CAMBODIAN CIVIL SOCIETY

STRENGTHENING PROJECT

FY18 Q3 REPORT APRIL 1 – JUNE 30, 2018

JULY 30, 2018

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

CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT

CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT

FY18 Q3 REPORT APRIL 1 – JUNE 30, 2018

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

Submitted to: USAID/Cambodia on July 30, 2018

Contractor: East-West Management Institute, Inc.

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

CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT

CONTENTS

TABLE OF ACRONYMS ………………………………………………………………………………………..…………ii

PROGRAM OVERVIEW ………………………………………………………………………………….……………….1

PROGRESS UNDER EACH TASK …………………………………………………………………………….………..1

TASK 1: Support to Cambodian Civil Society ……………………………………………..……… 1

TASK 2: Enhance Technical and Organizational Capacity of Civil Society …………….9

TASK 3: Analytical and Technical Services ………………………………………………….…….13

SUCCESS STORIES …………………………………………………………………………………………………..…..14

PROBLEMS ENCOUNTERED/RESOLVED …………………………………………………..…………………..17

ANNEX A: PERFORMANCE INDICATORS …………………………………………………………..………….20

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TABLE OF ACRONYMS

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

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PROGRAM OVERVIEW The Civil Society Strengthening Project (CCSS), Contract Number AID-442-C-16-00002, is a five-year contract awarded to the East-West Management Institute, Inc. (EWMI) by the United States Agency for International Development (USAID), with a period of performance from June 27, 2016 to June 26, 2021. The goal of the CCSS Project is to increase the capability of Cambodian civil society to engage in democratic processes by representing citizen concerns. The objectives of the project are to strengthen the capacity of civil society in Cambodia, and provide analytical and technical services to USAID/Cambodia’s Office of Democracy and Governance to respond to opportunities for democratic development. Under Task 1, CCSS administers two grant funds: 1) the Legal Defense Fund (LDF), which provides legal representation to constitutional rights defenders and CSOs, and 2) the Democracy and Governance Fund (DGF), which awards competitive grants to support strategic initiatives that promote engagement of citizens in governance. Under Task 2, CCSS delivers organizational and advocacy capacity development assistance to CCSS grantees, organizations who do or may receive direct support from USAID,1 and grassroots/informal groups. Under Task 3, CCSS is responsible for conducting a Political Economy Analyses (PEA)) and two public opinion surveys. EWMI’s key subcontractors on CCSS are VBNK, which delivers most of the Task 2 assistance; CDRI, which conducted a political economy analysis; and BDLINK, which conducts the surveys.

PROGRESS UNDER EACH TASK Descriptions of activities under each task during this period are set forth below.

TASK 1: Support to Cambodian Civil Society EWMI-CCSS provides legal representation and advice to address time-sensitive challenges to the activities and liberty of individuals under LDF grant category 1, and the operations or existence of CSOs, and to assist organizations to obtain and maintain operational status under the Law on Associations and Non-Governmental Organizations (LANGO) and other Cambodian laws under LDF category 2.

SUB-TASK 1.1: Legal Defense Fund Under Category 2, LAC continued to provide legal assistance to a range of clients. During this reporting period, LAC conducted nine presentations to a total of 845 people (284 women)2 in various workshops. LAC also provided 11 legal consultation sessions by phone, and held eight meetings, ultimately providing direct legal services for a total 12 NGOs. The most frequent topic in these consultations was tax law – which may be due to the new prakas issued in April, which taxes donor grants -- followed by LANGO and labor law, as noted in the chart.

1 These include Annual Program Statement (APS) partners and Potential Transition Award Recipients (PTAR). 2 These figures, which are held by CCC and not LAC, are still being checked for duplicates.

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In addition, LAC developed and distributed several advisory guidelines on LANGO registration, tax law, tax exemptions for national and international CSOs, and working with foreigners.

SUB-TASK 1.2: Democracy and Governance Fund Based on the iterative CCSS theory of change below, CCSS grantees3 are making progress toward their objectives despite certain limitations on their ability to carry out activities.

CCSS Theory of Change

Under the CCSS theory of change, partners begin by preparing citizens to get involved in their communities in step 1, then support them to raise issues with authorities4 in step 2. Then they will see a positive response to their requests from government5 and the government will proactively hold public forums,6 as shown in step 3. Over time, repeating steps 2 and 3 will result in ‘increased technical, operational and financial capabilities’7 as evidenced by a ‘change in organization performance.’8 As they gain skills and experience, they have the opportunity to ‘develop and strengthen partnerships, collaboration and coordination among CSOs’9 and for ‘enhanced ability… to deliver quality programming.’10

Progress toward change During the past quarter, many partners were still working on step 1 by training beneficiaries and moving to step 2 by supporting them to present demands to government actors. In some cases, partners are working cooperatively with government authorities: • With support from 3SPN, community people in Sesan Commune, Oyadav District in Ratanakiri province are working jointly with officials to protect Koh Krorm island from a private company that seeks to buy this island for business purposes. • ODC organized a kick-off meeting with the IT department in the Ministry of Education, Youth and Sports on 16-17 June 2018, leading to a collaborative work plan, which begins with an assessment in preparation for a GIS training course for high school teachers and students. ODC expects to sign an MOU with the Ministry.

3 The 12 original grantees are: (1) PDP-Center, (2) My Village (MVi), (3) Ponlok Khmer (PKH), (4) Media One, (5) Highlanders Association (HA), (6) Open Development Cambodia (ODC), (7) Youth Resource Development Program (YRDP), (8) Youth Council of Cambodia (YCC), (9) Building Community Voice (BCV), (10) Nak Akphivath Sahakum (NAS), (11) Cambodian Civil Society Partnership (CCSP), and (12) 3S Rivers Protection Network (3SPN). Four of the grantees are receiving USAID funds for the first time. 4 As in Indicator 1.11 5 As in Indicator 1.9 6 As in Indicator 1.10 7 As in Expected Result 2.1 8 As in Indicator 2.3 9 As in Expected Result 2.2 10 As in Expected Result 2.3

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Certain partners are also seeing successful results from their engagement, as shown in step 3: • When community journalists posted a request on Facebook to repair the road in Dechou Akpivoadt Commune, Chhuk District in Kampot province, with support from BCV, commune councilors contributed commune funds for the repairs and came to the village to discuss their plan with citizens. The commune councilors also encouraged the Field monitoring in community forest land in Chrab Village. community journalists to continue posting community issues. • Seven families returned community forest land they had illegally cleared, and thus seven illegal logging cases were successfully resolved by the Community Forestry Management Committee in collaboration with local authorities in Chrab Village, Kbal Romeas Commune, Sesan District in Stung Treng province, with support from MVi. • With support from PKH, Krouch Lon and Nong Deng, indigenous people and resin tappers, have been camping at the forest site permanently to enable them to continuously patrol the forest, drawing sketch maps, forming groups with other members, keeping illegal loggers at bay and protecting the forest from fire hazards. Their diligence has not only influenced community members but also rangers and government stakeholders such as the Chair of Department of Environment and Agriculture, who conducts site visits of his own. Now an increasing number of wildlife is flocking to the resin tree areas, water levels have been restored, more food sources are available, there are fewer hunters and the sound of chainsaws illegally cutting trees has been greatly reduced. In some cases, citizens have begun to experience economic benefits as well:

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• After PDP-Center convened officials and citizens in Sangkat O. Ambel, Serey Sophorn Municipality in Banteay Meanchey province to explore ways to protect natural resources, including through advocacy, the number of fish – and income from fishing – has increased. Muth Chanty, chief of the fishery community in Prohot village, explained that “Currently, people in community can earn between 50,000R to 100,000R per day from fishing. (In contrast), last year (2017), I earned between 20,000R to 50,000R per day.” He said that his family now has money to send their children to school.

PDP Center training on natural resources management, initiated by the community, in Borng Masin Village, Sangkat O. Ambel.

Strengthening capacity to maximize results In addition to its capacity development work with VBNK, CCSS prioritized working with partners to deepen their analytical skills to support more strategic practice and a clearer view of higher level results. CCSS conducted two field trips to work directly with partners on their theories of change and use of applied tools to identify relevant factors and actors that can affect their success. CCSS worked with NAS, MVi, HA and 3SPN in Kampong Cham, Tbaung Khmum, Mondulkiri, and Ratanakiri provinces from May 23-28, and conducted a follow-up visit to NAS, HA and 3SPN, also visiting PKH in Preah Vihear province, from June 19-26. CCSS also revisited these themes in an M&E meeting and the quarterly partners’ meeting.

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CCSS was pleased to see that HA used its applied PEA tools the very next day after CCSS reviewed it with their team. Recent partner reports also reflect use of these tools by some partners.

Lessons Learned by CCSS • Many grantees understand the situation in the field and how their communities function. Therefore, they are well positioned to make strategic decisions. • However, their current practice in documenting, analyzing and regularly reviewing their ideas about change, as well as on relevant factors and actors that can affect their success, can be improved. CCSS views this is a long term project.

SUB-TASK 1.3: Grassroots and Informal Groups CCSS moved forward with capacity development plans (CDPs) and in-kind grant applications for the five grassroots/informal groups previously selected under a competitive process.11

Finalizing CDPs Based on Organizational Capacity Assessments (OCAs) that were completed in March, 2018, CCSS developed and presented Capacity Development Plans (CDP),12 including Annual Action Plans (AAP), to each group. The OCA reports that their lowest capacity areas are in governance, monitoring plan, and goal clarity while their strongest capacity are in communication and sustainability. Accordingly, their CDPs address these similar needs of: (1) strengthening organizational development, (2) increasing effective group interactions for protecting natural resources, governance, and community development, and (3) expanding livelihood options to promote sustainability activities. Although the groups have many similarities, they vary in their main goals. For example, PLCN seeks to protect and conserve its forest landscape, while YEA heavily supports community development and social enterprise initiatives. However, these five networks and groups would like the support from CCSS team to possibly group their relevant training courses together as each of them would strongly prefer to come to the same trainings.

In-kind grants In June, CCSS submitted five in-kind grant applications to USAID for approval; the applications were approved just after the current reporting period. Building on the OCA and CDP, each group applied for in-kind grants in the form of requests for specific materials to support their core activities. In total, the five networks and groups requested 23 different materials, such as: office equipment (including cash safety boxes, desktop and laptop computers, external hard-discs, printers, generators), and supplies for field activities (including first aid kits, cameras, GPS devices, hammocks, walkie-talkies, loud speakers and

11 These groups are: Community Networks for Action (CNA), Preah Vihear; Governance Committee (GC), Battambang; Learning Center for Developing Community (LCDC), Kampong Chhnang; Prey Lang Community Network (PLCN), Kampong Thom, Preah Vihear, Stung Treng, and Kratie; and Young Eco Ambassador (YEA), Phnom Penh. 12 Each CDP includes (i) a context analysis (ii) an inventory and analysis of the organization’s strengths and weaknesses (iii) a longer-term strategy that describes the group’s capacity development goals and prioritized needs (iv) a 12-month Annual Action Plan and (v) a user-friendly performance monitoring plan.

FY18 Q3 REPORT APRIL 1 – JUNE 30, 2018 5 CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT tents). The amount of the in-kind grants ranged in value from $4,710 USD for YEA to $12,720 USD for PLCN.

Coordination with other programs • Livelihood meeting with Winrock International: on May 28 CCSS met with Winrock to learn how it supports livelihoods and explore the possibility of working together. CCSS and Winrock are now considering study visits for the CCSS informal groups to Winrock beneficiaries in Svay Rieng, Kampong Cham and Siem Reap. • Data collection/resource mapping by CDRI: On June 14 CDRI came to the CCSS/EWMI office to learn about the nature, structure, and approaches to work with grassroots networks and informal groups in Cambodia, to inform its work to compare grassroots networks and informal groups in Cambodia with those in Indonesia.

Key challenges and solutions • Internal disparities: In April, CCSS noticed a few new members from the GC, who came to replace other members participating in OCA data collection. They did not necessarily agree with scores given by their colleagues, although they did not want to change the scores. It seems that there are concerns about disparity of knowledge and information dissemination within the networks and groups. CCSS should take this issue into consideration in upcoming activities, particularly in the end-line survey. • Informal structure: These grassroots/informal groups are voluntary and loosely connected. They do not have statutes, by-laws, or other formal requirements to enable them to deal with this type of support from CCSS. Therefore, CCSS worked with the groups to design relevant documents and agreements for their internal use, such as: (a) authorization letter directing certain members to act on behalf of the group, (b) policy on use of materials, (c) agreement on borrowing equipment and (d) inventory list. The lack of formal structure also necessitated a lengthy and inclusive review process for the final grant requests by each group in order to reach consensus. CCSS recognizes that just as the informal nature of these groups is a strength, there are consequences in terms of extra time needed to provide hands-on assistance to enable the groups to comply with CCSS requirements. This will likely have an impact at every decision point in working with these groups, for example when the groups designate participants in site visits and trainings. CCSS will include time and assistance to support these groups at these points.

Key activities for next quarter • Procuring materials: Buy materials as directed by the in-kind grants, train key members of networks and groups on how to use them, and monitor the materials periodically. • Livelihood study visits: Facilitate field visits with support from Winrock International. • Capacity development: Begin to deliver training as provided in the CDPs. Furthermore, facilitate a legal presentation/training on registration by LAC for PLCN members.

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MVi volunteers with sign demarcating fishery conservation area, warning against fishing and cutting the flooded forest, in Stung Treng province

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TASK 2: Enhance Technical and Organizational Capacity of Civil Society

SUB-TASK 2.1: Organize Orientations and Ongoing Civil Society Collaboration Forums13

Quarterly Stakeholder Coordination Meeting Serey Chan from USAID led a discussion on participatory processes used by the US Forest Service at the quarterly stakeholder coordination meeting on June 27th, with 33 (9 females) participants from 20 CSOs. The participants explored ways to create and strengthen partnerships. The second part of the meeting focused on taxation of grants, VAT taxes and the income of foreign employees working in Cambodia. The participants said that they found this information to be important and useful.

Quarterly Grantee Coordination Meeting CCSS led a deeper discussion on successes, stakeholders, challenges and lessons learned with grantees on June 27th, with 19 (4 females) participants from 13 CSOs. The participants also divided into small groups to discuss and share their reflection on project implementation.

Financial Improvement Team Meeting The Financial Improvement Team (FIT) meeting on June 28th focused on taxation of grants, income, and VAT and enabled finance staff members to discuss and share processes in a more practical manner, with 36 (20 females) participants from 25 CSOs. Many participants asked how non-profit NGOs can apply for tax exemptions on grants. All participants requested copies of legal materials and samples of applications for tax exemptions.

ICT4D Also on June 28, the ICT4D Meeting focused on data collection tools for CSOs, with 24 (5 female) participants from 19 CSOs. ODC presented the tool Kobo Collect, which can be used to collect data online or offline. InSTEDD made a presentation on Surveyda, which enables data collection by telephone. Both tools are simple to use and applicable for CSOs working in the field. The group also discussed Psiphon, a free open source tool that provides privacy online.

Strategic Advocacy Training for Lawyers LAC presented its analysis of recent amendments to the Constitution and Criminal Code for 20 (3 females) participants from 12 CSOs at the Strategic Advocacy for Lawyers meeting on June 29th. The presentation compared the amendments (to article 437 of the Criminal Code and articles 34. 42, 49, 53 and 118 of the Cambodia Constitution) to the International Covenant on Civil and Political Rights, which has been ratified by the Kingdom of Cambodia. The new articles focus on foreign interference in internal affairs in any form, insulting the king and punishment for violations. According to the amendments, an insult can be made at any time or place – private or public, regardless of intent. The group discussed many examples of insults to the king, including tearing currency, stepping on currency, or keeping currency in a pants pocket.

13 No orientations were held during the past quarter.

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SUB-TASK 2.2: Facilitate Organizational Capacity Assessments All current partner assessments have been completed and the Capacity Development Plans (CDPs) were developed and agreed with partners. Technical assistance has begun with all partners and reassessments of the CDPs and Annual Action Plan (AAPs)14 will be conducted during August and September 2018, utilizing the Performance Monitoring Tools that have been developed alongside each year’s AAP to monitor both the delivery of the planned activities and the implementation and impact of the learning. During Q4, VBNK will begin work with five new grantee partners: MEDIA One, YRDP, PDP- Center, My Village and NAS. VBNK will also work with CENTRAL. Assessments will commence in August with a view to having completed the development of the CDPs and AAPs by the end of September 2018; and technical support starting from October 1st. The final draft of the OACA Assessment Guidelines is currently being produced with a view to being finalized by the end of September 2018. The Guide has incorporated all of the lessons learned through the assessment process with CCSS partners and will be an invaluable resource for any I/NGO or trainer seeking to conduct a thorough capacity needs assessment - utilizing participatory methodologies - with any civil society organization or association.

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

Current status of CDP and AAPs: As noted above, all of the multi-year CDPs for current partners have been developed and agreed, along with the AAPs, which highlight the priority capacity development needs of each organization. All CDPs include the five core themes of: 1. Strategic planning; 2. M&E; 3. Organizational structure and leadership; 4. Financial management; and 5. Organizational procedures. Technical Assistance Plans have been incorporated into the AAPs, and these set out clearly the process and the activities that VBNK will conduct/provide support with, to achieve completion of a task (e.g. strategic planning). The performance monitoring tool tracks the completion of each activity and the achievements against them i.e. whether the learning is being implemented/utilized while also assessing the impact of VBNK’s interventions. A new Technical Director at ACF has asked that we review the CDP with her at the end of this financial year as she would like to review their capacity development needs and the support that VBNK can provide. For example, Strategic Planning was not included in the CDP, and this is something that she would like to revisit so that it is included and features in next year’s AAP. Based on a rapid review of progress on the delivery of the AAPs for 2018, VBNK projects that by the end of this financial year, it will have achieved 100% delivery on the majority of the partners’ AAPs. The few exceptions relate to those organizations that have been

14 For details on the status of assessments and plans, see Annex D.

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Themes of CDPs

Strategic planning M&E Organizational structure & leadership Financial management Organizational procedures deferring technical support during the build up to the national election at the end of July 2018, but VBNK expects to make considerable progress with them by the end of September.

SUB-TASK 2.4: Ongoing Customized Technical Assistance: Coaching, Mentoring and Training Workshops The priority areas delivered this quarter were related to institutional strengthening and USAID rules and regulations that covered Advocacy Strategy (Strategic Communications), Resource Mobilization Strategy, Board and Governance, Organizational Structure, Financial Management, Human Resource Management, Monitoring and Evaluation, Strategic Planning Review and Development, as well as compliance policies relating to budget expenses. Highlights of key results appear below.15 • ACF: As a result of the lessons learned through the Resource Mobilization workshop in November 2017, ACF increased its Facebook posts and has now doubled its followers to more than 20,000. • ADHOC: As a result of coaching, ADHOC staff agreed to develop a strategic communication plan that will serve as a guide to implement its activities. • CCHR: CCHR developed recommendations to strengthen its strategic plan through an effective stakeholder participation process. The ”This coaching session is very helpful for me as recommendations are well as my staff, especially VBNK help ADHOC to designed to ensure that identify the common approaches-both soft and CCHR’s work remains relevant hard that respond to the current changes. This and impactful in Cambodia’s approach also helps to identify specific needs for evolving socio-political the target stakeholders” Mr. Meas Savath, environment. General Secretariat of ADHOC. • CLEC: Through VBNK’s interventions, the organizational structure was adapted and ToRs for the board and

15 For details on capacity building see Annex E.

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management team were revised to promote power sharing and democratic decision making. There are now very clear divisions between the power and responsibilities of the general assembly, the board of directors, the management team and the executive director. • KVAO: As a result of VBNK’s coaching, KVAO has transformed its governance and leadership functions. The organization has committed to incorporating its learning into the governance function to further strengthen its systems and processes, while also ensuring that it continues to comply with its by-laws and that the board provides robust oversight. • TPO: Following coaching on Strategic Planning, one staff member commented ‘with such processes, the participation of staff will lead to an increased understanding amongst the staff of the organizational key vision and the strategies to realizing it; therefore this will increase their ownership of the plan.’ • VIC: Coaching sessions supported VIC’s efforts to develop its own resource mobilization strategy and supporting communications and marketing strategy. As a result, VIC has been regularly updating its Facebook page and website (along with Facebook pages focusing on provincial offices) to demonstrate its activities and their impact to a wider audience. • GADC: After receiving coaching on developing a resource mobilization strategy, GADC established a funding sub-group with allocated roles and responsibilities. The organization also utilized the Resource Mobilization Action Plan (which forms part of the Resource Mobilization Strategy template) to agree on the process of these activities. • 3SPN: As a result of coaching on the review of its strategic plan, and after conducting an environmental scan, 3SPN revised its vision, mission, objectives and key strategies to reflect and respond to the current situation. • HA: After receiving support from VBNK to review its financial policy, HA was able to complete the revision of the policy as appropriate so that it could be signed off by the board of directors. • BCV: After being supported to review their financial manual, BCV staff had a much better understanding of their policies and procedures and current best practices in the financial management. They have committed to ensure that the changes are introduced throughout BCV and that their practice reflects the manual. • CCSP: After conducting an assessment of the QuickBooks system, VBNK supported CCSP to ensure that the structure of the QuickBooks’s design is customized to meet the organization’s financial reporting obligations. • AFD: As a result of coaching on strategic communications, AFD was able to define their key stakeholders to support and influence a current issue they are working on. By the end of the session, they had prepared a first draft of their stakeholders’ analysis. • ODC: Following VBNK’s intervention relating to financial management, ODC’s QuickBooks system was reviewed and revised to better respond to the organization’s needs. A range of resources, tools and templates have been developed as part of providing technical assistance for partners. These include: Agendas; Session Plans; Evaluation Forms;

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Pre and Post Tests; Governance documentation; HR documentation; a HR database; M&E Framework/Logframes and Data collection tools etc. Once the OACA Assessment Guidelines have been finalized, VBNK will endeavor to collect all of these tools and resources together to form an OD and Advocacy Technical Support Manual which can be utilized by a range of practitioners to duplicate the processes and capacity development support that VBNK has been providing to CCSS partners.

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

TASK 3: Analytical and Technical Services No activities took place under Task 3 this quarter.

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SUCCESS STORIES Several partners made progress toward expected results under Task 1 with regard to ensuring that ‘Cambodian CSOs and citizens are more engaged in the promotion of democracy and human rights.’16

On the Road: CCSP commune activism produces results CCSP took a unique approach in seeking a ‘concrete action in response to citizen initiatives’ by the commune council17 in Treuy Koh Sangkat, Kampot Municipality, in Kampot province. Women and youth working with CCSP raised the issue of road repair at a commune council meeting. Commune councilors explained that these repairs were already included in the Commune Investment Plan, although they were not on the priority list. They also noted that they did not have enough funds to repair the entire stretch of road that was causing problems. Nonetheless, the youth and women succeeded in engaging the commune council, as demonstrated by a site visit by commune councilors and technical staff only two days later. At the same time, the women and youth raised funds from community members to supplement the commune funds. These additional funds enabled the commune to begin building the road in March. Construction continues, with plans to extend repairs for an additional 51 meters. These repairs will ultimately benefit 300 households from three villages, enabling children to go to school, pregnant women to go to the hospital, and businesses to deliver their goods to markets.

ODC recognized by Ministry of Post and Telecommunications In its work to provide and promote the use of open-source resources for a broad range of citizens, ODC plays several different roles. In addition to posting resources on its website, ODC provides training on mapping, GPS tools and other tools. This means that ODC works with a range of stakeholders from all sectors, including advocates seeking to hold the government accountable and with the government itself. For example, training sessions on GPS skills have included environmental activists seeking policy changes and also government officials. ODC therefore continually analyzes its relationships, while pursuing new partnerships, and its positioning within Cambodia. During the past quarter ODC had several experiences that demonstrate its challenges and opportunities to ensure that it had ‘strengthened partnerships, collaboration and coordination among CSOs needed to support continued…project implementation’18 and an ‘enhanced ability… to deliver quality programming.’19 ODC had posted an interactive map based on data from a range of sources (including NASA Earth and the Phnom Penh Post, but not the government) on Cambodian forest cover in its website. However, the government reacted by saying that the data might not be accurate. In response, the Ministry of Environment then created its own online interactive map, the Cambodian National Forest Monitoring System.20 ODC embraces this development as positive action by the government, as a demonstration of government transparency.

16 Task 1: Expected Result 3 17 Task 1: Indicator 1.9 18 Task 2: Expected Result 2 19 Task 2: Expected Result 3 20 See Cambodia-nfms.org

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ODC welcomed the news that it received an award for “The Best Product in Corporate Social Responsibility” from the Cambodia ICT Awards, sponsored by the Ministry of Post and Telecommunication, in June. Based on two videos,21 ODC received a cash prize after two rounds of competition. In the competition videos, ODC stressed how businesses can make use of ODC’s web resources, particularly its on-line resources on economic land concessions and environmental impact assessments, while reinforcing the message ‘use our data.’ In addition to this category, the awards gave prizes to winners in other categories, focusing on the private sector, digital content, start-up companies and research and development. The prize demonstrates not only ODC’s credibility with the government, but also its proactive efforts to increase its engagement with the private sector.

The ODC team receiving the award for The Best Product in Corporate Social Responsibility

KVAO improves internal governance KVAO has made great strides in strengthening its governance, and thus shown its ‘increased…operational… capabilities’22 and its ‘enhanced ability… to deliver quality programming.’23 These improvements will be critically important to KVAO’s sustainability, given the value of internal governance in an increasingly challenging funding environment. The OACA assessment of KVAO (formerly RISC) in December 2016 found that the organization was not operating in compliance with its by-laws, which stated that the board

21 For both videos, see https://www.youtube.com/watch?v=WWkOYEPohpw and https://www.youtube.com/watch?v=7s8Kqf52IOs&t=25s 22 Task 2: Expected Result 1 23 Task 2: Expected Result 3

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of KVAO must meet on a quarterly basis to oversee the work of the organization. In fact, the board had not met for about 18 months and there was a lack of clarity about membership, whether the board observed quorum requirements and who was chairing it. Nor was KVAO able to provide any governance documentation to evidence that board meetings had taken place. Finally, the organogram for KVAO had not been revised for some time, so decision- making authority and processes were unclear. KVAO agreed that ‘Governance, Leadership and Decision-Making’ would be prioritized within its CDP and included in the first Annual Action Plan. A change of leadership at KVAO in February 2018 delayed some of this process, to enable the incoming new executive director to be involved in these processes. Nonetheless, during 2017 and 2018 KVAO recruited three new board members (one of which is now the Chair), and the founder of the organization – Bill Herod – returned to the board to support the organization’s governance function. With the new executive director in place, in late March 2018 VBNK provided a governance induction workshop for the new board, which focused on models of board governance, the roles and responsibilities of the board and the benefits of improving governance performance. During quarters 2 & 3, VBNK worked closely with the board and senior management team to review, revise and introduce a range of governance functions and documentation to support the board processes, including: a model agenda and minutes templates; recruitment and induction documentation; a board ToR and job descriptions along with tools to support the board’s annual review and planning processes as part of the whole organizational annual review. In the past quarter, VBNK conducted a session with a member of the board and the senior management team to review the organizational structure and ensure that lines of communication, decision-making authority and the distinction between the board and the management team’s responsibilities were clear. This exercise helped to demonstrate the progress that KVAO has made over the past year in terms of leadership and decision-making authority. The executive director was able to lead this process and was very clear about his roles and responsibilities and which decisions he was able to make, and which decisions needed to be referred to the board. Similarly, he described his understanding of the lines of authority between himself and two technical advisors who support the work of KVAO and was clear that they provided guidance as opposed to them having decision-making authority over him. KVAO has enthusiastically embraced the governance capacity development support provided by VBNK and transformed its governance and leadership functions. KVAO has committed to further strengthening its systems and processes while also ensuring that the board continues to comply with its by-laws and provide robust oversight of the organization.

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Annex A: Performance Indicator Tracking Table Year 1 Year 2 Year 3 Year 4 Year 5 Baseline Life of Project FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Indicator Performance Indicator & Justification Actual Status Date Target Actual Target Target Actual Target Actual Target Actual Target Actual Q1 Q2 Q3 Q4

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

TASK 1: Support to Cambodian Civil Society

Expected Result 1.1 - An improved sub score of Civil Society Sustainability Index – Legal /Enabling Environment Indicator 1.1 4.3 4.6 4.6 N/A N/A N/A 4.6 4.5 4.5 TBD Annually Outcome: Sub score of (2015) targeted Civil Society Sustainability Index Legal/Enabling Environment Expected Result 1.2 - Threatened CSOs or human rights activists have improved access to high-quality legal representation Indicator 1.2: Number 0 2 1 1 1 1 1 1 1 1 TBD Annually of domestic CSOs (11/ targeted engaged in 2016) monitoring, advocacy or legal defense work on human rights receiving USG support through the Legal Defense Fund (LDF) Indicator 1.4: Number 0 20 0 20 1 1 2 5 5 5 TBD Annually of human rights (11/ targeted defenders (HRDs) 2016) supported through the Legal Defense Fund (LDF) Indicator 1.5: Number 0 2 2 4 0 0 0 4 4 4 TBD Annually LAC has draft versions of 4 of legal analyses (11/ targeted legal analyses. LAC expects to supported through the 2016) finalize them by September LDF concerning civil 2018 society enabling environment

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Year 1 Year 2 Year 3 Year 4 Year 5 Baseline Life of Project FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Indicator Performance Indicator & Justification Actual Status Date Target Actual Target Target Actual Target Actual Target Actual Target Actual Q1 Q2 Q3 Q4 Indicator 1.12 (New): 0 0 50 300 253 113 142* 300 300 200 TBD Annually *142 CSOs attended legal Number of CSOs that (2017) targeted presentations organized by receive support from LAC. As reported by LAC, on CCSS on issues related June 29, LAC provided to compliance with presentation to 207 CSOs (this LANGO and other figure is being analyzed to Cambodian laws (LDF) determine if there are duplicates, so this figure may drop) at the national consultation on Policy Development and Legal Framework related to CSOs organized by CCC.. Expected Result 1.3 - Cambodian CSOs and citizens are more engaged in the promotion of democracy and human rights Indicator 1.3: Number 0 5,500 2,973 5,500 1,169 3,264 *TBD 4,500 4,500 4,500 TBD Annually *This data may change if of people engaging in (2016) * * targeted USAID approves the new monitoring, advocacy definition of this indicator or legal defense work proposed by CCSS on human rights receiving CCSS support Indicator 1.6: Number 0 15 6 14 10 17 17 17 15 10 15 18 Annually of CSO partners (2016) 10 10 targeted supported through Democracy and Governance Fund (DGF) grants. Indicator 1.7: 71.43% 80% 57.14% 85% N/A N/A N/A 90% 90% 90% 90% Annually Percentage increase in (2017) engag engag engag engag engag engage targeted the number of CCSS- e in e in e in e in e in in supported CSOs that advoc advoc advoc advoc advoc advoca implement acy acy acy acy acy cy mechanisms for citizen advocacy with government entities.

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Year 1 Year 2 Year 3 Year 4 Year 5 Baseline Life of Project FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Indicator Performance Indicator & Justification Actual Status Date Target Actual Target Target Actual Target Actual Target Actual Target Actual Q1 Q2 Q3 Q4 1.8: Number of TBD TBD N/A N/A N/A N/A N/A TBD Indicator traditional media and (To is deleted social media reports be that cover CCSS- based supported partners’ upon activities. numb er of grants /part ners) Indicator 1.8: 45% No POP was No POP is conducted in year 2 55% No POP will be 65% 65% To be Percentage of (2017) conducted in conducted in reported Cambodian citizens year 1 year 4 in year 3 that report engagement in activities organized/ sponsored by CSOs. Indicator 1.9 (New) 16 N/A N/A 20 18 1 10 25 28 N/A 28 Annually Outcome: Number of (12/ (new targeted commune 2017) achie councils that take ved) concrete action in response to citizen initiatives generated by CCSS grantees (DGF) Indicator 1.10 (New) 0 N/A N/A 12 0 4 0 12 3 N/A 27 Annually Outcome: Number of (12/ targeted commune public 2017) forums held where citizens provide input and/or feedback to commune councilors (DGF) Indicator 1.11 (New): 0 N/A N/A 30 15 19 52 37 36 N/A 103 Annually Number of issues (12/ targeted raised with 2017) subnational authorities as a result of CCSS grantees’ activities. (DGF)

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Year 1 Year 2 Year 3 Year 4 Year 5 Baseline Life of Project FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Indicator Performance Indicator & Justification Actual Status Date Target Actual Target Target Actual Target Actual Target Actual Target Actual Q1 Q2 Q3 Q4 TASK 2: Enhance Technical and Organizational Capacity of Civil Society

Expected Result 2.1 - Increased technical, operational, and financial capabilities of select civil society organizations Indicator 2.1: 0 30% 0 50% N/A N/A N/A 60% 70% 75% 75% Annually Percentage of targeted (2016) targeted CSOs that meet annual proposed benchmarks for specific categories of organizational capacity development. Indicator 2.2: 0 30% 0 50% N/A N/A N/A 60% 70% 75% 75% Annually Percentage of targeted (2016) targeted CSOs that reach benchmarks related to their functional organizational management system Indicator 2.3: Change 3.5% N/A N/A N/A N/A N/A N/A N/A N/A 4.63 To be in organizational (2017) 4.63 reported performance of Task 2 at the end CSOs beneficiaries. of project Expected Result 2.2 - Developed and/or strengthened partnerships, collaboration, and coordination among CSOs needed to support continued organizational growth and project implementation. Indicator 2.4: Number 0 40 63 50 17 14 20 55 60 60 of CSOs participating in quarterly Civil Society Stakeholder Coordination Meetings Indicator 2.5: 61.9 65% 46.67% 70% N/A N/A N/A 75% 75% 75% 75% Annually Percentage of CCSS- 66.67% targeted related CSO activities (2017) that involve multiple CSOs Indicator 2.6: Number 0 16 40 25 28 18 14 25 25 25 25 Annually of civil society (2016) targeted organizations receiving CCSS assistance to improve organizational capacity Expected Result - 2.3. Enhanced ability of selected CSOs to deliver quality programming

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Year 1 Year 2 Year 3 Year 4 Year 5 Baseline Life of Project FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Indicator Performance Indicator & Justification Actual Status Date Target Actual Target Target Actual Target Actual Target Actual Target Actual Q1 Q2 Q3 Q4 Indicator 2.7: Change 3.34 5% 10.18% 8% N/A N/A N/A 12% 15% 20% 20% Annually in average percentage (2017) 3.42 3.68 3.47 3.54 3.59 3.67 3.67 targeted “CSO advocacy index” scores Indicator 2.8: 0 N/A N/A N/A N/A N/A N/A N/A N/A N/A 75% To be Percentage of CSO (2016) reported partners that have by the developed a multi-year end of planning document project 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 0 1 1 0 N/A N/A N/A 1 0 1 3 To be of public opinion (2016) reported surveys produced in year 3 regarding the civil & 5 society and political environment in Cambodia. Indicator 3.2: 64.33% N/A (polling to N/A (No POP is conducted in year 2) 75% N/A (No POP to 90% 90% To be Percentage of citizens (2017) be done in Years be conducted in reported with perception of the 3 and 5) year 4) in year 3 positive contribution & 5 of CSO activities. Expected Result - 3.2. Clear and actionable recommendations developed for meaningful capacity development of Cambodian civil society in key sectors Indicator 3.3: Number 0 1 0 N/A N/A N/A 0 0 0 1 of Political Economy (2016) Analyses conducted.

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Year 1 Year 2 Year 3 Year 4 Year 5 Baseline Life of Project FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Indicator Performance Indicator & Justification Actual Status Date Target Actual Target Target Actual Target Actual Target Actual Target Actual Q1 Q2 Q3 Q4 Expected Result - 3.3. An enhanced ability of USAID/Cambodia to quickly respond to opportunities to protect or advance democratic development, human rights, and/or political reform in Cambodia. Indicator 3.4: N/A 80% Deleted Percentage of relevant USAID/US Embassy staff that find CCSS Public Opinion Polls and Political Economy Analyses useful

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