List of abbreviations AC Agricultural Cooperative ADDA Agricultural Development Denmark-Asia ADHOC Cambodian Human Rights and Development Association BFD Buddhism for Development CBO Community-Based Organization CDHS Cambodia Demographic and Health Survey CDP Community Development Projects CFE CISOM Final Evaluation CHAIN Cambodian Horticulture Advancing Income and Nutrition CHHRA Cambodian Health and Human Right Alliances CIDO Community Based Integrated Development Organization CIP Community Investment Program CISOM Empowerment of Civil society organisations in Oddar Meanchey CISU Civil Society in Development CISUP Empowerment of civil society advocating for the rights of the urban poor in Siem Reap CMAC Cambodia Mine Action Centre COCIS Cooperatives and Civil Society Development Project CP Commune Professionals CPC CISOM Project Coordinator CRC Cambodia Red Cross CTO Community Translation Organization CSA CISOM Senior Advisor CSO Civil Society Organization CWM Consolidating Women Micro Credit DANGO Network of Non-Governmental Organization in Oddar Meanchey DANIDA Danish Foreign Aid DC District Coordinator DEU Delegation of European Union DIPW District Integration Planning Workshop DKK Danish Kroner DPC Deputy Project Coordinator EU European Union FFS Farmer Field School FOA Food and Agriculture Organization GIZ German International Aid HH Household IDE International Development Enterprise IIA Internal Impact Assessment Innovative Approaches to Food Insecurity for Urban and Peri-Urban Poor in Siem Reap INFOSE Province. IO International Organization IP Implementation Planning IWEP Integrated Women Empowerment Project KBA Khmer Buddhist Association LEAP Livelihood Enhancement and Association of The Poor in Siem Reap MAFF Ministry of Agriculture, Forestry and Fisheries MALIS Market Linkages for smallholders (FAO project) NGO Non-Governmental Organization NPDD National Program for Democratic Development ODM Oddar Meanchey Province PADEK Partnership for Development in Kampuchea PC Project Coordinator PCU Project Coordination Unit PDA Provincial Department of Agriculture PDWA Provincial Department of Women’s Affairs PSC Project Steering Committee PRA Participatory Rural Appraisal

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PVDP Participatory Village Development Planning RCEDO Rural Community and Environmental Development Organisation READA Rural Economic and Agricultural Development Agent RED Regional Economic Development SA Senior Advisor SHG Self Help Group SNA Sub National Administration SNV Netherlands Development Organization SMS Subject Matter Specialist SR Siem Reap TOT Training of Trainers VLA Village Livestock Agent WFP World Food Program

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2. Application text Structure: A. THE PARTNERS A.1 The Danish organisation ADDA has worked extensively with agricultural development, empowering women and strengthening of civil society organisations in Cambodia since 1996. ADDA has also implemented numerous projects in Vietnam and Tanzania. So far, Danida/CISU has supported 18 projects with a total of more than 125 million DKK. Additionally, ADDA has received two projects from EU and one from the World Bank, please see Annex A for an elaboration. ADDA has transferred knowledge on best agricultural practices, marketing and improved business opportunities; established - or strengthened - independent and democratic self-help-groups and agricultural cooperatives comprising rural poor; to create awareness of their rights; and to advocate for their interests. ADDA combines an activity and a process-intervention strategy. The activity strategy addresses areas that directly aim to improve food and livelihood situation of poor families. The process-intervention is building the capacity of partner organizations, civil society organisations and other stakeholders to improve livelihood of rural poor, and to influence local and provincial decision-making. This is accomplished by; (i) building advocacy capacity; (ii) facilitating interactions between villagers, authorities and other duty bearers and (iii) promoting positive changes in rural communities according to priorities of the poor. ADDA has a practical approach to agricultural development and organising poor rural communities into democratic organisations that gradually gain significant capacity to advocate on behalf of the poor community. Common for all ADDA’s projects is a bottom-up approach where the local community is strengthened, agricultural production increases which significantly decreases food insecurity and improve livelihood among poor people. ADDA train locals to become trainers of the target groups, since this is a good way to keep knowledge within the communities, and to secure trainers with valuable knowledge on local conditions and habits. The ADDA board, which is the core of the Danish organisation, has a strong professional approach regarding development and agriculture. During the implementation of projects in Cambodia, ADDA has built effective partnership with local institutions (e.g. Ministry and Department of Agriculture, Department of Women Affairs, Public vocational training centers) local partner organizations (e.g. READA, Banteay Srei, RCEDO, CIDO and KBA) and NGOs in Siem Reap. ADDA is also a member of various networks in Denmark and Cambodia: The Danish NGO education network, the Danish Vietnamese Association, Civil Society In Development (CISU), the Cambodian gender and development network, the National climate change network, the coordination forum on food security (DEU). ADDA has a long experience on SHG formation and working with empowering women in Cambodia. Experience include: “Integrated Women Empowerment Project” (IWEP I and II from 2005-2013), “Livelihood Enhancement and Association of the Poor” (LEAP from 2009-2011), “Innovative approaches to food insecurity for urban and peri-urban poor in Siem Reap” (INFOSE from 2011 to 2015), “Cooperative and Civil Society Development in Siem Reap” (COCIS from 2014 til 2016), Strengthening and Consolidation og Women Microcredit Groups (CWM) and “Empowerment of civil society advocating for the rights of the urban poor in Siem Reap” (CISUP from 2014 to 2016). ADDA has worked extensively to strengthen the civil society; reaching out to more than 30.000 poor farmers, primarily women. ADDA has contributed to the formation of 175 SHGs and 10 ACs in Siem Reap. From these projects, and similar projects in Vietnam, ADDA has gained significant experience on project interventions similar to the current project proposal. A.3 The local organisation The project is implemented in close cooperation between READA in Siem Reap (SR) and the three local NGOs in Oddar Meanchey (ODM) in order to strengthen a dynamic, diverse and democratic civil society in ODM. The local NGOs in ODM comprises (i) CIDO covering Koak Khpos and Koak Mon commune in Banteay Ampil district, (ii) KBA covering Chong Kal and Samrong districts and (iii) RCEDO covering Anlong Veng and Trapeang Prasat districts. READA is transferring knowledge from SR and building further organisational capacity and advocacy skills of the NGOs based in ODM (reference to figure 1).

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READA - partner of ADDA: Transfer of COCIS concept from Siem Reap to Oddar READA Menchey. Project implementation.

Local NGOs in ODM: Technical training, strenghten SHGs and develop strong ACs/civil society organisations in different geographical CIDO RCEDO KBA areas of Oddar Menchey. Organisationsal and advocacy capacity significantly built

Capacity of 100 SHGs and 9 ACs strenghtened: SHG 1, 2.. to SHG 33 SHG 34.... to SHG 77 SHG 78.... to SHG 100 Income generation, improved food security, SHGs/ACs are developed. Advocacy on behalf of AC 1, 2 and AC 3 AC 4, 5 and 6 AC 7, 8 and AC 9 poor pepole significantly improve.

Figure 1: The local organisation. Capacity of CIDO, RCEDO and KBA is further built during CISOM II, in line with lessons learned during implementation of similar actions in SR, e.g. IWEP, COCIS, INFOSE, CISUP and CISOM I. The local NGOs in ODM are very experienced and they have been operating from 13 to over 17 years on a number of projects related to agriculture, food security, community development & community based organizations, good governance, water and sanitation. They are thus very familiar with local conditions, they have outstanding sector specific expertise and long standing relationships with project stakeholder’s e.g. they have strong relationship with local authorities, target groups/final beneficiaries, NGOs and projects in ODM and they possess technical expertise very suitable for the implementation of the CISOM II project in ODM. Reference is made to organisational factsheets - annex B - for further details. CISOM will definitely help raise the profiles of the project partners as civil society actors. A.4 The cooperative relationship and its prospects ADDA and READA have cooperated since 2009 on the implementation of IWEP II, COCIS, CWM and CISOM in SR and ODM Provinces. READA has gradually taken over full leadership of project activities, which include strategic services, capacity building, formation of SHGs and Agricultural Cooperatives (ACs) and advocacy on behalf of poor people. A well-functioning partnership is established between ADDA, READA and the local NGOs in ODM since May 2010 (Reference is made to the final CISOM I evaluation report). The partnership has analysed problems and opportunities alleviating problems of poor people in the ODM province using a logical framework approach. Numerous meetings with final beneficiaries, existing donors and local authorities in ODM have been executed within this partnership. Several workshops have been conducted to outline lessons learned and to outline best approach to be implemented in ODM province. Local implementation, ownership, NGO training needs and division of roles within the partnership has been intensively discussed and clearly defined (reference is made to D.1 division of roles - roles that are further detailed in partner agreements). The organizational structure of the proposed project, tasks and responsibilities assigned to each partners favours collaboration, exchange of ideas and utilisation of lessons learned between the three local NGOs in ODM, READA in SR and ADDA. A project coordination unit (PCU) is facilitating learning, efficient activity planning and execution. Regular steering committee meetings (annually) and project coordination meeting (at least every month), and frequent meetings involving all project staff is well established, including occasional exchange visits. Local knowledge, significant experience, and valuable reputation gained by the 3 NGOs during implementation of projects in ODM Province – including CISOM I – highly contributes to address the project objectives and challenges. It is foreseen that the project will build significant capacity and add value to each NGO within the partnership especially on advocacy and establishment of Agricultural Cooperatives. The CISOM project phase II is a fine opportunity for the 3 local NGOs to fulfil their missions for local development within the ODM province and their geographical area of operation. By implementing the project, they will be able to strengthen strategic services, build organisational capacity and improve ability to advocate on behalf of their target beneficiaries. Activities would be extended to 9 new target villages and beneficiaries. This will allow them to gain an even better reputation and higher appreciation from poor people, authorities and other concerned stakeholders. CISOM II represents a chance to (i) develop ACs and SHGs into strong civil society organisations (ii) improve business activities and income of poor people, (ii) involve SHG and AC members and fellow villagers in Community Development Projects (CDPs), (iii) actively take part in the community planning process and (iv) advocate at local and provisional level. CISOM II will build local NGO capacity and in-depth experience on development of democratic and commercial viable ACs in Cambodia who – in turn - will be able to address real needs of their members and ACs and be able to influence local decision makers and agricultural policies.

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B. PROJECT ANALYSIS B.1 How has the project been prepared? ADDA has been operating in Cambodia since 1996. We have observed that living conditions has improved among beneficiaries in SR and ODM. However, it is also evident that living conditions in the remote province ODM is lagging behind provinces like SR, which calls for an effort and a “help to self-help” approach. CISOM I target groups, local authorities, the CISOM steering committee and partners have strongly encouraged ADDA to develop and implement a second phase of CISOM. Each of the local NGOs have actively participated in the overall design of CISOM II, provided input on the social economic profile of ODM, described interventions carried out by local authorities/other organizations and collected relevant data from their geographical area of operation. In addition, they have assessed development opportunities as well as constraints and highly participated during the developing the LFA, the strategy and design of the CISOM phase II project proposal. The design of CISOM II is the result of numerous meetings, frequent partner consultations and intensive stakeholder involvement during the preparation process. Consequently, NGO involvement and local ownership is high and local NGOs express that the concept to be introduced would significantly supplement their own implementation strategies and create synergy with on-going and upcoming projects of other organisations’ in ODM province. Results and recommendations from the CISOM I impact assessment and final evaluation report along with interviews and dialogs with final beneficiaries, as well as village, commune and provincial governing bodies are built into this project proposal. Main objectives, outputs and activities of CISOM II were intensively discussed during meetings of the Steering Committee of CISOM I in July 2015. The Provincial Department of Agriculture (PDA) is deeply engaged in the development of ACs in ODM province and PDA is urging ADDA to develop ACs, because well-functioning farmer cooperatives are considered to have the potential to significantly improve livelihood of poor farmers in a sustainable manner. The Provincial Department of Women Affairs (PDWA) heavily supports woman leadership and advocacy elements of the CISOM project. Local authorities at province, district, commune, and village level have all been very supportive to the CISOM project, previous activities and results, and they are all are looking forward to engage in the new project. Since CISOM II is targeting a number of SHGs and poor farmers that have already been involved in previous projects of ADDA and Cambodian NGOs, the relationship with the target group is very close. All analysis for the current project proposal has been made with a background in existing results of the CISOM I and other related project (ref. to description p. 8 and 9). ADDA is overall responsible for writing the project proposal, because we are able to directly liaise with CISU staff in Denmark, but all Cambodian NGOs have supported all aspects of project preparation. 1 Experiences and major lessons learned from previous projects CISOM phase II is based on results from the CISU supported project: Empowerment of Civil Society in Oddar Meanchay, CISOM Phase I, implemented from January 2013 to end February 2016. CISOM II will focus on further development of 80 Self Help Groups (SHGs) established during the first phase, 11 existing SHGs established by other projects in the target areas, e.g. SHGs established by other project interventions (e.g. http://www.fao.org/cambodia/fao-in-cambodia/en, which terminated in May 2015) and 9 new SHGs to become formed according to the CISOM I concept. Specific problems of poor people in the target area were identified prior to implementation of CISOM I. Identified problems and most tangible results of CISOM I is stated in the table 1 below. ADDA and our partner NGOs: READA, CIDO, RCEDO and KBA have trained app. 5.000 farmers during Farmer Field Schools (FFS)/Farmer Field Days on new and enhanced agricultural production methods in ODM. NGO partners have successfully facilitated the establishing of app. 250 SHGs from 2006 until 2015 and 20 small scale ACs in SR and ODM where poor farmers work together on joint procurement of inputs, small credit facilitation, joint selling of products and advocacy. Training of poor farmers during Farmer Field Schools (FFS) was used to establish 80 SHGs in ODM by CISOM I. The CISOM has produced numerous fruitful results, e.g. participating farmers have almost tripled their production and income from agriculture (72,36 USD to 200.77 USD per year, Sinang, Y. and Kimleng, O. 2015). The establishment of SHGs has also been successful in providing small scale saving/lending schemes and 23 SHGs (September 2015) has increased income of the members by introducing micro business activities within the groups e.g. trading agricultural inputs. Furthermore, numerous SHGs have advanced and are now acting as civil society organizations engaged in Community Investment Planning (CIP) processes and Community Development Projects (CDP).

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Table 1: Problems identified prior to CISOM I implementation and some tangible results achieved

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Since 91 SHGs are already established and actively functioning, it is planned and expedient to further boost their capacity, their interactions within their local community and advocacy towards duty bearers to further improve livelihood among the poorest of the poor I rural areas of ODM. The CISOM II project will focus on further poverty reduction and advocacy to build even stronger civil society organisations in the target area, because the action is building on - and adding to - previous achievements. It takes time to build up strong civil society organizations, and it makes very good sense for CISOM II to strengthen these fruitful examples. It also takes time to build thrust between partners and to create appropriate formal procedures for successful project implementation. These formalities are fully in place, and will be useful and beneficial to project implementation during the second phase. The local NGO partners in ODM have established more than 47 SHGs with support from different international projects. A seed grant catalysed the establishment of these groups. Most SHGs were designed and capacity was built to manage a rice bank and/or a small-scale saving/credit scheme within each group comprising app. 20 members. However, the structure and cohesion of these groups has proven to be rather weak and only app. 11 SHGs of these groups are still functioning in the geographical areas of COCIS II. Local partners are recommending that these groups should strengthen their organizational and commercial activities to improve livelihood of their members; otherwise they are at severe risk of dissolving. Therefore, it is proposed that well-functioning SHGs and experienced CISOM staff should transfer best practice and knowledge to these groups. Main characteristics of strong, medium and weak SHGs established by CISOM I is shown in table 2. Table 2. CISOM I - SHGs divided into the three categories: “strong”, “medium”, or “weak”

The existing 80 SHGs have been divided into 3 categories: “Strong”, “Medium” and “Weak” based on a series of criteria’s e.g. meeting frequency, savings group committee, leadership etc. The most important criteria’s were: (i) Regularity of meetings and savings, (ii) Use of funding for individual and group business activities, (iii) Technical skills within the groups, (iv) Knowledge on legal rights, land rights and rights of children and gender issues, (v) Knowledge on advocacy and the CIP process and (vi) Number of SHG members that were promoted to become “change agents” within their community. From table 3 it is seen that none of the established CISOM - SHGs are weak, 66 % are medium and 33 % of the SHGs are strong, especially with regard to technical skills and knowledge on legal and land rights. A high proportion of the SHG members grow vegetables and/or breed chicken or small livestock, and the status of individual businesses are assessed high or above average. However, profit from individual and groups business remains comparatively low. Most SHGs request improved market access, assistance to develop their group and/or individual micro businesses activities. Community development projects (CDPs) e.g. rice banks and ring wells are also highly requested by SHGs. Groups already involved in a CDP e.g. a rice bank, would like to expand their activities – to include fellow villagers. Groups without a CDP request such supplementary activities. CISOM I groups are stronger than existing external SHGs. SHGs have gained knowledge on advocacy and the Community Implementation Plan (CIP) process, but the impact in terms of “subjects” advocated to commune and other relevant institutions on behalf of SHG members is not sufficient. Therefore, more efficient advocacy for better livelihood and conditions of the poor is highly demanded by

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SHG members and committees. Knowledge on advantages and disadvantages of ACs, farmers associations etc. is average and beneficiaries assess that ACs would significantly improve livelihood of the poor farming community. Further trainings, visits of SHG members to existing ACs, exchange of experience and ideas is therefore build into the design of the CISOM II project. Training on technical skills will be designed especially to improve capacity of medium SHGs. Activities designed to further raise the voice of the poor in their community will address all SHGs, because there is a significant potential to further influence at village, commune and at district level. CISOM I included women’s leadership training. This has led to visible changes, including (i) empowering women to act as role models (both within their family and in their communities), and voice their problems (speaking up at local meetings with authorities, e.g. public forums), (ii) actively participating in meetings and taking up robust discussion, and (iii) taking decision making positions during committee meetings and (iv) implementing their own businesses. Several SHG members (9) have been empowered and become "change agents" within their local community. Legal rights and land rights 17 cases (5 high profile) related to land rights have been solved during CISOM I. Multiple resolutions have been found, along with very positive press coverage of all major cases. Success stories have been widespread and published in Cambodia and Denmark, e.g. ADDA News and Views (November 2014 – 28). Developing Agricultural Cooperatives – experience from the COCIS in Siem Reap 10 Agricultural Cooperatives (ACs) have been formed by READA/ADDA in SR (following the Projects: IWEP and COCIS) with app. 900 members based on members from 175 SHGs and fellow villages. The number of members in each AC is growing each year. The ACs are officially registered and they have been operating their businesses activities from 1 up to 3 years; e.g. rice milling, selling rice seed on behalf of members, providing credit facilities and/or farm inputs (fertilizers and pesticides) to members. All ACs earn a profit from their activities. AC members have discussed and identified most important challenges further development of ACs and their memebrs and they have raised most important problems during meetings with duty bearers at village and commune level (Annex 1. Advocacy road map of COCIS). Identified issues on e.g. poor infrastructure related to roads and irrigation water, lack of capital to boost AC businesses, marketing of their agricultural produces have been thoroughly discussed with local authorities and other duty bearers. A number of solutions have been found especially related to improving roads, restoring of irrigation channels and community ponds. Generally, it is observed that public support and services by local authorities have improved – and costs of public services to rural poor have lowered. The ACs established in SR are frequently visited by interested farmer groups who are considering to establish similar ACs and the ACs are used by the PDA as showcases, because they are democratically and economically well-functioning and they represent the poor rural farming communities. It concluded that the economic and social effect as well as further potential of ACs to poor people is very high in terms of commercial activities and advocacy. PDAs and PDWA in SR; however, recommend that ACs is supported for 6-8 years in order to reach their full potential. Based on internal assessments of ACs - after the first years of operations – it is recommended to further train committee members; to involve members actively; and to make sure that the ACs operate according to their statutes. New ACs should be formed and they will be encouraged to invite fellow farmers to become members – on an open and voluntarily basis – to enhance scale of operation and to further strengthen power and the voice of poor farmers. The above-mentioned characteristics and requests of the target group and participants are the origin of this present project, starting up where the CISOM I, the MALIS and other ODM projects has left/is leaving the SHGs. By this new project, they will further build SHG capacity and make their communities prosper economically and socially. B.2 In what context is the project placed? Oddar Meanchey province is a very young province in Cambodia, created in 1999 after integration of the final elements of the Khmer Rouge into the Government. Due to the years of insecurity, the population of ODM used to be very low, however, improved security and accessibility of the province is attracting large numbers of previously landless families from other, more populated provinces of Cambodia in search of land to farm. Starting life all over again, these families are more vulnerable to food insecurity than the older residents. Female - who are struggling for the survival of their families - heads 15 % of the households (HH) in the province. Poverty in Cambodia is primarily a rural phenomenon, but there are significant regional disparities in the incidence of poverty in Cambodia, with low rates of poverty recorded in regions with higher income per capita (e.g., Phnom Penh, Kandal province, and Sihanoukville) and high rates of poverty in those with low income per capita (e.g. ODM). ODM province is one of the three poorest in the country.

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Total population in ODM increased from 43.436 families to 49.927 families from 2010 to 2013. The total number of poor ID 1 and ID 2 households decreased from 30% to 21% during the same period. Samrong continues to be one of the districts with the highest rate of poor household followed by Banteay Ampil district. Agriculture 85.4% of households declare that agriculture is their main occupation whereas 14,1 % of HHs indicates that services are their main occupation. Two third of the cultivation area is used for rice cultivation. Other crops like soya bean, sesame, corn and cassava are cultivated on less than 1 % of the total area. The average rice yield vary from 1,1 t/ha for wet rice land to 2,8 t/ha for dry rice land. 9 % of the families do not have any rice fields, and 11 % have less than 1 ha of rice. It is noteworthy that only 4 % of families had access to irrigation water or irrigation wells in 2008 (Source: ODM provincial data Book 2009). 42.1 % women headed households have their main income from agriculture. Education: (Main source of information: Provincial data book 2014) The illiteracy rate has dropped from 30 % in 2009 to 20.3 % in 2014 for the population over 25 years old. The number of primary schools increased from 206 to 214 from 2009 to 2014, lower secondary schools increased from 22 to 33. 82.2 % of the total number of children from 6 to 14 years old is attending school and 90.9 % of youngsters between 15-17 years are studying. According to the education statistics and indicators, from the Ministry of Education Youth and Sport (2014) the dropout rates in ODM from grades 1 to 12 exceed by far the national average for rural areas. Health, sanitation and nutrition The prevalence of malnutrition among the child population is relatively high/very high compared to other provinces. 47 % of children less than 5 years old are moderately or severely stunted, 39 % with underweight and 11 % wasted according to WFP 2005. More than half of the families get their drinking water from unsafe sources in the dry season compared to 47% at national level for rural area (Source: CDHS 2010). Less than one quarter have access to water within a range of 150 m from their home. 39 % of families boil water for drinking and 18 % use water filters. Development programs 6 International Organizations (e.g. SNV, iDE, FHC, Enfants Du Mekong, HALLO TRUST, Medical Team International), 2 UN agencies (UNICEF and UNDP-PSDD) and 12 local NGOs (e.g. CIDO, RCEDO, KBA, BFD, CHHRA, CTO, CRC, CMAC, ADHOC, AHEAD, GreenWay and PADEK) have been operating in ODM in the educational sector, agriculture and livelihoods, health, natural resource management, good governance, security and similar sectors. The NOG partners/CISOM collaborate with the following interventions and projects in ODM: Gesellschaft für Internationale Zusammen arbejd (GIZ), Buddhism for Development (BFD), Cambodian Human Rights and Development Association (ADHOC), Components of PADEK’s Integrated Community Development Project and the SNV project: Cambodian Horticulture Advancing Income and Nutrition” (CHAIN). A detailed description of partners, project interventions and collaboration is outlined in Annex 2. Previous programs implemented in ODM were implemented with a strong focus on disaster management and strategic delivery in terms of distribution of agricultural inputs, equipment, construction of small irrigation systems, training on agriculture, etc. On-going and previous projects did not emphasise on the development of civil society organisations (ACs, SHGs/CBOs) into democratic bodies with significant advocacy power and they do not have a specific focus on the poorest of the poor. It is the intention of the CISOM II project to build on any previous training, inputs and equipment and to achieve synergy with ongoing projects in ODM. Preliminary agreements have been made with GIZ, SNV, BFD and PADEK on cooperation and coordination of activities in ODM. Synergy is especially foreseen from interventions of our three local NGO partners pursuing further development of civil society organisations (SHGs/CBOs and ACs) and/or building advocacy capacity of SHGs funded by other projects and initiatives. Project activities in ODM funded by different donors are coordinated among NGOs during meetings every second month. New project initiatives are outlined, activity plans drafted, risk of overlapping and possible synergy is discussed. All NGO partners in ODM are represented during these meetings (CIDO is member and chairing the coordination unit of the NGO network in ODM). Overlapping of similar activities between CISOM and other projects is not going to happen, because CISOM activities and specific project villages and beneficiaries are discussed and agreed upon within the NGO network and local authorities before activities are started. Furthermore, it is the intention to facilitate synergy with any other projects and especially to encourage advocacy capacity building of civil society organisations funded by other donors.

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Existing human capacity and training The provincial Department of Agriculture (PDA) has trained and supported Village Livestock Agents in all villages in the target communes. Some VLAs have received refresher training and coaching in order to improve their performance and quality of services. VLAs are the only local human resource trained and certified by PDA to provide service in animal husbandry. PDA has been able to provide few technical staff to some of the IOs and NGOs implementing agricultural development projects in the province. The Provincial Department of Woman’s Affair (PDWA) has assisted commune and village councils to identify and appoint women to head gender and women affair at commune and village levels. These gender focal women are local people living in their villages and communes. They are trained and supported by PDWA; however, they are not fully able to fulfil their tasks, because the cost of their services is not paid by the PDWA, or by any other users. Provincial Vocational Training Center (under ministry of Labour and Employment) provides few short training courses on agriculture to farmers, conducted within local villages. It is the overall conclusion that the qualifications, capacity and esteem of the VLAs and gender focal woman within villages is comparatively low; the level of their activities is not sufficient and the interaction within the local community is inefficient. It should also be underlined that neither VLAs nor focal woman are on the payroll of the governmental institutions in ODM. B.3 Problem analysis Main causes of the problems Stability and security came late in ODM province. A comparatively large proportion of land is not occupied and the vast majority of the land in ODM Province has never been titled; boundaries between owners of land are not well demarcated. Land issues are “burning” in some areas in ODM; however, some progress is observed and the situation is slowly improving. The Cambodian land law states that any person has the right to request a definitive title of ownership when a citizen has had uncontested possession of an immovable property for at least five years. However, having the right to request a definitive title and actually attaining a land title are two quite different things in ODM. The poor may qualify for a land title under the law, but they are not aware of their status and they are unfamiliar with the procedures for requesting land titles. Some families have land certificates acknowledged by local authorities (village chief and commune council) only. “Hard land title certificates” issued by provincial authorities are hardly issued to the poor. Less than 1 % of the rural families in ODM have attained hard land title certificates. Micro finance institutions did not develop in the province and poor people was forced to rely on private moneylenders. A number of poor farmers have incurred comparatively big debts to private moneylender and subsequently also to micro finance institutions. Farmers and poor people with inadequate income try to access to loan from different institutions to repay old loans and to cover up daily expenses. Many have failed in their business activities and have incurred big debt; causing some illegal migration to Thailand. Facts and causes concerning poverty and limited capacity within rural communities are explained below. 3.1 Poverty in ODM province Oddar Meanchey is Cambodia’s newest province and is one of the poorest in Cambodia. In terms of food availability at the household level, the province ranks as the worst in the country. Women farmers are at higher risk of losing their livelihoods, pushing them deeper into poverty. Rural women are responsible for 80% of food production in Cambodia and more than 65% of women are farmers. CISOM has an explicit and proactive focus on poverty reduction, gender equity, women's participation, good governance and human rights issues. From an equity perspective, there is concern that growth within the overall agricultural sector in Cambodia has not benefitted the very poor. Under-five child malnutrition is high; poorer children suffer more from malnutrition and poorer health services, resulting in higher mortality and morbidity according to UNICEF Cambodia 2010. Such findings are deeply troubling, and underlines that more must be done to target the very poor, the landless and smallholders. Alleviation of rural poverty is reached by increased agricultural food production, increased income generation from micro business activities and by strengthening the voice of the poor in the target group of the project. 3.2 Agricultural production Core agricultural sub-sectors (rice, other crops, livestock, fisheries and forestry) play a crucial role in providing food and livelihood security for most of the country’s population, employing around 72 % of the labour force, including the majority of the poor. Agriculture – particularly rice and cassava cultivation – is the most significant sector for social development and poverty reduction. However, agricultural productivity is low, rate of investment is slow, marketing channels, institutions and infrastructure is underdeveloped.

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Recent findings suggest that agricultural production is hindered by costly and poorly regulated farm inputs. A case study found that ineffective regulation has resulted in low entry barriers, which lead to the distribution of poor quality fertilisers: up to 10 % of fertilisers in the study area were counterfeit. Farmers also find it difficult to access seeds due to supply shortages and high prices. Future policy and actions must focus on removing constraints to seed and other agricultural input supply. Credit is one of the most expensive farming inputs, especially for smallholders who rely on informal credit markets. The majority of farmers obtain high-interest (around 5 % per month) moneylender loans, because they can quickly access them in times of need (Anon. 2013). Another key deficiency in agricultural product markets is uneven distribution of market information resulting from widespread informal trade. In the absence of formal sources of market information and trade frameworks, prices and terms are determined informally by brokers, who are able to exploit information asymmetries to the detriment of small and/or individual farmers Poor organization within the farming community is a vast problem, which is interlinked to poverty and opportunities of further development. Better organisation and higher capacity of the poor farming community e.g. SHGs, ACs, improved market linkage, input supply; and value adding is addressed by this proposal.

3.3 The civil society in Cambodia Civil Society Organizations (CSOs) in Cambodia are mainly engaged in peace building, reconciliation and mediation at the community level. CSOs are also engaged in a variety of interventions, which largely fall under sustainable livelihood promotion. Such CSOs are involved in the promotion of livelihood by providing agricultural inputs to the farmers and fishing equipment to fisher folks etc. An independent and more influential civil society obtained more favourable conditions in 2005 – at least in principle. By that time the Cambodian government adopted the strategic framework on decentralisation and de-concentration reform (D&D), with the goal to create a governance system at the sub-national level based on the principles of strengthening local democracy, promoting community development, and reducing poverty. The first three years implementation program (IP3) 2011–13 of the government represented the road towards promoting good governance by implementing its policy of Sub-National Democratic Development (SNDD) and the newly created Sub-National Administration (SNA) called for management systems and capacity to implement council decisions to implement the political reform. This was – and remains – a challenge to involve poor people within the districts, communes and villages. Citizen participation is mandated in the law and decree issued by the government. The SNDD and SNA gave more space for CSOs to facilitate dialogues amongst citizens, elected officials and government officials on development priorities and issues at local level. The Principles of Commune Participatory Planning and Commune Annual Investment Program are outlined in annex 3. However, given the hierarchy-conscious political and bureaucratic culture in Cambodia, facilitating such intermediations remains a difficult but important intervention. “Nevertheless, a section of CSOs primarily engaged in sustainable community development, economic empowerment, livelihood promotion or environment protection and conservation activities are catalysing the formation of various forms of CBOs at the local level. Such CBOs receive support from CSOs primarily based on the project activities, however, increasingly these CBOs are also receiving ‘civic educational’ support on e.g. the rights and entitlements of citizens”….” In the current political culture such subtle education of citizenship and democratic rights makes sense, as it evokes less suspicion and repercussion from the political establishments. Such support, although minimal at present, but has the potential for authentic community empowerment” (Bandyopadhyay, K. K. and Khus, T. 2012). This quote highlights the very essence of what CISOM is striving to achieve in terms of community empowerment and advocacy. 3.2.1 Working with farmer groups and especially Agricultural Cooperatives The definition of cooperatives made by the International Co-operative Alliance will be the one referred to in this project: “A co-operative is an autonomous association of persons united voluntarily to meet their common economic, social, and cultural needs and aspirations through a jointly-owned and democratically- controlled enterprise” (ICA, 2007). Beneficiaries of the COCIS project in SR have experienced that ACs promotes productivity by enabling farmers to negotiate better prices for their inputs, credit, and/or products, and help disseminate information and technology. However, smallholders often do not see benefits from participating in farmer organisations. There are many advantages for farmers working in Agricultural Cooperatives which is experienced by e.g.: “.when empowered by membership in a larger group, smallholder farmers and other producers can negotiate

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better terms in contracts, and lower prices for agricultural inputs like seeds, fertilizer. They can reduce risks and gain enough influence to secure land tittle rights and better market opportunities” (FAO, 2012). This quotation perfectly highlights some of the positive experiences from on-going projects of ADDA and READA supporting the development of ACs in SR (COCIS 2014-2016). Furthermore, several SHGs are able to cooperate when buying inputs and/or selling agricultural products and they create better business potential for themselves. Further development of farmer groups (e.g. agricultural production groups, SHG saving, rice banks) and empowerment of ACs are fundamental to achieve inclusive growth and sustainable development according to the Director Department of Agricultural Extension, MAFF (Soeun S. 2013). The main goals of Agricultural Cooperatives According to Soeun are to, (i) satisfy member needs and (ii) to pursue profit and sustainability. However, most ACs faced challenges in their operation over the past years, because of (i) very small capital and profit limiting capital for investments, (ii) limited capacity of the committees (e.g. weak capacity on business planning, accounting, management skills and lack of awareness raising for their members on ACs, and (iii) uncertainty in identifying most appropriate types of cooperate business activities. It is therefore very important to build sufficient capacity of ACs in order to secure that these organisations represent an effective way of community development among poor farmers. Lack of knowledge about the legal framework and operating procedures of ACs is a challenge to ACs themselves and it is also a barrier to poor farmers and SHG members considering membership of an AC. The legal frameworks applicable for ACs are briefly explained below. 3.2.2 Legal framework regarding Agricultural Cooperatives Cambodia's National Assembly has adopted a law on farmers' cooperatives in May 2013 supporting government policies in bolstering the agricultural sector. The law allow farmers to organize themselves in legally recognized cooperatives, which improve their market position and increase access to financial and technical support. A cooperative can be established by at least 15 people working in farming and agricultural business according to the law. The government is striving to find financial institutions that could offer credit to farmers through the cooperatives, allowing farmers to get loans without collateral, because the cooperative would guarantee the loans of its members under the new law. The Ministry of Agriculture has registered/established 556 agricultural communities throughout the country with 64.662 members and a total capital of 6.74 million U.S. dollars. "Currently, agricultural communities are playing an important role to help the government promote paddy production and milled rice exports," and "The communities will improve food security, reduce starvation and bolster economic and social development" Minister of Agriculture said during a recent parliament session. A very central part of the project is to inform and discuss opportunities and obligations with farmer members and newcomers to cooperative communities when operating legal cooperatives. The availability of this kind of information has previously been very limited to the farmers. Actually, only a few of them are aware of objectives and/or how to obtain a certification, and likewise they are hardly aware of how and who they should contact for help in ODM. It is an advantage for a large group of farmers to get the certification that suits their abilities and to become a legal cooperative entity. This will also justify the rights of the groups to receive guidance and counselling from the PDA on any issues related to operating as a cooperative. When a co-operative start to make profit there might be internal and external disputes about legalities and distribution of funds etc., which all are subjects that the PDA and project staff can outline and explain. Additionally, when the Cooperatives become certified legal entities, they improve opportunities to apply for advantageous loans. Loans helping ACs to increase their scale of operation, and most probably strengthen economy in the local communities. 3.4 Starting point regarding women’s, men’s, girl’s and boy’s needs, roles and interests Experience of ADDA and research findings in Cambodia clearly shows that:  Traditional repartition of tasks shows that women are more involved in vegetable production and sales. Men are mainly involved during ploughing, irrigation and transportation.  Women are most interested and dedicated members of SHGs; dissemination of information/knowledge in the community and sharing of knowledge and information within the family is more effective communicated through women.  The establishment of basic civil societies (SHGs) has proven to be an efficient way of building the capacity of women. Especially in terms of increasing their influence and leadership at local level, improve female training, favour children’s’ education and school attendance and woman participation in SHG which all help reduce the repetition of gender biased behaviour.  Women (especially pregnant and lactating women) and young children are most severely affected by

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malnutrition, which would include long-term consequence on the physical and intellectual development of children.  Women are main caretakers and they are very interested in subjects regarding nutrition, hygiene etc.  When women contribute to household incomes, male/female relationships tend to be more balanced - and men seems more motivated to contribute to household chores. 3.4.1 Women leadership and gender issues A recent CISOM internal impact assessment (Sinang, Y. and Kimleng, O. 2015) revealed that, more women have become active leaders; now they play a very important role domestically; several have built leadership capacity and are actively involved in their local communities representing and speaking on behalf of women (table 2). This show to the public, that women will actively use their abilities e.g. actively advocate during local meetings, manage group savings and loans as well as support to other villagers when women get the opportunity to learn and to work in their community. The impact assessment further revealed that:  An increase in women’s leadership and presence on decision making committees, increased ability of women to apply sound conflict resolution skills at a family level o Domestic violence reduced in the project target area o Respondents reported that both wife and husband took responsibility for the agricultural activities o “Wives” are main money keepers of earnings from selling of vegetables, eggs and poultry  Only a limited number of SHGs got support from other institutions and sometimes - for various reasons - the groups sometimes lose communication with local authority e.g. commune councils. Consequently, their skills on communication and proposal writing need to be further developed.  Capacity development of SHGs is still needed especially in order to identify needs of the poor and to set priorities for proposals that should be integrated into the Community Investment Program (CIP).  Most SHGs formed during CISOM I are still in the process of building strong group management and leadership and they still require close support from project staff. It seems that gender relations are only changing slowly; however, the relationship between husband and wife is changing, e.g. men listen more to women than they did in the past, and women can now own things themselves, cultivate their own land, and run their own businesses. The interventions of the CISOM phase II project in ODM province are aimed at strengthening women’s and children’s long-term participation, encouragement and involvement. The project addresses gender equity and good governance through promoting participation of women in local decision-making on the strengthening of CBOs - such as women SHGs and ACs - in order to improve their dialog with Commune Councils and other government structures. The CISOM II action will also significantly reduce food insecurity by increasing skills and income generation opportunities of participating poor people. B.4 Stakeholder analysis Most obvious stakeholders are Self Help Group members and Agricultural Cooperative members, youth and village heads in the ODM province who will benefit from training, capacity building and other activities of the project. Further to these stakeholders are projects and NGOs operating in ODM. The Provincial Department of Agriculture and the Provincial Department of Woman Affair as well as other local and provincial authorities in the province are major stakeholders – and duty bearers - that may influence the project significantly. The CISOM project contributes to the obligations of the local government authorities and fulfil major missions of these institutions e.g. improve livelihood of poor people, taking voice of poor people into account in the investment planning processes, legal issues etc. Local authorities have been able to boost activities, achieve synergy in terms of agricultural production, micro business development, and respond to the needs expressed by the target beneficiaries during CISOM I. They have gained more knowledge and experience in community development work and collaboration with groups of poor beneficiaries. CISOM has potential to further improve the overall image of authorities, because local people achieve better living condition and they are better organised. A very close collaboration, communication and involvement of governmental authorities/staff at all levels is established - to share the outcome from success stories and events e.g. AC and SHG activities, events and campaigns. Such an approach minimizes the risk of undermining their authority and power and it has also reduced any fear that the CISOM project may draw attention to shortcomings of local authorities. The governmental institutions have only limited capability to respond to an omnipresent need for development in the province due to lack of resources in terms of manpower and capital. Local NGOs are working very closely together with local authorities at all levels, because they represent a very important framework. Furthermore, local authorities possess some financial (however limited) and legal capacity (the authority) that may further be directed towards the needs of poor people. PDA and PDWA are members of

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the CISOM steering committee and we have received very positive support from these institutions (reference is made to Annex 15. Supporting letters from PDA and PDWA). A meaningful voice for the poor in political decision-making is challenging in many countries. However, local authorities in ODM and the Royal Government of Cambodia has intensified the implementation of its vision of the sub-national governance system encouraging popular participation in decision-making at all levels. (A more comprehensive description of primary stakeholder’s is outlined in annex 4 – table inserted) Local authorities including village chiefs, commune councils, district governors and provincial authorities strongly support CISOM project interventions in ODM and have credited the partnership of CISOM I for working with poor target groups and positive impacts of on-going projects on poverty reduction and empowerment of women status in ODM province. They are looking forward to further support implementation of the CISOM II project. The provincial department of agriculture and provincial department of women’s affairs are strongly supporting the CISOM II project proposal and will actively participate in the project implementation of CISOM. Through their participation, the project intervention concept will be widely disseminated. The private sector is another important stakeholder procuring vegetables, cassava and rice from the target group and the private sector is selling fertiliser and other gross input to individuals, SHGs and ACs. The private sector have proven to be supportive to CISOM activities, because they can reach a big number of small scale producers by approaching a SHG, or an AC. Bargaining power of strong ACs will challenge profit margin of input suppliers and output traders in a long term perspective, but this mechanism is not seen a major obstacle during next 3 years. Cambodian NGOs have deep knowledge and experience in empowerment of communities, food security, social capacity building and development. The NGO partnership has built significant capacity on legal rights, technical trainings, and awareness rising among poor people from implementation of CISOM I and COCIS in SR READA. Local NGOs will improve their capacity on Agricultural Cooperatives, efficient advocacy, and interactions with governmental structures, project management and organizational development as well as a number of technical skills. C. PROJECT DESCRIPTION C.1 Target group and participants The intervention’s primary target group are members of 100 SHGs comprising app. 2.600 rights holders from 79 targeted villages in ODM, which is indicated in the Annex 5. Target groups are ID Poor 1 and 2 households and other unclassified poor and vulnerable farming families, especially women-headed households. The intervention will also build the capacity of local NGO partners, Community Professionals (CPs) and duty bearers at Commune and District Level to build their capacity. Local NGO partners, SHGs and ACs will communicate suggestions and priorities of rural poor rights bearers regarding the Village, Commune and District Investment Planning to local authorities (duty bearers) - using a rights based approach to reach better development priorities at local level. ODM authorities (main duty bearers) encourage such participation at village, commune, district and regional level during planning and policy development. The approach is fully in line with basic principles of the National Committee of Sub-National Democratic Development (NCDD) in Cambodia. One of the cornerstones is popular participation including introduction of systems and procedures for people’s participation in decision-making at all levels of the sub- national governance system (Reference is made to annex 3) SHGs and ACs are groups and associations comprising the target grout united voluntarily to meet their common economic, social, and cultural needs and aspirations through jointly-owned and democratically-controlled activities. Local NGOs have been deeply engaged in rural community development in the target area for decades and they are deeply rooted in the local grassroots level. Local NGOs are responsive to needs and priorities of rural poor; their work and strategic choices are highly influenced by the primary target group. Previous ADDA projects have shown significant outreach and great spill-over effect of knowledge to the families, neighbors and friends of the primary target group. It is estimated that at least 30.000 people will increase their knowledge on agricultural production, benefit from improved influence on community development and/or improve their legal status related to e.g. land rights by the end the first phase of this project. The total number of beneficiaries of the CISOM interventions is shown in table 4.

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Table 4: Total number of beneficiaries of CISOM interventions

C.2 The project’s objectives and success criteria (indicators) Overall development objective Democratic civil society organisations have developed to efficiently advocate on behalf of poor people to defeat poverty & hunger and they are reaching out for the Millennium Development Goals in Oddar Meanchey Success criteria Civil society organisations have improved living standards and poverty ranking of poor people and more inhabitants acknowledge popular influence on decision-making.

Immediate objectives: 1. March 2019, at least 80 % of 4.000 poor families (poorest of the poor) in ODM have increased their own consumption and/or increased income at least 30 % from sale of vegetables, cash crops, rice and small livestock Success criteria/indicators:  3.200 poor families report 30 % increase in their own consumption and/or income has increased at least 30 % from sale of vegetables, cash crops, rice and small livestock.  Household status (wealth ranking) has improved. Verification: (i) Baseline surveys compared to results of mid-term and final evaluations. 2. March 2019, 100 SHGs and 9 Agricultural Cooperatives (ACs) have developed into democratic and well- organised civil society organisations improving livelihood of their members. Success criteria/indicators:  March 2019, 80 SHGs and 8 ACs are operating according to the M & E standard for good SHG/AC organisational, commercial and social behaviour  At least 80 out of 100 SHGs have conducted market analysis; they have updated business plans and execution is in progress not later than 6 months after training sessions  By March 2019, 50 out of 100 SHGs have established or improved micro business activities  Members are actively involved in the development of ACs  March 2019, 8 out of 9 ACs are able to evaluate the market and they have adjusted their Business plan(s) according to member needs and market opportunities.  A profit is earned on cooperative business activities; farmers are buying at lower process or selling their produce at better prices.  March 2019, 1.000 HH have better selling prices, credit facilities and/or cheaper farm input prices related to vegetables, cash crops, rice and small livestock.

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Verification:  Baseline surveys compared to results of internal assessment and final evaluations, (ii) Minutes of SHG meetings and saving records, (iii) Random evaluation of SHGs, (iv) 100 SHG evaluation reports, (v) Quarterly and annual CISOM progress reports 3. By 2019, 80 out of 100 SHGs, 6 out of 9 ACs and 4 local NGO partners are increasingly influencing local and national decision making on rural development Success criteria/indicators:  Local NGO partners, ACs; and SHGs advocate for better income generation opportunities and legal rights – including land rights - of poor people at province, district, commune, and village level  March 2019, 100 SHGs have involved fellow villagers and developed suggestions on future priorities for community development projects based on CDPs and PVDPs  March 2019, at least 2.000 SHG members and 1.000 other villagers actively participated during analysis of problems and opportunities in their local communities (PVDP)  PVDPs have been integrated into Community Integrated Plans and supported by relevant institutions and NGOs through District Integration Planning Workshop (DIPW)  March 2019, 6 ACs and 80 SHGs have reached tangible results in their local community by the use of appropriate advocacy techniques and strategies  By 2019, inhabitants in at least 70 target villages in ODM province acknowledge the advantages of well-organised SHGs and Agricultural Cooperatives and their influence on local decision making. Verification  (i) Report from the Provincial planning department, (ii) District and commune official report, (iii) Minutes from meetings, (iv) 79 PVDP reports For a more comprehensive description, reference is made to the Logical Framework Approach (Annex 6). C.3 Outputs and activities IOs Expected outputs Main activities – ref. to the LFA for a more comprehensive description

Output 1.1  Conduct follow-up Training of Trainers (ToT) on relevant topics and refresher March 2019, NGO partner staff in training on e.g. vegetables, rice, cassava and cash crop production ODM has conducted additionally  Conduct additionally 9 FFS on vegetable and small livestock production 9 FFS and 100 focus trainings,  Develop SHGs according to the successful methodology used during COCIS which have resulted in increased

objective1 production at 3.200 households  Arrange 100 field days/focus trainings and visits for exchange of knowledge comprising the poorest of the  SHG members and FFS trainees are encouraged to network with fellow Im. Im. poor and especially woman. villagers and share knowledge gained from FFS Output 2.1  Training of Community Professionals (CP) on project methodology, March 2019, 100 SHGs have built leadership, organizational management, and tasks of CPs further their organisational  Training of weak SHGs by most experienced SHG committee members (e.g. capacity by transfer of know-how exchange visits) from best performing SHGs and  Workshop to create M&E guidelines and good SHG organisational and social Community Professionals (CPs) behaviour. having gained further experience  Training of the SHGs on leadership and organisational management (e.g. on poor community development fundraising, economy, project planning, group dynamics, action plans, M&E,

and SHG leadership conflict resolution, management of CDPs)

Output 2.2  Training of CP and subsequently SHGs on conducting market analysis and By 2019, 80 SHGs and their business plans members are able to analyse the  CPs and DFs assists the groups to initiate market analysis, business market and adapt their production assessment and adaption of production to market demand according to market demand and  Focus trainings on storage of crops and marketing by CP and subject matter efficiently sell their produce to specialists (SMSs) local markets and traders  CP establish continuously dialog with potential buyers Output 2.3  Training of SHG members on basics of micro business planning and

March 2019, 100 SHGs and their execution of plans by district facilitators Immediate objective 2 members have received training  Constraints and potentials for positive change are discussed that enable them to introduce or  Training of SHGs on common procurement of inputs, value adding to improve micro business activities agricultural products and group marketing. Output 2.4  Training of facilitators on funding opportunities, obligations and farmer credit By 2019, 100 SHGs are aware of  Distribution of information to the SHGs by CPs about opportunities and borrowing opportunities and limitations of the loans and credits available for groups obligations incl. production loans  Training of SHGs on extended saving and credit schemes from either AC managed funding  Assisting SHGs on management of saving/credit schemes and approved and/or other local credit agencies loans THE CIVIL SOCIETY FUND – Major development project (DKK 500,000 to 5 million), rev. January 2015 16

IOs Expected outputs Main activities – ref. to the LFA for a more comprehensive description Output 2.5  Training of CP on opportunities and limitations of operation within the End 2016, 100 SHGs have Cambodian Cooperative Law strengthened their knowledge  Training of SHGs by district facilitators and PDA staff on opportunities, about Agricultural Cooperatives; obligations, laws and legal rights of related to cooperation within SHGs, their organisation and the Farmers Associations and Agricultural Cooperatives, including training on the operation of aggregated group Royal Decree on cooperatives activities; including internal rules  Training of SHGs on opportunities and limitations of operation within and regulations Cambodian Cooperative Law Output 2.6  Recruit members and continuously support the established 9 ACs By 2019, 9 new ACs are  Training of AC committee members on AC management operating according to the Royal  Support to ACs to obtain legal improvement according to the Royal Decree Decree for Cooperatives in Cambodia  Meetings between authorities and ACs supported by project staff Output 2.7  Identification of training needs within each AC and planning of training by March 2019, Committee members PDA, READA; RCEDO, KBA and ADDA subject matter specialists from 9 Agricultural Cooperatives  Training of AC committees on member involvement (incl. communication have been trained in strategic styles, participatory rural appraisals, leadership styles, conflict resolution) methods for active member  Write a guideline for strategic methods for active member involvement involvement  Make a strategy for recruiting new members for the ACs Output 2.8  Training on market analysis/market assessment, accounting, business March 2019, 8 ACs are operating planning and cooperative business execution by district facilitators viable cooperative businesses  9 business plans are elaborated to boost activities of ACs providing cheaper inputs and/or  A competitive grant is announced and made available to the 8 best adding value to the produce performing AC (best practice and best business plans submitted to the delivered by farmer - increasing evaluation board) to boost business activities of ACs income of their members by 5 %.  Viable business plans of ACs are executed Output 3.1  Local NGO partner staff are re-trained on Participatory Village Development March 2019, local NGO partners Planning (PVDP) and PVDP is facilitated in 79 villages, involving SHGs and have assisted 100 SHGs and 1.000 other villagers by local NGO partners and by district facilitators 1.000 other villagers in their  Participants and local NGO partners staff work out small reports outlining analysis of problems and priorities and recommendations of rural poor to be used for village, commune opportunities within 79 villages. and district investment planning. Output 3.2  Training is organised for local NGO partners staff on efficient advocacy March 2019, 9 ACs and 100 techniques and relevant issues including social, gender and economic issues SHGs have strengthened their  SHGs and ACs are trained on advocacy and related issues according to knowledge on advocacy which is specific training needs assessment utilised in their direct dialog with  Current agricultural policies and priorities are discussed within ACs and the local authorities addressing SHGs. Priorities are used for dialogs with fellow villagers and local authorities the needs of poor, rural people  Workshops are organised for staff from authorities, SHG and AC members

 Train district and commune council members on local planning process.

Output 3.3  NGO Partners, SHG and ACs work closely with government structures at March 2019, suggestions and local, provincial and even national level; they closely follow-up on activities priorities of rural poor regarding and priorities and they monitor and communicate with all stakeholders. the Village, Commune and Implementation of priorities is monitored - case by case – lobbying for District Investment Planning have government policy to materialize in better priorities at the local level efficiently been communicated to  Meetings/forums with local authorities are arranged for presentations of local authorities by the ACs, NGO priorities worked out by SHGs and ACs regarding rural development and partners and 80 SHGs - using a livelihood of the target group/poor people

result based approach to reach  Arrange publicity on suggested recommendations and priorities of civil Immediate objective 3 better priorities at local level society organisations e.g. SHG priorities Output 3.4  Selection of 80 SHGs to pursue a Community Development Project (CDP) March 2019, 60 villages have and planning of training activities improved their local community  SHG/CP communicate projects/action plans to CC and obtain CC approval with a Community Development  SHGs and CP mobilise local and other resources for project implementation Project (CDP) responding to the  SHGs and CP design a system for CDP management and user payment for need of villagers project maintenance Output 3.5  ADDA/local NGO partners discusses CISOM initiatives and progress during March 2019, the positive outcome monthly meetings of the NGO Dango network in ODM from SHG, ACs and NGO  Stories of success are identified, described and disseminated to relevant involvement in the planning recipients process at village and commune  Conduct a stakeholder workshop involving beneficiaries, NGO partners, level has been communicated to authorities, relevant projects and civil society initiatives in ODM a wider range of CSOs  Follow-up meetings on possible joint initiatives

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IOs Expected outputs Main activities – ref. to the LFA for a more comprehensive description  Outputs that pursue several immediate objectives Output 3.6  Train NGO management, district supervisors and coordinators in ODM on the March 2019, local NGO partners AC concept to be implemented in ODM – adaption of the COCIS and CISOM and CPs have improved capacity concepts to include lessons learned in Siem Reap and ODM on strategic delivery, advocacy,  Develop/adapt existing ToT and FFS curriculum for technical training, and communication, institutional assessment of markets, development of ACs, SHGs and advocacy. management, exit strategy and  Refine project monitoring, evaluation and exit strategy specific technical issues  Conduct refresher ToT course on vegetable, cash crops, rice production, according to training needs small animal husbandry, formation and development of SHGs and advocacy. assessment  Training on law and legal rights PVDP processes and efficient advocacy Output 3.7  Train staff of DA and DWA on the overall project concept including farmer March 2019, Staff from the field school, SHG, advocacy and linkage with village/commune councils. PDWA and PDA acknowledges  Involve and train staff at district level during focus training session, CIP the project concept and they processes etc. for on-the-job trainings apply major elements of the SHG  Train staff of DA and DWA on self-help and AC group formation and/or AC approach outside the  Interact and encourage DA and DWA staff to use the project concept project target areas. wherever possible. Output 3.8  The legal advisor of READA meet with community members and leaders and March 2019, 7.500 poor farmers provide them with training on land rights, rights of women and children, as in ODM have improved their well as capacity building on how to protect such rights knowledge on land rights, child  3 talk shows are broadcasted in the local radio striving to raise awareness of and women rights, including all women, children and land rights in order to change fixed and culturally stages of the judicial process ingrained beliefs of inequality and to help fight discrimination C.4 Strategy: how does the project cohere? Core strategy of ADDA and partners’ is to (i) transfer knowledge on best agricultural practices, marketing and improved business opportunities; (ii) strengthen the development of independent and democratic self-help- groups, as well as agricultural cooperatives comprising rural poor; (iii) create awareness of their rights; and to (iv) advocate for their interests towards duty bearers. The project combines an activity strategy and a process-intervention strategy. The activity strategy addresses areas that directly aim to improve food and livelihood situation of poor families in ODM. The process- intervention is building the capacity of partner organizations, civil society organisations and relevant stakeholders to improve livelihood of rural poor, and to influence local and provincial decision-making. This will be accomplished by (i) building advocacy capacity; (ii) facilitating interactions between villagers, authorities and other stakeholders and; (iii) promoting positive changes in rural communities according to priorities of the poor. ADDA has a practical approach to agricultural development and organising poor rural communities into democratic organisations that gradually gain capacity to advocate on behalf of the poor community. The ADDA approach ensures tangible results for the target group, including poverty reduction and sustainable development. Furthermore, the approach ensures that South partners and civil society organisations attain skills and capacity to support its constituency. The ADDA strategy is fully in line with CISUs development triangle where capacity, advocacy and strategic delivery are linked and implemented in conjunction. 1 Methods The first output of the project is implementation of additionally 9 Farmer Field Schools and 100 focus trainings designed to improve agricultural production in quality in quantity and thereby increasing own consumption and income generation among poor people. FFS and focus trainings are introduced to become eye-openers of the poor farming community and the starting point from where SHGs are established - in line with the successful interventions of CISOM I. With the assistance of the CPs and under the overall guidance of project district staff (staff of local NGOs), the members will constitute themselves properly as a democratic body. SHGs are developed further into basic civil society organisations. Special attention is devoted to training on internal leadership, democratic principles, structures, procedures and simple protocols of each SHG in order to build capacity of the SHGs The collection of small savings is one of the primary activities during early stages of the SHG development. These saving funds provide a safety net for individual members against shocks as soon as small loans are issued to members. The experience from ODM show that even very poor people are able to save small amounts on a weekly basis, especially because FFS result in additional food to their family and therefore very expensive borrowing of rice or money from “rich” people in the villages can be avoided. Later on these saving funds enable SHG members to buy production inputs, which will promote small investments in income generating activities. Experience from CISOM I and ADDA projects in Siem Reap also reveals that many

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SHGs enter into joint procurement of inputs, and/or marketing of their production, during relative early stages of their development; that is within the first 3 years of their development. Lessons learned have also revealed that SHGs need to undergo a phase with income generating activities to become sustainable and ready for the next steps e.g. to exert influence within their local community. If the groups skip this phase, there is a comparatively high risk that the group may collapse. All SHG meet at least two times every month. All meetings are guided by the local CP under the overall supervision by local staff of the NGOs in ODM. Farmer field days and focus training sessions involving fellow villagers are arranged to share experience regarding FFS, SHGs and specific issues according to the demand of the beneficiaries, e.g. integrated pest management in rice and cash crops, SHG saving schemes, establishment of rice banks. Fellow farmers are encouraged to participate during these training sessions. The second project objective is to further develop 100 SHGs (91 existing SHGs and 9 newly formed SHGs) and 9 Agricultural Cooperatives (ACs) into democratic and well-organised civil society organisations improving livelihood of their members. Firstly, 22 Community Professionals (22 CPs operating CISOM I) are intensively trained during a Training of Trainers (ToT) course on CISOM II objectives, expected outputs, milestones, methodology, leadership, organizational management, and tasks of CPs. CPs are mainly villagers who were selected for their position during early stages of CISOM I, they have previously guided fellow villagers through the CISOM I, and they are quite often also member of a SHG. Key selection criteria’s for Community Professionals are described in Annex 7. The CPs are a key to the implementation at village level, their main responsibility is to organise trainings, meetings, and events at village and community level and facilitating capacity building of SHGs, and farmers in target villages. They will be in charge of all trainings regarding capacity building of the SHGs incl. market assessments, business plans and conducting Community Development projects (CDPs). The CPs are continuously guided and supported by 3 local District Coordinators (DC), 3 local District Facilitators (DF), one local Junior Advocacy Advisor (JAA), a senior advocacy advisor (AA) and Subject Matter Specialists (SMSs). DCs, DFs, AA and the SMSs have been part of the CISOM I project. They already have a lot of capacity and they are familiar with the SHGs and their capacity. The DCs and DFs are project field staff whose main responsibility is transfer of knowledge and coordination of project activities at district level in close collaboration with AA, JAA, SMSs, service providers and other stakeholders. Key selection criteria’s and duties/tasks of DCs, DFs and the SMS are described in Annex 8. The Advocacy Advisor (AA) provides rich support for NGO staff to integrate legal rights, rights of women and children, gender issues, land rights and advocacy into CISOM, and helps to build strong links between local level advocacy and advocacy at higher – even national - level. The AA and the team of SMSs (SMSs is a team with 3 members; whose input is equivalent to one fulltime – provide in depth advice on gender, production and marketing of vegetables, small animal husbandry, micro business activities, democratic development and advocacy) work very closely with DCs and DFs; they train CPs, DCs and DFs and facilitate project implementation according to activity and expertise in question. One local Junior Advocacy Advisor (JAA) is employed to monitor and closely support implementation of priorities by the target group – case by case. AA and JAA is facilitating that government policy materialize in better priorities at the local level (Annex 9 ToR of AA and JAA). The SHGs will receive training on areas regarding strengthening their work as basic civil society organisations. The SHGs will first receive focus trainings in organizational management including project planning, group dynamics, M&E, community mobilisation, conflict resolution, fundraising, economy, and management of the CDPs. Additionally they will be further trained on market analysis and business planning, which will help them adapt and improve their group and/or individual micro-business activities according to market needs. Training will also be conducted in awareness on credit opportunities available for the SHGs. This is to avoid that SHGs are “caught” in paying huge amount on interest to loan sharks, which is the general procedure now. In order to improve the organisation of the SHGs special attention will be given to training in organizational skills. The SHGs are divided into three categories; “strong”, “medium” and “weak” according to their capacity. These categories determine the type of training that each SHGs receive. 11 of the SHGs are new to ADDA, since they have been established by previous projects in ODM. These groups will require special attention to make sure that they have sufficient capacity and knowledge to participate in the project activities. Additionally a few of the SHGs established during the CISOM I project likewise need more support. The support will come from both project staff as well as the stronger SHGs who will be in charge of some of the trainings and thereby further strengthen their own skills. The SHGs will receive training in designing action plans as part of the organizational management training. To put the training into action, the training will conclude community development, as the SHGs with their newly

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required skills, will be able to facilitate a CDP. 100 SHGs will go through all preparation work for a CDP; 60 SHGs is expected to be selected for implementation before March 2019. The CDPs will not be funded through CISU, but though ADDAs own contributions, sought from external donors. Not all 100 will have the capacity to handle such type of projects. 60 SHGs that have great interest and skills in community development combined with strong SHG leadership, personal energy and managerial capacity will be chosen to implement. The training will include how to make a detailed plan for a CDP for each SHG and how to implement, monitor and maintain the CDP. Furthermore, some SHGs have already successfully conducted a community development project, with the support from ADDA’s own funds. These SHGs are not chosen for this part of the project unless the outreach of their proposal is very high e.g. involving a high number of fellow farmers. Part of the second objective is to establish 9 new Agricultural Cooperatives (ACs). The development of ACs represent an effective way of community development among poor farmers and hence a majority of the trainings and activities will be allocated to the ACs. The ACs will receive training in laws and legal rights related to cooperatives. 9 new ACs will be assisted to obtain a legal certificate under the Cambodian Cooperative Law. This will strengthen them in their business´ as well as legitimate support from various stakeholders, e.g. they will be entitled to the opportunity to apply for advantageous loans. These loans will help the ACs to increase their scale of operation, and most probably strengthen the economy in the local communities. Furthermore, the Board of Directors and daily management of the ACs will be trained on leadership and daily management, since this is vital for an AC to run properly and assure that the organization stays in tune with the needs of members. In order to boost the business activities of the AC, a competitive grant is made available to the 8 best performing ACs (8 ACs out of 9). Those who are able to outline an ambitious, relevant and realistic business plan of the AC - under supervision of CISOM project staff - are eligible for support. 8 competitive grants equalling 5.000 US $ per AC will be available for the best proposals outlined by the ACs. Proposals are prepared in close dialog between the AC committee and members. SMSs, DFs, CPs and SMSs are rendering assistance during the whole process. First, the ACs will conduct a business review including market analysis. They will investigate which activities that would add value to activities or produce their members and at the same time be profitable for the AC. Some of the activities that ACs probably would suggest would be up scaling of farm input supply for the SHGs, credit facilities, establish or increase storage facilities, rice milling etc. according to a preliminary assessment. A business plan for the proposed activity is worked out and submitted to the CISOM “competitive evaluation team”. The ACs chosen to go on with their plans will receive guidance and the funds will be allocated for start-ups and execution of AC business activities. The overall goal is that ACs becomes efficient service providers for small-scale farmers and at the same time empowered to speak the voice of their members, which would be fully in line with the approach of the successful Danish Cooperative movement (andelsbevægelsen). It is very relevant to boost business activities and capacity of ACs according to PDA and the Director of Department of Agricultural Extension, MAFF. Experience of ADDA during implementation of COCIS and the EU INFOSE project has proven that a competitive grant approach – similar to the approach described above – could significantly strengthen business planning methodology, professionalism and stakeholder involvement during implementation of the proposed activities. Therefore, it is considered cost efficient to issue a grant of 5.000 US $ to well-motivated AC business plans, followed by properly guided execution of AC business activities, which always involves lobbying among fellow citizens, authorities and other stakeholders. The third objective implies that ACs, SHGs and NGO partners increasingly are advocating for the needs of the poor. The SHGs will receive training on how to analyse problems and opportunities within their villages using tools from the Participatory Rural Appraisal (PRA) techniques. This training will be practical and make sure that poor people take part, influence, or even initiate the process of Participatory Village Development Planning (PVDP). The official decentralized planning at sub-national level is supposed to start with the consultation of a large number of citizens representing different groups in the community. The consultation has to be organised by the commune and village authorities. Priorities are subsequently supposed and supported in order to be integrated at commune level in a 3 year Commune Development Plan and reviewed every year in the Commune Investment Plan. (Reference is made to annex 3 for the description of the commune participatory planning and local development fund). In a number of villages, this opportunity for the villagers to express their priorities is actually missed. This is because many villagers are not aware of the planning process and secondly that numerous local authorities themselves do not consult villagers to develop the 3-year commune development plan and/or the annual rolling plan (Commune Investment Plan, CIP). Several local authorities lack both the capacity and the means to engage in a participatory consultation process and are afraid to raise some expectations in the community that they cannot fulfil due to insufficient commune funds. CISOM is proposing to support local authorities to apply the bottom-up participatory planning principle, legitimate their primary accountability and develop mutual understanding between citizens and councillors about real priorities of

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villagers, financial constraints and opportunities. Members of the ACs and SHGs will be able to advocate more efficiently and influence decision making in their community organizations – fully in line with the experience and results from COCIS and CISOM phase I. They will interact and improve their influence on the village development committees and commune councils, because of their increased capacity: knowledge and skills. During project implementation and especially after the first 2-3 years of operation it is anticipated that ACs and SHGs have built significant capacity to advocate efficiently on issues linked to legal rights, land rights, food security, children’s education, health, social issues, infrastructure, cost of input, marketing of local production etc. (reference is made to annex 11) Awareness raising and trainings on legal rights are developed and delivered to the poor communities by the legal advisor employed by READA. Training within local communities will be delivered by the legal advisor, or trained CISOM staff, during public meetings in the villages. Each meeting should not last longer than 2 hours. An average number of 50 participants is expected. Each meeting starts with an overall testing of participant’s knowledge and confirmation of their expectation, followed by an exercise or game to test knowledge by the end of the session. 3.4.2 Women’s and men’s equal participation All trainings and training venues will be suitable for both male and female participants. However, the strategy of CISOM is explicitly and deliberately gender biased, due to an already existing target group from CISOM I, where women have been in focus. Lessons learned in previous projects reveals that women who gain confidence and leadership experience within SHGs sometimes go on to become members of village development committees and other local civil society organizations. It is the aim of CISOM II to strengthen further the involvement of poor woman and men in village development committees and local civil society organizations. 3.4.3 Coherence and balance between capacity building, advocacy and possible strategic deliveries In the methods section above, the main connection between most of the activities is explained. This section will elaborate on how these activities are connected to the framework of the Change Triangle. Capacity building The local partners CIDO, RCEDO and KBA will be further trained on the PVDP process and advocacy skills. The staff requests further capacity on these areas in order to help conduct the activities related to these areas for the target group. Additionally, they will be able to use these new skills in their future work - seeking to include poor people in decision-making processes and their contact with local authorities. The Community Professionals (CPs) will receive capacity building in several ways during the project. The capacity of the CPs needs to be very up to date, since they are the ones responsible for the majority of the trainings conducted for the target group. They will receive training on organizational management, conducting market analysis, business planning and in credit opportunities for small scale farmers and last - but not least - human rights, legal and land rights as well as advocacy. The new skills of the CPs will be used in current project, as well as any new projects within the same area. Additionally the CPs will be able to service the communities even after the project by selling their services for small prices e.g. charging a fee for their services rendered to SHGs and aggregated structures like Agricultural Cooperatives, farmers associations etc. The ACs will receive capacity building both technical and organisational capacity building training. Around one third of the budget will be directed towards the activities of the ACs, since these are new civil society organisations that need to be significantly strengthened to become organisations that can solve common economic and social needs of poor people (their members) through a jointly-owned and democratically- controlled enterprise.

Advocacy The results from the activities regarding the PVDP process and subsequently CDPs will be used for advocating towards local and national authorities, showing them that the SHGs and ACs are very useful for serving as community development actors. The advocacy road maps successfully used during implementation of CISOM I and COCIS are attached (Annex 1 and 12) With very limited funds they can implement great positive changes in and with their communities. This approach is very much in line with the strategy of the government program previously described - bringing development to the rural areas and letting people take an active part themselves. When SHGs and ACs have build skills, further capacity and gained experience they will have sufficient self- confidence to address their local authorities. They will know which procedures to follow in order to get the attention of the authorities. Likewise, they become familiar the PVDP process and know that they have a right to take part in this process. The project will seek to influence a broad range of stakeholders to use the

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same methods and approaches for strengthening civil society organizations. The stakeholders are other NGO´s, CBOs, local authorities, different provincial departments etc. By showing them the good results coming from current project, it is anticipated that they can use some of the same methods to work with poor rural people and make sure that their voices are heard. ACs and the SHGs will gain sufficient skills and experience through the project to advocate – directly influencing at village and commune level during meetings with leaders and committees etc. Most important advocacy issues of SHGs and ACs have been intensively discussed and a list of priority advocacy themes will be updated regularly (Annex 11). The demand for water is very high. It is intended to advocate and push for further networking to address water and flooding issues, pushing for solutions at a commune and district level with infrastructure funds, and to lobby for water and irrigation projects through CIP inclusion at national level. Strategic services Farmer Field Schools, agricultural focus trainings, field days and capacity building of the SHGs are strategic services chosen for the project. The majority of SHGs have been established during CISOM phase I, and other previous projects in the target area. The capacity level of the SHGs is therefore different. The SHGs are member based groups where the members feel stronger because they are working together; both in terms of agricultural production, savings and organizational capacity. It is therefore adding to the overall capacity of the civil society organisations to keep on working with these groups. The SHGs will receive training on technical issues and organisational management as well as advocacy skills. The CDPs help the SHGs to transfer the knowledge gained regarding organizational management on a real project, where they can actually help their own communities. The CDPs are meant to be of benefit for the whole community where the SHGs live, and whole communities are anticipated to participate in the planning and implementation of the CDPs. Before attending the training, the SHGs will have to discuss the need(s) of the village at village meetings and by consensus decide on an issue to work with. It is a goal of the project to inspire the friends, families and neighbours of the SHGs to engage in community development activities. The Competitive grants for ACs is yet another strategic service chosen for the project. By providing these grants for the ACs it will firstly strengthen their business potential. When the business activities are boosted and the ACs have achieved a solid foundation under their activities - strongly interlinked to the SHGs - they will have the ballast to exert pressure on “duty bearers” and implement efficient advocacy. The awarding procedure of the grant is inspired from the well functioning COCIS and INFOSE innovative grant. Evaluation procedure uses a fair evaluation grid includes criteria’s regarding AC management, organisation, financial and social issues. Current and expected future performance of the ACs is also assessed (assessment of a complete business plan). 3.4.4 Strengthening civil society The project activities are all centred on the task of strengthening the civil society in the targeted areas. READA have employed a senior advocacy advisor who is highly experienced in legal rights including rights for women and children as well as land rights. Legal knowledge of READA will be disseminated widely, which will strengthen the target group. Local NGOs and READA will advocate on behalf of the poor, rural people at all levels. Additional to this, the target group will be trained in different methods for identifying basic needs within their local communities. Firstly they will be trained in the process of Participatory Village Development Planning (PVDP). This involves identifying problems and opportunities in the local communities. Additional to this is the development of the Community Development Projects (CDPs) where 60 of the SHGs get the opportunity to actually carry out one small development project together with fellow villagers. The first steps in this process; identifying local needs and actually take action themselves, motivates for the last task; getting the attention of the local authorities. The SHGs will be trained in different methods to address the authorities, and will be supported in this task e.g. inviting authority representatives to visit some of the groups and examine their activities. It is anticipated that NGO partners, the SHGs and the ACs will be strengthened as civil society actors in two ways; firstly they benefit their members economically, which will benefit both families and neighbours. Secondly, they are acting as “the voice” of the poor people whom they represent, when they take an active part in community development. The project will secure support from important stakeholders (cf. B.4). Poor farmers will improve income, develop democratic SHGs and ACs and improve overall livelihood, which creates a desire to participate and continue working together. Strong ownership is expected from the CISOM beneficiaries because interventions are the choice of poor farmers and they have already experienced progress and improved livelihood from previous activities.

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Other NGOs and local authorities READA, CISO, RCEDO, KBA as well as ADDA have a large network in Cambodia because the partnership has implemented a number of rural development projects for a number of years. ADDA and Cambodian NGOs is represented during coordination meetings organised at provincial level, and will participate to thematic workshop and explore all opportunities to develop partnerships and emphasize complementarities with others that may benefit the SHGs and ACs (e.g. in transfer of technologies, business development opportunities, advocacy networks etc.). The inclusion of the PDA and PDWA in the project steering committee, the alignment of the project with their own strategies, especially its focus on ACs establishment and women empowerment, ensure their commitment and full support to the interventions. It is planned to network and involve provincial and local authorities in project interventions; to share and highlight the positive role of local authorities in any good results of the CISOM interventions. The PDA and PDWA have seats within the Steering Committee of CISOM and they will be involved in the overall planning, monitoring, supervision of project activities and adjustments with relation to the project document. Staff of the Provincial and District departments will be directly involved in the project, especially during trainings and capacity building sessions related to SHGs, ACs and when preparing for and executing public forums. The extension service will play a direct role on specific agricultural advises and training. Provincial Departments have strongly expressed that they are ready to support CISOM on strategic deliveries; capacity building and they are prepared to take the voice of poor people into account and integrate realistic requests into investment planning at village, district and provincial level. The CISOM project intends to increase interaction with local authorities; advocate for a participatory planning methodology involving the recommendations of poor people and promote the use of SHG/AC model by local authorities. This project intends to utilise capacity and expertise of local authorities, and further strengthen it. It is planned to network and involve local authorities from the very start; to share and to highlight the positive role of local authorities in any good results of the CISOM interventions. Linkages to interventions in the North: Many co-operatives in the North started out in a single village or city. Here, members would be customers of - or suppliers to - the society's cooperative business activity and the society would reward these members with a proportion of any profits. Most societies were small, and by 1900, there were numerous co-operatives covering virtually every area of DK. Gradually, societies expanded and increased activities or they merged with a neighbouring society. Today, we have few large scale cooperatives and still numerous small scale Agricultural Cooperatives working at the benefit of primary farmers. Membership is open to everyone as long as they share The Cooperatives values and principles, which is fully in line with Agricultural Cooperatives in Cambodia Special inputs - external technical assistance The expatriate country coordinator will assist NGO staff on cooperative development, planning and execution of AC commercial activities, competitive grant, how to amplify advocate elements of Cambodian NGOs to include geographical areas outside project focus areas and facilitation of stakeholder workshops etc. Furthermore, the coordinator will be overall responsible for all communication and reporting to CISU and ADDA. The ADDA coordinator and senior advisor is going to train and build capacity of READA and local NGOs on issues related to improved NGO capacity, including advocacy, management and specific technical issues e.g. refine project monitoring, including project budgeting and follow-up, evaluation and exit strategy etc. according to training needs assessment (activities related to output 3.6 of the LFA). READA and local NGO capacity is further built by on issues related to efficient advocacy, monitoring and evaluation, communication, proposal and case study writing and institutional management. Total external input on technical assistance is equal to 91 working days. ADDA assistance to the overall CISOM project management equals 42 days and monitoring 23 days. Terms of reference of the ADDA Country Coordinator and External Technical Assistance are attached (Annex 13). C.5 Phase-out and sustainability The SHGs and the ACs will receive training and guidance through the project. They will be strengthened in their organisational capacity, in their business potential and in their position as civil society actors. They will not be economic dependent of the project during, or after implementation. Their strengthened capacity will very likely give the groups and their members an increased income as well as “a strong voice” of the rural poor. However, it is the experience from local partners, PDAs and PDWA in ODM and SR that ACs should be supported for 6-8 years to reach their full potential. Therefore a more “extensive” 3rd CISOM phase is recommended (reference is made to section F). The local partners READA, CIDO, RCEDO and KBA will strengthen organisational, training and advocacy skills, which they can use in their future work. All

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Cambodian NGOs have income from other sources, and are not solely dependent on Danish contributions. They could sustain themselves before the project and will also be able to do so after the project period. Organisationally The SHGs strive for sustainability at several levels. It is the aim to develop enough capacity in the SHGs to generate significant and sufficient economic benefits for their members in order to ensure that they will continue to develop also after project completion. 100 SHGs and 9 ACs will receive organisational management trainings and build significant capacity. 9 ACs will be registered legal entities and be able to function as such after the project. If the ACs and SHGs should encounter problems after the project period, NGO staff and CPs will always be available to help overcome these. CPs are local change agents operating at village level and they are expected to continue their advising activities and facilitation of changes in their local communities after project completion. They will be able to charge a small fee for their services. Users of CPs e.g. SHGs and ACs, will be encouraged to compensate CPs for their time spent on services rendered to their customers. Users and service providers should be aware that a fee is to be expected, when qualified CP services is creating value for the users in term of livelihood improvement and/or additional profits from their individual or joint business activities. Consciousness related to value, costs of relevant services will be highlighted during implementation of the CISOM II project, and ACs will have to pay for CP services during CISOM phase II. It is also foreseen that strong Agricultural Cooperatives increasingly may demand services of more specialised staff like DFs; and strong ACs would have to capacity to pay for such part time services. Economically The 9 ACs will build significant capacity during the project. The support will enable them to become real cooperatives with fruitful business activities adding value to the produce of their members and/or providing members with cheaper inputs. They will earn a profit and provide comparatively cheap and reliable services to fellow small-scale farmers. The fact that the ACs will be certified legal entities will contribute to a fruitful economic perspective allowing cheaper funding and expansion of business activities. The 100 SHGs trained during the project will be better organised, management and micro business activities will improve. This will increase income benefitting the SHGs during as well as after the project. The trainings will provide ACs and SHGs with long lasting, sustainable knowledge and these competences will be part of their working habits long after termination of the CISOM project. Socially Both the ACs and SHGs will be strengthened in their structure. By working so closely together for a whole project period the members of the groups will be very close-nit to each other. This will help them and their families in gaining a stronger security net as well as receiving higher recognition and respect in their communities. During the project, democratic processes will be employed internally in the SHGs, ACs and on village level. When implementing the CDPs, the SHGs will need to involve the entire village to choose a project and design a joint plan of operation. These processes will create ballast for future democratic processes even after the project ends. 3.4.5 Systematisation and dissemination of experiences Dissemination of experiences will be done systematically during the project period. At the end of the project a final report will be made documenting positive and negative experiences of the project. Furthermore, an assessment will be made at the end, and these findings will be available for the final report. The final report will be available to ADDA, READA, CIDO, RCEDO, KBA, PDWA, PDA and other interested stakeholders. The project partners in Cambodia in any future projects - when working with SHGs, ACs and civil society organisations - will definitely use the experiences. A workshop will be conducted as one of the final activities, where several Cambodian stakeholders will be invited for the purpose of sharing the results of the project. It is anticipated that the positive results will engage them to work with the same issues: poor, rural people, gender, community development and civil society. Dissemination of success stories will be one of the main sources of information showing to a wide audience that the interventions of CISOM are making a difference in people’s lives. Success stories are more than just a list of events or activities, because it describes a positive change and shows how a particular change will benefit the poor people. The dissemination of success stories will be designed to address and activate poor people and local authorities. It is our expectation that the experience on best

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practice is going to be intensively used and shared among CISOM direct beneficiaries and other poor villagers. The experience of the SHGs may feed back into CISOM network of stakeholders thus also contributing to dissemination of best practices as well as new approaches and methods. The ADDA expatriate project coordinator will be the overall responsible for systematising the experiences. In practice this will be executed in cooperation with the NGO partners. C.6 Assumptions and risks To reach the project results successfully there are some assumptions made in the project design. These can be viewed in the logical framework approach matrix in Annex 6. The main assumptions are analysed and mitigation measures outlined in the table below. Table 5: Assumptions and risks Risk Type Assumptions Mitigation Production does not Before entering into production a correspond to market demands Econo- There is a continuous market market assessment will be made to and selling is impossible or mic need for the products make sure there is a feasible market prices are very low for the products Local authorities are not Local authority encourages the It is planned to continue networking supportive; fearing that voices of poor people and and involving local authorities; to intervention are undermining Political acknowledges the influence on share and highlight the positive role authority and drawing attention decisions at local and provincial of local authorities in any good to shortcomings of themselves level results of the CISOM interventions Local authorities use their Local authorities does not qualified staff and allocate some Local officials have demonstrated allocate resources or use resources in respond to the Political commitment, and we have positive qualified staff for to facilitate priorities of the poor people and experience from previous work CISOM interventions their specific need for sector development. Land rights have to be advocated Advocacy on land rights is not for in conducive and balanced Individuals and organisations representing a life threatening manner taking the land law, capacity claiming their rights to land pay Political risks to individuals, SHGs or of local authorities, economic land by their life NGOs concessions and “state of the art” into consideration Rainfall variability and flooding The Action is designed to increase Impacts of climate change on Environ will not increase over the life of diversity of food sources and to rainfall patterns disastrous -mental the Action and beyond improve people's coping strategies Based on experience over the last Lack of leadership support in Leaders of SHG, ACs and decade in the project area, we are SHG’s, federations and Social communes will continue to show confident that good leaders will communes strong commitment continue to emerge to serve their communities Targeted families are willing to Experience reveals that poor people Poor people in rural areas are invest time and put new can change quickly if they – in a unwilling to adopt new ways of Social collaboration methods into practical manner - see a better way collaboration practice of doing things D. PROJECT ORGANISATION AND FOLLOW-UP D.1 Division of roles in project implementation CIDO, RCEDO and KBA are responsible for the management and implementation of project activities within their respective geographical areas of operation in ODM with reference to READA. READA is responsible for coordination and day-to-day implementation of the project in accordance with project policies, procedures, approved work plans and budgets. The CISOM Project Coordinator (CPC) from READA prepares work plans and budget details, progress reports, monitoring reports, status reports etc. – in close collaboration with local NGOs in ODM - and submits these to ADDA (PL) for approval. A CISOM project coordination unit (PCU) is established to ensure efficient communication and coordination among partners. The PCU comprise representatives from READA, CIDO, RCEDO, KBA and ADDA. The partnership between the Cambodian NGOs and ADDA is overall responsible for achieving the results. Any deviations from project plans are addressed within the partnership. Deviations, challenges and recommendations are discussed and outlined; most appropriate solutions are implemented to overcome challenges. READA is responsible for the transfer and adaption of knowledge from SR to local NGOs in ODM. The part time ADDA project coordinator (PC), the deputy project coordinator (DCP) and the ADDA THE CIVIL SOCIETY FUND – Major development project (DKK 500,000 to 5 million), rev. January 2015 25

senior advisor (SA) will assist READA and local NGOs to learn from experience/feedback during implementation and to incorporate the learning into future NGO cooperation, planning processes and strategy updates. ADDA staff (SA and PC) is appointed for technical training according to: “External Technical Assistance” (p. 23). Furthermore, ADDA will ensure that funds are available according to achievements and activity plans. Reference is made to the TOR (annex 13). Key roles and responsibilities of Cambodian NGOs and ADDA are listed in table 6. Country Leader of ADDA - Bodil Pallesen - is overall responsible for ADDA activities in Cambodia, including CISOM phase II (PL). Part-time ADDA senior advisor (SA) Helge Brunse and the ADDA coordinator (PC) Kjeld Vodder Nielsen, both having more than 15 years of relevant expertise, are appointed for specific technical training and NGO capacity development, project monitoring and guidance on how to reach outputs and objectives. The PC and the Cambodian deputy project coordinator (DPC) are only working part time on the CISOM project. The DPC is responsible for local liaison with the project when the PC is in Denmark. The directors of the PDWA and PDA, along with CISOM project coordinator and the managers of READA, CIDO, RCEDO, KBA and ADDA, comprise the Provincial Steering Committee (PSC). The Steering Committee advises on plans, reports and any adjustments related to the project document. Table 6: Key roles and responsibilities of project Institutions Institution Responsibilities Provincial  Providing overall guidance and direction to the Project Project  Representing the Project at country level Steering  Undertaking advocacy that pro-poor policies issued by the provincial government Committee  Monitoring of project implementation and achievement of performance indicators (PSC)  Review and work out recommendations regarding project strategies based on emergent experience from project implementation ADDA  Carry out specific training activities and capacity development of NGOs according to training needs  Monitoring and the implementation of the project in accordance with project guidelines and agreement with donor  Approving monthly, quarterly and annual plans and budgets  Conducting 4 annual project learning workshops involving all partners  Ensure accountability for all fiduciary management of the project  Backstopping of the overall project coordination and implementation READA  Responsible for day-to-day implementation and overall management of the project in accordance with project policies, procedures, and approved work plans and budgets.  Carry out training/capacity building of project staff, district and local facilitators on project concepts, procedures, and project objectives in close cooperation with ADDA.  Chairing a CISOM project coordination unit (PCU) comprising representatives from ADDA, READA, CIDO, RCEDO and KBA  CISOM financial management, procurement, and administrative procedures and ensure compliance by all project staff and consultants.  Periodic reporting systems including monitoring and learning systems  Maintain and update norms for partnership/contracts for service providers, organizations and individuals  Maintain a reliable two- way information flow from - and to - final beneficiaries  Ensure information sharing, dissemination and learning platforms  Coordination with provincial line departments, district governments, and commune councils  Coordinate overall project activities  Advocate on behalf of the poor community to relevant authorities and duty bearers Local NGOs  Responsible for day-to-day management with reference to READA of the project in their in ODM: geographical area according to project policies, procedures, work plans and budgets  Implement FFS, build further the capacity of SHGs and ACs  CIDO  Organize target groups into SHGs, CBOs and facilitate development of strong civil society  RCEDO organisations  KBA  Support SHGs and ACs in preparing micro-plans, sourcing finance, and implementation  Train SHGs in improving livelihood activities through advocacy and other methods Local  Coordinate activities at commune, SHG and AC level within own geographical area of ODM implementatio  Participate in Steering Committee Meetings, CISOM project coordination unit (PCU) and other n of activities. relevant meetings of the project  Facilitate establishing linkages with relevant stakeholders at local, district and provincial level.  Manage the interface between provincial line departments, local authorities, commune councils etc. and SHGs and their federations.  Actions are taken to track and follow up on advocacy cases e.g. clear ID of staff monitoring each negotiation case. Local NGO staff is responsible for liaison with duty bearers; including requests for relevant support from duty bearers at local, provincial and national level THE CIVIL SOCIETY FUND – Major development project (DKK 500,000 to 5 million), rev. January 2015 26

 Monitor project implementation progress and provide regular reports  Provide training in SHG norms/guidelines, social solidarity skills, financial management skills  Provide technical assistance  Advocate on behalf of the poor community and facilitate advocacy by representatives of the target group to relevant authorities and duty bearers. D.2 Monitoring and evaluation in project implementation The monitoring system is designed as a tool to provide information regarding inputs, activities, outputs and objectives. It enables management in Denmark and Cambodia to follow the performance of the project. Achievements will be compared to the plans, and therefore planning and monitoring are closely linked, and need to be considered together. The monitoring system is based on regular and planned collection of data and results. Special emphasis will be put on the ability of READA and NGOs in ODM to learn from experience during project implementation and to incorporate the learning as feedback into future cooperation and planning processes. The Project Coordination Unit (PCU) will report to ADDA on a quarterly basis as per agreed requirements. The reporting will be based on the monitoring system, which in short consists of the (i) project logical framework, (ii) annual work plan, (iii) quarterly work plan, (iv) project budget and (v) allocated funds. Monitoring of the input will be limited to the funds received and available per quarter, compared against the needed amount for carrying out the planned activities. Indicators are simply to which degree the planned amount is received and spend, and will be reported by the cashbooks and the accounting system. Monitoring of inputs will be limited to the funds received and available per quarter, compared against the needed amount for carrying out the planned activities. Indicators are simply to which degree the planned amount is received and spend, and will be reported by the cashbooks and the accounting system. Monitoring of activities is executed by progress monitoring. The overall work-plan will be divided into annual work-plans, and subdivided into quarterly work-plans. Planned activities are linked with quantifiable indicators, a source of information and a target for the quarter. Plans will be developed by the local NGO project staff in collaboration with the Project management, discussed and distributed to relevant implementers. Project staff will be responsible for reporting on the progress once a month. At a quarterly basis the READA project director report on progress. Based on the quarterly monitoring, there might appear a need for readjusting the activities for the remaining quarters of the year. This must be reported on in the quarterly progress report. ADDA will submit annual progress reports to CISU for approval. ADDA will be responsible for the output monitoring, which have the main purpose to improve the quality of the activities through increasing knowledge about their effect. Output monitoring is carried out on an annual basis, and provides the basis for planning of next year. Monitoring also aiming at documenting progress on output level for the use of Project management in the annual report. Further to monitoring of effect, a methodology quality assurance should be carried out whenever needed. In relation to the annual output reporting the exit strategies will be monitored. ADDA Denmark will reserve the right to pay quality assurance visits to the project, to ensure that the project is implemented in accordance with the objectives of ADDA. As standard ADDA procedure, ADDA will further make use of project experience and lessons learned to inform its members of the ADDA supported activities. In addition to the above-mentioned quarterly monitoring by staff, the project will use Participatory Monitoring and Evaluation methods, to involve stakeholders in the process. PME tools will be applied on a 6-monthly basis, involving staff of CISOM, the Department of Agriculture, and Commune Council members. A final evaluation will be carried out 6 months before termination of CISOM phase 2. The results of the evaluation will be compared to the findings of the CISOM I evaluation and the baseline. E. INFORMATION WORK E.1 Has project-related information work in Denmark been planned? Project-related information work is planned in Denmark. However, activities are described when funds begin to be spent taking into account that the description must be submitted not later than six months prior to project completion and information work must be designed to conclude before the end of the CISOM project. Articles will be published in ADDA’s newsletter and ADDA’s member magazine (News & Views) in order to continuously update on the progress and status of the project. These articles will also be published on ADDA’s website (www.adda.dk), and on ADDA’s Facebook page (ADDA currently have approximately 11000 followers).

THE CIVIL SOCIETY FUND – Major development project (DKK 500,000 to 5 million), rev. January 2015 27

F. PHASED PROJECTS Relative weight of strategic deliveries, capacity building and advocacy (ref. to the table below) 1st phase - 2013 to March 2016: Emphasis on strategic deliveries, capacity building of local NGOs and SHGs/CBOs, advocacy road mapping and incipient advocacy by NGOs and SHGs 2nd phase - March 2016 to Feb 2019: Further capacity building of SHGs and NGOs; development of ACs, refining advocacy road mapping and implementation of advocacy strategies by NGOs, SHGs and ACs. 3rd phase – March 2019 to 2022: Consolidation and dissemination of experiences. Phase-out with emphasis on continuing the best experiences from the 2nd phase, possibly reviewing the advocacy strategies and adding new future objectives. Agricultural production is improved and strong civil society organisations e.g. SHGs, Agricultural Cooperatives and local NGOs are developed by the entire intervention. SHGs and ACs are developed into democratic and well-organised civil society organisations acting and advocating efficiently on behalf of poor rural people in their struggle to defeat poverty & hunger. Experience have revealed that building democratic principles among poor people in Cambodia is a time consuming process. The first step: (1) building of strong SHGs with organisational capacity to influence local commune councils requires 3-4 years, whereas the second step: (2) developing strong Agricultural Cooperatives - based on SHGs - requires another 3 years of intensive capacity building to reach organisational sustainability and ability to establish an effective dialog with duty bearers. To reach full potential of the entire intervention – and especially ACs – it is the (i) experienced from the COCIS project in SR, (ii) recommended by PDAs & PDWA, (iii) requested by local partners as well as (iv) the target group to design a 3rd phase in order to consolidate actions/results and to disseminate experiences. Emphasis during a third phase include continuing the best experiences from the 2nd phase, possibly reviewing the advocacy strategies and adding new future objectives. A total implementation period of 9 years is recommended to reach the full potential of this action. Project input during a third phase would be extensive compared to phase one and two (even the second phase is running at a cost app. 20% lower than phase one when measured in local currency/USD). ADDA has initiated application for a CISU programme and it is anticipated that a small proportion of the such resources would be allocated for long-term support to further development of ACs in Cambodia. It must be underlined that significant advocacy is exerted by local NGOs and CBOs in ODM during all phases of the action.

Account for the sustainability of the combined intervention process. SHGs and ACs reach strong organisational capacity, strong commercial activities and their reach a strong positions as civil society actors. Their strengthened capacity will increase income of CBOs and their members. The local partners READA, CIDO, RCEDO and KBA reach strong organisational, technical and advocacy skills and they will exert influence at all levels to improve livelihood of rural poor. CPs become local change agents operating at village level and they will continue their advising activities and facilitation of changes in their local communities after project completion. They will be able to charge a fee for their services. How and when is advocacy developed and implemented in the project? Local NGOs have facilitated the development of strong SHGs/CBOs, developed their advocacy capacity and their interactions with authorities during the first phase. The CBOs influence the planning processes and

THE CIVIL SOCIETY FUND – Major development project (DKK 500,000 to 5 million), rev. January 2015 28

planning decisions. Local authorities acknowledge and welcome these interactions and realise the value of local knowledge and priorities to the overall planning processes. Local NGOs, strong SHGs and ACs are able to influence decision making of authorities at village, district and provincial level to better target public expenditures to eradicate poverty by focusing on vulnerable groups. By the end of the second phase Cooperatives - representing a total of 100 SHGs/CBOs - has built significant capacity and are able to advocate for better access and their legitimate rights to agricultural assets, including land titles, market access, education, infrastructure, advisory and/or financial services etc. according to the needs and priorities of their members. Advocacy of cooperatives is going to influence Departments of e.g. Agriculture, Forestry, Justice and Gender at regional and provincial level and not only at village and commune councils, which was primary focus of SHGs during the first phases. Furthermore, private market operators’ e.g. suppliers of agricultural input, buyers in the market and money lenders will be affected from advocacy activities of cooperatives and federations of SHGs. Experiences and main lessons learned from the previous phase(s) The CISU monitoring team who visited CISOM I in May 2014 found that “Activities are on track (but still very early in project)”. CISU commented to the status of project objectives by the end 2014: “Progress on all four objectives is very much according to what expected at this time in the project. The third objective on advocacy has made good progress.” External evaluation of CISOM I carried out in April/May 2015 summarised: “The project was found to be relevant to beneficiary needs, while also supporting government objectives (long term goal of forming agriculture cooperatives), and assisting commune council mandates of community support and interaction. In terms of effectiveness, the combined use of strengthening self-help groups and savings, practical agriculture support that can be immediately used, and increase in understanding of democratic rights and how to apply them has allowed each component to complement the other components. Advocacy cannot more forward as a group without group strength and trust, and the soft advocacy approach used was considered both effective and appropriate. Women’s leadership skills have increasing, leading to higher participation and roles on decision making committees, and ability to take better approaches to family disputes. Groups have worked towards implementing priorities in the commune investment plan, and have worked on their own to raise funds and implement community projects. Groups increasingly understand their legal rights, and have overcome much of the initial hesitancy in tackling land issues. Likewise, partner organizations have become less hesitant about applying advocacy, and use legal mechanisms and documentation as a basis to work through the commune investment plan.” Multiple success stories have been seen, including resolving villager-to-villager land conflicts, dropping false illegal logging charges, and re-establishing access to 700 Ha of land that the community initially ‘handed-over’ through thumb-printing a document they didn’t understand and had not supporting legal mandate.” Which experiences from the last phase have helped improve/adjust the present project description? The advocacy road map developed within our strong NGO partnership and the “soft advocacy approach” used is considered both effective and appropriate and it fits very well with the new government policy to conduct public forums. It is necessary during coming phases to make sure – and follow up - that government policy will also materialize in better priorities at the local level. Consequent, CISOM II will monitor and follow implementation of priorities case by case. The project is also designed to gain momentum from the strong emphasis on development and empowerment of ACs, which is seen fundamental to achieve inclusive growth and sustainable development by the Ministry of Agriculture in Cambodia. However, advocacy by SHGs and Agricultural Cooperatives is not effective before group strength and trust is developed - which takes time. Therefore, one additional phase is foreseen to support further development of especially ACs. Next steps of the project include stronger monitoring in order to improve advocacy impact (appointment of a case officer – Junior Advocacy Officer), integration of advocacy as a formal organization strategy, further engagement of partners to link directly to provincial levels of government, strategic alliances with advocacy- minded NGOs, and stronger training to staff and communities in law and land rights. It is also expected that next step will include more support from PDA regarding AC development, more extensive use of links to large donors/private companies, and advocacy to attract medium/large scale water projects in ODM. The cooperative relationship between the partners involved? A very sound and qualified CISOM partnership (READA, CIDO, RCEDO, KBA and ADDA) is operating the CISOM project. Capacity of local NGOs on the CISOM concept/implementation strategy is built and activities have been executed at high pace during CISOM I. READA will continue to build capacity, but directors and senior management will fill roles currently done by READA staff to increase effectiveness and sustainability of CISOM.

THE CIVIL SOCIETY FUND – Major development project (DKK 500,000 to 5 million), rev. January 2015 29

REFERENCES

ADDA News and Views (November 2014 – nr. 28)

Anon., 2013. Removing Constraints to Cambodia’s Agricultural Development. A product of the 2013 Cambodia Outlook Conference: A partnership of CDRI and ANZ Royal. Cambodia Outlook Brief 2013, No. 02.

Anon. 2008. “A Fair Share for Women – Cambodia Gender Assessment 2008” Ministry of Women’s Affairs, Cambodia

Bandyopadhyay, K. K. and Khus, T. 2012. Changing Civil Society in Cambodia: In Search Of relevance Society for Participatory Research in Asia (PRIA), India

FAO, 2012. Media Centre: Cooperatives Central to Hunger Fight. Available online: (http://www.fao.org/news/story/en/item/120774/icode/) cited on 31/1-2012.

Kristen D. and Bunheng K., 2015. CISOM Project Final Evaluation of Empowerment of Civil Society in Oddar Meanchy Cambodia (CISOM), Cambodia, May 2015

Lina, H. 2012. Measuring Women Status And Gender Statistics in Cambodia. National Institute of Statistics (NIS), Ministry of Planning Cambodia.

Provincial data books 2009 and 2014.

UN, 2012. International Year of Cooperatives 2012. Available online: (http://social.un.org/coopsyear/about- iyc.html) cited on 31/1-2012.

Sinang, Y. and Kimleng, O. 2015. ADDA Internal Mid-term Assessment (IMA) of Empowerment of Civil Society in Oddar Meanchay, Cambodia (CISOM).

Soeun S. 2013. Food Security and Agriculture Development: Fundamental to Inclusive Growth and Sustainable Development. Paper for 2013 Cambodia Outlook Conference: “Securing Cambodia’s Future- Food, Energy and Natural Resources” by Dr. Mak Soeun, Director Department of Agricultural Extension, MAFF

THE CIVIL SOCIETY FUND – Major development project (DKK 500,000 to 5 million), rev. January 2015 30

3. Budget summary

A detailed budget with budget notes must be submitted in Annex C ‘Budget scheme’ and enclosed the application. NOTICE: Remember to open all tabs in order to fill in each of the relevant five spreadsheets.

See also ‘Guide to budget preparation’ at www.cisu.dk.

Below please fill in a summary of the main budget items as follows: Fill sheet 1-4 in Annex C 'Budget scheme' - the budget summary will then automatically appear on sheet 5. This should be copied from Annex C and pasted below.

Budget summary Currency Indicate the total cost (i.e. including contributions from the Civil 5.000.000 DKK Society Fund as well as other sources) Of this, the Civil Society Fund is to contribute 5.000.000 DKK Of this, indicate the amount to be contributed by other sources of finance, including self-funding by the Danish organisation or 0 DKK its local partner, if any Indicate total cost in local currency 757.576 USD Indicate exchange rate applied 6,60 DKK/USD

Main budget items: Financing plan Full amount Of this, from Civil Of this, from other Society Fund financial sources 1. Activities 2.536.682 2.536.682 2. Investments 49.500 49.500 3. Expatriate staff 246.397 246.397 4. Local staff 678.150 678.150 5. Local administration 638.733 638.733 6. Project monitoring 111.460 111.460 7. External evaluation 78.730 78.730 8. Information in Denmark (max 3 % of 1-7) 40.440 40.440 9. Budget margin (min 6 % and max 10 % of 1-8) 262.806 262.806 10. Project expenses in total (1-9) 4.6242.897 4.6242.897 11. Auditing in Denmark 30.000 30.000 12. Subtotal (10 + 11) 4.672.897 4.672.897 13. Administration in Denmark (max 7 % of 12) 327.103 327.103 14. Total 5.000.000 5.000.000

THE CIVIL SOCIETY FUND – Major development project (DKK 500,000 to 5 million), rev. January 2015 31

4. ANNEXES

OBLIGATORY ANNEXES

The following annexes must be submitted both in print by post and electronically by email:

A. Basic information about the Danish applicant organisation (filled in and signed by the Danish organisation) B. Factsheet about the local organisation (filled in and signed by the local partner. It can be submitted in a copied/scanned version) C. Budget format

The following annexes about the Danish organisation must be submitted in print by post:

D. The organisation’s statutes E. The latest annual report F. The latest audited annual accounts (signed by the auditor and the management/board of the organisation)

NOTE: If the Danish organisation estimates that the expected annual consumption in the Civil Society Fund exceeds 5 million DKK, the application must be accompanied by a summary of the expected future consumption for the coming three-year period.

SUPPLEMENTARY ANNEXES (max 30 pages):

Annex no. Annex title 1 Advocacy road map of COCIS 2 Related projects in Oddar Meanchey 3 Principles of Commune Participatory Planning and Commune Annual Investment Program 4 Stakeholder analysis 5 Primary target group 6 Logical Framework Approach 7 Key selection criteria’s for Community Professionals 8 Key selection criteria’s and duties/tasks of DCs and DFs 9 ToR of Advocacy Advisor and Junior Advocacy Advisor 10 ToR of CISOM Project Coordinator 11 Important advocacy issues of SHGs and ACs 12 Advocacy road map of CISOM I 13 Terms of reference of the ADDA Country Coordinator and ADDA Senior Advisor 14 Project implementation plan 15 Supporting letters from PDA and PDWA

Notice: All annexes should be submitted in print in three copies (no magazines, books, newspaper cuttings or ring binders, but copies of relevant excerpts thereof).

THE CIVIL SOCIETY FUND – Major development project (DKK 500,000 to 5 million), rev. January 2015 32

A. Basisoplysninger

A1. Kontaktinformation for organisationen

Adresse ADDA Kirkevænget 1, 8410 Rønde Telefon E-mail

+45 2447 1307 [email protected] og [email protected]

Mobil Hjemmeside

+45 3092 1736 www.adda.dk

A2. Type af organisation

Beskriv hvilken type organisation, der er tale om.

Non Govermental Organisation – Folkelig organisation

B. Historie og formål

B1. Organisationens historie og formål

Angiv oprettelsesår og beskriv kort organisationens historie, formål og hovedaktiviteter

ADDA er en dansk NGO (non-governmental organization), der beskæftiger sig med landbrugsudvikling i Asien og Afrika. ADDA blev stiftet i 1994 for at imødekomme behovet for udvikling inden for landbrug i Sydøstasien, og foreningen har siden da gennemført mange udviklingsprojekter for at fremme et bæredygtigt landbrug i den del af verden. Siden september 2009 har ADDA også arbejdet i Tanzania sammen med partneren Njombe Agricultural Development Organisation (NADO).

ADDA's medlemmer udgør et bredt udsnit af den danske befolkning, med en generel interesse for landbrug, og har både private medlemmer, agroindustrielle virksomheder, uddannelsesinstitutioner og foreninger, der har interesse i udviklingsarbejde og landbrugsforhold i udviklingslande. ADDA er en aktiv forening med frivillige, der bidrager til foreningens virke.

ADDAs formål er: • At arbejde for fremme af selvforsyningsgraden og forbedre de økonomiske vilkår for de fattigste dele af landbefolkninger i u-lande gennem at yde hjælp til selvhjælp • At igangsætte landbrugs- og fødevareprojekter i u-lande og fremme af civilsamfundet • At støtte social og miljømæssig bæredygtig udvikling hos målgruppen

ADDA’s hovedaktiviteter er landbrugsundervisning, kapacitetsopbygning af lokale partnere samt kapacitetsopbygning af bondegrupper. ADDA ønsker at bidrage til en forbedring af selvforsyningsgraden for de fattigste dele af Sydøstasien samt Afrika og andre u-lande, og udbrede viden herhjemme om leveforholdene i Sydøstasien og andre u-lande gennem foredrag, artikler, pjecer og undervisningsmateriale. 2

ADDA bygger på princippet "hjælp til selvhjælp", derfor arbejdes der på at opbygge civilsamfundet bl.a. gennem oprettelse af selvhjælpsgrupper samt samarbejde med lokale organisationer i de lande, ADDA har projekter.

B2. Målsætning

Hvad er organisationens vision og strategi for u-landsarbejdet (maks. 1/2 side)?

Det er ADDA's vision at: - Igangsætte landbrugsudvikling gennem viden, der hjælper fattige bønder, øger indkomsten og forbedrer levevilkårene for landbefolkningen samt styrker bøndernes rolle i civilsamfundet - Fremme ligestilling køn og folkeslag imellem - Virke professionelt og folkeligt - Udnytte ADDAs landbrugsfaglige kapacitet og evne til at skabe resultater - Være den førende U-lands NGO på det landbrugsfaglige område i Danmark

ADDA´s udviklingsstrategi bygger på principperne om: - Bæredygtighed; både økonomisk, miljømæssigt - Hjælp til selvhjælp - Deltagerorienteret undervisning og inddragelse, såsom Farmer Field Schools og selvhjælpsgrupper - Kapacitetsopbygning i modtagerorganisationerne og modtagerlandene samt gensidig respekt mellem samarbejdspartnere - Arbejde uafhængig af partipolitik - Fremme opbygning af civilsamfund (herunder styrkelse af kvindernes rolle i civilsamfundet) og netværksdannelse gennem netop ovenstående arbejdsgange

B3. Organisationens erfaring

Angiv evt. bevillinger de seneste fem år fra Civilsamfundspuljen, Danidas Enkeltbevilling eller EU. Ved mange bevillinger angives de seneste 10.

Bevillingstype og Titel Land Beløb Periode Journalnummer 1. CISU/Jr. 15-1632-SP-apr “ Legal Assistance to Vietnam DKK 01.07.2015- contract farming” 4.999.486 31.07.2018

2.CISU/Puljen for Klima of ”Climate Change and Ethnic Vietnam DKK 01.07.2014 – Miljø Minorities 4.544.852 30.06.2015 J.nr. 13-1382-LI-okt In Northern Vietnam” (CEMI)

“Empowerment of Civil 3.EU/ EIDHR Society Advocating for the Cambodja EUR 01.05.2014 – 6000232672 Rights of the Urban poor in 1.250.000 01.08.2017 Siem Reap” (CISUP)

4.CISU/Civilsamfundspuljen “Cooperative and Civil Cambodja DKK 1.1.2014 – J.nr. 13-1348-SP-sep Society Development in 4.300.000 31.12.2016 Siem Reap, Cambodia” (COCIS)

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5.CISU/Civilsamfundspuljen ”Strengthening Farmer Vietnam DKK 1.1.2013 – Reg.nr. 12-1097-SP-apr Interest Groups among 4.994.509 30.06.2015 Ethnic Minorities in Nghe An and Hoa Binh provinces

6.CISU/Civilsamfundspuljen ”Empowerment of Civil Cambodja DKK 01.2013 -12. J.nr. 12-1180-SP-sep Society in Oddar Meanchay, 5.000.000 2015 Cambodia (CISOM)”

”NADO in Focus – Enable 7.Danidas Enkeltbevilling NADO to Assist the Rural Tanzania DKK 02.2012 – J.nr.104.N.308.b.9 Civil Society” 9.500.000 31.07.2015

Innovative Approaches to 8.EU Food Insecurity for Urban Cambodja DKK 02.2011 – DCI-FOOD/2010/257-953 and Peri-urban Poor in Siem 7.500.000 05/2015 Reap

Legal Aid to the Rural 9.Danidas Enkeltbevilling Population, fase II Vietnam DKK 04.2011 - 5.995.175 12.2014

”Udvikling af etniske 10.Danidas Enkeltbevilling minoriteters lokal samfund i Vietnam DKK 04.2010 – det nordlige Vietnam”, fase II 9.985.433 12.2014

11.World Bank ADDA-LEAP: Cambodja DKK 2010 - 2012 Styrkelse af landbokvinders 400.00 livsvilkår

Angiv evt. øvrige offentlige bevillinger de seneste fem år (herunder fx tips- og lottomidler, Genbrug til Syd, Center for Kultur og Udvikling). Ved mange bevillinger angives de seneste 5.

Bevillingstype Titel Land Beløb Periode

Driftstilskud fra Driftstilskud, Alm, drift Danmark 58657,30 2014 Kulturstyrelsen, kr. TLAN2014-122

Tilskud, TFAK2013- Udlodningspuljen til Cambodia/Danmark 9.161,14 2013 097 almennyttige konkrete formål kr.

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Alm. drift Driftstilskud, Tips og Danmark 58.649,62 2013 lottomidler kr.

CISUs oplysningspulje Event og stand-up med Danmark 16.000 kr. 2013 Sebastian Dorset

Projektrådgivningens ADDA’s Bedste Nyheder Danmark 15.000 kr. 2012 oplysningspulje

Beskriv derudover kort organisationens væsentligste erfaringer med at gennemføre udviklingsprojekter og med projektstyring.

Foreningen har 20 års (siden 1994) solid erfaring med at gennemføre udviklingsprojekter i Syd. ADDA har projekterfaring med projektledelse og gennemførelse af såvel Danida-enkeltprojekter, EU-projekter samt projekter under CISUs civilsamfundspulje samt puljen for kilam og miljø, hvor vi varetager projektledelsen og administration af projekter. De gode resultater opnåes gennem tæt samarbejdsforhold med partnere der har lokal forankring og tilstedeværelse i Cambodia, Vietnam og Tanzani. ADDA og partnere har specifikke og klare forretningsordner.

Der er udarbejdet en forretningsorden med beskrivelse af ”financiel management” for de respektive projektlande, tilpasset donorer.

C. Organisation

C1. Bestyrelse

Angiv navn og titel på organisationens bestyrelsesmedlemmer

Navn Titel

1.Søren Thorndal Jørgensen Formand, landeleder Vietnam 2.Ove Gejl Christensen, Næstformand Medstifter af ADDA. Sekretariatsleder og 3.Bodil Engberg Pallesen landeleder Cambodia 4.Mikael Jonsson Landeleder Tanzania 5.Helge Brunse bestyrelsesmedlem 7.Mikael Arbon Suppleant

8. Jakob S.W. Nymand bestyrelsesmedlem

Hvor ofte mødes bestyrelsen? Bestyrelsen mødes til møder 4-6 gange årligt. Derudover foregår en del korrespondance via mail og telefon.

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C2. Generalforsamling

Hvornår holdt I sidst generalforsamling, og hvem deltog? 18. maj 2015, på Den Økologiske Landbrugsskole, Kalø. Der deltog i alt 30 personer

C3. Ansatte

Angiv stillingsbetegnelsen og normeringen for evt. ansatte i organisationen. (Hvis der er mange ansatte listes kun de stillinger, som vedrører udviklingsarbejdet.)

Stilling Normeret timetal pr. uge

Sekretariatsmedarbejder 30 timer

Deltids projektkoordinator, Cambodia Deltids Seniorkonsulent, Cambodia Projektrådgiver, Vietnam 40 timer Projektkoordinator, Tanzania 37 timer Der er ansat en lang række lokale medarbejdere Ca. 50 (2014) ved ADDas landekontor I Cambodia samt I Vietnam ADDA har løbende ansat unge nyuddannede i 31 timer pr. uge. løntilskud

C4. Ledelse

Beskriv hvordan I er organiseret omkring det internationale udviklingsarbejde i organisationen.

ADDAs organisationsstruktur er opdelt i tre enheder: hhv. bestyrelsen som er valgt af medlemmerne, et administrativt sekretariat, som varetages af en sekretær udpeget af bestyrelsen samt et bogholderi og endelig projektledere/landeledere for de enkelte samarbejdslande, som ansættes af bestyrelsen. Foreningens formand er det daglige bindeled mellem de forskellige enheder.

ADDA får udført regnskab, bogføring og revision hos AP-revision, Århus afd. Herunder også projektregnskaberne. Daglig sekretariatsleder (Bodil Pallesen) varetager den daglige drift sammen med sekretariatsmedarbejderen, og arbejder tæt sammen med formand og bestyrelsen samt projekt- /landeledere.

Projektledere/landeledere: Projektlederne/landeledere sikrer, at alle opgaverne vedr. projekterne varetages. Projektadministrationen består af et team, med en projektleder for hvert samarbejdsland. Bestyrelsen ansætter projektledere/landeledere og udpeger endvidere kontaktpersoner, der vil være bestyrelsens direkte linje til projektet, og som typisk fungerer som sparringspartner til projektet samt projektadministrationen.

C5. Finansiel administration

Områder af den finansielle kapacitet CISUs finansielle standarder beskriver kravene til de finansielle kapaciteter i partner- 6

organisationerne herunder også den danske organisation. Standarderne er inddelt i 3 niveauer afhængigt af bevillingsstørrelser: 200.000 Kr. Og >1.000.000 kr. inkl. programmer. Niveauet fastlægges efter den største bevilling de pågældende organisationer har eller søger om at få. De finansielle standarder findes på engelsk på CISUs hjemmeside.

Beskriv nedenfor i hvilket omfang de følgende 4 finansielle områder IKKE er opfyldt i organisationen. Angiv: “ALLE PUNKTER OPFYLDT” i hvert af områderne hvis det er tilfældet. Hvis der er behov for justeringer af nuværende finansiel praksis for at indfri kravene, skal det beskrives i den relevante boks nedenfor, hvordan og hvornår justeringen vil blive foretaget – senest inden for de første 6 måneder af bevillingen. Budgets <200.000: 1.1 ALLE PUNKTER OPFYLDT >200.000: 1.1-1.2 >1.000.000: 1.1-1.2

Accounting <200.000: 2.1-2.7 2.1. ADDA has recently started the double-entry accounting system for >200.000: 2.1-2.8 projects in Vietnam. The local lead partner for this project has not in >1.000.000: 2.1-2.8 previous projects used the system. If this project is awarded with grants the system will be established and used for this project.

2.2-2.8: ALLE PUNKTER OPFYLDT Reporting <200.000: 3.1-3.4 ALLE PUNKTER OPFYLDT >200.000: 3.1-3.4 >1.000.000: 3.1-3.4 Internal controls <200.000: 4.1-4.5 4.3 The responsibility is in process to be handed over to a another >200.000: 4.1-4.7 member of staff. >1.000.000: 4.1-4.8 4.1 - 4.2 ALLE PUNKTER OPFYLDT 4.4 – 4.7 ALLE PUNKTER OPFYLDT

C6. Personer i den finansielle administration i organisationen

Beskriv erfaring og/eller relevant uddannelse for de ansvarlige for den finansielle administration i organisationen. Navn Position i Finansiel administration erfaring/uddannelse organisationen Bodil Pallesen Økonomiansvarlig Sekretariatsleder og landeleder Cambodia. BP har siden foreningens start været ansvarlig for foreningens økonomi. Foruden arbejdet i foreningen har BP erfaring med finansiel administration og projektstyring fra jobbet som seniorkonsulent ved AgroTech Søren T. Jørgensen Formand Formand, landeleder Vietnam. STJ mere end 15 års erfaring med finansiel administartion og projektstyring af ADDA’s projekter. Foruden arbejdet i foreningen har STJ erfaring med finincielstyring gennem arbejder på Købehavns Universitet og Horsens Bioenergi Aps.

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OBS: Organisationer med en omsætning på maks. 200.000 kr./år kan frit vælge om de vil udfylde sektion D eller E.

Organisationer med en omsætning på mere end 200.000 kr./år skal udfylde sektion E.

D. Folkelig forankring

D1. Medlemmer og frivillige

Angiv antal personer

Medlemmer Bidragydere Aktive frivillige Antal

D2. Omsætning

Angiv jeres omsætning i sidste regnskabsår

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E. Folkelig forankring

E1. Folkeligt bagland

Hvordan er organisationens folkelige bagland sammensat (sæt gerne flere krydser):

[ X ] Medlemmer (individuelle) [ X ] Bidragydere / støttemedlemmer (individuelle) [ X ] Kollektive organisationer [ X ] Virksomheder [ X ] Faglige institutioner [ X ] Frivillige netværk [ ] Andre grupper:

E2. Medlemmer

Angiv organisationens medlemsbasis

Medlemsbasis Nuværende antal Medlemmer (individuelle) 375 (juni 2015) Bidragydere (individuelle) 100 (2014) Kollektive medlemmer (antal org.) 13 (2014) Kollektive bidragydere (antal org.) 6 (2013)

E3. Frivillige

Angiv antallet af frivillige

Frivillige Nuværende antal 5 1. Antal personer, der har arbejdet frivilligt 2. Frivillige udelukkende involveret i 0 indsamlingsvirksomhed. 3. Frivillige involveret i øvrige aktiviteter 5 (2+3 =1) 4. Anslået gennemsnitlig månedlig timetal ydet 5 pr. frivillig under pkt. 3

E4. Vurdering af medlemsbasis og frivillighed

Hvilke områder af organisationens aktiviteter er medlemmerne og de frivillige involveret i? Hvilke ansvarsområder varetages af medlemmer og/eller frivillige?

Formidlingsopgaver varetages af frivillige i foreningen, herunder bestyrelsen.

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E5. Egenfinansiering

Angiv organisationens finansieringskilder i sidste regnskabsår

A: Egenfinansiering i form af fx kontingenter, bidrag / gaver, arv, indsamlinger, sponsorater Kr. 279.050 (2013) /fadderskaber, salg: B: Andre finansieringskilder, total: (bevillinger, tilskud og andet som IKKE kan Kr. 1.021.256 (2013) henregnes under egenfinansiering) C: Total finansiering: Kr. 1.299.306 (2013)

D: Procent egenfinansiering (A/C*100) Pct. 21

E6. Parametre på organisationens folkelige forankring

Vælg 5-10 emner, som bedst kendetegner organisationens folkelige forankring og giv evt. en kort beskrivelse af hver (jf. efterfølgende liste)

ADDA er medlem af forskellige netværksgrupper og deltager i møder, 1. seminar og lign. herunder CISU, vietnamnetværket, agro-økologiske Faglige og tematiske netværk i netværk, uddannelsesnetværket m.m. DK Deltagelse med indlæg og erfaringsudveksling. Oplysning og information om udviklingsarbejdet i Syd. ADDA holder flere foredrag hvert år ved en række arrangementer flere steder i DK, 2. herunder kan nævnes Y-mennetter, Lions klub, seniorklubber, KU Foredragsvirksomhed (Life), landboforeninger, biblioteker m.v. Udstillingsmaterialer og udlån af udstilling. Samarbejde med kulturinstitutioner. 3. F.eks. kampagnerne: Der skal folk til og Verdens Bedste Nyheder. Deltagelse i landsdækkende Sammen med en lang række udlandsorganisationer. kampagner ADDA søger støttemidler til projekter hos private fonde. Projekterne får ofte besøg af interesseorganisationer og disse vælger ofte at støtte 4. med større og mindre beløb direkte til selvhjælpsgrupper. Indsamlingsaktiviteter ADDA arrangere indsamlinger i DK til selvhjælpsgrupper samt f.eks. i forbindelse med oversvømmelser i Cambodia Gennem ADDAs medlemsblad News and Views, nyheder på 5. hjemmeside: www.adda.dk, nyhedsbrev udsendt på mail, Facebook, Oplysning og formidling massemedier. 6.

7.

8.

9.

10.

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Eksempler på emner angående folkelig forankring

Medlems- Egenfinan- Frivillighed Oplysning Mellemfolke- Kontaktflader, basis siering ligt arbejde netværk, alliancer Individuelle Kontingenter Frivillige Oplysning og Besøgsrejser Fagligt medlemmer involveret i information til fra syd relevante organisationens eget folkelige institutioner/ politiske arbejde bagland. organisationer Kollektive Bidrag/gaver Frivillige Oplysning til Besøgsrejser Undervisnings- medlemmer involveret i kredse udover til syd og (organisa- organisationens eget bagland uddannelses- tioner) strategiske institutioner arbejde Individuelle Indsamlinger Frivillige Kampagner: Venskabsarbej Forsknings- bidragydere involveret i tema, sag, -de: institutioner organisationens indsamling, personlige/ daglige drift organisatoriske og sociale relationer med partnere i syd Kollektive Sponsorater/ Frivillige Fortalervirk- Kulturmødet Kultur- bidragydere fadderskaber involveret i somhed: institutioner (organisa- projektarbejde presse- tioner) meddelelser, lobbyaktivitet, høringer Lokalafdelin- Arv Frivillige, der Foredrag, Involvering af Virksomheder ger udsendes til debatmøder, værtsfamilier opgaver i syd udstillinger, etc. i Danmark konferencer Tema- Private Kunstnere, Undervisnings- Udveksling, Ikke ulands- grupper virksomheder foredragshold- materiale studieture specifikke ere og andre, danske der optræder organisationer gratis Medlems- Salg Frivillige Massemedier: Udviklings- Alliancer med grupper protektorer radio, TV, arbejdere, andre ngo’er dagblade, praktikanter, volontører Geografisk Andre danske Frivillige Uge-, fag- og Partnersamar- Faglige/ udbredelse offentlige indsamlere organisations- bejde: tematiske midler blade Inddragelse af netværk i DK begge partnere Decentrale Udenlandske Frivillige Internet, Projektforbe- Moder/søster- aktiviteter donormidler fundraisere hjemmesider redelse og - organisationer og sociale styring medier Demokratisk Grad af egen- Aktivister ved Produktion: Projektfølge- Internationale organisations finansiering kampagner og Blad/bogudgiv grupper netværk -struktur enkelt-aktiviteter elser, film, foto, musik, spil

11 J.nr. (to be filled in by CISU)

The Civil Society Fund Annex B: Fact sheet on the local partner

ORGANISATIONAL FACT SHEET Local partner implementing the project

To be filled in and signed by the local partner.

Please make sure that the information is up to date.

You may have given some of the information before when applying the Civil Society Fund. Feel free to reuse any information as long as it is still up to date.

Name of the organisation as it appears on your constitution or set of rules Community-based Integrated Development Organization

Abbreviation or acronym for your organisation CIDO

01.July.2015

Date Signature of the person responsible for the application (local partner) Otdar Meanchey, Cambodia OEURN RATANA (Mr.) – Executive Director Place Name and position of the person responsible for the application (block letters)

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A. Basics about your organisation

A1. Physical registered address of the organisation

Street/Road: # 68 City/Village: Borey Rothbal

District: Samrong Region: Oddar Meanchey

Postal Address/ PO Box: N/A Country: Cambodia

A2. Contact details for your organisation

Phone number (landline): +855656333553 E-mail address: [email protected]

Mobile number: +855977412177 Website address (if any): www.cido.org.kh Facebook: www.facebook.com/CIDOCambodia

A3. Contact in relation to this application (or to your Danish partner):

Name: Kjeld Vodder Neilsen E-mail address: [email protected]

Position: Country Program Coordinator Phone number: +45 8698 3597

A4. Type and registration

Type of organisation (Member based organisation, Development NGO Development Organisation, Community Based Organisation, foundation etc)

Legal status & date of registration (if applicable) 10 March 2006 with the Ministry of Interior of Cambodia Registration number (if applicable) Letter of registration no. 246

Affiliation to other organisations (i.e. umbrella, DANGO network (Provincial Development networks, national, regional or international Agencies and NGO Network) organisations/NGOs, etc.) CHF network (Cambodian Humanitarian Forum)

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B. Purpose and foundation

B1. Foundation

Why was your organisation founded and by whom?

CIDO is founded by the Cambodian people who were the former senior management staff of ZOA Refugee Care, Dutch International Organization based in Cambodia. The founders are Cambodian people who are locally based in Samrong municipality, Otdar Meancey province, Cambodia with experience and expertise in Agricultural Development.

B2. Objectives

What are your organisation’s main objectives?

Our main objectives are:

- To empower people to utilize their skills and opportunities for social economic change - To promote sustainable agriculture and social ventures/businesses - To improve household income and food security

B3. Activities

Please list your main activities during the last three years (not more than one page):

During the past three years, CIDO has engaged with many projects to end poverty in Cambodia. Our project activities during these past three years are:

A. Income Generation and Food Security: - Provided technical training on agriculture (vegetable, rice, livestock and crop production) to farmers - Conducted training on integrated farmer field schools - Conduced farmer exchange visit - Conducted training on organic rice and vegetable farming - Provided agricultural tools such as hand tractors, drip irrigation system, fertilizer, net…

B. Irrigation, Water Supply and Sanitation: - Constructed irrigation systems such as dams, canals, culverts and spillways - Rehabilitated irrigation systems such as dams, canals, culverts and spillways - Constructed community water ponds - Constructed elevated water tank - Installed water supply system through connection of water system to household - Distributed water filters

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- Constructed new boreholes and ring-wells - Upgraded/fixed boreholes and ring-wells - Provided training and capacity to water management committees

C. Social Business and Social Enterprises: - Established self-help-groups (SHGs) - Established agricultural cooperative (ACs) - Provided technical advice on the development of business plans for SHGs and ACs - Supported the business plan of SHGs and ACs - Established rice and vegetable producer groups - Provided capital credit for business/income generation - Linked farmers to market

D. Disaster Risk Reduction: - Established committees for disaster management - Provided capacity building to the committee for disaster management at the provincial - levels to commune levels - Development disaster risk reduction plan - Provided unconditional cash grant to flood victim families - Collected database and information on, safe areas, vulnerability, hazard and disaster - Responded to disaster such as food, shelters and safer areas

E. Advocacy and Lobbying: - Provided training to community on advocacy, lobbying, human rights, democratic principles, land law, conflict resolution; - Provided training on commune investment plan and engaged farmers to involve in the process; - Supported the commune forums and engaged community to involve in the forum; - Provided legal aid/counselling to farmers;

B4. Evaluations (relevant mainly for larger organisations)

Please list important external or internal evaluations carried out during the last three years (if any):

During these last three years, three important projects evaluated as below:

Project-1: Project title: “Improving Food Security and Market Linkages for Smallholders in Otdar Meanchey and Preah Vihear Provinces in Cambodia” Funded by the European Union through Food and Agriculture of the United Nations Project time-frame: January 2013 – March 2015

Project-2: Project title: “Recovering Living Conditions and Building Resilience of Communities affected by the 2013 Floods” Funded by ECHO through ActionAid Cambodia Project time-frame: January – December 2014

Project-3: Project title: “Empowerment Civil Society in Oddar Meanchey, Cambodia” Funded by CISU, Denmark through ADDA

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Project time-frame: January 2013 – December 2015

C. Governance and accountability

C1. People

How many are you? (Fill in where applicable)

Number

Members (sometimes called owners or patrons) N/A

Board (sometimes called executive committee or steering group) 5 persons (2 female)

Staff (sometimes called secretariat, management or administration) 11 staff (4 female)

Volunteers (sometimes called unpaid staff) 1 staff

Collective members (other organisations/associations) N/A

C.2 Board composition

Name Profession (farmer, teacher, housewife etc.) Khiev Bunroeub (Mrs.) Provincial Program Management Advisor, UNDP Dy Tith (Mr.) Executive Director, Consulting Company Svay Heu (Mr.) Chief of Council of Municipality, Government Neou Sovattha (Mrs.) Program Manager, Transparency International Ouk Saroeun (Mr.) Chief of Farmer Cooperative Department, Ministry of Agriculture

How often does the board meet?

CIDO’s Board of Director meet two times per year. CIDO conducted at least 2 times Board of Director meeting annually. The last Annual Board of Director Meeting of the Year 2014 was conducted on 10 January, 2015. Normally the meeting participated by all members of Board of Directors and the Management Team of CIDO. CIDO has two board members who work and live nearby CIDO office. The Management Team could seek for support or technical advice timely. The rest of Board of Director members could be accessed by phone and email.

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C3. General Assembly (if applicable)

When did you conduct your last general assembly / members meeting and who participated?

C4. Financial Management

Areas of financial capacity CISUs Financial Standards describe the requirements for the level of financial capacity in the organizations handling the grant. The level of requirements for the organization is set by the size of the largest grant held or applied for from CISU. The standards are divided into 3 levels depending on grant size: 200,000DKK and >1,000,000DKK incl. programs. Please see the Standards on CISUs webpage.

Describe to what extent the following areas of financial capacity are currently NOT met, if any. Please state: “ALL ARE MET” in each of the 4 sections if so. If capacity building is needed to meet the requirements this can be addressed in the application section D. Budgets All are met <200.000: 1.1 >200.000: 1.1-1.2 >1.000.000: 1.1-1.2

Accounting All are met <200.000: 2.1-2.7 >200.000: 2.1-2.8 >1.000.000: 2.1-2.8

Reporting All are met <200.000: 3.1-3.4 >200.000: 3.1-3.4 >1.000.000: 3.1-3.4

Internal controls All are met <200.000: 4.1-4.5 >200.000: 4.1-4.7 >1.000.000: 4.1-4.8

C5. People responsible for the financial administration in the organisation.

Describe the financial experience and/or relevant education of persons holding the financial positions in the organisation.

Name Position in Financial experience/education organisation Poun Chhaya Admin & Finance Bachelor Degree in Accounting Officer

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C6. Financial Signatories

Please list the persons who are authorised to sign cheques or withdrawals from the account your Danish partner will send the funds to (you may add more rows).

Name Position in organisation Oeurn Ratana Executive Director Muon Sokunthea Deputy Executive Director Sak Sarin Project Officer

D. Financial Status

D1. Turnover and funding

Please state last year’s turnover (total amount and currency): USD 297,541 Financial year 2014

Please list main sources of last year’s income:

Amount Funding source 55,434 CISU, ADDA 22,026 EU, FAO 60,142 ECHO, ActionAid 109,547 ZOA-ZBA, the Netherlands 15,787 Green Shoots Foundation 7,595 Enfants Du Mekong 27,010 ICS, the Netherlands 297,541 Total

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J.nr. (to be filled in by CISU)

The Civil Society Fund Annex B: Fact sheet on the local partner

ORGANISATIONALFACT SHEET Local partner implementing the project

To be filled in and signed by the local partner.

Please make sure that the information is up to date.

You may have given some of the information before when applying the Civil Society Fund. Feel free to reuse any information as long as it is still up to date.

Name of the organisation as it appears on your constitution or set of rules Khmer Buddhist Association

Abbreviation or acronym for your organisation KBA

Date 24 June 2015 Signature of the person responsible for the application (local partner)

PlaceAnlongVeng TUY SAKOEURN district, Executive Director OtdarMeanchey Province

1

A. Basics about your organisation

A1. Physical registered address of the organisation

Street/Road: 56 Thma Pouk Village:Thma Pouk Commune

Thma Pouk District: Banteay Meanchey Province.

Postal Address/ PO Box: Country: Cambodia

A2. Contact details for your organisation

Phone number (landline): E-mail address:[email protected]

Mobile number:(885) 12 711637/93 711637 Website address (if any):

A3. Contact in relation to this application (or to your Danish partner):

Name:Tuy Sakoeurn E-mail address:koeun.kba@gmail,com

Position: Director Phone number:12 711637/93 711637

A4. Type and registration

Type of organisation (Member based organisation, Non-governmental Organization, non-profit Development Organisation, Community Based and party Organisation, foundation etc)

Legal status & date of registration (if applicable) 6 May 2004

Registration number (if applicable) No 279.

Affiliation to other organisations (i.e. umbrella, Field Office in Anlong Veng District, OMC networks, national, regional or international organisations/NGOs, etc.)

2

B. Purpose and foundation

B1. Foundation

Khmer Buddhist Association (KBA) was established in 17 November 1981 by the former of buddhist monks and students in the refugee camp at the Khmer-Thai border. The goals have been: 1) to research the Cambodian cultures which had almost disappeared during Pol Pot regimes, and 2) to disseminate the Buddhist doctrine that guide the social lives towards happiness and peace.

In the line with the refugee repatriation program in 1992, His Highest Majesty, King Norodom Sihanouk permitted KBA to move its office to Thma Puok district during that period, KBA shifted its focus to integrated rural development, food security, education, revolving fund, agriculture extension/ inputs and health program with the objectives improved the standard living and completely knowledge/skills to the poor and poorest people in North-western provinces ,Cambodia

VISION STATEMENT:

KBA envisions the community, where people live with independency, equity, rights, balances of gender; and they are led with the participatory democratic principles, mindful of local customs/tradition, peaceful community, environmental health, and the just self-reliance

MISSION STATEMENT:

KBA’s mission is to strengthen the capacity of the poor and poorest people through: 1. Continuing the education and training, 2. Promoting gender equality and environmental protection 3. Providing both technical and financial supports to encourage their full participation in management and social development 4. Providing opportunities to staff members on skills development through continuing education and training

B2. Objectives

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Main objectives KBA works to support the efforts of the Cambodian Royal Government to reduce poverty through accelerating the rural development and improving the socio-economic conditions in order to enhance the rural livelihoods in North-Western provinces, Cambodia.

B3. Activities

Please list your main activities during the last three years (not more than one page): 1. Self Help Group 2. Farmer Field School/Integrated Farmer Field School 3. Rice Bank 4. Cash Crops 5. Systematic Rice of Intensification 6. Home garden 7. Animal husbandry 8. Strengthen Village Livestock Agency 9. Vocational training 10. Trained on commune investment plan 11. Commune forum 12. Self Help Group forum 13. Trained on human rights and law 14. Trained on conflict resolution 15. Supported villager concerned and finding solution 16. Supported housing construction 17. Strengthen to CCs and VDC/VDMC 18. Set up and strengthen agriculture cooperative 19. Health and hygiene awareness 20. Nutrition for babies and mother. 21. Provide agriculture tools

B4. Evaluations (relevant mainly for larger organisations)

Please list important external or internal evaluations carried out during the last three years (if any): 1. Internal Participatory Evaluation conducted by KBA staff and Key Person in Community 2. External evaluation conduct by Bernie O’ Neill, Independent Consultant

C. Governance and accountability

C1. People

How many are you? (Fill in where applicable)

Number

Members (sometimes called owners or patrons) 16 fulltime

Board (sometimes called executive committee or steering group) 5

4

Staff (sometimes called secretariat, management or administration) 5 fulltime

Volunteers (sometimes called unpaid staff) 1

Collective members (other organisations/associations) Member of Development Agency/NGO network in Otdar Meanchey and Banteay Meanchey network to support decentralization and deconcentration

C.2 Board composition

Name Profession (farmer, teacher, housewife etc.) 1. Chey Sammean District Governor 2. Daen Penh Primary School Director 3. Thit Kosal Former of high School Director 4. Soun Theary Referral Hospital Officer 5. Koung Sopheak NGO Network officer

How often does the board meet? Up to date all the Bod members never meet. because KBA have’nt the budget line to support them

C3. General Assembly (if applicable)

When did you conduct your last general assembly / members meeting and who participated? Last general assembly on February 2010,24 members participated by chief of BOD, three Board members and donor representatives.

C4. Financial Management

Areas of financial capacity CISUs Financial Standards describe the requirements for the level of financial capacity in the organizations handling the grant. The level of requirements for the organization is set by the size of the largest grant held or applied for from CISU. The standards are divided into 3 levels depending on grant size: 200,000DKK and >1,000,000DKK incl. programs. Please see the Standards on CISUs webpage.

Describe to what extent the following areas of financial capacity are currently NOT met, if any. Please state: “ALL ARE MET” in each of the 4 sections if so. If capacity building is needed to meet the requirements this can be addressed in the application section D. Budgets <200.000: 1.1 >200.000: 1.1-1.2 >1.000.000: 1.1-1.2 Part of future training

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Accounting <200.000: 2.1-2.7 >200.000: 2.1-2.8 >1.000.000: 2.1-2.8 All are met

Reporting <200.000: 3.1-3.4 >200.000: 3.1-3.4 >1.000.000: 3.1-3.4 All are met

Internal controls <200.000: 4.1-4.5 >200.000: 4.1-4.7 >1.000.000: 4.1-4.8 All are met C5. People responsible for the financial administration in the organisation.

Describe the financial experience and/or relevant education of persons holding the financial positions in the organisation.

Name Position in Financial experience/education organisation Smoun Savonn Admin/finance Financial Experiences 8 years/ Thma pouk high officer school( Bac II) Winpaccs, Quickbook.

C6. Financial Signatories

Please list the persons who are authorised to sign cheques or withdrawals from the account your Danish partner will send the funds to (you may add more rows).

Name Position in organisation 1. Tuy Sakoeurn Director 2. Smoun Savonn Admin/finance officer

D. Financial Status

D1. Turnover and funding

Please state last year’s turnover (total amount and currency): 636,410 USD Financial year 2014___

Please list main sources of last year’s income:

Amount Funding source

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270,000 Euro Irish Aid 99,164 USD FAO/EU 128,824 USD ADDA 57,422 USD ActionAid/EU

636,410 USD Total

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J.nr. (to be filled in by CISU)

The Civil Society Fund Annex B: Fact sheet on the local partner

ORGANISATIONAL FACT SHEET Local partner implementing the project

To be filled in and signed by the local partner.

Please make sure that the information is up to date.

You may have given some of the information before when applying the Civil Society Fund. Feel free to reuse any information as long as it is still up to date.

Name of the organisation as it appears on your constitution or set of rules

RURAL COMMUNITY AND ENVIRONMENT DEVELOPMENT ORGANIZATION

Abbreviation or acronym for your organisation RCEDO

24 June 2015

Date Signature of the person responsible for the application (local partner)

Place: Name and position of the person responsible for the application (block Oddar Meanchey letters)

1

A. Basics about your organisation

A1. Physical registered address of the organisation

Street/Road: Road 69 City/Village: Samrong Town,

District: Saangkat Samrong, Region: Oddar Meanchey Province

Postal Address/ PO Box: N/A Country: Cambodia

A2. Contact details for your organisation

Phone number (Land): +855 54 958 942 / E-mail address: [email protected] + 855 656 435 533

Mobile number: 012 284 345 Website address (if any): www.rcedo.org

A3. Contact in relation to this application (or to your Danish partner):

Name: Serey Wathana SAM Email: [email protected]

Position: EXECUTIVE DIRECTOR Phone: + 855 12 284 345

A4. Type and registration

Type of organisation (Member based organisation, Development NGO, Community Based Development NGO Organisation, foundation etc):

Legal status & date of registration (if applicable): Issued date: 13 July 1998

Registration number (if applicable): MoI # 504

Affiliation to other organisations (i.e. umbrella, networks, national NGO, etc.): Cambodia National NGO

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B. Purpose and foundation

B1. Foundation

Why was your organisation founded and by whom?

RCEDO was established for supporting rural communities and line Government Departments in their efforts to improve the living conditions of rural communities and achieved peace and democracy. RCEDO founded by a group of 10 Cambodian people who had worked and more experiences in Community Development Project since 1994 after the civil war finished.

B2. Objectives

What are your organisation’s main objectives? The main Objective of RCEDO is "Improved the quality of life of poor and vulnerable families through participation in local governance, improving food security, access to better health practices and national resources management".

B3. Activities

Please list your main activities during the last three years (not more than one page):

There had several projects that implemented by RCEDO for the past three years (2003-15) below: 1) Agriculture and Rural Development Component: a- Agriculture production activities: like vegetable growing, animal raising (pig, chicken raising and cow bank activity), compost fertilizer training, Community Rice bank, farmer group formation through Self Help Group (SHG) and Water user group formation and train.

b- Rural Development projects: like Community base Organizing, Village Development Committee training, Village Alliance Development (VDA) formation and train; Self Help Group (SHG) formed and train on internal management, rural credit scheme, rural road built; community water ponds and small water cannel built.

2)- Health and Sanitation Component a. Drinking water supply projects, household sanitation project; and water ponds built... b. Health/ hygiene education awareness; home base care and social service support to PLHAs / OVCs and disable families;

3)- Local Governance and Human Rights component: a- Community Empowerment through raising awareness on Civic rights, local governance and social accountability, decentralization and advocacy. b- Conducted Community data researching on local governance and public service quality delivery (Civic Engagement project).

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c- Capacity building of CBOs, local authorities (CC & Village Chiefs), public service providers and VDAs through providing training and workshop on Decentralization, state laws; local governance, accountability, public service quality improvement and Planning process.. d- Organized workshop awareness on gender equity and domestic violence. e- Organized Public Forum for community dialogue with state actors for demand better local governance.

4- Community Disaster Risk Reduction project (CBDRR): a. ECHO Recovery project after water flood 2013. b. Organized Community awareness on DRR and Water Resource Management c. Facilitates and train the target community on Hazard Vulnerable and Capacity assessment and Community Action plan development. d. Established DRR village committee and trained on roles and responsibility. e. Building and renovation of water pond, cannel, embankment, water treatment.

B4. Evaluations (relevant mainly for larger organisations)

Please list important external or internal evaluations carried out during the last three years (if any):

In June 2015, RCEDO has conducted external project evaluation of the community empowerment toward Socio-economic Development at Changkal district of Oddar Meanchey. This evaluation had conducted Mr. Kuy Sophal Freelance consultant team-Mekong Think Tank Co Ltd. Through the evaluation findings was presented below:  RCEDO should continue the current project by strongly emphasize on Community base organizing and right based approaches for development.  RCEDO should study the possibility of the current target beneficiaries for establishing the certain type of Community Based Organization (CBOs).  RCEDO should prepare the exit or phasing out plan from the certain type of CBOs and implement it accordingly.  RCEDO should consider the local authority in the project committee to be the advisor of the project in order to avoid the conflict of interest between the civil society and local government roles.  RCEDO should consider to change the staff division of work from sectors to geographical area responsibilities.

C. Governance and accountability

C1. People

How many are you? (Fill in where applicable)

Number

Members (sometimes called owners or patrons) 12 fulltime staffs (5 female)

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Board (sometimes called executive committee or steering group) 5 governing board members (one female)

Staff (sometimes called secretariat, management or administration) 5 Management Team (2 females)

Volunteers (sometimes called unpaid staff) 3 volunteers (2females).

Collective members (other organisations/associations) N/A

C.2 Board composition

Governing Boards of RCEDO's: is consists of 5 members, of which there is 1 woman. They are volunteering individuals from other institutions, private sectors, staff of national and international organizations, or businesspeople. The five members comprise a chairman, one vice-chairman, and three members. Chairman was selected by the board members. Each board member is volunteering without any salary paid. Board of Director has the following duties and responsibilities: 1- Duties and responsibilities are to lead RCEDO's operation and align its direction in order to lead and facilitate the process of policies and legal practices and project implementation to meet it development goal of the organization. 2- BoD Join meeting with Executive Director or Management Committee Team and technical advisor to review and approve on organizational policies, internal rules and regulations, and legal practices, etc.

Name Profession (farmer, teacher, housewife etc.) Mr. Chheng Se Board Chairman, NGO staff working at BTB. Mr. Hay Phalla Board member, Government official of MoI. Ms. Long Silux Board member, NGO staffs Mr. Phim Sopheap Board member, NGO staffs Mr. Lim Seng Eang Government official retirement

How often does the board meet?

Every year, RCEDO have organized the Board members meeting at least 3 times per yearly and some year was more than 4 times depended on the real task situation of the organization.

C3. General Assembly (if applicable)

When did you conduct your last general assembly / members meeting and who participated?

RCEDO had conducted annual assembly in January 2015 at Sihanouk Ville. There was all staffs, all boards and community member focal points participated. Agenda of this meeting was to review RCEDO's annual achievement, updated an internal policies, and staff retreat. This event facilitated and supported by Board of RCEDO.

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C4. Financial Management

C4. Management procedures (Mandatory to be filled out only by organisations with a yearly turnover of more than 50.000 USD)

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Please describe to what degree you have the following management procedures in place.

What Description Bank Account: RCEDO will open bank account in the name of RCEDO. This Bank account is set up to receive grants, income, and saving, from donors and contributors. All RCEDO accounts must be separated by each donor/ project. Account holders of RCEDO is: (1) Executive Director (ED), (2) Programme Manager (PM), and (3) one of Project Officer authorize the opening, operation and closing of the bank accounts.

Bank deposits and withdrawals: There are two of three name above have the right to cash deposits and withdrawal from bank and sign on the cheque of the organization.

RCEDO can withdraw fund from the bank to keep in main safe at the office for running the projects, staff salary, workshop /training and other office expenses amount is not over $5,000.00 (Five thousand US$) per checque. This safe is keep and managed by Executive Director and Chief of Admin/Finance officer.

Bookkeeping System: Accounting records are maintained in a computer-based accounting package. The Accounting package, Quick Books and Excel, is used to A financial record all the transactions. procedures manual or The petty cash: is keeping with another safe at the office and hold by cashier or equivalent, which Admin/Finance assistant. The petty cash will be made for the payment when it is covers relevant urgent or used for cash payment. Maximum amount of Petty cash is US$ 1,000.00 areas (One thousand US$). It can be used for: Office stationeries and supplies; Communication and equipment maintenance; office Utilities and other miscellaneous or small cash expenses.

Cash Count: Cash count is carried out at least once every month to compare the actual money with the record. Cash count will be conducted at least with two persons (can be Ex. director and /or Programme Manager, and Admin/Fin Officer).

Use of Cash and Cheque Disbursements: A). Payment by cheque is made for transaction is over USD 2000.00 (However, in any necessary case, cash will be paid). B). Payment by cash is made for transactions under USD 2000.00, except for payment to institution requiring check payment.

A cash flow: is prepared as part of the budget process and should be based on requirements from donor / by monthly projection request/ and adjustment in timing of project activities (earlier or later implementation) and current bank balances.

Approval of Disbursements: All requests for payment need to be supported with evidence of prior approval of the expenditure before funds can be disbursed. In the case of routine office expenses such as utility, internet or phone charges, this approval is implicit from the

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time the service is initiated. All other disbursements must be approved in advance. Salary payments are approved upon signing of an employment contract or notice of change in salary. Payment: Each payment will be approved and signed by Ex. Director.

Internal Audit: Ex. Director has the authority to check cash and cashbook anytime without any prior notice. For instance, Ex.Director is able to ask Admin /Finance Office to report the financial status and cash situation at any circumstance without prior notice.

Monthly expense report:- is prepared by the accounting system. In addition, a transactions report details all transactions for the month. These reports are approved by ED to ensure that expenses have been properly allocated, and to monitor the financial status of the organization. A copy of the quarterly or monthly expense and fiscal financial statement report would be sent to the donors.

Financial Report: Financial reporting of funding situation is show actual project expenses compared to budget lines. It must be completed monthly and distributed to all project managers, budget holders and board members. Financial reports are submitted to donors in accordance with the reporting schedule and template defined in the grant agreement. As each donor has its own reporting formats, information from accounting system is transferred into spreadsheets to produce the necessary reports.

All financial records, vouchers and other documents shall be preserved by RCEDO for at least five years (5 Years) before disposal. (See Financial Policy for Details).

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RCEDO is led and implements its development programs under the leadership and management of Board of Directors, Executive Director and Management Team Committees (MTC).

Governing Boards of RCEDO's: is consists of 5 members, of which there is 1 woman. They are volunteering individuals from other institutions, private sectors, staff of national and international organizations, or businesspeople. The five members are a chairman, one vice-chairman, and three members. Chairman was selected by its board members. Each board is volunteer without any salary paid. Board of Director has the following duties and responsibilities: 3- Duties and responsibilities are to lead RCEDO's operation and align its direction in order to lead and facilitate the process of policies and legal practices and project implementation to meet it development goal of the organization. 4- BoD Join meeting with Executive Director or Management Committee Team and technical advisor to review and approve on organizational policies, internal rules and regulations, and legal practices, etc

Management Team Committee (MTC):- formed by majority-based votes of all the staff during the annual assembly meeting or extraordinary meeting. There are five members in Management Committees which consist of executive director, program Written manuals manager, Two Project Officer or Team leaders and administration and financial on lines of officer, of which two are female. authority and responsibilities Each MTC member has two years mandate to perform their duties as stated in within the Terms of Reference (ToR). Management Committees conduct at least 3 times organisation. meeting a year.

Executive Director: - Being fully responsible for leading the development activities of the organization and motivate all staffs to achieve the common goal of RCEDO and community development. - Review and manage annual income of the organization and be accountable to Board of Directors, donors and the Royal Government of Cambodia. - Approve and sign on agreement documents and income and payment vouchers of RCEDO. - Building good relationship with the Royal Government, local authority, national and international donors, organizations and other stakeholders in order to build credibility of RCEDO. - Oversees and supports program management including managing contracts, monitoring and evaluation to ensure results are achieved. - Preparing financial reports and development activities report for Board of Directors, local authority, and donors. - Lead and facilitate the process of establishing strategic plan with all staffs and Board of Directors to raise funds to support operation of RCEDO - Seek sources of funds, and supporting capital from national and international organizations to operate RCEDO and implement it development activities. - Resolve the problems of staff, organization, and communities or local authority.

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- Establish and implement the organization policies and other standards in order to ensure effectiveness and efficiency of RCEDO.

RCEDO has to ensure adequate control over the financial transactions with an efficient and effective internal control system. Therefore, the internal control system will be organized in such a way that the work of one person is automatically checked by another officer (immediate senior) and thus ensuring that the possibility of irregularities is minimized (Stated in our financial policy).

Transactions Proposed by Reviewed by Authorization by Payroll/payment slip FAA or Casher F/A Officer(FAO) Ex. Director Procurement of Asset FAO/FAA/PM MTC MTC

Operating expenses FAO/FAA F/A Officer Ex. Director Advance Workshops/ Program staff or FAO & PM Ex. Director training /awareness FAA Audit- external FAO/FAA MTC Ex. Director & Donor Fund raising PM Ex. Director BoD Fund raising unit Travel Advances, Travelling staff FAO/FAA Ex. Director Expenses Disposal of asset FAO/FAA MTC Ex. Director

Petty Cash Reconciliation: a)- Cash controls should be made periodically (at least before the petty cash float is replenished) and cash reconciliation should be undertaken monthly. Any abnormalities must be reported immediately.

b)-Cash count must be prepared every end of Monthly. Cash count is carried out at Reconciliations least once every month to compare the actual money with the record. Cash count between cash, will be conducted at least with two persons (can be Ex. director and /or programme bank and ledger manager, and FAA or Casher) are carried out regularly c)- Bank reconciliation is prepared monthly upon receipt of the bank statement / cash saving book/current book. A voucher is prepared for any miscellaneous bank charges and recorded in the accounting system. Any differences between the balance shown on the bank statement and the accounting system balance must be explained, or bank reconciliation. Bank reconciliation report is prepared by Admin & Finance Officer.

To implement the projects, RCEDO has received funds from several donors like Diakonia or AusAID, and CARITAS Switzerland. So that the supporting staffs such as High segregation of duties when Executive Director, Programme Mananger, Admin/Finance Officer, Officer assistant handling funds. and office operation will share cost by 30% of total cost for each projects. (Note: the share cost amount is depending number of the projects that RCEDO will receive from

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donors in the same target province). The Supporting staffs are sharing duties and their works for the project by 40% of times within the project.

Example: If RCEDO received funds from two donors for Oddar Meanchey Projects, the program Manager and Supporting staffs will 50% of their duties and responsibilities of each project or donor, and they will charge by 50% of their total cost from each project or donor, and also for officer operation cost will charge by 50% of total cost.

Referring to the project Office and field staff will charge full cost from the project that they are working for. They will use 100% of the time for that the whole project and donor.

Areas of financial capacity CISUs Financial Standards describe the requirements for the level of financial capacity in the organizations handling the grant. The level of requirements for the organization is set by the size of the largest grant held or applied for from CISU. The standards are divided into 3 levels depending on grant size: 200,000DKK and >1,000,000DKK incl. programs. Please see the Standards on CISUs webpage.

Describe to what extent the following areas of financial capacity are currently NOT met, if any. Please state: “ALL ARE MET” in each of the 4 sections if so. If capacity building is needed to meet the requirements this can be addressed in the application section D. Budgets <200.000: 1.1 >200.000: 1.1-1.2 >1.000.000: 1.1-1.2 - Part of the future training

Accounting <200.000: 2.1-2.7 >200.000: 2.1-2.8 >1.000.000: 2.1-2.8 - -All those are met

Reporting - <200.000: 3.1-3.4 - All those are met. >200.000: 3.1-3.4 >1.000.000: 3.1-3.4

Internal controls <200.000: 4.1-4.5 >200.000: 4.1-4.7 - All those point are met. >1.000.000: 4.1-4.8

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C5. People responsible for the financial administration in the organisation.

Describe the financial experience and/or relevant education of persons holding the financial positions in the organisation.

Name Position in Financial experience/education organisation Mr. Samrey Wathana Finance officer - Bachelor degree, 17 years experiences worked as organization management and financial with RCEDO and other NGOs in Banteay Meanchey and Oddar Meanchey. Mrs. Reoung Monh Finance officer - 7 years experiences worked on admin /financial with RCEDO and other NGOs at BTB and Banteay Meanchey.

C6. Financial Signatories

Please list the persons who are authorised to sign cheques or withdrawals from the account your Danish partner will send the funds to (you may add more rows). Name Position in organisation Sam Serey Wathana (Mr) Executive Director Mrs. Reoung Monh Admin /Financial officer Im Kimsan (Mr) Office Manager

C7. Reports

Do you make and publish annual narrative and financial reports for the entire organisation (supplementary to project reports)?

RCEDO had been developed and printed Annual Report 2013 of the whole organization and distributed to relevant government institution and donors.

D. Financial Status

D1. Turnover and funding

Please state last year turnover (total amount and currency): US$229,089.00 _Financial year, 2014.

Please list main sources of last year income: 2014

Amount Funding source US$ 49,940.00 MALIS 2014 US$ 38,800.00 FAO/DRR (3months) US$ 32,370.00 Action Aid 2014

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US$ 51,106.00 CDF/ AusAID 2014 US$ 46,500.00 CISOM 2014 US$ 49,173.00 CARITAS Switzerland TOTAL US$ 229,089.00 Please list main sources of last 3 years income: 2010-2013

US$ 54,509.00 CDF/AusAID 2012-013 US$ 42,401.00 MALIS 2013 (Malis phase I) US$ 174,457.75 Diakonia (2008-2010) US$ 92,796.00 CDF/ AusAID (2008-2010) US$ 9,990.00 DAP/ AusAID (2009) US$ 7,150.00 ZOA / Capacity Building (2008-10) US$ 15,000.00 The Asia Foundation (2009) US$ 40,151.00 ZOA/ FAO (2010) TOTAL: US$436,454.75

E. Language skills

Language skills: Indicate competence on a scale of 1 to 5 (1- excellent; 5 - basic) Language Reading Speaking Writing

Khmer 1 1 2

English 2 2 2

F. Supplementary information

Please specify relevant supplementary information of your organisation to the Oddar Menchey draft project:

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Mr. Lim Seng Aeng Mr. Hay Phalla Mr . Chheng Se Mr. Mao So Ms. Si Lux Board Member Board Member Board Chairman Board Member Board Member +855 12 96 38 00 +855 97 73 53 187 +855 12 68 71 08 +855 12 33 61 77 +855 12 79 79 26

RCEDO BOARD

RCEDO STAFF Mr. Sam Serey Wathana Technical Advisors/ NGO Executive Director Management Team Network +855 12 28 43 45 Committee

Mr. Ratanak Sakada Mr. Mao Manel Ms. Reoung Monh Fundraising & Program Manager Finance & Administration Communications Officer +855 12 89 58 68 Officer +855 88 7777 110 +855 89 91 63 73

Mr. Pich Sieng Ho Ms. Yeng Sileap Mr. Phuong Ponha Mr. Im Kimsan Ms. Rith Vannara Team Leader (Area 1: Team Leader (Area 3: Team Leader (Area 2 : Team Leader (Oddar Finance & Administration Phkoam) Tapho) Saarong, Ponley, Treass, Meanchey Assistant (Cashier) Taen Kan)

Ms. Yin Channtha Ms. Thav Visal Mr. Chhing Ren Mr. Ek Chantroueng Mr . Som Chev Community Community Community Community Driver Facilitator Facilitator Facilitator Facilitator

Mr. Lhab Pheng Ms. Sot Tonh Mr. Noun Nich Ms. Long Vutheary Community Community Community Cleaner Facilitator Facilitator Facilitator

Mr. Sroeuy Koes Community Mr. Mao Nanin Facilitator Community Facilitator

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J.nr. (to be filled in by CISU)

The Civil Society Fund Annex B: Fact sheet on the local partner

ORGANISATIONAL FACT SHEET Local partner implementing the project

To be filled in and signed by the local partner.

Please make sure that the information is up to date.

You may have given some of the information before when applying the Civil Society Fund. Feel free to reuse any information as long as it is still up to date.

Name of the organisation as it appears on your constitution or set of rules Rural Economic and Agriculture Development Agency

Abbreviation or acronym for your organisation READA

July 1, 2015

Date Signature of the person responsible for the application (local partner) Oddar Meanchey Mr. Lok Sokthea – Executive Director of READA Place Name and position of the person responsible for the application (block letters)

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A. Basics about your organisation

A1. Physical registered address of the organisation

Street/Road: N/A City/Village: Chong Koasou village, Slorkram Commune District: Siem Reap Region: Siem Reap Province

Postal Address/ PO Box: N/A Country: Cambodia

A2. Contact details for your organisation

Phone number (landline): (855-63) 96 55 45 E-mail address: [email protected]

Mobile number: (855) 92 98 57 98 Website address (if any): (855) 11 66 64 96 www.readacambodia.org

A3. Contact in relation to this application (or to your Danish partner):

Name: Lok Sokthea E-mail address: [email protected]

Position: EXECUTIVE DIRECTOR Phone number: (855) 92 98 57 98 (855) 11 66 64 96

A4. Type and registration

Type of organisation (Member based organisation, Development Organisation, Community Based Development NGO Organisation, foundation etc)

Legal status & date of registration (if applicable) 25 January 2005

Registration number (if applicable) N.090

Affiliation to other organisations (i.e. umbrella, Cambodian National NGO networks, national, regional or international organisations/NGOs, etc.)

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B. Purpose and foundation

B1. Foundation

Why was your organisation founded and by whom?

READA is a non-profit organization with international cooperation partners such as AGRISUD INTERNATIONAL, CONCERN WORLDWIDE, APO,etc . It was founded in 2004 after AGRISUD INTERNATIONAL terminated its development project in SiemReap and registered as legal local NGO at Ministry of Interior in January 2005, N.090. It was formed by experience Cambodian volunteers and a foreign technical assistance groups who was a former international NGO staffs, staffs of agriculture and other related provincial departments based in Siem Reap province. It was established the purposes to support the vulnerable rural communities, natural resources conservation, community’s voice, gender and equality in order to improve the rural community living condition through food security, family income, social awareness and economic autonomy.

B2. Objectives

What are your organisation’s main objectives?

For the project implementation, READA will:

Impoverished rural communities to achieve advanced socio-economic autonomy through gaining the necessary knowledge, skills & access to services to undertake and pursue sustainable livelihood activities (ranging from agriculture to small and medium businesses) whilst also increasing awareness on social and health issues.

B3. Activities

Please list your main activities during the last three years (not more than one page):

Food Securities: READA support on agricultural and technical trainings on a range of activities. These include Integrated Vegetables Growing and Livestock Raising, Seed Selection and Natural Fertilization and how to make the most effective use of the land without depleting the natural resources.

Agricultural-based job opportunities will be promoted through Farmer Field Schools (FFS), home and commercial garden using drip irrigation system, exposure visit to model farms and demonstration centers. Farmer-to-farmer exchange will be organized as an effective way for broad adoption of new or improved methods.

Income Generation: READA provide advice on small business to non-farming participants for buying or producing products which could be sold on market demands. The target is vulnerable families, who haven’t enough arable land or manpower to work in the agriculture sector (e.g. widows, PLHIVs and disable persons). In addition, READA will provide simple business training

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such as recording expense and revenue records. With SHGs and Agriculture Cooperatives, READA also provide many focus trainings and practical skills them, especially on small business, small business analysis, market analysis, conflict resolution in order to build capacity to them. As results, many SHGs and ACs have their own business that they can generate income for their activities. Moreover, READA also provides rice banks to cover the food shortage period that all of their members can borrow and pay back in kind of food stability and reducing the borrowing from local lenders and it is also a type of business for SHG and ACs as well. As well READA also provide cow bank to SHGs to raise for generate income. Support to small infrastructures and WASH: A good irrigation system is vital for efficient farming and in addition a well and water filter facilities will not only the farm production but also the health of the family. READA's project will address this issue through two initiatives: firstly community-wide irrigation systems such as canal, public pond, dam and domestic/on-farm. Secondly READA provides resources for WASH such as; water filters, water jars, ring wells, pump wells, family toilets, and also conduct village cleaning campaign and promote the hygiene to all villagers. READA provide a necessary material and equipment in target villages with year round access to improved water sources and educate to target households in order to modify and improve their hygiene behavior, leading to decreased incidence of disease, particularly diarrhea. On the other hand, READA lead by doing the hygiene and sanitation campaign with the communities in order to use latrines for defecation and 90% of latrines constructed with grant assistance are well maintained, in sanitary condition and frequently used

Community Structure: The establishment of Self Help Group (SHG) and Agriculture Cooperative (AC) are our main strategies for project sustainability while READA phases out from the target areas. SHG and AC's roles in the future will include fund raising, representation of community interest, and building up democratic structures at grass-root level. The SHG and AC can also effectively work to change related government laws which do not serve public interests.

Awareness raising on fundamental rights, Gender and equality and Advocacy: Rights awareness is a strategy that READA have implemented to help address livelihood issues of the poor both in the short and long term. READA will raise the awareness of human rights during community/village meetings; Commune Development forums, networks, and other training or coaching sessions. In addition, READA will seek appropriate service providers to provide training courses in the fundamental human rights for CCs, village and group leaders, other relevant stakeholders and village volunteers. based on the results of contextual analysis, the inequity problems have been taken into account to ensure that the vulnerable group - marginal farmers, landless and women headed household- are prioritized for project intervention. Women and men have both participated to the contextual analysis process and to the information collection/baseline survey for next year’s project implementation. Moreover, READA also provide training to SHGs and ACs on advocacy such as; child rights, rights land tittle management, the process for problem resolution, the step for legal resolution, public forum, proposal writing for the raised idea support, and facilitation skills for the raised idea support.

Link and engage communities to service providers and networks to address natural resources and other livelihood issues: READA will facilitate and coordinate with other service providers to increase the social awareness, human rights knowledge and income generation, in target communities. In particular, farmers need to be aware of their rights and responsibilities regarding land tenure because land grabbing has increased in our target areas.

Nutrition and Hygiene: READA is implementing the Mobile Kitchen projects in both provinces of Siem Reap and Kampong Thom to improve food security and nutrition through enhanced the

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knowledge of food availability, food accessibility and food utilization for proper use of food based on adequate knowledge and appropriate nutrition practices for food safety with proper personal hygiene and sanitation awareness. This project will be implemented in 180 villages, 22 communes and 5 districts of Kampong Thom province and 180 villages, 27 communes and 5 districts of Siem Reap province. The activities such as; provide nutrition mini training with village based cooking demonstration conduct GMP to babies in the all target villages.

Forestry Community for Climate Change Adaptation: In order to adapt to the climate change that the world are worrying about, READA also start up one activity responding to this worry since 2013. Forestry Community for climate Change Adaptation activities is implemented and focus on community forestry committee and members with collaboration from district and provincial forestry administration. This activities is integrated by some small activities such as livelihood, home garden, saving groups, set up forestry community committee, tree planting, set up forestry community boundary, develop fire road, set up biogas, capacity building to forestry community members and committee.

B4. Evaluations (relevant mainly for larger organisations)

Please list important external or internal evaluations carried out during the last three years (if any):

Project funded by UNDP: 1. Establish cow bank groups in community using revolving or saving fund to increase cowing raising in community and then select interested beneficiaries to set up biogas. 2. Encourage SHG members to borrow money SHG to implement multi diversified agriculture activities such animal raising reflected to biogas set up. 3. Provide capacity building to SHGs members committee on meeting facilitation skill, bookkeeping, SHG management, proposal writing…etc. 4. Support community to establish small enterprise in community to process by-product from forestry.

C. Governance and accountability

C1. People

How many are you? (Fill in where applicable)

Number

Members (sometimes called owners or patrons) 53 fulltime staffs ( 24 females)

Board (sometimes called executive committee or steering group) 5 Governing Board members (1 Female)

Staff (sometimes called secretariat, management or administration) 3 Management Team

Volunteers (sometimes called unpaid staff) N/A

Collective members (other organisations/associations) N/A

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C.2 Board composition

Name Profession (farmer, teacher, housewife etc.) Mr. Chun Yung Freelance Consultant Mr. Khem Sarith Lecturer, Build Bright University Mr. Kaing Chanlen Program Manager, INGO Mr. Noun Vireak Lecturer, Build Bright University Ms. Heng Sok Eng Lecturer, USEA University

How often does the board meet?

2 times per year for ordinary meeting.

C3. General Assembly (if applicable)

When did you conduct your last general assembly / members meeting and who participated?

READA had conducted Annual Meeting/Annual General Meeting every year. The participants were from: all staffs from all target province; management team and governing board. Agendas of this meeting were to present the achievements, challenges and lesson learned from project implementation during the year 2014 and set plan for 2015.

C4. Financial Management

Areas of financial capacity CISUs Financial Standards describe the requirements for the level of financial capacity in the organizations handling the grant. The level of requirements for the organization is set by the size of the largest grant held or applied for from CISU. The standards are divided into 3 levels depending on grant size: 200,000DKK and >1,000,000DKK incl. programs. Please see the Standards on CISUs webpage.

Describe to what extent the following areas of financial capacity are currently NOT met, if any. Please state: “ALL ARE MET” in each of the 4 sections if so. If capacity building is needed to meet the requirements this can be addressed in the application section D. Budgets ALL ARE MET <200.000: 1.1 >200.000: 1.1-1.2 >1.000.000: 1.1-1.2

Accounting ALL ARE MET <200.000: 2.1-2.7 >200.000: 2.1-2.8 >1.000.000: 2.1-2.8

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Reporting ALL ARE MET <200.000: 3.1-3.4 >200.000: 3.1-3.4 >1.000.000: 3.1-3.4

Internal controls ALL ARE MET <200.000: 4.1-4.5 >200.000: 4.1-4.7 >1.000.000: 4.1-4.8 C5. People responsible for the financial administration in the organisation.

Describe the financial experience and/or relevant education of persons holding the financial positions in the organisation.

Name Position in Financial experience/education organisation Mr. Net Sarann Admin. Finance Work in this position since 2005 for various donors Manager funding and got bachelor degree of Finance and banking from Build Bright University. Ms. Tu Thida Admin. Finance Work in this position since 2012 for various donors Assistant funding and 4th student for bachelor degree of Accounting from USEA University. Ms. Nhim Sophoeun Admin. Finance Work in this position since 2014 for various donors Assistant funding and 4th student for bachelor degree of Accounting from USEA University.

C6. Financial Signatories

Please list the persons who are authorised to sign cheques or withdrawals from the account your Danish partner will send the funds to (you may add more rows).

Name Position in organisation Mr. Lok Sokthea Executive Director of READA Mr. Yoeun Sineng Project Manager Mr. Net Sarann Admin/Finance Manager

D. Financial Status

D1. Turnover and funding

Please state last year’s turnover (total amount and currency): USD Financial year 2014 Please list main sources of last year’s income:

Amount Funding source 206,398.00 USD Agriculture Development Denmark Asia 279,233.00 USD USAID-Cambodia HARVEST (Fintrac)

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49,665.00 USD Lotus Relief Charitable Trust 2012 53,504.00 USD Brahma Kesa Association 46,597.00 USD Global Service Corps of Kyung Hee University (KOICA) 37,921.00 USD United Nation Development Program-GEF Small Grant

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BUDGET, Civil Society Fund

To be used with application forms for partnership interventions, small scale development projects or large-scale development projects. You may obtain help in "Guide to budget preparation" available at: www.cisu.dk/csp CISOM phase II - Empowerment of Civil Society organisations in Oddar Meanchey All budget items must be numbered. You may add lines under one or several main items if necessary.

Financing plan From other From the Civil financial Total amount Society Fund sources

1. Activities - total 2.536.682 2.536.682 AC and SHG development, advocacy facilitation and FFS - fee 1,2,3 - APSO* 264.132 264.132 for 22 CPs 2 & 3 Training of Community Professionals - incl. refresher training 66.000 66.000 3 AC formation and development, including official registration 83.160 83.160 3 AC capacity building/training materials 44.550 44.550 3 Competive grant boosting activities of 8 ACs 264.000 264.000 1.1 Farmer Field Schools (FFS) 35.640 35.640 1.1 Inputs/farmer field days/focus and refresher trainings 14.850 14.850 3.4 Inputs for Community Development Plans (CDP) - - 2.1-2.5 Self Help Group capacity building - new SHGs 29.700 29.700 2.1-2.5 Beneficiary capacity building/focus trainings 49.500 49.500 2 & 3 APSO* Local consultants/staff capacity building 52.800 52.800 2 & 3 APSO* ADDA financial supervision and monitoring 41.580 41.580 2 & 3 ADDA DPC 89.100 89.100 1,2,3 - APSO* CISOM Project coordinator (1) 237.600 237.600 2 & 3 Advocacy Advisor/Subject Matter Specialists (1) 237.600 237.600 1,2,3 - APSO* Local NGO District Coordinators in ODM (3) 356.400 356.400 1,2,3 - APSO* Local NGO facilitators in ODM (3) 277.200 277.200 2 & 3 Local NGO Junior Advocacy Advisor in ODM (1) 108.900 108.900 2 & 3 Danish man-hours (transferred from sheet 3) 283.970 283.970 2. Investment - total 49.500 49.500 - 2.1 Minor equipment 49.500 49.500 2.2 0 - - 3.Expatriate staff - total 246.397 246.397 - 3.1 Salaries 129.537 129.537 3.2 Insurance 2.000 2.000 3.3 Accomodation costs 20.889 20.889 3.4 Per diem 33.971 33.971 3.5 Travel expenses 60.000 60.000 4. Local staff - total 678.150 678.150 - 4.1 READA Project manager 118.800 118.800 4.2 NGO Senior Supervisors in ODM (3*0,33) 237.600 237.600 4.3 Accountants - part time 205.920 205.920 4.4 Per diem 106.920 106.920 4.5 Staff insurance 8.910 8.910 5. Local administration - total 638.733 638.733 - 5.1 Rent of local offices, electricity etc. 118.800 118.800 5.2 Stationary and office supplies 83.160 83.160 5.3 Audit Cambodia 69.300 69.300 5.4 Communication, telephones, internet etc. 83.160 83.160 5.5 Cars (fuel and maintenance) 136.620 136.620 5.6 Motorcycles (fuel and maintenance) 128.304 128.304 5.7 Bank fees, local document certification 19.389 19.389 6. Intervention monitoring (Danish staff) 111.460 111.460 - 6.1 International flights 30.000 30.000 6.2 Danish man-hours, if any (transferred from sheet 3) 70.020 70.020 6.3 Accomodation 4.356 4.356 6.4 Per diem 7.084 7.084 7. External evaluation 78.730 78.730 - 7.1 Consultant fees 66.000 66.000 7.2 Transport - - 7.3 Accomodation 4.950 4.950 7.4 Other costs - 7.5 Danish payroll costs, if any 7.780 7.780 8. Information work in Denmark (max 3% of 1-7) 40.440 40.440 - 8.1 Information materials 6.600 6.600 8.2 - 8.3 Danish man-hours, if any (transferred from sheet 3) 33.840 33.840 9. Budget margin (min 6%, max 10% of 1 - 8) 262.806 262.806 - 438009,182 10. Total cost 4.642.897 4.642.897 -

11. Auditing 30.000 30.000 -

12. Subtotal 4.672.897 4.672.897 -

13. Administration in Denmark (max 7% of 12) 327.103 327.103

14. Total 5.000.000 5.000.000 - *APSO: Cost of Activities Pursuing Several Outputs and immediate objectives BUDGET NOTES:

Nr. Description (no. refers to the budget item) 1. Activities - total

Fee for CPs. CPs train on SHG and AC development; capacity building and advocacy. Part-time fees for US $ 60/month x 22 CPs x 36 months , however 1,2,3 - APSO* 125 days paid directly by local customers (SHGs and Acs) = 40.020 US $. Under day to day management of local NGOs in ODM

Two times trainings of trainers (ToT) Community Professionals (CPs). Cost of external trainers, food and accomodation for a 1-2 week first refresher 2 & 3 training course plus additional refresher training sessions - estimated at 2 x 5.000 US $ = 10.000 US $

Cost of training activities during first stakeholder meetings, and subsequent registration of 9 new ACs estimated at 9 new ACs x 1400 US $ per AC = 3 12.600 US $

3 AC capacity building/training materials estimated at 9 new ACs x 750 US $ per AC = 6.750 US $

5.000 US $/AC is granted to the best 8 ACs based on a competitive approach - following the procedure: (i) Call for proposals among 9 ACs, (ii) proposals 3 are evaluated against an evaluation grid by an evaluation committee, (iii) Reviewed best 8 full business proposals - including complete and updated business plan - are executed by ACs utilising their own resources and a grant of 5.000 US $ = 40.000 US $.

1.1 Farmer Field Schools. 9 FFS x 600 US $/unit = 5.400 US $. Training input e.g. improved seeds and chicken breed.

1.1 Farm input supply for farmer field days/refresher trainings/vaccinations for small livestock. 9 units x 250 US $/unit = 2.250 US $ 3.4 Inputs for Community Development Plans (CDP), e.g. rice banks, ring wells etc., sourced by ADDA Self help group formation (saving boxes, training materials, charts with SHG rules, ceremonies, local authority allowance, etc.). 9 SHGs x 500 US $/unit = 2.1-2.5 4.500 US $

2.1-2.5 Beneficiary capacity building/focus training. HH assessment, micro business establishment, action planning etc.) 100 SHGs x 75 US $/unit = 7.500 US $

Support to local staff capacity building (i) part time studies e.g. diploma and bachelor degrees; (ii) local training and courses: civil society organisations, 2 & 3 APSO* gender mainsteaming, LFA, project monitoring, climate change, language skills, computer, SSPS analysis, (iii) training by local consultants on e.g. civil society development, market linkage. Estimated total costs during 36 months 8.000 US $. Part time ADDA financial supervisor and controller - training/building capacity of local NGOs regarding activity planning, budgeting, reporting and follow up. 2 & 3 APSO* 9 months x 700 US $ per months = 6.300 US $. 2 & 3 Project supervision. Capacity building by ADDA Deputy Coordinator in Cambodia. 9 months x 1.500 US $ per months = 13.500 US $ 1,2,3 - APSO* Senior READA project coordinator. Capacity building and implementation of activities. 30 months x 1.200 US $ per months = 36.000 US $ Mainly CISOM Advocacy Advisor - but also subject matter specialists of READA. Highly qualified READA staff specialised on law, legal rights and 2 & 3 advocacy supplemented by staff specialised on micro business development (Business advisor), Farmer organisations (Farmer Organisation advisor): 30 months x 1.200 US $ per months = 36.000 US $ NGO District Coordinators in ODM (3). Full time project coordination in geographical areas of CIDO, RCEDO and KBA in Oddar Meanchey Cambodia. 3 x 1,2,3 - APSO* 36 months x 500 US $ per months = 54.000 US $ Local facilitators in ODM (3). Full time project facilitators implementing activities in geographical areas by CIDO, RCEDO and KBA in Oddar Meanchey 1,2,3 - APSO* Cambodia. 3 x 35 months x 400 US $ per months = 42.000 US $

2 & 3 Project Junior Advocacy Advisor employed by NGO in ODM. 33 months x 500 US $ per months = 16.500 US $

Specialist/expatriate support to activities: Advocacy, AC development, economics and NGO capacity building. External input on technical assistance is 2 & 3 equal to 70 working days. Reference is made to spread sheet "Fee schedule". 2. Investment - total 2.1 Minor equipment: Computers, printers, scanners cameras, etc. A total of 7.500 US $ during phase II 2.2 3.Expatriate staff - total Salaries of expatriate staff. Overall COCIS project progress mentoring including advice on how to reach outputs and objectives. Average 1,16 day per 3.1 months equal to app. 333 hours x 389 DKK/hour = 129.537 DKK. 3.2 Travel insurance app.2.000 DKK for 3 years. 3.3 Accomodation costs. 104 days x 198 DKK/day = 20.592 DKK (touristic class)

3.4 Per diem. A total of 104 days x 322 DKK/day = 33.488 DKK

Travel expenses. Train and air tickets: 6 roundtrips x 10.000 DKK/trip = 60.000 DKK. This cost also covers travel expenses regarding specialist staff 3.5 assigned for CISOM capacity building activities 4. Local staff - total 4.1 READA project supervision. 12 months x 1.500 US $ per months = 18.000 US $ NGO District Senior Supervisors in ODM. Part time project supervision by CIDO, RCEDO and KBA directors in Oddar Meanchey Cambodia. 1/3 * 36 4.2 months x 1.000 US $ per months = 36.000 US $ Accountants - part time project account in geographical areas by READA, CIDO, RCEDO and KBA in Oddar Meanchey Cambodia. 18 months (READA) + 4.3 (3 x 10) months total for CIDO, RCEDO and KBA months: 36 months x 650 US $ per months = 31.200 US $ 4.4 Per diem. 104 days x 322 DKK per day = 33.488 DKK according to detailed calculation of local staff travel and accommodation costs. 4.5 Staff insurance. Insurance of 15 staff x 90 US $ per month = 1.350 US $. 5. Local administration - total 5.1 Rent of local offices, electricity etc. A contribution of office rent of local offices 36 x 5 x 100 US $ per months = 18.000 US $ 5.2 Stationary and office supplies. A contribution - maximum 36 x 5 x 70 US $ per months = 12.600 US $ Local certification/audit. Local certification of accounts/documentation 3 years x 3.500 US $ per year = 10.500 US $ (Full audit - offer from local auditing 5.3 firm) 5.4 Communication, telephones, internet etc. A contribution - maximum 36 x 5 x 70 US $ per months = 12.600 US $ 5.5 Cars (fuel and maintenance). A contribution - maximum 36 x 5 x 115 US $ per months = 20.700 US $ 5.6 Motorcycles (fuel and maintenance). A contribution - maximum 324 months x 60 US $ per months = 19.440 US $ 5.7 Bank fees, insurance etc. Lump sum 3056 US $ according to ADDA experience from Siem Reap. 6. Intervention monitoring (Danish staff) 6.1 Travel expences. Train and airtickets: 3 roundtrips x 10.000 DKK/trip = 30.000 DKK 6.2 Specialist/expatriate support to monitoring. Part time monitoring and specialist training 180 hours x 389 DKK/hour = 70.020 DKK. 6.3 Accomodation costs. 22 days x 198 DKK/day = 4.356 DKK (touristic class) 6.4 Per diem. 22 days x 322 DKK per day = 7.084 DKK according to detailed calculation of local staff travel and accommodation costs. 7. External evaluation 7.1 International flights - N/A a local consultant is used External team leader and external civil society/SHG-AC development specialist. Final evaluation: 10.000 US $ 66.000 DKK. Cost is according to recent 7.2 expenditure for external mid-term evaluation of ongoing projects in Cambodia. 7.3 Accommodation expenses: 30 days x 25 US $/day x 6,6 DKK/US $ = 4.950 DKK 7.4 7.5 8. Information work in Denmark (max 3% of 1-7) 8.1 Information work is planned; information materials. DKK: 6.600. 8.2 8.3 Part time PR and info officer 120 hours x 282 DKK/hour = 33.840 DKK. Danish payroll costs

Please use this section if the budget includes salaries or allowances for personnel or volunteers from the Danish organisation involved in implementation

CISOM phase II - Empowerment of Civil Society organisations in Oddar Meanchey All coloured cells are formatted, avoid overwriting. Activities, budget item 1 Hourly fee, Overheads, if Activity (specify budget item) Name of employee / volunteer Title DKK any, DKK Technical Assistance: Interactions with governmental structures, efficient Helge Brunse Senior Adviser 389 advocacy, monitoring advocacy (Activity 3.6) Specialist/expatriate support to NGO capacity building, incl. how to amplify Kjeld Vodder Nielsen Country Coordinator 389 advocate elements of Cambodian NGOs AC feasibility studies, business planning and guidelines on Kjeld Vodder Nielsen Country Coordinator 389 methodology and criterias regarding "competitive grants to ACs"

Sub total

Overall CISOM project progress coaching and mentoring, including Kjeld Vodder Nielsen Country Coordinator 389 advice on how to reach objectives and outputs. Sub total

Intervention monitoring (Danish staff), budget item 6 Hourly fee, Overheads, if Activity (specify budget item) Name of employee / volunteer Title DKK any, DKK Monitoring Bodil Pallesen Country Manager 0 Monitoring Helge Brunse Senior Adviser 389

Sub Total

Evaluation (participation), budget item 7 Hourly fee, Overheads, if Activity (specify budget item) Name of employee / volunteer Title DKK any, DKK Contracting, ToR and documentation Kjeld Vodder Nielsen Country Coordinator 389

Sub Total

Information work in Denmark, budget item 8 Hourly fee, Overheads, if Activity (specify budget item) Name of employee / volunteer Title DKK any, DKK 8.2 Event Tove Bang Project coordinator 282

Sub Total

Total Please use this section if the budget includes salaries or allowances for personnel or volunteers from the Danish organisation involved in implementation

All coloured cells are formatted, avoid overwriting.

Hours - Hours in Hours Total for this abroad Denmark total budget item

220 220 85.580

300 40 340 132.260

150 20 170 66.130

0 - 0 - 0 - 0 - Sub total 730 283.970

222 111 333 129.537

Sub total 333 129.537

Hours - Hours in Hours Total for this abroad Denmark total budget item 80 80 160 - 120 60 180 70.020 0 - 0 - 0 - 0 - 0 - 0 - Sub Total 340 70.020

Hours - Hours in Hours Total for this abroad Denmark total budget item 16 4 20 7.780 0 - 0 - Sub Total 20 7.780

Hours - Hours in Hours Total for this abroad Denmark total budget item 120 120 33.840 0 - 0 - 0 - Sub Total 120 33.840

Total 1190 525.147 Financing Plan

CISOM phase II - Empowerment of Civil Society organisations in Oddar Meanchey

Total amount applied for (= item 14 in budget): 5.000.000

Divided into the following half-yearly disbursements:

Year 2016 - first half - second half 950.000

Year 2017 - first half 1.000.000 - second half 950.000

Year 2018 - first half 950.000 - second half 900.000

Year 2019 - first half 250.000 - second half Budget Summary

Budget summary Currency Indicate total cost (i.e. contributions from the Civil Society Fund as well as other sources) 5.000.000,13 DKK Of the total cost, the Civil Society Fund is to contribute 5.000.000,13 DKK Of the total cost, the amount to be contributed by other sources of finance, including self-funding by the Danish organisation or its local partner, if any 0,00 DKK Indicate total cost in local currency 757.575,76 USD Indicate exchange rate applied 6,60 DKK/USD

From the Civil From other Main budget items Total amount Society Fund financial sources 1. Activities 2.536.682 2.536.682 0,00 2. Investments 49.500 49.500 0,00 3. Expatriate staff 246.397 246.397 0,00 4. Local staff 678.150 678.150 0,00 5. Local administration 638.733 638.733 0,00 6. Project monitoring 111.460 111.460 0,00 7. External evaluation 78.730 78.730 0,00 8. Information in Denmark (max. 3 % of items 1–7) 40.440 40.440 0,00 9. Budget margin (min. 6 % and max. 10 % of items 1-8) 262.806 262.806 0,00 10. Project expenses in total (items 1- 9) 4.642.897 4.642.897 0,00 11. Auditing in Denmark 30.000 30.000 0,00 12. Subtotal (item 10 + item 11) 4.672.897 4.672.897 0,00 13. Administration in Denmark (max. 7 % of item 12) 327.103 327.103 0,00 14. Total 5.000.000 5.000.000 0,00