive as a middle-income country. CCSS subgrantees have learned that it takes many steps to achieve their objectives, which in turn create further momentum. Subgrantee training sessions, citizen patrols and community meetings lead to citizen calls for government action, which lead to increased responsiveness by government officials. The cumulative effect of all these activities – and their success – ushers in new norms and expectations about the roles of citizens and officials. Ultimately it changes the fabric of target communities. Taken together, these activities serve to expand civil society space throughout Cambodia, beyond the boundaries of target areas. This ensures that the impact of these activities is sustainable for years to come, and contributes to the self-reliance of civil society.

2 CCSS anticipates that when its mid-term evaluation by USAID is final at the end of January 2020, it will create a comprehensive Theory of Change showing how the project’s components contribute to the overall goal.

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CCSS subgrantees begin by preparing citizens to get involved in their communities in Step 1, then support them in calling for government action3 in Step 2. The immediate outcome is that government officials then respond to the CSOs4 and proactively convene public forums,5 as shown in Step 3. Over time, repeating these steps – and particularly using tools provided by CCSS such as Applied PEA tools that strengthen CSO ability to identify and expand opportunities -- will result in ‘increased technical, operational and financial capabilities’6 as evidenced by a ‘change in organization performance.’7 As CSOs gain skills and experience, they have the opportunity to ‘develop and strengthen partnerships, collaboration and coordination among CSOs’8 and to gain ‘enhanced ability… to deliver quality programming.’9 This leads CSOs and citizens back to Step 2, creating a self- reinforcing virtuous circle, whereby successful citizen engagement motivates more engagement and more results. Ultimately, CSOs will become ‘more engaged in the promotion of democracy and human rights’10 leading to systems change in communities and in the expectations and dynamics with elected officials and local authorities, as envisioned in Step 4. The ultimate impact is a higher quality of life for citizens – and the confidence and motivation to expand their civic engagement, in order to ensure that their rights are recognized and that they receive the services to which they are entitled.

3 As in Indicator 1.11 4 As in Indicator 1.9 5 As in Indicator 1.10 6 As in Expected Result 2.1 7 As in Indicator 2.3 8 As in Expected Result 2.2 9 As in Expected Result 2.3 10 As in Expected Result 1.3

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The 18 CCSS subgrantees11 (highlighted below in green) continued to build upon successful activities in Steps 1 and 2, and achieved concrete results in Step 3. Some subgrantees have begun to see signs of progress toward systems change in Step 4.

EWMI CCSS DGF partners

Step 1: Preparing citizens to take action During Q1 of FY20, CCSS subgrantees engaged a total of 3,822 citizens in community meetings, CCSS subgrantees engaged 3,822 forest patrols, training sessions and other civic citizens in civic engagement activities. These platforms gave citizens an activities in Q1 of FY 2020. opportunity to call for the enforcement of laws on forests and fisheries, infrastructure Citizens raised 146 issues with improvements, high quality education and subnational authorities. more. In total, 146 issues were raised with

11 See Annex B for a complete list of grants, end dates and spending. Thirtee sub-grantees started in 2017 (1) People Center for Development and Peace (PDP-Center), (2) My Village (MVi), (3) Ponlok Khmer (PKH), (4) Media for Education and Development in Action (MEDIA One), (5) Highlanders Association (HA), (6) Open Development Cambodia (ODC), (7) Youth Resource Development Program (YRDP), (8) Youth Council of Cambodia (YCC), (9) Building Community Voices (BCV), (10) Nak Akphivath Sahakum (NAS), (11) Cambodian Civil Society Partnership (CCSP), (12) 3S Rivers Protection Network (3SPN), and (13) the Documentation Center of Cambodia (DC-Cam), and 5 subgrantees started in 2018, including (1) The Affiliated Network for Social Accountability Cambodia (ANSA), (2) Community Empowerment and Development Team (CEDT), (3) Alliance for Conflict Transformation (ACT), (4) Health Action Coordinating Committee (HACC) and (5) Cambodian Institute for Research and Rural Development (CIRD).

Q1 FY20 REPORT OCTOBER 1, 2019 – DECEMBER 31, 2019 6 CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT subnational authorities as a result of subgrantee activities. 12 At the same time, CCSS provided support to the subgrantees in the form of technical support for effective communication with target audiences, both through its subcontractor VBNK and through program-wide sessions to improve program quality. The subgrantees have learned that in order get citizens involved in democratic processes, they need to take steps to prepare the citizens through training and by providing resources, as outlined below: • Youth Resource Development Program (YRDP) delivered a Personal Development Course in October 2019 for 39 (29 females) youth in Kampong Cham province. YRDP noted that participation was 50% higher than in the previous quarter. The course enabled youth to understand their rights and roles as citizens, and provided a platform for reflection on ways to contribute to society. The training also focused on personal development and critical thinking skills. • Women’s Media Center Cambodia (WMC) established its new fact-checking CrossCheck website at www.crosscheckwmc.com. WMC produced web content, including 10 stories and three videos. WMC publicized this fact-checking service on 11 radio shows and new Facebook and YouTube challens,13 explaining the danger of disinformation along with an explanation of CrossCheck’s fact checking methodology. Members of the public have begun to provide feedback to WMC about how they have become more careful before they post comments and share information on social media platforms. • Open Development Cambodia (ODC) organized the first two (of three) phases of its Data Literacy Training Program in Phnom Penh for 31 (14 females) participants. The training aims to provide journalists, researchers and CSO communicators with skills in data analysis and data-driven storytelling by enhancing the use of data-driven stories and visualizations and to promote informed decision-making with regard to environmental and natural resources management in Cambodia. Topics for the first training included what constitutes the development of stories from evidence and ways to find relevant data. The second phase had a practical focus, from sessions on organizing and verifying data to using pivot tables and data visualizations. Participants were pleased that USAID Acting Deputy Mission Director Carlos

12 As reported in Indicator 1.11. 13 See https://www.facebook.com/WMCwomenradio/videos/vl.677360309417859/783532512102000/?type=1 https://www.facebook.com/WMCwomenradio/videos/vl.677360309417859/532955824188364/?type=1 https://www.facebook.com/WMCwomenradio/videos/vl.677360309417859/1461997013948565/?type=1 https://www.facebook.com/WMCwomenradio/videos/vl.677360309417859/1461997013948565/?type=1 https://www.facebook.com/WMCwomenradio/photos/a.148672375155833/2803574829665561/?type=3&th eater https://www.facebook.com/WMCwomenradio/photos/a.148672375155833/2748713028485075/?type=3&th eater https://www.facebook.com/WMCwomenradio/photos/a.148672375155833/2714712121885166/?type=3&th eater https://www.facebook.com/WMCwomenradio/photos/a.148672375155833/2669731973049848/?type=3&th eater

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Participatory natural resource mapping and documentation of Prey Lang Wildlife Sanctuary (Phnom Chi). CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT

Lamadrid spoke at the close of the second phase, emphasizing the critical role of data and the importance of the training. ODC has created a page called ‘Data Literacy’ on its website to share all materials related to the agenda, training modules, and student comments. • Community Empowerment and Development (CEDT) made progress in its innovative pilot project on Collaborative Management, which allows for longer term community involvement and streamlined processes for expanding protected areas than is allowed under current laws regarding community forests, fisheries and protected areas. The CM approach was included in a participatory process to draft a new Environmental Code. Although the code is still under review by the government, CEDT has gained the cooperation of various government officials necessary to pilot this approach, which not only expands protection of natural resources but also provides stronger incentives for investing in ecotourism. During the past quarter, CEDT participated in a national workshop to draft a guideline outlining procedures for carrying out CM, and assessed local needs in a survey of 644 (of 796) households in the Phnom Chi area in Kampong Thom and Kratie provinces. In some cases, subgrantees took direct action as well. For example, a community fishery group working with Building Community Voices (BCV) conducted patrols in Kampot province to protect mangrove trees and prevent illegal fishing. In order to further protect the fish and other aquatic species – and to discourage investment in tourism on this site - the group organized 131 (73 females) students and community members to plant 1,000 mangrove trees. BCV also began construction of a community center – in the face of opposition by authorities – to provide space community members to discuss their challenges while guarding their community fishery. The center is being financed by citizen contributions. Step 2: Citizens call for government action Following the YRDP training on personal development, participants joined other youth in a range of activities. • YRDP trainees initiated the Youth Voice Platform to advocate for higher rice prices for farmers and proper waste management in schools14 • Thirty of the 39 participants created a Facebook page titled ‘Active Youth’ to share their views on various issues. • This page was supported by two youth clubs called Youth for Society and Active Youth for Social Development which are both active networks that facilitate youth involvement. For example, six club members joined the International Human Rights Day gathering in Democracy Park on 10th December 2019. • A total of 142 youth joined the Paris Peace Agreement celebration at Democracy Park in October, where YRDP called on the Cambodian government to stop the structural violence in the Cambodian society. Twenty-five youth worked as security guards and five youth joined the first aid team at the event. Other subgrantees – such as Nak Akphivath Sahakum (NAS) and Youth Council of Cambodia (YCC) – brought citizens together with commune councils to advocate for commune services to be included in commune investment programs. Similarly, beneficiaries of the Alliance for

14 See https://yvkhmer.org/campaign/4491/, https://yvkhmer.org/ campaign/4474/).

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Conflict Transformation (ACT) brought citizens, including youth, women, indigenous, and disabled people together with commune chiefs and village chiefs to share their concerns and explore possible solutions. Step 3: Behavior change – government responses Government officials responded positively to many social accountability activities in the 47 commune councils took past quarter. A total of 47 commune councils concrete action in response to took concrete action in response to citizen citizen initiatives. initiatives generated by CCSS subgrantees.15 These actions range from ordering These actions range from ordering landgrabbers to return community forest land landgrabbers to return community to repairing roads, as highlighted in the table forest land to repairing roads. below.

My Village (MVi) reported that after many years of discussion and meetings, the district governor in Snoul District and the Pir Thnou Commune authoritiees asked seven families to return community forest land to community people in Chrab Village. So far, two families have already returned 5.5 hectares of land. Villagers reported that they are now able to earn 6,000 riels per day per family by collecting NTFP and that forest coverage has expanded.

Following training by Youth Council of Cambodia (YCC), young citizens called on commune councilors to provide a range of services, yielding concrete results for citizens, as detailed below: Youth requests to commune councils No Items Villages Communes Districts Requests Successes Pending Oddor Meanchey Province Road repaired (4300 Chheu Kram 2 1 1 1 X 8m) Pre-school In between 1 1 0 Koun Kriel construction Chheu Kram 2 and Champa Samraong Sokh Municipal Construction of new Pul, ity 3 0 3 village paths (gravel Samraong, Sangkat 3 roads) (5000 X 8m; Doun Kaen Samraong 3000 X 8m; 2000 X 8m) 4 Irrigation system Kouk Mon, Kouk Mon Banteay 1 0 1 (3500m) Soengh, and Ampil Ta Nes 5 Clean drinking water Ampil 4 schools 2 2 systems in 4 schools Thmei, Banteay Pongro, Ampil Ampil Rung Roeang,

15 This figure is reported in Indicator 1.9 in the Performance Indicator Tracking Table Annex A.

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Trab, and Kdol 6 2 hand washing Ampil 4 schools 2 2 facilities each in 4 Thmei, Rung schools Roeang, Trom, Pong Tuek 7 Road repaired (15 X Banteay 1 1 0 7000 m) Chmar ancient temple

Similarly, outreach events in 19 different villages with a total of 692 participants (413 females) organized by NAS, yielded impressive results. Commune councils agreed with all the requests and included them in their commune investment programs. NAS continued to track results at the district level, in District Integration Workshops. The district councilors agreed in principle with all these requests. However, in some cases, the requests were granted in the current district-level report, and in others they have been held until the district receives additional funding (which may be as late as next year), as noted below.

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Citizen requests to commune councils No Requests Villages Communes Districts Agreement Agree- Included in Pending to include ment DIW report (for later in CIP at DIW for current funding year or DIWs)

Tboung Khmum Province 1 2 roads repaired Don Meas (5,000 meters and Tamech 2) 2 1 1 each) Chas 2 3 shelters Prolos Kork Srok Damber 3 3 3 0 repaired 3 10 new toilets Tamech 10 10 5 5 Chas Kratie Province 1 1 canal repaired Srae Sdach, (1,200 meters) Srae Triek, Damrie 1 1 1 0 and Prey Phong Chhlong Kou 2 4 toilets Hanchey Ti Hanchey 10 10 4 6 Boun Kampong Cham Province 1 Administrative (1) Thlok action for 25 Chrov, (2) Svay Poan Ti families Kang Muoy, (3) Khchau 25 25 25 0 Meas Svay Poan Ti Pir, and (4) Ou Popel

In addition, officials responded to citizens by proactively convening 15 public forums at the commune level.16 In addition to its success in influence seven communes to adopt deikas on community Varin Commune spent 2,591,480 forest protection, People Center for riels (about $647.87) on outreach Development and Peace (PDP-Center) has succeeded in its efforts to convince commune on the new community forest councils to use their own resources to protection deika promote forest protection. For example, Chhouy Eourn, Varin Commune Chief, Varin District in Siem Reap province reported that the commune spent 2,591,480 riels (about USD $647.87) on outreach on the new community forest protection deika in seven villages. They were able to reach 2,133 (1,527 females) people (out of total population of 8,090) from October to December 2019 in this campaign. Following advocacy by the Cambodia Institute for Research and Development (CIRD), the first Cambodian organization to work with Consumer International in 2013, the first Law on Consumer Protection took effect on November 2, 2019. The law sets out the rights and

16 As in Indicator 1.10

Q1 FY20 REPORT OCTOBER 1, 2019 – DECEMBER 31, 2019 11 CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT obligations of consumers and those who produce, transport and sell products. It calls for citizen involvement in implementing the law, through a consumer protection association. It also provides a complaint mechanism for consumers and penalties for misleading ads. Affiliated Network for Social Accountability (ANSA) brought concerns about a shortage of Officials responded to citizen textbooks to school principals in Ratanak Kiri concerns by proactively convening and Modulkiri provinces. These concerns 15 public forums at the commune surfaced during monitoring activities as part level. of the Check My School project. The principals pledged to include the textbooks in their plans for the next school year. In addition, provincial officials told ANSA that they appreciate the project’s contributions in the form of capacity development on school planning, mentoring and coaching. YCC youth monitors reported that service has improved in 10 sangkats in Phnom Penh, following youth advocacy. The monitors reported that in the past, obtaining documents (such as letters certifying residency status) took about three days, after multiple visits to the sangkat office. Now this process takes about one day, and communication with sangkat is much clearer and more positive.

CEDT is making gains in government cooperation as well. Its ecotourism project in Phnom Chi is included in the Ministry of Environment’s National Strategy Action Plan 2018-2022, and CEDT expects to sign an MOU with the Ministry on further cooperation on its CM work soon. On November 6, 2019, the Minister of MOE issued a letter to delegate the MOE official to sign a MOU between CEDT and MOE to implement CM in Phnom Chi. Step 4: Systems change As this type of systems change takes hold, self-reliance and financial sustainability will become more important. ODC reported success in strengthening its self-reliance by attracting a new donor – GIZ. ODC attributes much of its success to the capacity building and support from VBNK, which enabled ODC to develop new policies and to develop a comprehensive accounting system. As a result GIZ was satisfied with the ODC accounting system and decided to choose ODC as a grantee.

SUB-TASK 1.3: Grassroots and Informal Groups CCSS continued to support five grassroots and informal groups17 to build their capacity on organizational development and livelihood activities.

Empowering grassroots to improve their ability to influence others At the CCSS Quarterly Grantee Coordination Meeting on December 4 in Phnom Penh, 7 (4 females) grassroots and informal group representatives learned about new tools on Systems

17 These groups are: the Learning Center for Developing Community (LCDC), a community development group based in Kampong Chhnang, Community Network for Action (CNA), which is working to protect forests in Preah Vihear, the Prey Lang Community Network (PLCN), which is working to protect forests in four provinces, the Governance Committee (GC) network of 17 forestry and fishery communities in Battambang, and Young Eco Ambassador (YEA), which engages Cambodian youth on environmental issues.

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Thinking, including problem analysis and network analysis, and also about a local NGO’s use of the CCSS Everyday Analysis tool. They committed to sharing the knowledge with the group in the future. They understood significant ideas of cloud-clock theory (distinguishing between different types of problems according to their complexity) and promised to share these concepts with others and to apply them.

The grassroots groups put their new skills and materials from CCSS to work: • Governance Committee (GC) used the CCSS Everyday Analysis tools to analyze the stakeholders relevant to its network. As a result, the group was able to identify and solve community conflicts within the network as well as to establish two new fishery communities under its network coordination and leadership. • Community Network for Action (CAN) used key concepts acquired from both speakers in the CCSS subgrantee meeting. As a result, it was able to analyze its stakeholders more reliably, which in turn built the confidence of network members. • The Prey Lang Community Network (PLCN) used a Systems Thinking (cloud-clock theory) tool and the Everyday Analysis tool to analyze its situation Both CNA and PLCN conducted regular patrols, collecting data of degraded forest areas, and mobilizing other members to join their efforts. CNA started to more fully use Prey Lang App, a smartphone app to take pictures and to collect other spatial data. CNA claimed to have better data collection in the Prey Preah Roka Wildlife Sanctuary and notes a reduction in incidences of forest destruction while the network had a smooth cooperation with forest rangers (MoE officials) in this protected area. The networks also observed that some unlicensed sawmills closed down.

Key challenges: • GC increased its members so the network needs more capacity building on communication, networking and trust building. • Many members of the Learning Center for Developing Community have migrated to work abroad (in Thailand). Thus, the network needs to recruit new members, which will likely lead to a need for additional capacity building of the new members.

TASK 2: Enhance Technical and Organizational Capacity of Civil Society towards sustainability As Cambodia becomes a middle-income country and donor funds shrink, CSOs face a highly competitive funding environment. They need effective programming and strong internal systems. Most of the CCSS subgrantees are experienced in strategic communication, but in this fast-changing landscape, they need to improve their technical skills in order to maximize their effectiveness. Thus CCSS delivers a range of support to develop CSO capacity in technical areas and on organizational issues in order to strengthen day-to-day operations and long-term self-reliance. Through ongoing communication with its subgrantees and its subcontractor VBNK, CCSS is constantly seeking evidence of gaps in CSO capacity, in order to design responsive services. The structure of these services is both formal – such as the monthly coaching sessions provided by VBNK based on assessments and capacity development plans – and more informal.

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In addition, it has been particularly helpful for CCSS to address CSO gaps through the quarterly meetings, as needs arise. The agendas of these meetings are driven by requests from subgrantees and/or CCSS perceptions of CSO needs.

SUB-TASK 2.1: Organize Orientation and Ongoing Civil Society Collaboration Forums

Ongoing Civil Society Collaboration Forums In addition to providing practical guidance during field visits to subgrantees, CCSS convened several collaboration forums, from broader coordination meetings among stakeholders to targeted meetings aimed at specialists in financial management and others.

Stakeholder Coordination Meeting On December 18, CCSS organized its quarterly Stakeholder Coordination Meeting for 29 (18 females) CSO representatives. The meeting addressed: (1) joint advocacy on amending the LANGO (2) ways to get involved with the new Consumer Protection Law (3) a sub-decree relating to the law on trusts and (4) CSOs and the NSSF Law.

The director of PDP-Center updated participants on recent negotiations with the government to amend the LANGO, and asked for coordination in compiling joint comments. Eight participants asked for more discussion on this topic in their evaluations, which demonstrates that LANGO advocacy may have the best potential for providing a platform for CSO coordination and collaboration.

The director of CIRD summarized the new consumer protection law and identified networks that work on safe food and other activities. He also invited participants to get involved.

Grantee Coordination Meeting The quarterly Grantee Coordination meeting on December 4 provided 36 (15 females) participants to learn from each other on different analytical tools to improve their advocacy. The executive director of ANSA shared tools on Systems Thinking, including problem analysis and network analysis, which he obtained from a USAID-funded workshop delivered by the INGO LINC earlier in 2019 in Bangkok. Thirty-two of the participants requested another session on Systems Thinking session in the next meeting. In addition, the executive director of BCV shared her organization’s experience in using the Everyday Analysis tool (provided by CCSS in September) to understand the interest and incentives of decision-makers. The participants were active in discussion and interactive activities. All participants Slide entitled 'Complexity' from ANSA presentation on Systems Thinking, originally from LINC training in Bangkok said that these sessions

Q1 FY20 REPORT OCTOBER 1, 2019 – DECEMBER 31, 2019 14 CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT were very helpful and useful to their projects. Two participants committed to share their own experience with the group in the future.

Financial Improvement Team Meeting On December 12, CCSS organized a quarterly meeting for 27 (14 females) finance staff members from CCSS subgrantees and CSOs to learn from each other how to develop or update a finance manual to comply with legal requirements. The agenda included discussions on Practical Financial Manual Development and the importance of financial policies and procedures. VBNK Senior Finance Consultants shared best practices concerning who should participate in the process, what steps should be taken, how to form a committee to develop and review the manual, etc. The majority of the participants said that the topics were very helpful to their organizations since they are in the process of reviewing their financial manuals, and suggested having another full-day meeting to share tips for reviewing the manuals.

Strategic Advocacy Training for Lawyers On December 14, CCSS organized a Strategic Advocacy for Lawyers meeting for six lawyers to discuss the legal elements of the crime of plotting, and the legal standards for court orders returning cases for further investigation.

SUB-TASK 2.2: Facilitate Organizational Capacity Assessments As previously reported, all 23 of the current CCSS partners have now been assessed and the assessment reports have been presented to partner organizations.

SUB-TASK 2.3: Assisting in Establishing Capacity Development Plans (CDP) and Annual Action Plans (AAP)

Current status of CDP and AAPs: VBNK’s portfolio continues to change. In the past quarter, representatives of Veterans International Cambodia (an original APS partner) stated that they do not wish to receive any further capacity development from VBNK as they now need to concentrate their efforts on fundraising to sustain the organization. The reassessment on organizational development issues will be conducted in January 2020. Additionally, as some of grants for the EWMI subgrantees will finish at the end of June and August 2020, the AAPs which had already been developed and agreed for 2020, will need to be revised to coincide with the grant end date and to allow for VBNK to conduct the final reassessments against the baseline scores.

SUB-TASK 2.4: Ongoing Customized Technical Assistance: Coaching, Mentoring and Training Workshops The priority areas delivered during the past quarter were related to: Strategic Planning, Advocacy, Financial Management, M&E, HR and Governance and Leadership. VBNK was able to highlight a range of positive outcomes resulting from its work with partners in its Annual Impact Assessment (AIA) During December 2019:

SUCCESS STORY: Highlander Association attracts new donors

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Before VBNK commenced capacity development with Highlander Association (HA), the organization faced challenges on many fronts, with regard to its programming and also its organizational development. HA took the lead on representing various indigenous communities with the local (VBNK’s intervention) enabled HA authorities, and these relationships were to attract three new donors in often difficult and conflictual, providing a 2019. challenging backdrop for all of its activities and internal processes. However, VBNK coaching on strategic communications has contributed towards improved working relationships with HA’s communities and helped the organization to devise a clear strategy that aligns with its goals and objectives. The communities are now taking the lead on engaging with local authorities themselves, which has led to improved relationships and outcomes. With regard to financial management, it was difficult for HA to complete robust financial reports for donors and it often took considerable time. The QuickBooks accounting system wasn’t being used effectively and supporting financial documentation was not strong. Additionally, the staff policy was not clear and didn’t provide enough guidance on its implementation. As a result of VBNK’s coaching interventions, HA’s financial management system has been much improved. Its QuickBooks system has been updated to ease the recording, monitoring and reporting processes. This has contributed towards HA strengthening all its financial systems and enabled HA to attract three new donors in 2019. In terms of M&E, HA struggled to gather and document information relating to its projects, which made donor reporting very time consuming and ineffective. Coaching on M&E has resulted in improved program monitoring and enabled the organization to collect relevant information more quickly to ease reporting processes. The staff and executive director at HA reported improved staff morale and teamwork as a result of working on this project. They said that they believe that the changes (especially in relation to financial management and M&E) will contribute significantly towards their sustainability – not least because of the increased trust and confidence from donors. VBNK observed other positive results as well, as summarized below: CSO VBNK Activity Results ODC Coaching on financial Financial management has been strengthened. With management: revision of the new strategic plan, ODC has a clear roadmap to the accounting system guide its work and fundraising activities which has and finance policy, and resulted in attracting a new donor – GIZ -- as part of a updated salary scale to five-year pilot project. reflect the current Cambodian NGO context Support to develop a new five-year strategic plan CLEC Support from VBNK to CLEC has recently acquired a new donor (GIZ) as part of

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strengthen their financial a two-year pilot project. The donor conducted a systems financial assessment with CLEC and was satisfied with its systems and processes to manage their funds efficiently.

Social Media Training During the first quarter of the FY20, VBNK delivered six social media training sessions – four in Phnom Penh and one each in the provinces of Kampong Cham and Kampong Thom. The results of the social media training in the first quarter have been very positive, with nearly all of the trainees rating the training as ‘good’ or ‘very good’. Most participants can now access their organization’s page and manage their Facebook page for the organization and are Admins and/or Editors of their NGO pages. Additionally, a review of partners’ Facebook pages after they attended training has shown that the majority of them are now updating their pages regularly with engaging posts and good photos to clearly demonstrate and highlight their activities and achievements. Additional coaching for CCSS and USAID partners CCSS mentors made progress in the past quarter in building capacity of selected NGOs on financial management and resource mobilization. CCSS undertook this activity in response to concerns about the capabilities of certain CCSS subgrantees, and a demand by former partners of the USAID-funded Capacity Building of Cambodia’s Local Organizations (CBCLO) project. Although eight NGOs18 originally received these services, one NGO (WaterSHED) opted out in November. By the end of Q1 of FY20, mentors were supporting these NGOs in the following areas: • ANSA: finance policy • BCV: Internal controls • YCC: Payroll processing, procure policy revisions, various accounting procedures • CIF: Strategic planning and resource mobilization • CLEC: partnership development and communication tools • FLO: identifying the NGO’s needs and donor mapping as an initial step toward resource mobilization. • VIC: proposal writing, redesign of website and social media

SUB-TASK 2.5: Conducting Monthly Site Visits Site visit reports and coaching minutes have been provided to USAID by email and can be provided upon request.

Other VBNK training sessions

18 ANSA, BCV, YCC, Children in Families (CIF), Community Legal Education Centre (CLEC), Forest and Livelihood Organization (FLO), Veterans International Cambodia (VIC) and WaterSHED.

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In addition to support for partners, VBNK conducted the following workshops for the broader NGO community:

• November 19-20 2019 - Follow-up workshop on Practical QuickBooks • November 21st 2019 - Practical Finance Manual Development • November 22nd 2019 - Follow-up workshop on Financial Management for Non- Finance Staff

TASK 3: Analytical and Technical Services There was no public opinion poll delivered in this reporting period.

PROBLEMS ENCOUNTERED/RESOLVED Describe new problem from this quarter Two key members of the VBNK CCSS team left during the past quarter – the lead social media trainer and the senior M&E consultant. VBNK has a very strong reputation in Cambodia, so staff are often ‘head-hunted’ by other institutions, and this was the case with both of them.

Solutions to the problem so far VBNK has successfully recruited a suitable replacement for the social media trainer. The new trainer has vast experience working in social media marketing, specifically Facebook, with a number of large companies in Cambodia (including Lucky Supermarket and Sorya Mall). After recruitment and orientation, the Social Media Team has provided further coaching and TOT training which included his participation and observation of the SMT conducted in Phnom Penh during the 17-19 December. The new trainer will conduct his first training in Siem Reap during January 2020. However, VBNK is still in the process of recruiting to replace the M&E consultant. In the meantime, at least two other members of the team specialize in the M&E coaching, so we still have the capacity to provide a full service.

Lesson learned: In recruiting, the salary level needs to be reviewed in light of the increasing competition for qualified staff.

Outstanding Problem from Previous Report (July 2019)

Problem

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CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT

Another major challenge has been the high turnover of finance staff at partner organizations, or the recruitment/promotion of staff who are not qualified to be the organization’s finance manager. This means that VBNK and CCSS need to repeat the same lessons or feedback over and over. Two partner organizations are now on their third finance CEDT documentation of traditional religious ceremony in Kratie and Kampong Thom provinces involving monks, community people, students and the district governor. manager since the project began and one organization recently recruited a new finance manager who does not have the skills and experience to fulfil the role and responsibilities. As previously noted, EWMI has recruited a team of finance mentors to provide additional support seven CCSS subgrantees (and other NGOs) who need it. CCSS has now strengthened this approach by linking its internal monitoring activities to these mentors. EWMI alerts the finance mentor team to assist the partners who the grant team found what types of challenges for help and assistance to ensure finance staff members have the qualifications needed to undertake their role.

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Annex A: Performance Indicator Tracking Table (1 Oct – 31 Dec 2019)

GOAL: To increase the capability of civil society to engage in democratic19 processes

TASK 1: Support to Cambodian Civil Society

Expected Result 1.1 - An improved sub score of Civil Society Sustainability Index – Legal /Enabling Environment Indicator 1.1 4.3 4.6 N/A 4.6 N/A 4.6 *N/ 4.5 *N/A 4.5 TBD Annually USAID has not issued any Outcome: Sub score (2015) A targeted reports yet for the of Civil Society relevant years Sustainability Index Legal/Enabling Environment Expected Result 1.2 - Threatened CSOs or human rights activists have improved access to high-quality legal representation Indicator 1.2: Number 0 (11/ 2 1 1 1 1 29 20 *N/A 20 20 Annually of domestic CSOs 2016) targeted engaged in monitoring, advocacy or legal defense work on human rights receiving USG support through the LDF Indicator 1.4: Number 0 (11/ 20 0 20 4 5 17 17 21 17 22 Annually Disaggregated data: of human rights 2016) targeted -5 new clients defenders (HRDs) -16 clients with active supported through the cases carried over from Legal Defense Fund FY2019 (LDF) Indicator 1.5: Number 0 (11/ 2 2 4 3 4 4 4 1 4 24 Annually Finalized guideline No.4 on of legal analyses 2016) comple targeted Labor Law: NGO’s supported through the ted and obligations under the LDF concerning civil 1 final Labor Law. society enabling draft environment

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Year 1 Year 2 Year 3 Year 4 Year 5 Baseline Life of Project Performance FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Indicator & Justification Indicator Actual Status Date Target Actual Target Actual Target Actual Target Target Actual Target Actual Q1 Q2 Q3 Q4 Indicator 1.12 (New): 0 0 50 300 496 300 431 300 109 200 TBD 1,033 (156 females) Number of CSOs that (2017) people from 11 provinces receive support from attended legal compliance CCSS on issues related presentation to compliance with LANGO and other Cambodian laws (LDF)

Expected Result 1.3 - Cambodian CSOs and citizens are more engaged in the promotion of democracy and human rights Indicator 1.3: Number 0 5,500 2,973 5,50 11,830 4,50 24,0 4,500 3,822 4,500 TBD Disaggregated data: of people engaging in (2016 0 0 23 - 389 people from IP group monitoring, advocacy ) (11, - 9 people with disability or legal defense work 735 Age group: on human rights fem - 15-24: 1,661 receiving CCSS ales) - 25-35: 418 support - Over 35: 1,741

Indicator 1.6: Number 0 15 6 14 10 18 15 24 15 23 18 23 Disaggregated data: of CSO partners (2016 10 10 10 -DFG grants: 18NGOs/CSO supported through ) -DGF in-kinds grants: 5 Democracy and grassroots groups Governance Fund (DGF) grants. Indicator 1.7: 71.43 80% 57.14% 85% 79.31% 90% 86.4 90% N/A 90% 90% Annually Percentage increase in % engag enga enga 9 engag engag engage targeted the number of CCSS- (2017 e in ge in ge in enga e in e in in supported CSOs that ) advoc advo advo ge in advoc advoc advoca implement acy cacy cacy advo acy acy cy mechanisms for cacy citizen advocacy with government entities. 1.8: Number of TBD N/A N/A N/A TBD Deleted traditional media and social media reports that cover CCSS- supported partners’ activities. Indicator 1.8: 45% Baseline only No POP was 55% 20% No POP will be 65% 65% To be Percentage of (2017 conducted in conducted in reported in Cambodian citizens ) year 2 year 4 year 3 that report

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Year 1 Year 2 Year 3 Year 4 Year 5 Baseline Life of Project Performance FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Indicator & Justification Indicator Actual Status Date Target Actual Target Actual Target Actual Target Target Actual Target Actual Q1 Q2 Q3 Q4 engagement in activities organized/ sponsored by CSOs. Indicator 1.9 (New 16 N/A N/A 20 31 25 47 28 47 N/A 28 Top two results by 2018) Outcome: (12/ subgrantee: Number of commune 2017) -MVi: 18 councils that take -NAS: 10 concrete action in response to citizen initiatives generated by CCSS grantees (DGF) Indicator 1.10 (New 0 N/A N/A 12 24 12 62 3 15 N/A 27 Top two results by 2018) Outcome: (12/ subgrantee: Number of commune 2017) -MVi: 11 public forums held -ACT: 3 where citizens provide input and/or feedback to commune councilors (DGF) Indicator 1.11 (New 0 N/A N/A 30 158 37 305 36 146 N/A 103 Top two results by 2018): Number of (12/ subgrantee: issues raised with 2017) -CCSP: 59 subnational -MVi: 29 authorities as a result of CCSS grantees’ activities (DGF) Indicator 1.13 (New- 0 N/A N/A N/A N/A N/A N/A 18 *N/A 10 28 *New proposed indicator Jul19): Number of (09/2 from FY2020. Waiting for requests/issues raised 019) approval from USAID by citizens that are granted by government. Indicator 1.14 (New- 0 N/A N/A N/A N/A N/A N/A 13 *N/A 15 15 *New proposed indicator Aug19): Number of (09/2 from FY2020. Waiting for grantees who 019) approval from USAID contribute to USAID gender policy on access to resources and opportunities Indicator 1.15 (New- 0 N/A N/A N/A N/A N/A N/A 2 *N/A 4 4 *New proposed indicator

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Year 1 Year 2 Year 3 Year 4 Year 5 Baseline Life of Project Performance FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Indicator & Justification Indicator Actual Status Date Target Actual Target Actual Target Actual Target Target Actual Target Actual Q1 Q2 Q3 Q4 Aug19): Number of (09/2 from FY2020. Waiting for grantees who 019) approval from USAID contribute to USAID gender policy on reducing gender- based violence Indicator 1.16 (New- 0 N/A N/A N/A N/A N/A N/A 13 *N/A 15 15 *New proposed indicator Aug19): Number of (09/2 from FY2020. Waiting for grantees who 019) approval from USAID contribute to USAID gender policy on increasing the capability of women and girls to realize their rights, determine their life outcomes, and influence decision-making in households, communities, and societies. TASK 2: Enhance Technical and Organizational Capacity of Civil Society

Expected Result 2.1 - Increased technical, operational, and financial capabilities of select civil society organizations Indicator 2.1: 0 30% 0 50% 78% 60% 80.1 70% N/A 75% 75% Annually Percentage of (2016) % targeted targeted CSOs that meet annual proposed benchmarks for specific categories of organizational capacity development. Indicator 2.2: 0 30% 0 50% 0 60% *N/ N/A N/A N/A 75% *To be Percentage of (2016) A reported at targeted CSOs that the end of reach benchmarks project related to their functional organizational management system Indicator 2.3: Change 3.5% N/A N/A N/A N/A *N/ N/A N/A 4.63 *To be

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Year 1 Year 2 Year 3 Year 4 Year 5 Baseline Life of Project Performance FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Indicator & Justification Indicator Actual Status Date Target Actual Target Actual Target Actual Target Target Actual Target Actual Q1 Q2 Q3 Q4 in organizational (2017 A 4.63 reported at performance of Task 2 ) the end of CSOs beneficiaries. project Expected Result 2.2 - Developed and/or strengthened partnerships, collaboration, and coordination among CSOs needed to support continued organizational growth and project implementation. Indicator 2.4: Number 0 40 63 50 119 55 77 60 20 60 27 (13 females) people of CSOs participating attended the meeting. in quarterly Civil Society Stakeholder Coordination Meetings Indicator 2.5: 61.9 65% 46.67% 70% 52.63% 75% 54.6 75% N/A 75% 75% Annually Percentage of CCSS- 66.67 2% targeted related CSO activities % that involve multiple (2017 CSOs ) Indicator 2.6: Number 0 16 40 25 23 25 24 25 17 25 25 Annually Disaggregated data: of civil society (2016) targeted -4 APS Partners organizations -11 DGF subgrantees receiving CCSS -2 other partners assistance to improve organizational capacity Expected Result - 2.3. Enhanced ability of selected CSOs to deliver quality programming Indicator 2.7: Change 3.34 5% 10.18% 8% 3.66 12% 3.98 15% N/A 20% 20% Annually in average percentage (2017) 3.42 3.68 3.47 3.54 3.59 3.67 3.67 targeted ‘CSO advocacy index’ scores Indicator 2.8: 0 N/A N/A N/A N/A N/A *N/ N/A N/A N/A 75% *To be Percentage of CSO (2016) A reported by partners that have the end of developed a multi- project year planning document identifying the needs and priorities of stakeholders, against which they target strategic fundraising.

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Expected Result - 3.1. A heightened, thorough understanding of Cambodia’s civil society sector and political environment, including opportunities and challenges based on the produced analyses Indicator 3.1: Number 0 1 1 0 N/A 1 1 0 N/A 1 3 To be of public opinion (2016 reported in surveys produced ) year 3 & 5 regarding the civil society and political environment in Cambodia. Indicator 3.2: 64.33 Baseline only N/A (No POP is 75% 85% N/A (No POP to 90% 90% To be Percentage of citizens % conducted in be conducted reported in with perception of the (2017 year 2) in year 4) year 3 & 5 positive contribution ) of CSO activities. Expected Result - 3.2. Clear and actionable recommendations developed for meaningful capacity development of Cambodian civil society in key sectors

Indicator 3.3: Number 0 1 0 0 N/A 0 N/A 0 N/A 0 1 of Political Economy (2016 Analyses conducted. ) Expected Result - 3.3. An enhanced ability of USAID/Cambodia to quickly respond to opportunities to protect or advance democratic development, human rights, and/or political reform in Cambodia. Indicator 3.4: N/A 80% The indicator Percentage of relevant is deleted USAID/US Embassy staff that find CCSS Public Opinion Polls and Political Economy Analyses useful

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