FINAL REPORT CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT (2016-2021)

JULY 15, 2021

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

CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT

CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT

FINAL REPORT 2016 - 2021

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

Submitted to: USAID/ on July 15, 2021

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

TABLE OF CONTENTS TABLE OF ACRONYMS ...... ii EXECUTIVE SUMMARY ...... iii PROGAM OVERVIEW ...... 1 ACCOMPLISHMENTS AGAINST WORKPLANS AND FINAL TANGIBLE RESULTS ...... 2 TASK 1: Support to Cambodian Civil Society ...... 2 TASK 2: Enhance Technical and Organizational Capacity of Civil Society towards sustainability ...... 26 TASK 3: Analytical and Technical Services ...... 33 SUMMARY OF DELIVERABLES/ BENCHMARKS ...... 33 SUCCESS STORIES AND LESSONS LEARNED ...... 34 Annex A: Performance Indicator Tracking Table (22 June 2016 – 31 May 2021) ...... 45 Annex B: Legal analyses on enabling environment for CSOs ...... 51 Annex C: ODC user statistics ...... 52 Annex D: Additional outcome results ...... 53 Annex E: Profile of District Councilor Sor Srey Touch ...... 56 Annex F: Grassroots and informal group capacity improvements ...... 58 Annex G: YCC improvements in resource mobilization ...... 62 Annex H: Additional comments about capacity building services ...... 64 Annex I: Improvements in strategic communication ...... 65 Annex J: Additional training ...... 68 Annex K: Key findings in public opinion surveys on perceptions and attitudes about CSOs ... 69 Annex L: EWMI fulfillment of deliverables and benchmarks ...... 73 Annex M: Successful negotiation with an ELC ...... 75 Annex N: Protecting forests and increasing income ...... 77 Annex O: Analysis of 26 natural resources management interventions ...... 79

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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 CPA Community Protected Area 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 NSSF National Social Security Fund 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 USAID US Agency for International Development

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EXECUTIVE SUMMARY This is the final report of our USAID funded EWMI-CCSS project. Each year, the development of a narrative report allows us the opportunity to reflect on our work, take stock of what we have learned and accomplished in order to accelerate the impact of our program and ensure sustainability. This final year turned out to be a landmark year – the pandemic tested us all in many ways but also unleashed new types of collaboration and innovative programming needed to meet the objectives of our project. Over the past five years, EWMI-CCSS partners have successfully engaged 51,119 Cambodian citizens in democratic processes ranging from new infrastructural development to high quality education outcomes to enforcement of laws against illegal logging and fishing and beyond. We welcome you to explore the breadth of our work through this final report including: • How 891 CSOs received invaluable legal aid advice to both, comply with changing laws as well as respond to the tightening space for civil society in Cambodia; • How CCSS helped launch the country’s first fact-checking website – CrossCheck – whose investigative stories have impacted over 36,523 people; • How Cambodian authorities responded positively to 533 citizen requests; • What we learned from Indigenous Peoples while working to protect their livelihoods including land rights in Cambodia; • How several participants of the project’s training and civic activities became formal leaders in Cambodian society, as elected leaders or government staff; • What the Cambodian people’s perceptions and attitudes toward CSOs are; • One family’s experience working with a CCSS partner to protect community forests, thereby increasing income and accumulating personal savings of $100 which allowed them to electrify their home and send six children to school; and • How the program built organizational capacity of all its partners through a dedicated team of professionals from VBNK – a Cambodian-led capacity development organization. Throughout these past five years, CCSS partners have developed a strong working relationship with local officials to facilitate collaborative management of community challenges and institutionalize the project’s learnings. We worked with 25 partner organizations (13 of whom were new to USAID funding) across all of Cambodia’s 25 provinces. Cambodians benefited in very tangible ways from improvement in roads and bridges, protection of natural resources, access to land, negotiations with the private sector, improved gender equality and social inclusion. As a result of active citizen engagement and a strong civil society, we are confident that Cambodia’s communities will be able to deal with the challenges of the future.

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PROGAM 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 International Development (USAID), with a period of performance from June 27, 2016 to June 26, 2021 and now extended to July 31, 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.

USAID Cambodia Mission Director delivering keynote speech at closeout event and launch of project video on June 30, 2021. In order to achieve these objectives, CCSS carried out three tasks: Task 1: • CCSS helped to 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 supported CSOs to involve citizens in local democratic processes by providing grants through its Democracy and Governance Fund (DGF). For example, several sub- grantees facilitate citizen requests for Commune Investment Programs (CIPs), while others organize patrols of community forests and fisheries. Task 2: CCSS delivered 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 civil society environment, for example through public opinion surveys.

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ACCOMPLISHMENTS AGAINST WORKPLANS AND FINAL TANGIBLE RESULTS1 CCSS has succeeded in building the capability to engage Cambodian citizens in democratic processes by representing citizen concerns, as evidenced by the fact that partners engaged 51,119 citizens in processes that produced concrete results to improve their daily lives, ranging from new infrastructure to enforcement of laws against illegal logging and fishing and beyond. Partners also improved their assessment scores in strategic communication and organizational development issues. Legal Aid Cambodia (LAC) provided valuable advice to 891 CSO as the enabling environment continued to evolve. In all, CCSS exceeded its targets in 15 of its 21 indicators in its monitoring and evaluation plan. The 55 (22 females) participants of the CCSS closeout event made positive comments about CCSS and the project video:2 ““Very much appreciate and thanks for EWMI team and USAID for your effort and support,” Sotheavy Srey, Executive Director of the Alliance for Conflict Transformation (ACT), a CCSS sub-grantee.

“The video is so amazing and I would like to congratulate EWMI and all partners for these invaluable successes,” Chanthol Oung, Executive Director of the Women’s Media Centre of Cambodia (WMC), a CCSS sub-grantee.

“This is (an) amazing achievement of our CSOs efforts in Cambodia. Thanks and congratulations to all. Keep doing all great work for our beloved country and communities,” Socheat Lam, Director, Advocacy and Policy Institute (API).

“Congratulations. I am so proud to be part of this project,” Phai Lim, VBNK, project partner.”

TASK 1: Support to Cambodian Civil Society During the course of the CCSS project, EWMI provided valuable support to CSOs in their efforts to manage risk by providing legal advice on compliance issues concerning Cambodian laws under the Legal Defense Fund (LDF). This legal advice has been particularly useful to CSOs in light of the evolving legal framework and enforcement landscape, as evidenced by the approval of the Law on Associations and Non-Governmental Organizations (LANGO) in 2015, changing tax requirements, Labor Law amendments, the Law on National Social Security Fund, laws regarding the COVID-19 pandemic and many regulations. CCSS also provided legal representation and advice to address time-sensitive challenges to the activities and liberty of individuals.

1 For complete results on performance indicators see Annex A. 2 See the project video at https://www.youtube.com/watch?v=RP4DN0XJgr4 and a five-minute highlights version at https://www.youtube.com/watch?v=gQBguA1miKc. As of July 14, 2021 the five-minute video reached 57,346 people and generated 4,310 engagements on Facebook.

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SUB-TASK 1.1: Legal Defense Fund In total, CCSS sub-grantee LAC provided legal advice to 891 CSOs to support them to manage their risks. This figure exceeded the target of 450 by 118%, due to the demand for information on a continually evolving enabling environment for CSOs. During the life of the project, there was a continued focus on the LANGO, as noted in the charts below. For example, in FY18, LANGO accounted for 44% of the legal advice, and in FY21 (the last full quarter of programming) this figure dropped to 37%. However, there was an increased emphasis on the Auditing and Accounting Law and the National Internet Gateway in later years.

Legal Assistance Topics FY18

LANGO Tax Law Labor Law NSSF Criminal Code Immigration Law Nationality Law

1% 1% 1%

4%

24% 45%

24%

Legal Assistance Topics FY21 Q2

LANGO Tax Law Labor Law NSSF Accounting and Auditing Law NIG Sub-Decree

5%

16% 37%

5%

21%

16%

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In total, LAC delivered:3 • Presentations for 800 CSOs at live or virtual events • Individual legal consultations for 99 CSOs • LAC presentations and consultations covered various aspects of LANGO, Tax Law, Labor Law, Law on Accounting and Auditing, Law on COVID-19, the National Internet Gateway and pension funds under the National Social Security Fund. LAC also produced and uploaded legal analyses to its Facebook page, which LAC’s Facebook page reached 939 reached 939 accounts and gained 1,171 accounts and gained 1,171 followers followers during the project. In all, LAC during the project. produced 20 analyses.4

SUB-TASK 1.2: Democracy and Governance Fund Along with legal support and capacity building, CCSS provided grants to a diverse portfolio of 19 local NGOs to identify and expand opportunities to engage citizens in democratic processes, including 9 sub-grantees who had not received USAID funding in the past. These grants enabled CSOs to flexibly navigate in an ever-changing space – which gave 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 maximize their effectiveness.5 Ultimately, CSOs will be able to demonstrate that they contribute to a strong democratic Cambodia with engaged citizens and a responsive government, who together can meet the challenges and thrive as a middle-income country. Democracy and Governance Fund sub-grantees6 During the course of the project CCSS sub- grantees have learned that it takes many steps to achieve their objectives, which in turn creates further momentum for positive change. Sub-grantee training sessions, citizen patrols and community meetings led to citizen calls for government action, which led to increased responsiveness by government officials. The cumulative effect of all these activities – and their success – ushered in new norms and expectations about the roles of citizens and officials. Ultimately it changed the fabric of target communities. Taken together, these activities served to expand civil society space

3 As reported in Indicator 1.12. 4 See Annex B for a list of legal analyses and guidance documents. 5 CCSS has created a comprehensive Theory of Change showing how the project’s components contribute to the overall goal. 6 For an interactive map showing all sub-grantees and highlights of their accomplishments see www.ewmi- ccss.org/map/viewmap.html

FINAL REPORT 2016-2021 4 CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT throughout Cambodia beyond the boundaries of target areas. This ensures that the impact of these activities is sustainable in the future, and that it contributes to the self-reliance of civil society. CCSS sub-grantees began by preparing citizens to get involved in their communities in Step 1, then supported them in calling for government action7 in Step 2.8 The immediate outcome is that government officials then responded to the CSOs9 and also proactively convened public forums,10 as shown in Step 3.

Over time, repeating these steps – and particularly using tools provided by CCSS such as applied political economy analysis tools that strengthen CSO ability to identify and expand opportunities -- resulted in ‘increased technical, operational and financial capabilities’11 as evidenced by a ‘change in organization performance.’12 As CSOs gained skills and experience, they had the opportunity to ‘develop and strengthen partnerships, collaboration and

7 As reported in Indicator 1.11 8 During the COVID-19 pandemic, sub-grantees were able to continue with these activities, although at a lower level. 9 As reported in Indicator 1.9 10 As reported in Indicator 1.10 11 As noted in Expected Result 2.1 12 As reported in Indicator 2.3

FINAL REPORT 2016-2021 5 CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT coordination among CSOs’13 and to gain ‘enhanced ability… to deliver quality programming.’14 This led 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 became ‘more engaged in the promotion of democracy and human rights’15 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. Step 1: Preparing citizens to take action CCSS sub-grantees used a range of methods to prepare citizens to take action, from training to convening community meetings to discuss and prioritize local needs. In all, the sub-grantees succeeded in engaging 51,119 (25,683 female) citizens16 throughout the project, despite the challenges of the COVID-19 pandemic emerging in 2020. This figure dramatically exceeds the project target of 11,000 citizens. Project activities gave citizens an opportunity to call for the enforcement of laws on forests and fisheries, infrastructure improvements, high quality education and more, as outlined in Step 2.

Citizen Engagement

60,000 50,000 40,000 30,000 20,000 Actual 10,000 Target 0 FY18 FY19 FY20 FY21 Total

Target Actual

Illustrative examples of training and preparation include: • Several subgrantees developed youth capacity to become civic leaders, as shown by training sessions held by Youth Council of Cambodia (YCC)17 and an exposure visit to the

13 As noted in Expected Result 2.2 14 As noted in Expected Result 2.3 15 As noted in Expected Result 1.3 16 As reported in Indicator 1.3 17 See video at https://drive.google.com/drive/folders/1YGwCEN_r6GW_t68VMxRWKYJT3G1zrqnf

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Prey Preah Roka Wildlife Sanctuary organized by the Youth Resource Development Program (YRDP).18 • In FY 20 Nak Akphivath Sahakum (NAS) trained its Community Expression Team volunteers to support citizens to identify and prioritize requests to commune councils. NAS determined that as a result, 70 to 80% of these citizens were able to raise issues with commune councils. • Several sub-grantees prioritized building leadership capabilities, including ACT and My Village (MVi).19 • In FY20, in addition to conducting a school enrollment campaign, the Affiliated Network for Social Accountability (ANSA) delivered trainings to 22 volunteers, 9 Provincial Department of Education officials and 48 primary school principals in Ratanak Kiri and Mondulkiri provinces in online meetings. Women and youth networks increased their capacity to use technology to monitor school service • The Documentation Center of Cambodia (DC Cam) conducted a nationwide poll in 2019 on preferences for disposition of the archives of the Extraordinary Chambers in the Courts of Cambodia (ECCC, also known as the Khmer Rouge Tribunal). CCSS supported CSOs themselves to prepare Introducing technology to communities: for community action by providing KoBo Toolbox information and evidence and building capacity in using data. ODC dramatically Two partners collected data – and expanded the natural resources management developed local capacity to collect data – information on its website site during the using KoBo Toolbox. Following training by project, posting 7,490 news articles, 511 press ANSA, volunteers used their smartphones releases and public announcements by to collect data on how COVID-19 government and development partners, 35 information was shared, community new datasets and an upgraded map, as well as concerns and government interventions. a mapping kit and data hub to improve ACT reached a range of stakeholders, from navigation by users. A range of statistics show local officials to volunteers, to collect data that this information was useful. ODC received for case studies on land disputes, gender- 108 user inquiries, and throughout the based violence, illegal logging and fishing project, ODC website traffic consistently and other issues. increased, as shown below. ODC was cited 94 times by others in articles in different publications.20

18 See video at https://drive.google.com/drive/folders/1YGwCEN_r6GW_t68VMxRWKYJT3G1zrqnf 19 See https://www.facebook.com/mvicambodiango/videos/693095467939308 for a video on MVi’s work with women. 20 For additional ODC user statistics and notable examples of use of ODC data see Annex C.

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CCSS also supported citizen participation by helping citizens to identify trustworthy sources of information. In February 2020, WMC launched CrossCheck, Cambodia’s first fact-checking website. The site has been well promoted, informed new consumption, and broadened the national conversation about fake news. For example, its story on an airline passenger who tested positive for COVID-19 in after leaving Cambodia (which was reported as true) reached 36,523 people, while receiving 577 likes and 300 shares on Facebook. Its workshops with journalists have resulted in increased commitment to abide by codes of conduct.21 WMC continues to support CrossCheck with funding from another donor, ensuring that this legacy of CCSS will outlast the project.

Step 2: Citizens call for government action CCSS sub-grantees support citizens to call for a range of Citizens raised 949 issues government action, from commune services to enforcement of natural resource laws and beyond. In total, citizens raised with subnational authorities, 949 issues with subnational authorities, exceeding the exceeding the target of 103 target of 103 issues,22 despite the challenges of convening issues. citizens during the pandemic. Illustrative examples include: • In the Ou Ya Dav community in Ratanak Kiri province, two members of a CBO working with the 3S River Support Network (3SPN) led a campaign against illegal fishing by printing and distributing t-shirts that read “Come together to stop illegal fishing.” Led by Indigenous Peoples, they campaign gained the support and cooperation from the Pa Yang village chief. • YCC held youth public forums in and Oddar Meanchey.23

21 See video at https://drive.google.com/drive/folders/1YGwCEN_r6GW_t68VMxRWKYJT3G1zrqnf 22 As reported in Indicator 1.11. 23 See video at https://drive.google.com/drive/folders/1YGwCEN_r6GW_t68VMxRWKYJT3G1zrqnf

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CEDT conducting a community assessment as part of the process to establish a CPA.

• The Community Empowerment Development Team (CEDT) successfully assisted local communities to complete their application for a new 20,962 hectare Community Protected Area in the Phnom Chi area in Kratie province, which will support the livelihoods of 1,051 families in three villages in Commune, Sombour District in Kratie province. The application has been recognized and stamped by the commune authority and approved by the Director of Prey Lang Wildlife Sanctuary, and is now in its final review stages by the Ministry of Environment (MoE). Step 3: Behavior change – government responses (outcomes) During the course of the project, CCSS grantees were successful in supporting their communities to get positive responses to their requests – leading to concrete improvements in their daily lives. Authorities responded positively CCSS measured progress in several ways: to 533 citizen requests • Authorities responded positively to 533 citizen requests, exceeding the target of 28.24 48 commune councils took concrete action in response to • 48 commune councils took concrete action in citizens response to CCSS citizen initiatives, exceeding the target of 28.25 Commune councils held 158 • Commune councils held 158 public forums where public forums citizens could provide feedback, exceeding the target of 27.26

24 As reported in Indicator 1.13. 25 As reported in Indicator 1.9. 26 As reported in Indicator 1.10.

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Behind these statistics are stories showing concrete improvements in in the daily lives of Cambodian citizens. CCSS believes that these positive results will not only benefit communities in the short term, but also reinforce the benefits of civic participation and make it a permanent feature of community life. During the project, commune councils in the NAS project area integrated 80% of the concerns raised by villagers into commune investment plans (CIPs). In addition, authorities provided ID Poor cards to families affected by COVID-19 at the request of citizens.27 Other grantees also achieved success in commune service delivery. For example, based on its 15 public forums in Ratanak Kiri, Banteay Meanchey and provinces in FY19, MEDIA One calculated that: • 43.59% of issues raised by citizens were resolved • 38.46% of issues were clarified with explanations by authorities • 14.35% of requests required decisions from upper levels. Protecting natural resources Several partners were able to successfully combat illegal logging using a range of approaches. For example, in FY19 Highlander’s Association (HA) played a key role in facilitating an agreement to halt illegal clearance of a protected forest, and to obtain about $10,000 in compensation for villagers and an apology to Jarai ancestors for deforestation. The agreement began when a group of illegal Vietnamese immigrants used tractors to clear a community’s forestland in Tang Se Village, Nhang Commune, in Ratanak Kiri province. Upon learning that the forest had been cleared, about 53 villagers patrolled the forest. They organized such a big group because they were concerned about their personal safety – specifically the dangers of rape, robbery and/or violence. After the villagers reported the case to commune and district officials, the perpetrators settled the case under facilitation from commune chief and police officers. The parties also agreed that any repeated incidents will be punished by heavy monetary fines. CEDT’s outreach to the Provincial Department of Environment (PDOE) of resulted in an agreement to expand the Kang Meas CPA from 4,097.18 hectares to 4892.18 hectares, for an increase of 795 hectares.

27 For details on these results and other outcome results see Annex D.

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CIP funds for natural resource protection in PDP-Center target communes (in USD)

Sangkat Ou Ambel Varin Rum Chek Brasat Srae Nouy Lvea Krang Svay Chek Svay Sor

0 2,000 4,000 6,000 8,000 10,000 12,000 14,000

Svay Sor Svay Chek Lvea Krang Srae Nouy Brasat Rum Chek Varin Sangkat Ou Ambel

Citizens working with the People Center for Development and Peace (PDP-Center) in Banteay Meanchey and Siem Reap provinces influenced seven commune councils to approve new deikas to protect community forests. In addition, all eight communes/ sangkats in the target area included funds for natural resource management in their 2020 commune investment plans. This represents a significant step forward, in light of strong commune preferences throughout Cambodia for building infrastructure. The highest amount in the PDP-Center target area was 53,000,000 Riels (USD $13,250) in Svay Check Commune, Thom District in , for replanting trees, placing poles to demarcate the community forest, sharing information on the commune deika and forestry law and supporting the forestry committee to patrol the forest. In Rum Chek Commune, District in Siem Reap province, commune funds were allocated for training on climate change adaptation strategies. 3SPN was very successful in protecting water resources and community fisheries. In one notable example, Pha Khut, a Laotian ethnic minority representative, involved 27 families in village to protect the Norng Lum lake before it was taken over by a private company that staked out a claim on the land and commenced a project involving cashew nut and rice farming on the 92 hectare property. The community actively pursued authorities, including the Ratanak Kiri governor, parliamentary representatives and the Ministry of Environment - writing letters to request meetings. The Ratanak Kiri governor met with the community members and subsequently demanded the private company to 1) show its land title to the community 2) halt the water channel created to release lake water into the river, and 3) stop farming activity on the land. The community then successfully implemented lake conservation efforts facilitated by a Ratanak Kiri fishery officer. On the heels of many years of activism, Building Community Voices (BCV) made progress in protecting the Kep Thmei community fishery, due to concerns about a neighboring company. After gaining government recognition for the group, BCV supported it in requests for formal demarcation of its boundaries. In FY20, the provincial government formed a committee to focus

FINAL REPORT 2016-2021 11 CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT on the fishery. The committee joined with representatives of the community fishery and the company to install 12 steel poles to show the pathway to the fishery. Protecting land MVi had many successes in land cases. For example, in FY20 alone: • 775.83 hectares of community land in Pou Rang District in were returned to communities • Resettlement land for farming was provided to 32 families, following collective action by Indigenous women, youth and community members, who documented problems with the land that was initially offered (such as rocks and sand, making it impossible to plant crops) and then were provided with appropriate land • Seven families that illegally cleared 16 hectares in a community forest in Chrab Village, Kbal Romeas Commune, in were ordered to return eight hectares of land to the community Following a request and a media campaign by the Highlander Association (HA) and other groups28 calling for an investigation into illegal rubber tapping in protected areas, the Land Dispute Working Group led by the Deputy Provincial Governor of Ratanak Kiri province conducted a field investigation on 27 December 2020. Specifically, activists charged the Vietnamese Hoang Anh Gia Lai (HAGL) company with illegally clearing land and tapping rubber in the Patou Spirit Mountain area and the O’Rok and O’Tansong rivers in Jarai and Ka Chanh Indigenous communities. Provincial authorities then prohibited HAGL from clearing land and called for settlement talks, which have not yet occurred. Other issues US Ambassador W. Patrick Murphy met with about 30 Indigenous activists in Peak Village, Commune, Ou Ya Dav District in Ratanak Kiri province to discuss their efforts to hold a gold mining company accountable for mitigating damage inflicted by the company. Ambassador Murphy drew parallels between the challenges faced by Indigenous Peoples in the US and Cambodia and encouraged participants to raise their voices. Participants explained their work with CCSS subgrantee HA and their success in gaining agreement from the mining company for an MoU to provide support to the village. The former village chief Sav Chin explained that villagers have low levels of education and that it was difficult to mobilize citizens when the company arrived. He credited their success to support from NGOs (including HA), the Ministry of Mines and Energy and journalists.

28 Village representatives working with HA was joined by the Cambodian Indigenous Youth Association, Indigenous Rights Active Members, Equitable Cambodia and Inclusive Development International.

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US Ambassador W Patrick Murphy speaking to Indigenous activists in Peak Village.

Following collective action led by the Cambodia Institute for Research and Rural Development Cambodia’ first Law on Consumer (CIRD), the first Law on Consumer Protection Protection took effect on November 2, took effect on November 2, 2019. This success 2019. follow a range of activities by CIRD, including workshops, dissemination of the new law, a video on food safety, a new section on its website on food safety and consumer protection, and participation in radio shows. The Ministry of Interior, Ministry of Commerce, and other government officials praised CIRD for its initiatives and contributions in this sector and the Ministry of Commerce issued an appreciation letter for CIRD. Even after its CCSS grant came to an end in FY20, CIRD remained active, playing a vital role working with government officials to develop a Sub-Decree on the Organization and Functioning of National Committee for Consumer Protection. Following several face-to-face and virtual stakeholder meetings organized by ANSA, many of the targeted schools responded by improving infrastructure and providing important school supplies, such as textbooks. In addition, ANSA observed that classes start more punctually than before in primary schools in Pech Chreada and Kaoh Nhaek districts in .

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Civil society members were pleased to see changes in government leadership to improve the responsive to their concerns: • When a group of 66 (42 females) Indigenous Peoples celebrated a spiritual ceremony in a community forestry protected area and wildlife conservation area in Mondulkiri province for three days in April and May, 2019 an environment officer told them to stop the celebration and to discontinue their monthly forest patrols. He threatened them with jail if they did not comply. With facilitation by HA and legal help from ADHOC, 133

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villagers agreed to lodge a complaint against the environment officer in court. In July 2019, the court called the community representatives and the environment officer to discuss settlement. In September 2019, the environment officer was moved to another area. • 3SPN, villagers and CBO members were concerned with the former village chief in Thmei village, Chey Otdam Commune, in Ratanak Kiri province because he was known to support illegal fishing activities. After the commune council removed the village chief at the request of the community, the villagers recommended a candidate for this position who was active in protecting fisheries and promoting inclusive natural resource governance. This candidate was elected by the commune council. The new village chief began his term by actively mobilizing others to help combat illegal fishing and to raise funds to support the patrol services, and he is still held in high regard in the village. Step 4: Systems change CCSS continually seeks out signs indicating whether and how these new norms created by CSOs are becoming institutionalized in governance systems. CCSS sees progress in several ways. In some cases, government officials have recognized the role of CSOs and found ways to incorporate CSOs into their own systems. In other cases, leaders emerging from CSOs have taken on more formal government roles in their communities, bringing with them their values and practices regarding participatory processes. At the same time, CSOs are finding ways to generate income, which can increase CSO self-reliance and sustainability while increasing civil society space. CSO role institutionalized Provincial officials in Oddor Meanchey requested YCC to provide training courses to the commune/Sangkat councilors in five districts of the province. Thuok Soeun, Sangkat Koun Kriel councilor, from District, explained that he understood that democratic practices do not constitute opposition to the government, but serve to get people to participate in solving problems and to ensure that administrative services are high quality and delivered more quickly. Furthermore, HACC has been requested by Commune councilor Va Vath leading discussion at NAS commune the Ministry of Health to serve as a liaison reflection forum. to CSOs as the Ministry prepares future programming. Both of these examples demonstrate how dialogue with citizens – and the role of CSOs -- is becoming institutionalized, and thus increasing civil society space. Other partners observed greater acceptance of their role, demonstrating promise for future cooperation. For example, one commune councilor from explained

FINAL REPORT 2016-2021 15 CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT how his views of the NAS project have evolved over time, and helped him appreciate the importance of NAS’ role. Before 2018, Reay Pay Commune Councilor Va Vath had never worked with NGOs and did not see their work as relevant to his commune council duties. During the NAS project, however, he observed that “the project increased knowledge in my community on the importance of promoting one voice at the community level,” as well as awareness of the rights of clients/citizens and service providers. NAS also added value by making it easier for commune councilors to understand the priorities of their communities and increased their capacity to improve the quality of services. Now Va Vath welcomes NAS volunteers at commune council meetings and hopes that its activities will be scaled up in other areas. Similarly, Governor Phouk Savuth, from Kampong Cham province, said “I have been involved in all NAS project’s activities such as quarterly district reflection forums to respond to villagers’ concerns and needs,” he said. “I observed that the project produced good results to build capacity to community people and commune councilors.” He thanked NAS, EWMI and USAID for implementing and supporting the project. From civic activism for formal leadership roles Project beneficiaries who participate in training and civic activities and then take on formal leadership positions have a tremendous opportunity to reinforce civil society norms and practices. After promoting responsive leadership norms, several subgrantees report that project participants have moved on to become more formal leaders, either as elected leaders or as government staff, which in turn increases the responsiveness of government. • Three (one female) youth participants in CCSP activities were elected as district councilors-- two in and one in province.29 • Three CBO leaders working with 3SPN in Ratanak Kiri province have been elected to be local authorities: a district councilor in Tavaeng District, the village chief of Dei Lou Village, Chey Otdam Commune, Lumphat District; the village deputy chief of Lumphat Village, Chey Otdam Commune, Lumphat District. They continue to be key supporters of the project. The village chief in Dei Lou Village was a CBO researcher in Lumphat District. He is considered to be helpful to community people and he is very active in the community. • Two youth group members working with YCC in were selected to be youth representatives at different levels of government – one at the district level and another at the municipal level. • Another youth group member who was trained by YCC in democracy, leadership and public speaking was elected to be a secretary of a community forest committee in Oddar Meanchey province. • A youth participant in YCC activities was selected to be an administrative assistant in the sangkat office of the Ministry of Education, Youth and Sport in Khan Chrouy Changvar in Phnom Penh

29 See Annex E for a profile of District Councilor Sor Srey Touch.

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• Three female youths who participated in CCSP’s project have been promoted to positions in the local authority offices. Two from Sangkat Traeuy Kaoh, are working in the commune office -- one is managing One Window Service and another is managing commune administrative work related to birth certificates, marriage certificates and death certificates. Similarly, after joining training on gender-based violence with CCSP, one young woman was nominated to be an assistant for a commune committee on women and children. Broader adoption of civil society approaches Government acceptance of the open data approach of ODC is also promising. One highlight of the project is that the textbook on Map Reading and Using for teachers and students, developed by ODC and DIT department was approved by the Minister of Education Youth and Sport. It has now become an official textbook for secondary schools in Cambodia. For the project ‘Using ICT and Maps in Education’, both ODC and MoEYS-DIT successfully produced 17 tutorial videos of Google map reading on computer and on mobile. The videos are now publicly accessible on both the Ministry and ODC’s YouTube playlist in the .

Ministry of Education, Youth and Sport Open Development Cambodia (ODC) Cambodia § YouTube playlist: § Playlist of tutorial on computer: https://bit.ly/3wbZqmv https://bit.ly/3vZFu6c § Playlist of tutorial on mobile: https://bit.ly/3f3LUdm

In addition, about 100 copies of map reading textbooks for teachers and students will be printed after the lockdown and given to 20 to 30 public high school in Phnom Penh. ODC thematic maps have been used by the Koh Kong Provincial Governance / Administration in the “Coastal Strategy of (2019-2039)”. See the Koh Kong Provincial Administration website: https://www.kohkong.gov.kh/2020/73660/ ODC maps on Natural Protected Areas (NPAs), Forest Cover 2016, Vulnerability to Climate Hazard 2015, Community Protected Areas (CPAs), Oil and Gas Blocks, and Hydropower Dams, are in the first chapter. Progress toward self-reliance In the face of declining donor funds, CSOs have become more creative in finding new sources of financial support for their activities: • A Brao indigenous community in Sieng Say Village, Tavaeng Kraom Commune, Tavaeng District in Ratanak Kiri province, set up Touk Young Ecotourism along the Sesan River, with help from HA. The main objective is to protect the river and the forest along the riverbank. On the heels of repeated community engagement at all stages in the process, the local government strongly supported this initiative. • As a result of 3SPN’s constant work on capacity building and resource mobilization with communities, community fisheries in Kachoun Koklak were able to secure a small grant amount of $2,500 for a three-month project beginning in October. Following a call for

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small grant proposals from Save Cambodia Wildlife, a youth leader from a CBO working with 3SPN helped the leader of community fisheries in Kachoun Koklak, to write a proposal. • Indigenous community leaders working with MVi had significant success in raising funds for various forest management activities, as detailed below: o 300,000 Riels from a tourism company and 250,000 Riels from an individual monk o 286,500 Riels from community members in Chrab Village, in Kratie province who generated income by collecting NTFP o $500 from a savings group in Pu Chhab Village, Ou Raeng District in Mondulkiri province o $8,000 from the villages of Chrob and Nhang Sum, in Stung Treng province was generated by selling bamboo, vegetables and, mushrooms.

SUB-TASK 1.3: Grassroots and Informal Groups CCSS supported five grassroots and informal groups30 to build their capacity on organizational development and livelihood activities, as outlined in their Capacity Development Plans (CDPs) based on initial self-assessment of their capabilities. Improvements in organizational capabilities Following capacity building sessions and exchange visits, the sub-grantees demonstrated significant increases in their capacity in organizational issues. Using an Organizational Capacity Assessment (OCA) tool to re-assess the sub-grantees in FY21 Q2 to the baseline scores in 2018 provided an opportunity to measure the grassroots and informal groups’ progress as well as the quality and impact of CCSS activities to build capacity. According to the re-assessment, all five groups improved in the majority of the 11 categories. Two of the groups improved in all of the categories. For examples, scores for GC went up in all categories. GC’s highest scores were in communication (8.5), clarity and structure (8.07), respectively. The biggest increase over the original assessment was in monitoring plan, increasing by 1.76 points from 5.88 in 2018 to 7.64 in 2021. Its lowest re-assessment score was in capacity at 6.14, which indicates a need for future improvement; however, it had increased 1.14 score compared to the original assessment.31

30 CCSS provided in-kind grants and capacity building to these five groups: Community Network for Action (CNA), the Governance Committee (GC) network of 17 forestry and fishery communities in , the Learning Center for Developing Community (LCDC), a community development group based in which is working to protect forests in Preah Vihear, the Prey Lang Community Network (PLCN), which is working to protect forests in four provinces, and Young Eco Ambassador (YEA), which engages Cambodian youth on environmental issues. 31 For the scores of the other groups see Annex F.

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GC Organizational Capacity Assessment scores 2018 and 2021 8.07 8.5 8.07 9 7.42 7.71 7.92 7.44 7.78 7.64 8 6.85 7.33 7 7.22 6.66 6.33 6.44 6.14 6.28 7 5.5 5.88 5.77 6 5 5 4 3 2 1 0 Trust Clarity Capacity Solidarity Leadership Governance Sustainability Communication Monitoringplan Structure/culture Activity implementation Activity 1 2 3 4 5 6 7 8 9 10 11

GC 2018 GC 2021

Guided by the CDPs, CCSS contributed to these results with sessions of the grassroots groups throughout the course of the project, ranging from strategic planning sessions to learning sessions focusing on problem analysis (using the “cloud-clock theory”), systems mapping, storytelling, digital security and other topics.

The sub-grantees appreciated support from EWMI. “It was incredibly important to have Core CNA member Morn Sophen explained that support from EWMI. We were able “They (CCSS-EWMI) distributed materials and my to protect our ancestors’ forest and capacity and knowledge were improved. It was land. Now I am able to advocate incredibly important to have such the support from with government officials and speak EWMI, we were able to protect our ancestors’ forest up confidently.” and land. Now, I am able to advocate with Morn Sophen, core member of CNA government officials and speak up about the issues confidently.” CCSS supported YEA members to take online courses to build their skills as well. “I really appreciated the online courses: master class in skill sharing. These online learning platforms became an incredible significant for YEA’s members to access especially during the COVID-19 outbreak,” said YEA founder Seat Lykheang. “More than 30 of YEA members took the courses and they learned so many skills, and our products/ services have increased their reach.” Strengthening sustainability through improved livelihoods Livelihood opportunities are critical to the survival of these groups. Members not only need income to support their families, but they also need to be assured that their income is secure

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Grassroots groups on ecootourism study visit to Preah Vihear province. enough so that they can volunteer with these organizations. Members also need to generate funds for group activities. Therefore, the CDPs also included livelihood capabilities. Based on requests from the sub-grantees, CCSS organized a study visit to the BeTreed ecotourism site in Preah Vihear province to build capacity in establishing and managing ecotourism sites. The study visit enabled participants to learn how to protect natural resources while generating income and to make actions for developing similar projects. EWMI amplified the lessons learned by making an instructional video.32 After three of the grassroots and informal groups requested further capacity building on sustainable ecotourism YEA organized a session on sustainable ecotourism with three of the grassroots groups. The session focused on the process of establishing an ecotourism, challenges and opportunities. Participants and YEA have followed up with more discussion. CCSS also organized a series of provincial field trips to both CEDAC and Sovan Phoum’s targeted areas in Kampong Cham, , Kampong Thom, and Siem Reap provinces which enabled participants to learn how to raise chickens, form a savings group, and establish an agricultural cooperative. LCDC members reported that as a result, they have developed skills in raising chickens and producing clean water.

32 See video at https://drive.google.com/drive/folders/1YGwCEN_r6GW_t68VMxRWKYJT3G1zrqnfd

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A sustainable honey harvest has become a staple livelihood component for members of PLCN in Kratie during the past three years. With facilitation from CCSS, the PLCN network signed MoUs to sell wild honey, at a total value exceeding $25,000 during the three-year period. PLCN members pledged to allocate some their earnings to natural resource protection activities. Materials monitoring CCSS provided in-kind donations of materials ranging from office equipment to supplies for field activities. Seat Lykheang, founder of YEA, said that the materials and capacity building provided by CCSS were very helpful. “Those materials are the key connector from people to field work. YEA improved a lot,” he said. CCSS continued to monitor the materials throughout the project to ensure that they were being used solely for project activities. Challenges The most significant challenge for grassroots and informal groups is livelihoods, which has an impact on the members’ ability to volunteer their time and also on the resources available for activities. Another challenge is that the membership and structure of these groups is constantly changing. As volunteers, not all members are available for all activities or capacity development sessions. Furthermore, the group structure may change to suit local issues and needs. As a result, it is difficult to ensure continuity from one capacity development effort to another, as different members of the group attend different activities. In this context, members particularly valued CCSS support for strategic planning, as a step toward strengthened cohesion of their organizations. By the end of the project the grantees continued to demonstrate positive results flowing from CCSS support. • Following active engagement in their community and negotiation with an ELC, some can members have gotten their land back, and the group has signed a contract with private companies to sell its organic rice. • With its improved skills in strategic communication and fundraising, the GC has received additional funds from donors and charitable individuals for fishery conservation, constructing community huts and repairing roads. • Learning Center for Developing Community (LCDC) has continued to focus on livelihoods and improving the technical skills of members. LCDC received financial support from World Vision to dig a lake (70m x 50m with 3.5m depth) to supply drinking water for the organization’s business. LCDC continues to play many roles, from managing social

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enterprises (poultry and water businesses), to supporting teams working on agriculture, media team and youth issues. • Young Eco- Ambassador (YEA) has now registered as a private company, focusing on two main themes -- research and development -- and social media and advertisement. During the pandemic, YEA made use of its opportunity to develop and create their promotional materials, and created a website, cartoons, infographics and other materials. Progress toward Gender Equality and Social Inclusion (GESI) CCSS and its sub-grantees made progress toward gender equality and social inclusion (GESI). CCSS began this process with self assessments and action planning with its 12 original sub- grantees n FY19, as reflected in a report submitted to USAID in 2019. CCSS then expanded its assistance to three more sub-grantees. All 15 of these grantees 33 made progress toward two or more of USAID’s three key gender policy priorities, related to 1) access to resources and opportunities 2) elimination of gender- based violence, and 3) increasing women’s capacity and voice to realize their rights, as demonstrated below. EWMI’s objective was not to ensure that every subgrantee is covering every priority area, but to demonstrate the extent to which the CCSS subgrantee portfolio as a whole can demonstrate how CCSS contributes to reaching these goals in a meaningful way, and most importantly contributing to sustainable systemic change, as complementary parts of the ‘GESI eco-system.’ Subgrantees reflected that the CCSS tool had further motivated them and helped them to document and analyze their GESI work. CCSS found continued results in these areas: 1. Access to resources: PDP Center has succeeded in influencing all eight of its target communes to allocate budget for concrete activities to empower women, for example by increasing women’s participation in forest patrols. NAS noted that almost 80% of issues raised by women at community meetings organized by NAS have been resolved. 2. Gender-based violence: As part of BCV’s work, women share their stories in public meetings about dealing with violence. They explain how women can protect themselves and work with local authorities. BCV notes that many women find it more effective to address domestic violence through informal methods; but when the violence escalates, women prefer a more formal approach. CCSP introduced conflict resolution techniques to help people find peaceful ways to resolve issues within their families. Local authorities shared their contact information with villagers, pledging to take action immediately when informed about cases. 3. Participation and leadership: MVi noted real success: Two cases raised by women in Snuol were addressed by authorities. MVI observed that women can be more influential than men with authorities because they are perceived as more flexible, more patient, and less aggressive than men.

33 As reported in Indicator 1.14.

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Women’s Leadership Value Chain EWMI observed that CSO activities provide a real pathway for women to attain leadership positions. For example, PDP-Center engaged about 100 women in Siem Reap and Banteay Meanchey, building their capacity and providing platforms for them to develop and use their leadership skills. As a result around 20-35 women have become formal leaders in Siem Reap, serving as assistants to commune/ village chiefs, community forest leaders, community volunteer teachers, and other small-scale business leaders. Furthermore, women are now more eager to exercise their rights, mobilize resources, and advocate for access to resources. Similarly, CCSP developed the capacity of 65 women in its Youth Engagement in Democratic Development (YEDD) activities Kampot, Kep and Kampong Speu. CCSP focused on building skills in leadership, democratic development, good governance, public speaking, facilitation and a range of skills to enable them to work effectively with community members. CCSP organized public forums, youth dialogues and live concerts to provide opportunities for practical experience. Participants also learned from exchange visits to other organizations and through youth networks. Remarkably, six of these women were chosen for formal leadership positions, including a district councilor,34 commune councilor, youth commune leader and village youth group leader. In the words of Chea Muoykry, a gender focal point at CCSP, “When women are economically and socially autonomous, there is no prejudice or domestic violence. Gender equality benefits society, particularly when women have the chance to lead both in the community and in official leadership positions.”

Impact of COVID-19 on CCSS Despite the initially low number of cases, the COVID-19 pandemic had a significant effect on Cambodia and the CCSS project. Communities faced enormous challenges due to the dramatic decline in income from tourism and garments, and civil society was constrained in its activities for several months. Impact on citizens CCSS sub-grantees were well positioned to observe the impact of the pandemic on citizens. In April 2020, 13 CCSS grantees each reached out to 50 beneficiaries in their program areas to assess the concerns of their beneficiaries and the extent to which the COVID-19 situation has had an effect on their interest in program activities. This exercise was subject to many limitations, as the capacity and the implementation varied widely among the grantees. The top concerns were livelihoods and income, fear or COVID-19 itself and the fact that children could not go to school. With regard to livelihoods, beneficiaries expressed concerns about their ability to repay debt and low crop prices. Beneficiaries also noted the heavy burden on women and discrimination against Muslims and its impact on income. Nonetheless, beneficiaries were still interested in communities: 54% of one NGO’s respondents said it had no impact on their interest in program activities.

34 See Annex E for a profile of Teuk Chhou District Councilor Sor Srey Touch.

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As the pandemic continued in FY2 Q1, Cambodians continued to struggled to earn a living and farmers along the Cambodian-Vietnamese border lost access to the market in Vietnam. CEDT also reported that communities were not able to sell farm products such as fruit, vegetables well to the markets during that period. These economic impacts were magnified after the community outbreak that began in February, 2021. Several sub-grantees also noted that illegal logging and fishing increased throughout the pandemic, as many community patrols suspended their activities.

ACT billboard: Together joined to eliminate all kinds of discrimination during COVID-19 pandemic.

Discrimination against Muslims In response to media reports of increased discrimination against Muslims, ACT conducted an assessment of such discrimination and instituted a campaign to address it, beginning in July. During the assessment, ACT met with 50 (20 females) participants, including 33 community people and 17 local officials, from four villages in Praek Tnaot commune in Kampot province. All participants agreed that they had such discrimination in their communities. ACT identified four specific cases of discrimination against Muslims and community members asked for help. District Councilor Ket Sovan acknowledged discrimination against Muslims and pledged to take action and prevent further discrimination. ACT put up five billboards and posted two videos35 on its website. ACT observed that discrimination has decreased since it began this campaign. ACT made further progress with a community discussion in October, 2020 where 64% of the participants were local authorities. A full 97% of participants stated that they came away with an improved understanding of discrimination and were committed to changing their behavior towards each other to eliminate it. Sub-grantee responses When the pandemic began, several grantees joined local authorities and health officials in public awareness campaigns, distributing posters and information about prevention and

35 For videos relating to ACT’s work to reduce discrimination against Muslims see https://www.youtube.com/watch?v=tvItEJfiYuU and https://www.youtube.com/watch?v=4KsmdxORlyA

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publicizing public health messages on loudspeakers. YCC provided assistance at events aimed at returning migrants in three communes in Oddar Meanchey province as well as events in Phnom Penh. MVi cooperated with commune councilors in the Northeast to raise awareness among returning migrants. Community forest networks working with PDP-Center joined events in all eight of its target communes in Siem Reap and Banteay Meanchey province. NAS volunteers joined events in the provinces of Kampong Cham, Tboung Khmum and Kratie provinces. CCSP youth volunteers joined events in the provinces of Kampot, Kampong Speu and Kep. Grassroots group LCDC publicized key messages on wellness and hygiene on its radio talk show and Facebook. However, the sub-grantees faced limitations, such as the limits on the number of participants who could gather, which was set at ten earlier in the pandemic, and then raised to 50 on June 15th. As a result, project activities were canceled, delayed or adapted in some way. Patrols of forests and fisheries were reduced as well. At the same time, many local officials were busy identifying poor families who qualified for new government assistance programs, which made it more difficult for subgrantees to communicate with them about other priorities. Working online, including through virtual meetings, was the main adaptation by sub-grantees. In the wake of the outbreak in February 2021, sub-grantees increased their efforts to stay safe and healthy, mostly by working remotely. • ANSA led its 22 Check My School volunteers, nine Department of Education officials and 48 primary school principals to install Zoom Cloud Meeting on their smartphones/computers before organizing two online workshops. • In order to support the team and to enhance motivation, ODC organized a blogpost contest, as outlined below. o Blog 1: Novel Coronavirus, novel working experience o Blog 2: My experience working from home to be effective during the Coronavirus infection o Blog 3: How to tackle challenges of working from home during the COVID-19 outbreak o Blog 4: Afar but not apart, ICT as the solutions to work and communicate from home o Blog 5: ICT tools to work and communicate from home • ODC called on donors and partners to exercise flexibility and understanding during the COVID-19 outbreak. ODC reprioritized and adjusted its programming and outreach activities. • LAC organized virtual meetings for CSOs on compliance issues. When LAC faced disruption due to slow internet service and electricity outages it adapted by copying the meeting link to staff smart phones to enable them to continue the meetings by phone.

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• When appropriate, sub-grantees were able to carry out activities in communities – often with smaller numbers of participants – while observing health protocols.

TASK 2: Enhance Technical and Organizational Capacity of Civil Society towards sustainability CCSS further developed the capacity of CSOs through a range of approaches, from customized individual coaching to workshops on common issues. Increased capability through customized technical assistance and training36 One of the primary sources of support offered by CCSS to its sub-grantees and direct partners (or potential direct partners) of USAID37 was customized technical assistance and coaching on a package of critical core organizational issues, from financial management to strategic planning and resources mobilization. CCSS partner VBNK began this process with self-assessments,38 which informed an overarching Capacity Development Plan (CDP) for each organization, corresponding to Annual Development Plans (ADPs).39 All but one of the CCSS partners included the five core themes of Strategic Planning, M&E, Organizational Structure and Leadership, Financial Management and Organizational Procedures in their CDPs (Indicator 2.2), with 22 of the 23 partners having a newly developed or revised an updated strategic plan to guide their work in the future.40 In total 85.7 percent of the partners achieved full delivery of their CDPs. It is notable that every year VBNK over-achieved on Indicator 2.1 as most of the partners achieved all of the tasks set out in their AAPs. For example, in the final year of the project 85.7 percent of the partners did so, exceeding the target of 75 percent. Based on these plans, VBNK used its unique accompaniment model to support these organizations to achieve sustainable learning and change. Through closely guiding and mentoring participants through the whole process of capacity development, VBNK helped the organizations to achieve outputs, improvements and lasting change. Organizational Development reassessments of 21 organizations at the end of the project showed significant growth, with an average increase of .6 on a 5 point scale.

36 Sub-Task 2.4 37 As noted in Indicator 2.6, CCSS provided assistance to 7 APS partners of USAID, 3 PTAR organizations (in order to prepare them for potential grants and thus to diversify USAID’s grant pool), 13 CCSS sub-grantees and 2 other organizations. 38 Under Sub-Task 2.2 39 Under Sub-Task 2.3 40 In addition, all of the partners developed a multi-year planning document for use in strategic fundraising, exceeding the target of 75 percent in Indicator 2.8.

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No. CSO Average Baseline Average Endline Changes Scores Scores 1 3SPN 2.9 3.6 0.7 2 HA 3.4 3.9 0.5 3 ADHOC 2.5 4.4 1.9 4 AFD 3.4 3.6 0.2 5 BCV 3.3 3.7 0.4 6 CCHR 3.4 3.9 0.5 7 CCSP 3.5 3.6 0.1 8 CLEC 3.4 4.3 0.9 9 GADC 3.4 3.5 0.1 10 MVi 3.4 3.9 0.5 11 NAS 3.6 4.0 0.4 12 PDP 3.5 3.8 0.3 13 VIC 3.7 4.4 0.7 14 YCC 3.3 3.6 0.3 15 ANSA 2.5 3.1 0.6 16 ACT 3.3 4.0 0.7 17 CEDT 3.2 3.5 0.3 18 KVAO 2.5 3.7 1.2 19 ODC 3.3 3.8 0.5 20 TPO 3.8 4.3 0.5 21 VBNK 4 4.4 0.4 Average 3.3 3.9 0.6

This improvement fell short of the target of an average score of 4.39, which may be due to the fact that some scoring criteria are extremely challenging, such as contributions to CSOs from local communities, local government and the private sector. In addition to these higher scores, VBNK found further positive results in its Annual Impact Assessment (AIA) interviews with selected partners. These interviews yielded positive feedback on improvements at both the organizational and individual levels. During in-depth, qualitative assessment on the impact of VBNK’s interventions with CCSP, BCV, PDP, AFD, ADHOC in 2020 the partners noted that:

• The majority said the coaching on financial “All of the capacity development management had been particularly beneficial, interventions from VBNK have improving efficiency in budgeting and greatly supported our work and recording transaction, and thereby enabling we have observed many changes more timely reports to donors. Revised at the organizational and financial policies and procedures ensured that program levels as a result,” BCV they reflected their actual day-to-day practice Executive Director Phally Phuong whilst supporting them to be legally compliant; senior staff reported having a better oversight and understanding of the organization’s

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finances. They received improved feedback from auditors and donors, with many of the gaining new donor confidence (and funding). For example, CCSP received new funding from USAID through FHI-360 for four years (2020-2024), from the World Bank through World Vision International for four years (2020-2024), and from the European Union through ActionAID from 2020-2022. • Developing strategic plans helped them to consider the current and future context and trends in Cambodia and guided them to map out their future direction with a view to sustainability. • Developing resource mobilization strategies to align with their strategic plans strengthened their ability to build trust and demonstrate to donors that they had a clear and realistic mission, and that they had carefully considered projects and activities that would support their aims, in consultation with stakeholders.41 • Those who attended Social Media Training posted much more regularly on their Facebook pages and used high quality images and attractive content to increase engagement with target audiences. They used a broader range of Facebook tools, including short videos and live broadcasts, which increased interaction and positive feedback. Partners shared their learning, with BCV training citizen journalists. A deeper understanding of Facebook statistics/analytics supported them to target their posts more effectively, and they now schedule posts and success stories more regularly, as these were appreciated by their audiences. Most reported that the number of ‘follows’, ‘likes’ and ‘shares’ increased significantly, with one partner discussing a ‘dramatic’ increase with the trebling of ‘followers’ and engagements on their page.42 VBNK also supported 16 organizations to develop their strategic communication capabilities. Again, the organizations made significant progress in their scores, with an average increase from 3.34 to 4.13. This score exceeds the target of 3.67 in Indicator 2.7. As with the organizational development re-assessments, all the partners achieved progressively higher scores throughout the project, with some achieving an increase of up to 1.5 and even 2. Annual strategic communication reassessment scores (average scores by year) CSO 2016 2017 2018 2019 2020 3SPN 3.13 3.49 4.13 4.33

ADHOC 3.95 4.08 4.16 4.34 4.55

AFD 3.60 3.79 4.01 4.06

BCV 3.20 3.39 3.76 4.08

CCHR 3.30 3.47 3.89 4.23 4.43

CCSP 2.94 3.18 3.32 3.80

CLEC 3.74 3.90 3.99 4.20 4.27

GADC 3.69 3.70 3.95 4.03

41 See Annex G for a success story on YCC’s improved resource mobilization. 42 See Annex H for additional comments from partners.

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CSO 2016 2017 2018 2019 2020 HA 3.39 3.82 4.44 4.38

LSCW 3.32 3.35 3.93 4.01

MVi 3.68 4.00 4.12

NAS 3.48 3.67 3.89

PDP 3.74 4.28 4.49

TPO 4.06 4.17 4.19 4.36 4.38

VIC 1.65 2.62 3.24 3.63

YCC 2.96 3.51 3.69

ANSA 3.10 3.51

Grand 3.34 3.46 3.63 3.93 4.13 Total

Prior to the project, many of the CCSS partners undertook strategic communication activities most often in response to critical situations with very little planning or stakeholder consultation, limited risk assessments and safety planning and very few joint activities involving supporters and other interested stakeholders. Rather than the communities taking the initiative and lead on these activities, the partners were taking on that role themselves. This lack of local ownership caused conflict. Under CCSS, the partners were supported to develop their strategies in consultation with the communities they serve, including local duty bearers, and this resulted in improved relationships, identification of common goals, and most importantly, community ownership strategies and their implementation. This reduced conflict and enabled partners to better respond to the needs of their communities and play a more supportive role, rather than a leading role, in working for improvements.43 Additional coaching for CCSS and USAID partners The CCSS mentoring program made significant progress in building capacity of selected CSOs44 on financial management and resource mobilization before it came to a close in FY20 Q3. CCSS undertook this activity to respond to the demand from former partners of the USAID-funded Capacity Building of Cambodia’s Local Organizations (CBCLO) project. Key results of the mentoring activities appear below:

43 For additional examples of improvements in strategic communication see Annex I. 44 ANSA, BCV, YCC, Children in Families (CIF), Community Legal Education Centre (CLEC), Forest and Livelihood Organization (FLO), Veterans International Cambodia (VIC) and WaterSHED. WaterSHED withdrew shortly after these activities began.

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CSO Mentoring topic Final results ANSA Financial management • Mentor reviewed ANSA’s draft manual and provided guidance on improvements; staff carried on with revisions BCV Financial management • Mentor suggested revisions to financial manual, financial control system and accounting system and suggested budget monitoring tools CIF • Training module on Open Source Case-Management and Record-Keeping (OSCaR) finalized and marketing strategies developed CLEC Resource mobilization • Donor mapping, communication tools and submission of two funding proposals; workshop on pitching CLEC to donors FLO Resource mobilization • Donor mapping and exploration of social enterprises VIC Resource mobilization • Preparation of three funding proposals; new website, social media materials & tracking database of achievements YCC Financial management • Improved payroll processing, procurement and orientations on key financial management practices

Additional training workshops Social Media Training Social Media Training for CCSS partners and other NGOs was added to the CCSS project from September 2018 when VBNK’s two new staff members received induction training from Development Innovations (a USAID funded project). Beginning in November 2018, VBNK delivered one training in Phnom Penh and one training in a province every month. It soon became clear that there was a marked difference in IT capacity between participants working in NGOs in Phnom Penh, Siem Reap and other big provincial towns and those living in some of the more remote provinces such as Ratanak Kiri, Svay Rieng and Mondulkiri. VBNK adapted its activities by developing a more basic training course for participants from NGOs who had not previously managed or administered a Facebook page. The first basic course was conducted in Siem Reap with nine participants and was well received with everyone rating the training good or very good. Over the course of the two years, VBNK delivered 36 trainings to 322 (122females) participants from 178 organizations across Cambodia. Feedback from the trainees was extremely positive, with pre and post-test results showing considerable improvements in all areas.

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“Our Facebook page and website have become living/active pages because we have a responsible staff to update (them) regularly. The contents and pictures are more interesting to the audiences and donors. We have increased the number of likes on our FB page. (They) also became a marketing and fundraising tool to generate funding support for the organization,” BCV Executive Director Phally Phuong.

Social media training

The VBNK social media team continued to provide follow-up and practical hands-on support to the participants after their initial training, and this sometimes included sharing the admin role for a few weeks as part of continued mentoring. VBNK observed marked changes in the Facebook pages of those who had applied their learning, with significant increases in the regularity of posting, the quality of the posts and increased audience engagement. Nearly all of the trainees requested more training on a number of topics including digital design, strengthening their use of online tools, video production and editing, and gaining more in- depth knowledge on Facebook features.45 VBNK has developed a range of resources, tools and templates as part of providing technical assistance for partners through these coaching and training sessions. These resources include agendas, session plans, evaluation forms, pre and post-tests, governance documentation, HR documentation, a HR database, M&E Framework/Logframe and data collection tools, etc. The OACA Assessment Guidelines have now been finalized, so VBNK will now move on to collating all the tools and resources that we have developed to form an OD and Strategic Communication Technical Support Manual that can be utilized by a range of practitioners to duplicate the processes and capacity development support that VBNK has provided to CCSS.

45 For additional information about training see Annex J.

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Ongoing Civil Society Collaboration Forums46 CCSS convened several collaboration forums and learning circles, from broader coordination meetings among stakeholders to targeted meetings aimed at specialists in financial management and others. Stakeholder coordination meetings CCSS hosted 31 online and off-line stakeholder coordination meetings, convening 326 organizations, which exceeds the target of 80 organizations in Indicator 2.4. At the beginning of the project, when the LANGO had recently been approved, the meetings focused primarily on the new law. As the project progressed, EWMI identified other learning topics, such as resource mobilization and eco-tourism development, and other topics. By the end of the project, CCSS responded to rising demand by focusing on legal compliance issues once again. Quarterly grantee coordination meetings EWMI organized 13 quarterly meetings for sub-grantees during the projects, offering reflection and learning sessions often led by peers. EWMI provided direct technical assistance to grantees to develop their skills in using Applied Political Economy Analysis tools to identify key actors and factors in their working environments to inform their strategic communication activities. The anonymous comments from participants at the last meeting included: • CCSS provided valuable support to constitutional rights defenders and activists. • CCSS provided effective capacity building to grantees in organizational development and communities in engaging local authorities to respond to the community needs. • Grantees improved their reporting skills. In the first year, the weekly bullets were challenging and later on the grantees built their capacity to fulfil this requirement. • The CCSS team is friendly and easy to work with. Financial Improvement Team (FIT) CSOs were able to strengthen their financial management capacity through a total of 12 Financial Improvement Team (FIT) meetings, focusing on fraud prevention, financial management & control, taxation, financial reporting requirement and similar issues. VBNK and external experts contributed to these meetings as well. ICT for Development (ICT4D) The 8 ICT4D meetings provided a platform for CSOs share their experience using digital programming and security tools. Strategic Advocacy for Lawyers CCSS convened 13 meetings for lawyers that enabled them to share strategy and practical courtroom tips and share analyses of new laws that affect the CSO enabling environment.

46 Sub-Task 2.1

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TASK 3: Analytical and Technical Services

Survey on perceptions and attitudes about CSOs EWMI’s three nationwide public opinion polls conducted in 2016, 2018 and 202147 on perceptions and attitudes about CSOs show rising awareness and involvement with civil society. These and other findings may be useful to consider in the context of future programming. The endline survey showed that awareness and involvement with CSOs has increased significantly, and that 99 percent of respondents were able to name a CSO. The surveys showed increasing perceptions of effectiveness and strong perceptions that CSOs are politically neutral. However, the polls showed a decrease in awareness of advocacy or the perception that CSOs are creating change. In an informal focus group, Cambodian NGO leaders raised the possibility that this was due in part to major preoccupation with COVID or the difficulty in bringing people together during the pandemic. Shifting priorities among issues – to health, agriculture and humanitarian activities -- may be helpful to consider in future programming decisions, along with the increasing reliance on social media for obtaining information.48

SUMMARY OF DELIVERABLES/ BENCHMARKS EWMI fulfilled the reports, deliverables and outputs required by its contract.49

47 The baseline survey in 2016 included 2,105 (1,702 females) persons across Phnom Penh and 19 provinces. The 2018 poll included 2,105 (1,072 females) across 19 provinces in Cambodia. One province, Ratanak Kiri, was dropped due to the fact that local authorities would not allow the survey to be conducted. The endline surveyed 2,052 (1,047 female) respondents in urban and rural areas in 20 provinces. 48 For key findings in the endline survey see Annex K. 49 For details see Annex L.

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SUCCESS STORIES AND LESSONS LEARNED

Success stories CCSS has several success stories highlighting outcome-level results by sub-grantees and growth of capacity of CSOs, as demonstrated in past reports and case studies and success stories submitted separately: • HA successfully supported an Indigenous Jarai community in Ratanak Kiri to successfully negotiate for community improvements from a gold mining company. As soon as mining operations began, the residents of Peak Village, in Ya Tung Commune, Ou Ya Dav District became concerned about the negative effects that these underground mining operations were having on their daily lives. These included disruptions of traditional Indigenous farming practices in the neighboring forest, negative impacts on the quality of the water supply, and loud noise from the excavation machinery that was affecting the tranquility of their village. Even before plans for the Mesco Gold (Cambodia) Ltd. mining project were announced, HA had been working closely with the people of the village by training and raising awareness of community members on human rights and indigenous rights issues. As a result, villagers successfully negotiated an MOU for infrastructure improvements and other measures to improve their daily lives, with cooperation from local and national authorities.50 • As a result of PDP-Center’s successful efforts to protect community forests through new commune-level deikas, family income increased. For example, Meas Phon from village in Siem Reap province went from struggling to make ends meet, to selling fruits, mushrooms as well as bamboo baskets, diversifying her sources of income to allow personal savings of $100 this year, electrifying her home, and sending her six children to school - all within a few months.51 • Working with VBNK coaches enabled Veterans International Cambodia (VIC) to transform its organization. When CCSS began, VIC was planning to hand over its work to the Cambodian government and wind down the organization. But once the team felt confident that they would be closely guided through the capacity development process by VBNK, VIC decided to continue with the community outreach aspect of its work and VBNK supported the organization to develop a strategic plan to guide that process. Every time VBNK returned to review progress, the team had made great progress and the organization was attracting new donor support. By the time VBNK finished its work with VIC in 2019, VIC’s initial score of 1.65 had increased to 3.63 – a marked improvement of 1.98 against the baseline.

50 For a complete version of the success story see Annex M. 51 For a complete version of the success story see Annex N.

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Lessons learned Benefits and challenge of working with CBOs Instead of establishing new structures, several sub-grantees built on the positive efforts of existing informal community-based organizations (CBOs) in order to carry out their activities. These arrangements answer critics who charge that NGOs and donor funds have crowded out social movements and volunteerism, and replaced them with a patchwork of unrelated projects, with no legitimate claims to representation. Instead, EWMI found that many partners harnessed the wisdom and energy of existing local groups, providing continuity within communities. Working with CBOs is effective. CBOs know members of their communities, and they are able to create trust among communities and local authorities. CCSS sub-grantees described working with CBOs as a powerful means of achieving their goals. “CBOs have been adding value to HA’s works and they helped build HA’s reputation,” said Loeun Sam Oeun, HA program manager. “CBOs have been helping PDP-Center to work faster. They can communicate with local authorities and community members more quickly than we can because they stay close to the local people, said Seng Rithy, Program Manager from PDP-Center. “CBO definitely contribute to local democratic development process and improved public services.”

PDP-Center Program Manager Seng Rithy. “CBOs have been helping us to identify beneficiaries’ needs and helping us to achieve our organization vision and mission,” said Kry Solany, MVi Program Manager in Stung Treng province. “CBO members are playing an important role as community advisory board. For instance, during the MVi’s annual retreat, they provided feedback to MVi in terms of lesson learned and MVi’s future strategic direction.” Sub-grantees also worked to strengthen the capacity of CBOs, and equipped them with information about national and international laws and policies. Sub-grantees also worked with CBOs to amplify messages on natural resources and environment protection, land law, and other issues. The sub-grantees also pointed out that because they are close to the community, these groups are well positioned to support sustainability after an NGO project ends.

Kry Solany, MVi Program Manager Stung Treng province.

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Several sub-grantees took these relationships to a new level during CCSS by stepping back into a supporting role, encouraging CBOs to take ownership and to lead local strategic communication activities to influence authorities. The CBOs are effective in leading these decisions and these activities, due to their local contacts, credibility and know-how. Due to their local positioning, CBOs are also better able to address concerns over any sensitive issues. CBOs have good communication with local communities and authorities. They can play an important role as the bridge builder between communities, CSOs and the local authorities.

CBO members report that they value the Sol Koch (Charay – IP), Phi CBO committee member of opportunity to get involved in their communities Phi Community, Phi Village, Se San Commune, Ou Ya and to work with NGOs. Dav District, Ratanak Kiri Province. “(HA) has been helping us to maintain our community land, culture, spiritual heritage from our ancestors, and they (NGO) help to maintain our solidarity in community,” said Sol Koch, Phi CBO committee member. “Any time we have them (help us), we feel not isolated anymore and (we) feel more hope.” Two community forest volunteers said that PDP-Center made their group stronger by providing technical support to establish a forest protection commune deika. This motivated people to stop deforestation and illegal hunting which increased income from NTFP. Several CBO volunteers talked about the roles of elders and youth in these organizations. “I know I might not have enough knowledge and energy for community voluntary work. However, I believe that my participation could at least motivate others and youth to protect our natural resources and make our community prosper,” said Phay KhamSouy, a member of Sammaki Community working with MVi. “I sometime came to the meeting without even any Phay KhamSouy, Sammaki Community member, drinking water provided but I just want to work for SamKhouy Village, Sam Khouy Commune, Se San my community.” District, Stung Treng province.

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Younger members said that they worked with the elders in these groups. “Being youth we should not rely much on elder people because they might have low energy in community work,” said youth volunteer Klan Penh, age 17. “But we can learn from their advice and experience. I have enough energy to learn and ready to challenge with new knowledge to make our community better.” Sub-grantees noted several challenges in working with CBOs as well. As informal volunteer groups, Klan Plenh (Charay – IP), 17 years old, youth volunteer CBOs are not eligible for grant funds and they are in Phi Community, Phi Village, SesSan Commune, Ou Ya Dav District, Ratanak Kiri province. often short on materials and resources, including technology. This can create dependency on NGOs for in-kind support, and limit engagement to situations where NGOs can provide resources. These groups may lack capacity as well, requiring NGOs to invest heavily in developing capacity. CBO members also often have turnover, and they need to prioritize earning income over volunteer work with the CBOs.

Changkran Roy Community Forestry leaders Chhouen Sody, (left) and Lorm Som (right), patrol leader , Siem Reap province.

Effective communication with local officials CCSS sub-grantees overwhelmingly agreed that on the need for strong lines of communication with local officials. Sub-grantees approached this in several ways, as noted below: • Introducing the project and objectives to government officials • Involving local authorities in developing work plans and planning sessions

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• Developing a joint patrolling plan – with a timeframe – for community fisheries. • Working side-by-side with communities and local authorities as real and equal partners, demonstrating respect. In CEDT’s case, it identified its roles and responsibilities as technical supporters and providers, filling some gaps on other teams. This approach also enabled CEDT to learn from others. • Involving government officers in training and capacity building, which promotes institutionalization of project perspectives • Engagement with officials at the national level • Invitations to events on International Women’s Day, Environment Day, International Indigenous Rights Day and other celebrations • Regularly attending monthly commune council meetings These relationships enabled sub-grantees to understand the perspective of local officials and led to effective strategic communication to get results: • Commune councils are more favorable to requests that benefit the commune as a whole, than to those that benefit individuals. • It is easier to solicit positive responses to requests from villagers when these are attended by commune chiefs and district leaders attend the meetings. • The applied PEA tool mapping actors with interest and influence helped guide strategy for better outcomes. • Integrating a fishery management plan into the commune investment plan elevated illegal fishing issues.

Lessons learned by the PDP-Center -- Seven Steps to a Commune Deika (local regulation)

1. Awareness-raising workshop with different groups such as the district governor, forestry administration officials, commune councils, village chiefs, forestry community, and community people to identify the impact of destroying community forests 2. Forestry community members attend monthly commune council meetings with commune chief to request consideration to draft commune deika to protect community forest 3. Commune council organizes meeting to draft commune deika 4. Community workshop to consult and gather feedback on draft commune deika from key stakeholders, forestry community and community people 5. Commune council conducts meeting to adopt commune deika 6. Campaign to announce official commune deika to community 7. Forestry community raises awareness of commune deika implementation and continues to attend commune council meetings to request funds from commune investment plan (CIP) to support the forestry community protection activities.

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Promoting Gender Equality and Social Inclusion CCSS sub-grantees welcomed the opportunity to work with EWMI on GESI issues. They were committed to the principles of GESI and had already made progress even though they did not always highlight this aspect of their work. They shared the following lessons learned: • Gender-based violence is a direct and indirect threat. As a significant problem with complex roots, it is challenging for CSOs to take on. And the threat of GBV hangs over a range of programming issues, from women’s participation in community events to CSO staffing patterns, which can limit opportunities for female staffers due to the fact that the CSOs cannot guarantee their safety. • In some cases women are more influential than men, because they are perceived as being more flexible and patient and less aggressive than men. • It is challenging to recruit women – particularly married women -- to participate in field activities, despite efforts by CSOs to improve in this area.

Combating domestic violence Sub-grantee CCSP responded to changing circumstances during the pandemic and global reports of rising domestic violence by organizing training for emerging youth leaders in three communes. Training focused on the legal framework to prevent domestic violence and provisions in the commune safety guidelines related to domestic violence (not only on domestic violence, but also sexual harassment, illegal drugs, gang activity, gambling and weapons). In turn these youth leaders sought to motivate the commune committees for women and children and district officials to provide mediation, raise awareness, publicize the police hotline number and involve police when appropriate. CCSP reported that these activities were very successful in strengthening relationships with authorities, particularly the Deputy District Governor of . Over time, CCSP has observed that domestic violence has dropped, as more people become aware of the law. On the other hand, sometimes CCSP noted that sometimes domestic violence is discounted as a “women’s issue.” Nonetheless, CCSP and its volunteers had many suggestions for building on this work in the future, as summarized below: • Focus on youth and schoolchildren in order to influence their mindset at a critical time in their development • Organize focus groups on the perspectives of men and women • Religious groups, particularly monks, can play a major role in community campaigns • Enlist the Ministry of Women’s Affairs to reinforce key messages • Provide training on dispute resolution to police officers, village chiefs and commune committees.

Volunteers and self-help groups Volunteering bolsters the credibility of CSOs, provides a platform for participants to use their new skills and ultimately increases effectiveness in achieving concrete results for citizens.

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In Oddar Meanchey, YCC formed a self-help group based on its own training, with several concrete results: • Built a day care center on land donated by local officials with construction funds contributed by group members. • Built two 3,000-meter roads with funds raised from local authorities and the community. • Raised capital for local businesses, which in turn helped to reduce migration, through a savings and credit program. Since the group is recognized by the government, if any members do not pay back their loans, the government will take action to get the money back.

Prahut fishery community members from Sangkat Ou Ambel, Sereisophorn municipality in Banteay Meanchey province, who raised funds locally and contributed their own funds and labor to build a shelter for fishery patrols.

Adapting to the COVID-19 pandemic • Many sub-grantees found it challenging to deliver activities online and to work remotely, instead of in person, during the pandemic. One sub-grantee aimed to deliver only 50% of its activities online, supplementing them with active consultation and reflection internally and with beneficiaries. • Sub-grantees noted several challenges for their teams and for participants in online activities, such as lack of reliable internet service and electricity, interruptions by family members and neighbors, the need to supervise children who were learning remotely and limited contact with colleagues. In sharing the benefits and the challenges of

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working online, the participants said that it helps them to stay safe, reduce travel time, and remain close to their family members. But they also noted that working on line poses many challenges, due to limited internet access - especially among beneficiaries, • After consulting with partners about their capacity and their preferences, VBNK adapted its individualized coaching sessions was to online platforms where possible. Some partners received orientation from VBNK on how to utilize specific online platforms, and for some of them, this was the first time they had worked in this way. They appreciated the opportunity for continued learning i.e. learning how to share screens to work on a document together etc. VBNK was able to provide face-to-face coaching in some instances, in compliance with Ministry of Health prevention guidelines. Overall, the feedback about VBNK’s support and facilitation skills was very positive, with some partners singling out specific VBNK coaches and interventions for praise. • LAC observed that the number of the participants was lower than it would have expected in an off-line meeting. Broader lessons learned From sub-grantees:52 • Building the capacity of beneficiaries to analyze issues, speak in public, tell their stories, participate in the monthly village, commune, district, and provincial meetings are critical to success. • Involving the parents of youth participants can alleviate any concerns they may have. • CSOs need to be flexible about scheduling activities when citizens and authorities are busy with other projects. ACT observed that during June-September 2020, most of the networks from local authorities were very busy with updating the lists of beneficiaries of the ID Poor program and voter registration lists of the people by family for the 2021 commune/sangkat election. Some community dialogues were delayed and ACT discussed with all parties and networks about possible best time for project activities. • Empowerment and autonomy of beneficiary groups and networks make a big difference. ACT beneficiary groups were empowered to make decisions by themselves on how to confidently deal with their communities’ issues. Therefore, they are able to propose changes to local authority and provide clarification of some misinformation to citizens in community dialogues. • Using social media helps to raise awareness, provide coaching tips, share information within groups and advocacy targets – and sometimes leads to quick and concrete responses from the government. Since target communities are spread out and often far from one another, social media must be leveraged in order to achieve project objectives. • All five grassroots groups agreed that continuous trust and smooth collaboration are needed for great results working together with community/network members, CSOs and authorities.

52 For an analysis of 26 natural resource management interventions see Annex O.

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Capacity development The whole process of working with EWMI and the CCSS partners was a learning journey for the VBNK CCSS team. Throughout the project delivery, the VBNK staff built their own capacity through the process of expanding their skills and confidence to deliver on new tasks and areas of work. Through a process of trial and error during the development of a range of tools, templates, materials and session plans, the team strengthened their ability to provide tailored coaching that responded to the diverse needs of the CCSS partners. Other lessons learned include: • The time spent working on developing useful tools and templates at the beginning of the project was invaluable - sometimes VBNK developed many drafts as they tested the tools, but this investment paid off when coaches used the tools with partners. • During the initial assessments, most of the organizations scored themselves too highly in all categories, to the extent that some of them would have required no capacity development in a number of areas of their work. These high scores were often a result of having a level of fear that if they scored too low, it might impact their funding. Once VBNK had built relationships with the CCSS partners and had reassured them that the project was purely aimed at supporting their growth, and after VBNK gained a more in- depth perspective on partners’ current status, new scores were agreed that better reflected their current capacity and needs. • When an ED or senior manager is not actively involved in or promoting the work of the project and making time for staff to implement their capacity development learning, it is very difficult to achieve the desired objectives. VBNK now ensures that the ED is committed and will promote these activities. • Many NGOs face a range of challenges in recruiting qualified financial management staff. Often non-finance managers don't have sufficient knowledge to recruit an appropriate candidate, and support is needed from a donor or capacity development provider (e.g. by sitting on the recruitment panel). • When an organization is facing a precarious financial situation, it is very difficult to focus on any other issues. • Staff turnover in NGOs can pose particular problems in terms of sustaining learning and this proved to be quite frustrating during the project delivery, especially in relation to finance managers. One of the ways that VBNK was able to address this was through building the strength of the financial management systems and processes, so that when a new manager arrived, there was an efficient and effective financial management system in place. Collaboration • Periodic meetings enable CSOs to build connections and to plant seeds for possible future collaboration. However, individual organizations often have divergent interests and strong incentives to work alone.

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Legal assistance on compliance issues • Accompanying CSOs in their efforts to comply with various laws builds more expertise and ownership than solely providing legal representation during these processes. Conducting public opinion surveys • Be flexible about locations if permission is not granted by authorities. • Interviewers need to observe safety protocols when conducting interviews with respondents during the pandemic.

Recommendations for future interventions CCSS has had a positive impact not only civil society but on the daily lives of the 51,119 citizens who were engaged, as well as members of their communities. Strengths of the CCSS approach that should be repeated include: • Sub-grants including in-kind grants to grassroots and informal groups • Customized coaching based on the individual needs of organizations • Social media training, particularly in light of the poll finding that social media has become the most trusted source of information to Cambodians • Representation for Constitutional Rights Defenders and a range of assistance for their families • Legal advice to CSOs to enable them to navigate the evolving enabling environment What we would do differently Sub-grants • Host a workshop on how to write a grant proposal, including sessions on budgets and monitoring and evaluation, before the applications are submitted • Prioritize outreach and assistance to potential partners in the provinces • Prioritize organizations supporting Indigenous Peoples • Create vertical linkages for NGOs working at the subnational level with peers and platforms working at the national level • Expand public access to information by inviting sub-grantees to contribute data (publications, IEC materials and reports) to ODC • Plant seeds for collaboration and shared learning, with the understanding that not all organizations benefit from working together in all situations. Be alert for opportunities that do benefit from collaboration. In-kind grants for grassroots and informal groups and CBOs • Dramatically increasing the focus on livelihoods options o Create strong networks with NGOs partners/grantees --- mostly the areas of livelihoods

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o Promote market value-chain or networking to sell their products and develop capacity in this area o Provide technical and professional skillsets • Intensive focus on strategic communication skills since these groups serve as counterpart with the government bodies especially at the local level • Develop apps for strategic communications and for market value-chain information Capacity development • Prioritize support for resource mobilization • Similar to the FIT model, create space for all partners to reflect on the impact of capacity building services and share their learning and experience with peers, for example on issues such as monitoring and evaluation. • Expand services to CBOs, including by selecting very high capacity of provincial CSOs to provide additional support • Expand the number of beneficiary CSOs • Increase number of days to provide customized capacity building/coaching to each partner at least 3 days per month

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Annex A: Performance Indicator Tracking Table (22 June 2016 – 31 May 2021)

Performance Indicator Baseline Year 1 Year 2 Year 3 Year 4 Life of Project Indicator Justification & FY 2017 FY 2018 FY 2019 FY 2020 Status Date Target Actual Target Actual Target Actual Target Actual Target Actual GOAL: To increase the capability of civil society to engage in democratic processes TASK 1: Support to Cambodian Civil Society Expected Result 1.1 - An improved sub score of Civil Society Sustainability Index – Legal /Enabling Environment Q1 Indicator 1.1 Outcome: Sub 4.3 4.6 4.5 4.6 4.6 4.6 N/A 4.5 N/A 4.6 N/A No further reports have been released by USAID score of Civil Society (2015) 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 of 0 (11/ 2 1 1 1 1 29 20 27 20 38 90% higher than the target, based on demand. domestic CSOs engaged in 2016) monitoring, advocacy or Includes CCSS sub-grantees and VBNK beneficiaries legal defense work on (including USAID APS and PTAR organizations). human rights receiving USG support through the LDF Indicator 1.4: Number of 0 20 0 20 4 5 17 17 44 22 48 (5 118.18% higher than the target based on demand. constitutional rights (human (11/ female rights) defenders (HRDs) 2016) s) Data disaggregation: supported through the Legal - Age range (25-35 = 1; over 35 = 47) Defense Fund (LDF) - Ethnicity (Khmer=44, and IP=4) -Province (Preah Vihear = 5, = 7, = 3, = 5, Svay Reang= 5, Kampong Speu= 1, Kandal= 4, Takeo= 5, Phnom Penh= 6, Battambang = 2, Kampong Chhnag = 2, Kampong Thom= 1, Tbong Khmum= 1, & Siem Reap= 1) Indicator 1.5: Number of 0 2 2 4 3 4 4 4 12 18 20 11.11% higher than the target due to number of legal analyses supported (11/ comple changes in the legal enabling environment for CSOs. through the LDF concerning 2016) ted and civil society enabling 1 final List of legal analyses and guidelines: environment draft 1. Road Tax for OI and NGO Vehicles 2. Constitutional Amendment on Insults to the King 3. Trust Law 4. Guideline No. 1 on LANGO: Registration of Associations and Organizations

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Performance Indicator Baseline Year 1 Year 2 Year 3 Year 4 Life of Project Indicator Justification & FY 2017 FY 2018 FY 2019 FY 2020 Status Date Target Actual Target Actual Target Actual Target Actual Target Actual GOAL: To increase the capability of civil society to engage in democratic processes 5. Guideline No. 2 on LANGO: Rights, Benefits, and Obligations 6. Guideline No. 3 on LANGO: Reporting Requirements 7. Case study: Visa and Work Permit Process for Foreign Employees of NGOs 8. Whether Managerial-level Employees are Exempt from Overtime Pay 9. Guideline No. 1 on Labor Law: Basic Requirements and Hiring and Termination of Employees 10. Guideline No. 2 on Labor Law: Obligations and Rights of Employees 11. Guideline No. 3 on Labor Law: Dispute Resolution 12. New Regulatory Framework for Payment of Wages Twice a Month 13. New Regulatory Framework for Seniority Indemnity Payments 14. Delay of Back Seniority Indemnity Payments 15. Severance Pay 16. Taxation Law for Foreigners Working for Associations and Organizations in Cambodia 17. Guideline for NGOs Regarding Taxation Laws of Cambodia Taxes Applicable for Associations and Organizations 18. Postponement of the Khmer New Year Holiday 19. Application of the Law on Protected Areas to the Prey Lang Community Network 20. Note on the Law on the State of Emergency Indicator 1.12 (New): 0 0 50 300 496 300 431 300 216 450 891 118% higher than the target due to demand. Number of CSOs that (2017) receive support from CCSS Data disaggregation: on issues related to - 800 CSOs attended legal presentation by LAC compliance with LANGO and - 99 CSOs received legal consultation from LAC other Cambodian laws (LDF) - Note: some CSOs attended presentations and also received individual legal consultations Expected Result 1.3 - Cambodian CSOs and citizens are more engaged in the promotion of democracy and human rights Indicator 1.3: Number of 0 5,500 2,973 5,50 11,830 4,50 24,0 4,50 13,857 9,000 51,119 567.99% higher than the target. people engaging in (2016 0 0 23 0 ( 6,930 (25,683 monitoring, advocacy or ) (11, Data disaggregation:

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Performance Indicator Baseline Year 1 Year 2 Year 3 Year 4 Life of Project Indicator Justification & FY 2017 FY 2018 FY 2019 FY 2020 Status Date Target Actual Target Actual Target Actual Target Actual Target Actual GOAL: To increase the capability of civil society to engage in democratic processes legal defense work on 735 female female - 80 journalists human rights receiving CCSS fem s) s) - 11,170 Indigenous People support ales) - 203 people with disabilities Indicator 1.6: Number of 0 15 6 14 10 18 15 24 15 22 23 24 Data disaggregation: CSO partners supported (2016 10 10 -DFG grants: 19 NGOs through Democracy and ) -DGF in-kind grants: 5 grassroots groups Governance Fund (DGF) grants Indicator 1.7: Percentage 71.43 80% 57.14% 85% 79.31% 90% 86.4 90% N/A 90% Annually increase in the number of % engag enga enga 9 enga engage targeted CCSS-supported CSOs that (2017 e in ge in ge in enga ge in in implement mechanisms for ) advoc advo advo ge in advo advoca citizen advocacy with acy cacy cacy advo cacy cy government entities. cacy 1.8: Number of traditional TBD N/A N/A N/A TBD Deleted media and social media reports that cover CCSS- supported partners’ activities. Indicator 1.8: Percentage of 45% Baseline only No POP was 55% 20% No POP will be 65% To be Cambodian citizens that (2017 conducted in conducted in reported report engagement in ) year 2 year 4 in year 3 activities organized/ sponsored by CSOs. Indicator 1.9 (New 2018) 16 N/A N/A 20 31 25 47 28 48 28 48 71.4% higher than the target. Outcome: Number of (12/ commune 2017) councils that take concrete action in response to citizen initiatives generated by CCSS grantees (DGF) Indicator 1.10 (New 2018) 0 N/A N/A 12 24 12 62 3 41 27 158 485% higher than the target. Outcome: Number of (12/ commune public forums 2017) held where citizens provide input and/or feedback to commune councilors (DGF) Indicator 1.11 (New 2018): 0 N/A N/A 30 158 37 305 36 364 103 949 821% higher than the target. Number of issues raised (12/ with subnational authorities 2017) as a result of CCSS grantees’ activities (DGF)

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Performance Indicator Baseline Year 1 Year 2 Year 3 Year 4 Life of Project Indicator Justification & FY 2017 FY 2018 FY 2019 FY 2020 Status Date Target Actual Target Actual Target Actual Target Actual Target Actual GOAL: To increase the capability of civil society to engage in democratic processes Indicator 1.13 (New Jul 19): 0 N/A N/A N/A N/A N/A N/A 18 250 28 533 1,803% higher than the target. Number of requests/issues (09/2 raised by citizens that are 019) Data disaggregation: granted by government. - 35,977 (17,469 females) people attended the meetings where requests were made - 389 issues were requested by women - 30 issues concern the private sector Indicator 1.14 (New Aug 0 N/A N/A N/A N/A N/A N/A 13 14 15 15 19): Number of grantees (09/2 who contribute to USAID 019) gender policy objective (1- access to resources and opportunities; 2- elimination of gender-based violence; 3- increasing women’s capacity and voice to realize their rights).

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: Percentage 0 30% 0 50% 78% 60% 80.1 70% 85.7% 75% 85.7% 14.26% higher than the target. and number of targeted (2016) % & & CSOs that meet annual 20 20 proposed benchmarks for CSOs CSOs specific categories of organizational capacity development. Indicator 2.2: Percentage 0 30% 0 50% 0 60% *N/ N/A 90.4% 75% 90.4% 20.53% higher than the target. and number of targeted (2016) A & CSOs that reach 20 benchmarks related to their functional organizational management system Indicator 2.3: Change in 3.5% N/A N/A N/A N/A *N/ 4 3.8 4.63 3.9 The results are 15.7% lower than the target. organizational performance (2017 A of Task 2 CSOs beneficiaries. )

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Performance Indicator Baseline Year 1 Year 2 Year 3 Year 4 Life of Project Indicator Justification & FY 2017 FY 2018 FY 2019 FY 2020 Status Date Target Actual Target Actual Target Actual Target Actual Target Actual GOAL: To increase the capability of civil society to engage in democratic processes 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 of 0 40 63 50 119 55 77 60 70 80 326 307% higher than the target. CSOs participating in quarterly Civil Society Data disaggregation: Stakeholder Coordination - # type of CSOs (Advocacy/ monitoring: 210; Meetings Service provider: 92; Research: 12; and Others: 12) - # sector of CSOs (General human rights: 136; Gender: 17; Environmental protection: 63; Land and livelihood: 28; Labor: 3; and other: 79) Indicator 2.5: Percentage of 61.9 65% 46.67% 70% 52.63% 75% 54.6 75% 60.66% 75% 55.54% 25.94% lower than the target. CCSS-related CSO activities 66.67 2% that involve multiple CSOs % (2017 ) Indicator 2.6: Number of 0 16 40 25 23 25 24 25 22 25 25 Data disaggregation: civil society organizations (2016) receiving CCSS assistance to - 7 APS partners of USAID improve organizational - 3 PTAR organizations capacity -13 DGF sub-grantees - 2 other partners Expected Result - 2.3. Enhanced ability of selected CSOs to deliver quality programming Indicator 2.7: Change in 3.34 5% 10.18% 8% 3.66 12% 3.98 15% 4.13 20% 4.13 12.53% higher than the target. average percentage ‘CSO (2017) 3.42 3.68 3.47 3.54 3.59 3.67 advocacy index’ scores Indicator 2.8: Percentage of 0 N/A N/A N/A N/A N/A *N/ N/A N/A 75% 100% 33.33% higher than the target. CSO partners that have (2016) A developed a multi-year planning document identifying the needs and priorities of stakeholders, against which they target strategic fundraising. TASK 3: Analytical and Technical Services for USAID/Cambodia’s Civil Society Activities 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 of 0 1 1 0 N/A 1 1 0 N/A 3 3 public opinion surveys (2016 produced regarding the civil )

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Performance Indicator Baseline Year 1 Year 2 Year 3 Year 4 Life of Project Indicator Justification & FY 2017 FY 2018 FY 2019 FY 2020 Status Date Target Actual Target Actual Target Actual Target Actual Target Actual GOAL: To increase the capability of civil society to engage in democratic processes society and political environment in Cambodia. Indicator 3.2: Percentage of 64.33 Baseline only N/A (No POP is 75% 85% N/A (No POP to 90% To be citizens with perception of % conducted in be conducted in reported the positive contribution of (2017 year 2) year 4) in year 3 CSO activities. ) & 5 Expected Result - 3.2. Clear and actionable recommendations developed for meaningful capacity development of Cambodian civil society in key sectors

Indicator 3.3: Number of 0 1 0 0 N/A 0 N/A 0 N/A 1 Political Economy Analyses (2016 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: Percentage of N/A 80% The relevant USAID/US Embassy indicator staff that find CCSS Public is deleted Opinion Polls and Political Economy Analyses useful

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Annex B: Legal analyses on enabling environment for CSOs

1. Road Tax for OI and NGO Vehicles 2. Constitutional Amendment on Insults to the King 3. Trust Law 4. Guideline No. 1 on LANGO: Registration of Associations and Organizations 5. Guideline No. 2 on LANGO: Rights, Benefits, and Obligations 6. Guideline No. 3 on LANGO: Reporting Requirements 7. Case study: Visa and Work Permit Process for Foreign Employees of NGOs 8. Whether Managerial-level Employees are Exempt from Overtime Pay 9. Guideline No. 1 on Labor Law: Basic Requirements and Hiring and Termination of Employees 10. Guideline No. 2 on Labor Law: Obligations and Rights of Employees 11. Guideline No. 3 on Labor Law: Dispute Resolution 12. New Regulatory Framework for Payment of Wages Twice a Month 13. New Regulatory Framework for Seniority Indemnity Payments 14. Delay of Back Seniority Indemnity Payments 15. Severance Pay 16. Taxation Law for Foreigners Working for Associations and Organizations in Cambodia 17. Guideline for NGOs Regarding Taxation Laws of Cambodia Taxes Applicable for Associations and Organizations 18. Postponement of the Khmer New Year Holiday 19. Application of the Law on Protected Areas to the Prey Lang Community Network 20. Note on the Law on the State of Emergency

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Annex C: ODC user statistics

Statistic (Kick off (Year 1) (Year 2) (Year 3) (Final 2 Quarter) Oct 01, 2017 - Oct 01, 2018 - Oct 01, 2019 - Quarters) July 01 - Sep Sep 30, 2018 Sep 30, 2019 Sep 30, 2020 Oct 01, 2020 – 30, 2017 Mar 31, 2021 Page views 306,920 1,740, 692 2,114,078 2,768,553 1,832,259 Monthly 102,307 145,058 176,173 230,713 305377 Avg. Total visits 161,667 937,936 1,185,611 1,472,610 970,925 Monthy 53,889 78,161 98,801 122,718 161821 Avg. New visits 101,595 564,369 685,675 841,837 540,862 Return 60,072 373,567 499,936 630,773 430,063 visits Visits from 45,619 386,446 566,376 883,061 538,565 mobile Unique 114,139 571,467 709,207 860,036 623,720 visitors Facebook 17,553 19,800 22,992 25,183 27,548 fans YouTube 1,200 6,752 12,301 20,589 9,050 views

Use of ODC Data • Washington D.C.--based think tank Stimson Center launched “ Infrastructure Tracker” an online platform in May using ODC data and citing ODC in the hydropower and migration topics. (See https://www.stimson.org/) • Mongabay published an article “Under cover of Covid-19, loggers ravage Cambodian wildlife sanctuary” on forest trackers and illegal logging which has hyperlinks to ODC data on economic land concessions (ELCs). • Voice of Democracy published an investigation report “Plantations Skirted Laws to Amass Land, Driving Locals into Debt” in December 2019, quoting national economic land concessions data from the ODC’s website. • Organized Crime and Corruption Reporting Project’s article "Corruption is Destroying Cambodia's Forests" used ODC forest cover data.

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Annex D: Additional outcome results

Commune council responses to citizen requests: NAS No. Items Villages Communes Districts Requests Successes Pending 1 Administrative All villages Chong Dambae 20 20 0 action for 20 Cheach families 2 1 canal Trapeang Trapeang 1 0 1 repaired Pring Pring (1,500 meters) 3 6 shelters Chambak and Trapeang 6 5 Old 0 repaired Pralaoh Pring 1 New 4 1 road Doun Meas Kouk Srok 1 1 0 repaired (5,000 meters) 5 5 toilets for 5 Ta Meakh 5 3 Old 1 families Chas 1 New 6 2 bridges Ta Meakh 2 1 1 repaired Chas 7 Requests for All Villages Chong 250 203 47 ID Poor cards Cheach 8 Requests for All Villages Chong 185 105 80 ID Poor card Cheach 9 Request ID All Villages Chong 175 125 50 Poor cards Cheach Kratie province 1 Electricity 1) Han Chey Han Chey Chhloung 10 8 old 2 connected for Muoy and 10 families 2) Hanchey Ti Pir 2 6 toilets for 6 Hanchey Ti 6 6 0 families Buon 3 10 toilets 10 Hanchey Ti Hanchey 10 7 old 1 families Buon 2 New 4 1 canal 1) Srae Sdach, 1 1 0 repaired 2) Srae Triek, Damrei (1,200 and Phong meters) Prey Kou 5 1 dam (1,200 1) Srae Triek 1 1 0 Km) Prey Kou 6 1 road Srae Triek 1 1 0 repaired (300 meters)

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7 Requests for All Villages Han Chey 150 125 25 ID Poor cards 8 Requests for All Villages Damrei 270 213 57 ID Poor cards Phong 9 Requests for All Villages Chhloung 105 75 30 ID Poor cards Kampong Cham province 1 Administrative 1) Thlok Chrov Khchau Kang 25 25 0 action for 25 2) Svay Poan Meas families Ti Muoy 3) Svay Poan Ti Pir 4) Ou Popel 2 70 toilets for 1) Khpob Leu Sdau 70 40 Old 0 70 families 2) Khpob 30 New follow-up Kraom from previous 3) Sdau quarter 4) Lvea Leu 5) Lvea Kraom 6) Anlong Kokir 3 4 roads 1) Khpob Leu 4 4 0 repaired 2) Khpob (1,700 Kraom, meters) 3) Sdau 4 2 canals 1) Tuol Reay Pay 2 2 0 repaired Vihear (2,710 Boeng Totea meters) 5 shelters 1) Ou Svay Preaek Koy 1 1 0 repaired Lech 2) Koher

6 Requests for All Villages Khchau 175 125 50 ID Poor cards 6 Requests for All Villages Reay Pay 371 211 60 ID Poor cards 7 Requests for All Villages Sdau 108 88 20 ID Poor cards 8 Requests for All Villages Preaek Koy 206 116 90 ID Poor cards

MVi worked with community members in a case involving a rock milling business that encroached on 10 hectares of forest land in Pou Chrey. In June 2018, a community committee, including Indigenous women and youth, asked for help from commune councilors, district councilors, the departments of environment, mining and energy and provincial authorities. These officials conducted a field visit to monitor the company’s activities and ordered the

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company to temporarily suspend its activities. However, the company ignored these warnings. Consequently, community leaders issued further complaints to the department of environment. Finally, with support of MVi, the communities were able to convince authorities to put a stop to their activities in August 2018. Throughout the project, communities working with 3SPN had successful fishery patrols, often in cooperation with local authorities. During these patrols in FY20 alone, 18 nets, four boats and four sets of illegal electric fishing gear were confiscated. Fishermen in the PDP-Center target area reported that their income has continued to increase as a result of the project’s success in protecting community fisheries. Voeung Yin, from Stung Prohut in Prohut Village, said “in the last three months of this year all members of fishery community take the time get out to patrol the fishing area protection, the amount of fish has increased from day to day and the crime of fishing also decreased. Currently, fishermen can earn between 40,000 riels and 87,000 riels per day from fish sale.” Similarly, the Vice Chief of the Fishery Community Committee Chan Siv said, “In the last 3 months (FY21 Q1), the fishermen have increased their incomes from 45,000 riels to 70,000 riels. If we compare (this figure to the amounts earned in) the middle of the year 2020 during the COVID-19 pandemic, fishermen earnt only 25,000 riels to 35,000 riels.” MVI was successful in its efforts to register a communal land title for Indigenous People in Rumpoat Village, Ta Llat Commune, Sesan District with Stung Treng provincial authorities. With support from ACT, 27 of the 47 families who were affected by construction of a canal in Anhchanh Rung Commune, in were able to receive monetary compensation.

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Annex E: Profile of District Councilor Sor Srey Touch Youth leadership profile: ‘Walk toward, never walk back’ Sor Srey Touch, a District Council member in Toek Chhou District in Kampot province, had a very difficult childhood. Her father had a chronic illness for around 14 years, so the family sold its farmland to pay for his treatment. The family was short on funds for Srey Touch’s education. ‘Between the ages of 7 to 9 years old, I was studying, at the same time I sold boiled rice at night when there was any village ceremony or wedding party. I also helped to harvest hay,’ she said. By the age of 12 she had become an active volunteer in her community, and she worked as data collector for a teacher. Now, at age 28, Srey Touch has been passionate about helping other people since she was young. She earned a B.A in Psychology from Angkor Khemara University in Kampot province and continued her volunteer work. For example, she helped a pregnant woman in her village who came to her door at 11 pm one night, asking for help to go to the health center. One turning point for her was the opportunity to build her skills in public speaking and leadership by participating in CCSP courses and events since 2018. Word of her commitment and contributions to her community became well known, and she was Sor Srey Touch, Toek Chhou District Councilor asked to be a candidate for district councilor. She did not expect to win, because with 45 candidates for 21 seats, the race was very competitive. She was elected in May, 2019. In addition to significant administrative duties on the District Council, such as writing daily reports, she is responsible for the sector concerning women and children. She herself has faced challenges posed by comments from village elders reflecting traditional values, that ‘a lady cannot remain far away from the cook/kitchen.’ She deals with this criticism by demonstrating the value of her work. She is highly motivated in her role, and concerned about the number of illiterate children in local communities. In order to inform her efforts to improve the lives of women and children, Srey Touch will try to collect data collection as outlined below: • Information on the kindergartens in the villages • The number of women who have crises such as disease, trafficking…etc. • The number of children who drop out of school

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• The number of women leaders in communities. Srey Touch often uses the skills she gained participating in CCSP activities, and she echoes CCSP’s emphasis on youth participation. She encourages young people to volunteer in their communities and to regularly participate in commune council meetings and District Integration Workshops where CIPs are finalized. When working to motivate young people, she shares her father’s advice, to ‘walk toward, never walk back.’ One key to her success is her mentors: • CCSP Executive Director Prak Sokhany encourages Srey Touch to engage with development work, and she still provides advice on public speaking and facilitation. • Srey Touch’s commune chief advises her to volunteer and to ‘work from the heart.’ She heeds this advice, and noted that she has spent her own pocket money for some trainings/meeting at village level as well. • Her supervisors, such as the vice district governor and district governor, advise her focus on specific goals. Srey Touch’s long term includes personal goals and also public service: • She plans to begin studying for an M.A in Public Administration soon. • By the time she is 30, she aims to have a house for her family. • By the time she is 35, she wants to buy a car for her family. • By the time she is 40, she wants to be a Member of Parliament. Srey Touch said that she hopes that CCSP continues its project in light of its benefits for youth.

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Annex F: Grassroots and informal group capacity improvements

PLCN Organizational Capacity Assessment scores

10 9 8.72 8.45 8.36 9 7.658 7.81 7.63 7.63 7.63 8 7.15 7.2 7.36 7.18 6.3 7 5.75 5.9 5.85 5.85 6 4.9 5 4 4 4 3 2 1 0 Trust Clarity Capacity Solidarity Leadership Activity Governance Sustainability Communication implementation Monitoringplan Structure/culture 1 2 3 4 5 6 7 8 9 10 11

PLCN 2018 PLCN 2021

Scores for PLCN also rose in all categories. PLCN’s highest scores were in leadership (9), clarity (8.72), and governance (8.54), respectively. The biggest increase over the original assessment was in clarity, increasing by 4.72 points from 4 in 2018 to 8.72 in 2021. Its lowest re-assessment score was in sustainability at 7.18, which indicates a need for future improvement; however, it had increased 1.33 score compared to the original assessment.

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YEA Organizational Capacity Assessment scores 9 8.25 8.5 7.88 8.05 8 7.63 7.19 7.05 7 6.666.8 6.75 7 6.41 6.49 6.38 6.13 6.03 6.05 5.82 6.05 5.97 6 5.74 5.56 5 4 3 2 1 0 Trust Clarity Capacity Solidarity Leadership Governance Sustainability Communication Monitoringplan Structure/culture Activity implementation Activity 1 2 3 4 5 6 7 8 9 10 11 YEA 2018 YEA 2021

Ten of YEA’s 11 scores increased. In 2018, YEA’s highest score was in trust, rated at 7.05, while the lowest score was in governance at 5.74. However, in 2021, the highest scores were in activities implementation (8.5), trust (8.25), and communication (8.05), respectively. Nevertheless, the lowest score is monitoring plan at 5.56, which decreased item from 5.82 in 2018.

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LCDC Organizational Capacity Assessment scores

9

8 7.66 7.1 7.29 7.1 7.2 6.666.86 6.86 7 6.43 6.43 6.29 6.44 6 6.22 5.71 5.71 6 5.44 4.77 4.77 5 4.66 4.55 3.77 4

3

2

1

0 Trust Clarity Capacity Solidarity Leadership Governance Sustainability Communication Monitoringplan Structure/culture Activity implementation Activity 1 2 3 4 5 6 7 8 9 10 11 LCDC 2018 LCDC 2021

Similarly, LCDC improved in 10 of the 11 categories. LCDC’s highest scores in the re-assessment were in trust (7.29), sustainability (7.2), and structure (7.1), respectively. The biggest increase over the original assessment was in governance, increasing by 1.94 points from 3.77 in 2018 to 5.71 in 2021. Its lowest re-assessment score was in leadership and governance at 5.71, which indicates a need for future improvement; however, it had increased for leadership 0.94 and governance 1.94 score compared to the original assessment.

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CNA Organizational Capacity Assessment scores 12 9.7 9.4 10 8.7 9.1 8.8 7.8 8.1 8.21 7.2 8 6.9 6.6 6.6 6.7 6.8 7 7 6 6 6.31 6 6 5.2 4.7 4 2 0

Trust Clarity

Capacity Solidarity Leadership

Governance Sustainability Communication Monitoringplan Structure/culture

Activity implementation Activity 1 2 3 4 5 6 7 8 9 10 11

CNA 2018 CNA 2021

The Community Network for Action (CNA) improved in nine of the 11 categories. CNA’s highest scores in the re-assessment were in activity implementation (9.7), solidarity (9.1), and communication (8.8), respectively. CNA attributes its high score in activity implementation to the fact that it increased its activities. The decreased score for sustainability, it bears mentioning that this category had the highest score in the first assessment, and the re- assessment score is still a relatively high score. Thus, the results indicate that CNA has made remarkable progress and they show high satisfaction on the CDPs.

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Annex G: YCC improvements in resource mobilization VBNK started to provide capacity development support to YCC on resource mobilization and fundraising in July 2018. The first session focused on exploring the changing donor climate in Cambodia and how that had impacted YCC. Discussions also included YCC’s current funding and donor support and who was currently involved at YCC on researching and approaching new donors and exploring other ways to diversify their income sources. YCC expressed concern that its funding situation was quite critical with projects not being fully funded and having had to make cutbacks on staffing as a result of their reduced income. VBNK introduced the concept of a Resource Mobilization Strategy (RMS) and provided an overview of the RMS template that VBNK had developed as a tool to guide the process which included: • Aligning the RMS to its organizational strategic plan • Donor Scoping and identifying ways to fund different aspects of YCC’s work • Persuasive Organizational Statements to identify and promote YCC’s ‘Unique Selling Points’ (USP). • Capacity development to strengthen resource mobilization activities • Building and nurturing donor relationships • Communications and marketing for fundraising including messaging and unique selling points. YCC adopted the VBNK RMS template and the ED immediately started to implement his learning, including reaching out to potential donors and supporters and working collaboratively with the YCC team to develop an RMS Action Plan to identify who within the organization and Board of Directors could support the different tasks/activities within the plan. As part of supporting YCC to develop an impactful Organisational Statement and Communications and Marketing Strategy, VBNK conducted a participatory exercise with the team to identify its unique selling points and develop some messaging for its marketing activities. YCC further strengthened its communications and marketing by adopting lessons learned from VBNK’s social media training especially in terms of better utilizing the YCC Facebook page to engage with its audiences. Additional capacity development from VBNK assisted YCC to strengthen its financial management and M&E processes, and as a result of assertively implementing its learning and reaching out to new donors, YCC went from quite a precarious funding situation to attracting a range of new donors and individual supporters. The number of projects increased and staff who were on reduced contracts were reinstated to full-time posts. In 2021 YCC is in the process of signing new contracts with two major international donors in Cambodia - FHI360 and SIDA. Executive Director Im Sothy discussed how VBNK’s financial and programmatic support had strengthened its ability to meet donor criteria and strict financial checks. “The financial situation is better than before and we have had big results from our improved situation. I am so happy and appreciate (VBNK) coaching on how to mobilize resources to support the work of YCC. As well as developing our RMS, we are also now in the process of finalizing our Program

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and M&E Manual and developing our Strategic Plan and Strategic Communication Strategy. Thanks very much for your kind cooperation and on behalf of the YCC management team I would like to express our thanks for the support and providing good knowledge.”

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Annex H: Additional comments about capacity building services

• M&E data collection has markedly improved and now they are now able to conduct more in-depth surveys with their beneficiary groups. Many said that VBNK’s coaching enabled them to speed up their data collection, analysis and reporting processes. Some partners had employed a specific M&E officer in recognition of the importance of presenting more robust data which demonstrates outcomes and impact to donors and stakeholders. Those who had been supported to develop databases were ensuring that data was entered and tracked for each of their separate projects, which greatly enhanced their ability to provide impactful reporting to donors. • Most were able to revise their HR policies to better reflected organizational resources and practice and were now in compliance with Labor and Tax Law and other government requirements. One partner said this encouraged them to reintroduce a more formal staff appraisal process, ensuring that they were receiving the capacity development or rewards and benefits that their efforts deserved.

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Annex I: Improvements in strategic communication Before VBNK commenced its work with 3SPN to support them to develop a Strategic Communications Strategy (SCS), the organization did not plan or record this type of activity in a consistent way, and had not conducted a stakeholder analysis with target communities to identify and map the key people they needed to engage with to achieve their goals. 3SPN staff were unclear about their own role and their relationships with local authorities was often tense. VBNK supported 3SPN to develop an SCS to guide its work consistently, especially in terms of identifying its own role and ensuring community consultations to raise awareness and give citizens a voice. VBNK stressed the importance of stakeholder mapping and gathering an evidence base to support strategic communications. The team, which included youth representatives and volunteers from their target communities, explored the different roles and agreed that depending on the circumstances, they should be undertaking the mediator role, the empowering role and a communications role. Once 3SPN had mapped the stakeholders and their levels of influence e.g. key sub-national government officers in the Ministry of Environment and Department of Fisheries, it shared the tools and process with community members so that they could also understand the process and contribute to the mapping. As a result, the whole team agreed that it wanted to enhance cooperation with Department of Fisheries officials and that it would invite them to participate in activities; and it would cooperate with the NGO Network in Ratanak Kiri to provide the provincial agriculture department with achievement reports. VBNK also guided 3SPN on the importance of conducting research and analysis to enhance their understanding of the value of gathering an evidence base to support its efforts.

3SPN creating Strategic Communication Strategy

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With VBNK’s coaching support, 3SPN developed a research plan and engaged its partners and communities on its first research project: “The present living conditions of the Kbal Romeas people of the Sesan 2 river who had been relocated.” 3SPN promoted the participation of diverse stakeholders in the research including CBOs and other community leaders to support the action research. The resulting evidence has enabled 3SPN to work with the communities to seek better living conditions of those impacted by relocation. An additional research project on the “Effects of the Senan Senamnoy Dam collapse in Laos on 10 villages in Steung Treng Province” explored how the dam collapse had impacted communities living near the border. Quarterly meetings and regular phone contact ensured that stakhholders were regularly updated on progress and the issues the communities were facing. The final reports included research methodologies and sample sizes. The 3SPN team appreciated the opportunity to sharpen its research skills. Nhuy Nangnoy said “I have learned tools of research and how to conduct research logically. I have learned more about how to write and use case studies for advocacy report; it useful to show to the audience to understand about the problem of the affected people. For the research and analysis, I have learned about causes and effects, how to identify the right target decisionmaker in order to direct the strategic communication correctly.” Similarly, Toeung Liza explained, “I have learned a real skill about the strategic communication research, i.e., it provided keys on how to do an investigation research, for example, how to make research questions and how to get a result done which I have never learned in my previous training.” As a result of gathering its evidence base, 3SPN and its target communities succeeded in influencing the authorities and the Cambodia National Mekong Committee (CNMC) to consider the community perspective in current and future policy decision-making and hydro-power project development; and commit to ensuring that the affected communities would be informed of progress. Additionally, 3SPN encouraged government stakeholders were encouraged to focus more attention on fisheries management due to its importance for community livelihoods. 3SPN included its strategy in its overall strategic plan and developed an action plan to guide its implementation. The staff and community representatives all reported that VBNK’s coaching had significantly improved their capacity to engage and empower communities to build important relationships and to be effective. Community members are now much better informed about relevant laws and policies and athey re confident to discuss their issues with the local authorities, and 3SPN is now participating in provincial meetings to contribute to the provincial plan. The 3SPN team feels confident that the skills they’ve gained, along with the tools to support their work, will sustain their activities and achievements in the longer term. The 3SPN Executive Director Heng Bunleap gave high marks to VBNK for the quality of its support. “The coaching is scientific and practical,” he said. “It promotes evidence based strategic communication, neutrality and makes the strategic communication convincing.”

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VBNK has observed numerous improvements in strategic communication practice and results among other partners as well: • YCC has improved its practice to be more participatory. It forms youth groups to collect information/issues from the community and the youth themselves. YCC works with the youth groups to explore whether these issues could be considered common issues, then YCC and the youth groups bring the issues to commune or district public forums, or if necessary, to the national level such as the Ministry of Interior or the Ministry of Women’s Affairs. These efforts often led to success: when a youth group brought the issue of drug abuse to a commune, the local authority become more active in taking action to enforce the law. The provincial authorities recognized that the issues raised were part of the indicators of the provincial working group on women and children that they need to deal with. • MVi staff has improved its capacity to identify factors and stakeholders who support its approaches and to collect evidence. This helped MVi to strategically develop approaches to deal effectively with decision-makers. As a result, MVI’s staff feel more empowered and confident to work together with the community to engage and mobilize them to be involved in local development processes such as protecting CPAs. These practices also helped MVi to improve relationships with the community and the local authorities to increase participation in meetings to raise and address issues. • HA Program Manager Sam Oern said “our staff learned that our role is not to do the work for the community, but instead we support them to solve their own issues. With this belief, we encourage them to come together and approach stakeholders to develop a joint solution.” For example, in Stung Treng, HA has won the confidence of the Siam Bok commune chief. • BCV regularly uses a stakeholder mapping matrix. The staff reported that they completely changed their approach from being confrontational to engaging in dialogue, which has improved results. For example, local authorities supported BCV’s community in Kampong Chhnang province to intervene when a private company blocked the water supply to the community. • ADHOC has developed ‘Strategic Communications Guidelines’ to deliver key messages to different stakeholders. ADHOC allocated two focal persons to this task, which demonstrates its commitment to the development of the guidelines

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Annex J: Additional training

Communications and Media Strategy Training VBNK designed and delivered a two-day training on developing a Communications and Media Strategy in both Phnom Penh and Siem Reap during 2020. This was the first time most of the 46 participants from 24 organizations had previous training on this issue, so many of the concepts were very new to them, such as, analyzing target audiences, developing key messages for communications, building relationships with the media and fully utilizing social media. VBNK provided a follow-up session around a month later to assess progress. All of the participants successfully developed communications and media strategies and action plans to guide their work, and had consulted with their colleagues on the aims and objectives of the strategy and their key messages. Between the initial training and follow-up sessions, many of the participants’ organizations had developed media contact lists and had started Twitter accounts to widen their target audience. Feedback on the training was extremely positive, especially in terms of being able to meet, share information and network with other professionals in their field, and trainees discussed having already improved their communications activities through posting more regularly on their platforms. In addition, VBNK delivered a number of training workshops in Siem Reap and Phnom Penh to strengthen technical skills and understanding on a range of issues including M&E and financial management. Partners were provided with initial training on different aspects of financial management, including QuickBooks application and understanding organizational accounting from a non-finance manager perspective. Follow-up training events assisted partners to explore the implementation of their learning and gain more support with any challenges they had faced. Similarly, partners were introduced to outcome and impact orientation methodologies and supported to develop results-based frameworks to guide their work. Additional foundational workshops were provided on resource mobilization and on developing strategies and plans for strategic communication. The workshops provided an opportunity for partners to consider their current practice and expand their thinking on the possibilities, as well as providing a range to tools and techniques for developing funding and advocacy strategies and implementation plans.

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Annex K: Key findings in public opinion surveys on perceptions and attitudes about CSOs Awareness and involvement increased significantly Awareness of CSOs increasing dramatically. Nearly all the respondents (99 percent) – in comparison to 77 percent in the baseline -- were able to name a CSO after the concept and activities were explained to them in the endline poll. Human rights organizations outpaced health CSOs in terms of being well known, in contrast to the baseline survey which showed more awareness of health CSOs. Specific names of CSOs were not always identified but respondents commonly named ADHOC and LICADHO followed by the humanitarian organization, the Cambodian Red Cross, and CSOs that provide health services such as RHAC or the Cambodian Red Cross. Similarly, involvement with CSOs more than doubled, increasing from 29 percent in the baseline to 60 percent in the endline survey. This finding is a positive reflection of USAID investments in civil society, and perhaps of increasing acceptance of the role of CSOs in Cambodia.

BASELINE SURVEY ENDLINE SURVEY

Q27. ARE YOU INVOLVED IN ANY OF THE CSO- BY INVOLVEMENT WE MEAN WORKING VOLUNTARY, CONTRIBUTING MONEY, HELPING OR ASSISTING DURING FREE TIME?

100%

80%

No, 70% No, 72% No, 71% 60% No 40% Yes

20% Yes, 30% Yes, 28% Yes, 29%

0% Male (N=1,033) Female Total (N=2,105) (N=1,072)

The groups most likely to be involved with CSOs were public servants (this figure jumped from 55 percent in the baseline to 75 percent in the endline), students (which increased from 48 percent to 64 percent) and business owners (which increased from 24 percent to 61 percent). These findings align with common practices of CSOs to bring citizens – particularly youth – together with public servants in the context of service delivery or advocacy. The increase in involvement of business owners is an important development for CSOs to reflect on, particularly as Cambodia shifts from being an aid-dependent country to a middle-income country with a vibrant private sector.

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Despite these findings indicating a higher profile for CSOs, respondents showed a decreasing desire to in asking CSO for help, which dropped from 88 percent in the baseline to 76 percent in the endline. The highest category where respondents would ask for help is health, and the number who would ask for help on human rights fell by nearly half. Instead, the second area where respondents would ask for help was employment. As the endline survey was conducted nearly a year into the pandemic, it is possible that these top two answers (health and employment) were colored by the major preoccupations in Cambodia in this period. Impact on creating change Awareness of CSO advocacy has continued to decline, with 48 percent saying they were unaware in the baseline, and 68 saying they were unaware in the endline. The proportion of respondents who said that CSOs are creating change in Cambodia continued to drop from 36 percent in the baseline to 14 percent in the endline. Further analysis of these findings – in contrast to those showing increased awareness and involvement – leads to questions about the extent to which respondents were preoccupied with concerns about COVID-19. These findings may also reflect reduced programming activities due to limitations on gatherings during the pandemic.

Q44. CSOS ADVOCACY PROGRAMS…

100% 3% 4% 7% 12% 14%

80% 21% 14%

36% 13%

60% …are having no impact in Cambodia

… are having limited impact in Cambodia

… are creating change in Cambodia 40% Do not know any CSO advocacy program 68% 58% 48% 20%

0% BASELINE (N=2105) MIDLINE (N=2105) ENDLINE (N=2052)

Perceptions about effectiveness Nonetheless, the polls showed increasing perceptions that CSOs (except human rights CSOs) are effective.

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BASELINE SURVEY ENDLINE SURVEY

Q37. PLEASE, CAN YOU PROVIDE ME YOUR GENERAL VIEW ON THE EFFECTIVENESS OF THE INSTITUTION IN TERM OF THEIR SERVICES

100% 4% 15% 12% 18% 80% 4% Very effective 0% 34%

60% 45% Effective 7% Moderately1% 40% effective 7% 72% 0% Ineffective 20% 45% 32% Very ineffective

0% DK CSOs working Youth CSOs working in health Association on human services rights

Political neutrality Most respondents agreed that CSOs have no political affiliation, and that they operate independently. In all three polls, more than 50 percent of the respondents perceive that CSOs are not politically affiliated and do not have any political agenda- baseline (55 percent), midline (75 percent), and endline survey (62 percent). Similarly, the majority of the respondents said that CSOs are independent from political influence. The endline data suggests that about 65 percent reported “yes- CSO is independent” while 16 percent “No” and 13 percent “do not know.”

Q38. IN GENERAL, DO YOU THINK THAT CSOS ARE INDEPENDENT FROM POLITICAL INFLUENCES? 100% No, 16% No, 19% No, 16% 80%

60% Yes, 54% No Yes, 65% Yes 40% Yes, 77% DK 20% DK, 29% DK, 13% 0% DK, 3% BASELINE (N=2105) MIDLINE (N=2105) ENDLINE (N=2052)

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Recommendations for future programming Donors and other development actors will likely seek to increase the proportion of Cambodians who perceive that CSOs contribute to positive change. In designing future interventions, it may be helpful to consider the priorities of respondents. These priorities have shifted, even though three of the top four priorities (health, agriculture and education) remain the same since the baseline survey. BASELINE SURVEY ENDLINE SURVEY

Q47. AREAS THAT CSO SHOULD WORK ON AS A PRIORITY IN CAMBODIA (BY GENDER) Male Female

Religion 0 3 Political Freedom 16 3 Gender 9 11 Disability and Rehabilitation 13 18 Legal Assistance 33 21 Environment 25 43 Land Right 65 48 Human Right 117 66 Business Environment 239 205 Agriculture 355 225 Humanitarian Aid 186 255 Education 280 303 Infrastructure 359 390 Health 385 424

Future activities will likely take place in challenging economic circumstances. In the shadow of the COVID-19 pandemic, respondents also demonstrated increased pessimism about the economy and household debt, which aligns with earlier informal findings by CCSS grantees. For example, the percentage of respondents who reported a very negative or slightly negative change in their family economic status jumped from 12 percent in 2016 to 20 percent in 2021. This pessimism may have an impact on interest in civic engagement, particularly on issues that do not have an impact on economy issues or household economics. Future programs should also take into account the shift in attitudes about reliable sources of information. Since the baseline poll was conducted in 2016, smartphone usage has jumped dramatically from 46 percent to about 78 percent. At the same time, responses demonstrated that social media decisively overtook television as the most reliable source of information. Responses about radio also shrank. These findings are critically important to CSOs seeking to amplify their message through media, and they further underscore the value of CSO training specifically on social media, not just communication techniques.

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Annex L: EWMI fulfillment of deliverables and benchmarks

Reports, deliverables and outputs required by contract Deliverables Due Dates EWMI Performance 1. Annual Work Plans The contractor must submit the First Year Draft work plans were Work Plan no later than 60 calendar days submitted as required and following contract award. The COR approval accepted by USAID. In some of first year work plan will be provided cases USAID suggested within 10 working days following submission revisions, which were of the work plan if no further changes to the provided by EWMI. document are necessary. For subsequent years the contractor must submit each year’s Annual Work Plan by September 15th. Work Plans submitted will be considered draft until final approval by COR. 2. Monitoring & The contractor must submit the MEP no The MEP was submitted as Evaluation Plan (MEP) later than 60 calendar days following required, and revised several Contract award and before major activity times in consultation with implementation actions begin. USAID. 3. Political Economy (Amended) It is anticipated that there will be EWMI submitted these Analysis approximately one to three analyses over materials to USAID as the life of the CCSS Project, timing TBD by required, including a Political 3a. Public Opinion the COR in collaboration with the Economy Analysis in 2017 Polling contractor. The contractor will submit these and public opinion polls in Methodology, to the COR for approval no more than 90 2016, 2018 and 2021. Questionnaire, days after the contract award. Implementation Timeline, and Dissemination Plan for the Results 4. Weekly Bullet Report The contractor must submit a Weekly Bullet EWMI submitted these Report to the COR every Friday. In the event reports every Friday through of a holiday or another special circumstance, July 2, 2021, except in cases the submission date for the Weekly Bullet where Fridays fell on Report may be negotiated and approved by national holidays. In these the COR. cases the reports were combined with those produced in the following week. 5. Quarterly The contractor must submit Quarterly EWMI submitted quarterly Performance Reports Performance Reports no later than 30 days reports for Q1 to 3 each year following the end of each U.S. Government within 30 days of the end of fiscal year quarter (Oct – Dec; Jan – Mar; Apr each quarter, with the – June). In lieu of the quarterly report for exception of the final the last quarter of the fiscal year, the quarter of the project, which contractor will submit an annual report. is included in the final report.

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Deliverables Due Dates EWMI Performance 6. Annual Performance The contractor must submit Annual Reports EWMI submitted these Reports no later than 60 calendar days following the reports as required. end of the U.S. Government fiscal year. 7. Monthly Site Visit Within 10 calendar days of each month. EWMI submitted these Reports reports as required. 8.Time-Sensitive As and when required. Upon request, EWMI Information Requests submitted information to USAID when required. 9. Other Reports These reports will be due 15 calendar days after the completion of the respective activity. 10. Final Report The contractor must provide a final report to EWMI submits this report as the USAID/Cambodia COR for review 15 required. calendar days prior to the contract expiration date. 11. Quarterly Financial 30 calendar days following the end of each EWMI submitted these Status quarter. reports each quarter as Reports required. 12. Grants Manual 60 calendar days after the effective award EWMI submitted the Grants date. Manual as required. 13. Demobilization Plan 180 calendar days before the end of the EWMI submitted the plan as contract period of required on December 24, performance. 2020 and then submitted revisions to the timeline to align with the project extension on April 1, 2021.

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Annex M: Successful negotiation with an ELC HA successfully supported an Indigenous Jarai community in Ratanak Kiri to successfully negotiate for community improvements from a gold mining company. As soon as mining operations began, the residents of Peak Village, in Ya Tung Commune, Ou Ya Dav District became concerned about the negative effects that these underground mining operations were having on their daily lives. These included disruptions of traditional Indigenous farming practices in the neighboring forest, negative impacts on the quality of the water supply, and loud noise from the excavation machinery that was affecting the tranquility of their village. Even before plans for the Mesco Gold (Cambodia) Ltd. mining project were announced, HA had been working closely with the people of the village by training and raising awareness of community members on human rights and indigenous rights issues. As a result, villagers successfully negotiated an MOU for infrastructure improvements and other measures to improve their daily lives, with cooperation from local and national authorities. As a result of the knowledge obtained through these trainings and meetings organized by HA, residents of the Peak Village community were empowered to take proactive steps. On their own, community members took the initiative to meet with Mesco Gold officials to express their concerns about the company’s mining operation near their village. After initially failing to get a response from the company, community members nevertheless continued their efforts. Eventually, community leaders met in Phnom Penh with officials at the Ministry of Mines and Energy (including the minister himself) to discuss their concerns and to provide the ministry with specific evidence of the negative effects that the mining was having on their village. This resulted in the Ministry of Mines and Energy taking action to convince Mesco Gold to provide specific, tangible benefits to the community as compensation for their ongoing mining activity. After a series of negotiations between Mesco Gold and members of the Peak Village community, the company agreed to sign a Memorandum of Understanding (MOU) drafted by villagers. Mesco Gold officials and local authorities, including the Ou Ya Dav district governor and the Ya Tung commune chief were invited to a signing ceremony. The MOU was signed by Peak Village community representatives, Mesco Gold officials, the district governor and the commune chief. Under the terms of the MOU, Mesco Gold promised to build a three-kilometer paved road into Peak Village, along with a 27-meter bridge. After completion of the bridge and paved road, a water pipe system, which would include pipes for running water and sewage would then be installed. In addition, computers would be provided to the local school, as well as English language and computer training for the youth in the village. An action plan to monitor the MOU was also signed by the community people and Mesco Gold officials. The commune councilors also agreed to enforce the company’s agreement with the community people to deliver their promises made in the MOU. that significant challenges remain. The road has been finished and the bridge and a school have been repaired. The company has provided school materials for students and the school, wells and water containers. Significant challenges remain. Community members now plan to take up these issues directly with officials at Mesco Gold, and if unsuccessful, they will request a meeting with officials at the

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Ministry of Mines and Energy in Phnom Penh. The ministry has provided the Peak Village community focal persons with the personal telephone numbers of high-ranking ministry officials, and have been told to phone them whenever problems arise with the company’s non- performance of its terms of the MOU. According to one member of the Peak Village community, ‘We have now created a regular contact with high ranking people in the Ministry of Mines. They are listening to us and respond to our complaints. They want to know if the company is doing what they promised us.’ Community members are now in communication with the Ministry of Mines and Energy, seeking documents establishing the underlying ELC. The success of the efforts of the Peak Village community in their dealings with Mesco Gold was due in large part to effective education, training and empowerment efforts by the HA staff. HA employs a grassroots approach in its work with indigenous communities by providing training to groups of people in each village who work closely with local indigenous community leaders. Known as ‘focal persons,’ and usually consisting of three members from a particular village or community, these individuals are Indigenous volunteers who are selected by members of their communities. They receive training strategic communications and opportunities to attend national training workshops and conferences on Indigenous rights and on other issues. Focal persons also meet with companies involved in economic land concession activities, as well as local authorities and members of other CBOs, while sharing their knowledge with their fellow community members.

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Annex N: Protecting forests and increasing income In 2016, the local authorities of Preah Ko Village in Siem Reap province issued Meas Phon's family with an ID Poor card due to their falling income level which had consistently been below poverty line. Meas, aged 40, had been supporting herself and her six children by selling NTFP in the Siem Reap province. However, as more and more illegal loggers tapped into forest resources, competition for the rapidly depleting NTFP became fierce and Meas struggled to forage fruits, mushrooms and bamboo. The most difficult challenge for community members was that as their income dropped, families were unable to afford their children's education. Moreover, because of the heavy dependence on NTFP as a livelihood source, once children dropped out of schools, they usually started working on farms or joined their parents in foraging forest resources to maintain subsistent livelihoods. In 2018, Meas began participating in forest patrols, PDP-Center training sessions and - along with her community members - called for more forest protection in her commune. Three months later, they successfully obtained a new deika to protect the forest. After the new deika went into effect, Meas was able to increase her income through the sale of mushrooms, fruits and vines. She also took up a daily "My house now has electricity, we bought a motorbike and all rice farming job and my children are going to school. PDP-Center has provided a through the collected support system for advocacy that I could not have obtained savings, she from any other source." eventually established a small poultry farm in her backyard. Not only has she been able to save in monetary terms, Meas has also reduced the amount of time it used to take to forage NTFP. Meas, along with other community members, now has a lot more time to be civically engaged. Additionally, Meas has used these time savings to take up basket weaving as a secondary source of income. Now, supplementary income from monthly weaving is about 100,000 riels

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($25) and income from collection of mushrooms and fruits is about 50,000 riels per day ($12.50). Last season, Meas's income from collecting fruits was about 1,000,000 riels ($250) which enabled her family to save up and obtain electricity for the household at a cost of 390,000 riels ($96). Through PDP-Center’s efforts, Meas went from struggling to make ends meet, to selling fruits, mushrooms as well as bamboo baskets, diversifying her sources of income to allow personal savings of $100 this year, electrifying her home, and sending her six children to school - all within a few months. Other families have also benefited from PDP-Center’s work. Two hundred families in Rum Chek Commune reported that they now earn between 25,000 to 30,000 Riels per day ($6.50), 20 families in Lemprohut Village said they earned between 30,000 to 50,000 Riels per day ($7 - $12) and 30 of the 150 families living in Utey Village reported earnings between 45,000 to 55,000 Riels per day ($11 - $14) from selling fruits, vegetables, mushrooms, honey, firewood, vines and medication. At least five families have been able to save up for and obtain electrical connections in their homes. And finally, as a result of PDP-Center trainings, Meas and several community members are now familiar with the process of approaching relevant local authorities and advocating for their rights, especially in livelihood protection. Lessons learned • One key factor in PDP Center’s success is delegation of NRM powers to the commune level. Passing a deika would not have been possible without decentralization. • In order for a deika to protect a community forest, it needs to be enforced by the local authorities with cooperation with community people. • Community people can serve as watchdogs to protect the forest, with the support of local authorities.

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Annex O: Analysis of 26 natural resources management interventions CCSS worked with four partners (3SPN, HA, MVi and PKH) to analyze the reasons why they were or weren’t successful, in a total of 26 interventions involving natural resource management in the provinces of Mondulkiri, Preah Vihear, Ratanak Kiri and Stung Treng. Of these cases, 17 resulted in success and nine did not. CCSS and the partners agreed that their success depended on six interrelated key factors: 1. Community commitment 2. Networking 3. Technology and social media 4. Project staff 5. Government cooperation 6. Target sectors Cases of success or cooperation: 1. Community commitment: • In Preah Vihear, PKH’s project beneficiaries, mostly indigenous people in Prey Preah Roka Wildlife Sanctuary with more than 90 thousand hectares, are seasonal harvesters of non-timber forest products (NTFP), including their own resin trees. They patrol the forest as part of their routine work to harvest NTFP. They understand that the forest is their ATM, and thus they are willing to unite and to participate in the project. • Similarly, people in Ratanak Kiri were strongly motivated to work with 3SPN on a series of constructive dialogues with local authorities to reclaim a 92 hecdtare lake in . If they lost this lake, they would also lose a reservoir and aquatic species. The community’s commitment also provided an • incentive for local authorities, who recognized the value HA using applied PEA tools to map the influence and interests of key actors. of this opportunity to regain the trust of the local people.

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2. Networking: The partners’ first step was to identify key community leaders in each province. From there, the partners worked to expand their networks and to empower members so they would cooperate and unite. Once the community members owned the process, they would never give up, and they continued to expand their networks. 3. Technology and social media: Technology helped them to capture evidence (for example, photos and videos on smartphones) and social media helped them to communicate internally and with other stakeholders. 4. Project staff: These activities were a continuation of their work on past projects, which enabled them to achieve cumulative results over time. The partners stressed that project staff needs to be qualified, consistent and regularly empowered. Their commitment is crucial for building trust with and upholding solidarity among community members. 5. Government cooperation: Government officials – either local authorities or line officials – cooperated with grantees and community members in Preah Vihear, Stung Treng, Ratanak Kiri and Mondulkiri. 6. Target sectors: Certain sectors, such as health, education, and livelihoods, elicited more cooperation from the government. Furthermore, success depended on the identity of other parties, and their levels of influence, involved in situation. The four partners reported geographical variations as well, as illustrated • In Preah Vihear, MoE officials – forest rangers (from the Ministry of Environment) – were seen as more cooperative than other authorities. • In Stung Treng, some local authorities (village chiefs and commune officials) play two roles – advisors supporting the dam development (LS II) company and officials discussing and providing compensations to affected community members. • In Ratanak Kiri, local authorities in Andoung Meas stayed in the background, allowing active community members to stop and fine illegal loggers from Vietnam. According to 3SPN, both fishery officials and community members in , Ratanak Kiri, contributed to protecting and patrolling the fisheries in the Srae Pok River. • In Mondulkiri, local authorities are currently cooperating with MVi and CLEC on reducing the activities of a local company that is grinding stone in uorder to mitigate the impact on livelihoods and social wellbeing. Cases of challenges or failure: Government and politics, and target sectors are also key factors associated with challenging cases. The four partners cited significantly more challenges in cases involving the national-level development plans and influential groups. As noted earlier, the partners have found it extremely challenging to work on issues related to the Lower Sesan II dam, for example.

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