CAMBODIAN CIVIL SOCIETY

STRENGTHENING PROJECT

Q3 FY19 QUARTERLY REPORT APRIL 1, 2019 – JUNE 30, 2019

JULY 30, 2019

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

CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT

CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT

Q3 FY19 QUARTER REPORT APRIL 1, 2019 – JUNE 30, 2019

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

Submitted to: USAID/Cambodia on July 30, 2019

Contractor: East-West Management Institute, Inc.

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

CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT

CONTENTS TABLE OF ACRONYMS …………….…………………………………………………………………….…………………ii PROGRAM OVERVIEW …………………………………………………………………………………………………....1 CCSS Q3 FY1 RESULTS AT A GLANCE………………………..……………………………………………………….2 PROGRESS UNDER EACH TASK ………………………………………………………………………………………...3 TASK 1: Support to Cambodian Civil Society …..……………………………………….………….3 TASK 2: Enhance Technical and Organizational Capacity of Civil Society …….……..15 TASK 3: Analytical and Technical Services ………………………………………………….……..23 PROBLEMS ENCOUNTERED/RESOLVED………..…………………………………………………………………23 ANNEX A: PERFORMANCE INDICATORS ….………………………………………………………..…………..24 ANNEX C: LAC PARTICIPATION IN GOVERNMENT-CSO FORUMS….……………….………………..32 ANNEX D: PROGRESS TOWARD OUTCOMES…………………..…………..………………………….………33 ANNEX E: CSO REQUESTS AT CIVIL SOCIETY ALLIANCE FORUM……..…………………………….….35 ANNEX F: MEDIA COVERAGE OF WONDERS OF THE MEKONG EVENT……..………………….....36 ANNEX G: BCV SUCCESS STORY……………………………………………..……………………………………….37 ANNEX H: SUMMARY OF OACA AND CDP STATUS ………………………….………………….………....38 ANNEX I: ADDITIONAL COACHING SESSIONS BY VBNK……………………………………………………40

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TABLE OF ACRONYMS

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

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PROGRAM OVERVIEW The Civil Society Strengthening Project (CCSS), Contract Number AID-442-C-16-00002, is a five-year contract awarded to the East-West Management Institute, Inc. (EWMI) by the United States Agency for International Development (USAID), with a period of performance from June 27, 2016 to June 26, 2021. The goal of the CCSS Project is to increase the capability of Cambodian civil society to engage in democratic processes by representing citizen concerns. The objectives of the project are to strengthen the capacity of civil society organizations (CSOs) in Cambodia, and provide analytical and technical services to USAID/Cambodia’s Office of Democracy and Governance to respond to opportunities for democratic development.

Affiliated Network for Social Accountability Cambodia meeting with community people in Chan Village, Ta Veaeng Leu Commune, Ta Veaeng District in Ratanak Kiri province to discuss Check My School project activities.

Under Task 1, CCSS administers two grant funds: 1) the Legal Defense Fund (LDF), which provides legal representation to constitutional rights defenders and CSOs, and 2) the Democracy and Governance Fund (DGF), which awards competitive grants to support strategic initiatives that promote engagement of citizens in governance. Under Task 2, CCSS delivers capacity development assistance to CCSS grantees, organizations that do or may receive direct support from USAID,1 and grassroots/informal groups. Under Task 3, CCSS is responsible for conducting a Political Economy Analysis (PEA) and two public opinion

1 These include Annual Program Statement (APS) partners and Potential Transition Award Recipients (PTAR).

Q3 FY19 REPORT APRIL 1, 2019 – JUNE 30, 2019 1 CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT surveys. EWMI’s key subcontractors on CCSS are VBNK, which delivers most of the Task 2 assistance, and BDLINK, which conducts the surveys.

CCSS Q3 FY19 RESULTS AT A GLANCE

Legal support to civil society on compliance with Cambodian laws Legal Aid Cambodia (LAC) continued to support legal compliance by national and international CSOs. • LAC provided legal assistance to 95 CSOs, ranging from presentations on legal requirements to individual consultations. • Consultation on the Law on NGOs and Associations (LANGO) accounted for 38% of these cases.

Engaging citizens CIRD organized its first public consultation on consumer protection, focusing on food safety.

Concrete results for citizens • 3SPN gained the support and cooperation from local authorities to stop illegal fishing in a protected area on the Srepok River in Ratanak Kiri province. • In response to citizen requests at community meetings organized by NAS, the government constructed 64 new toilets; repaired four roads, 12 canals and 10 shelters; connected electricity for 20 families; resolved two land conflicts and took administrative action in 703 cases. • Youth in Oddar Meanchey formed a self-help group, based on training from YCC, with several concrete results: • Built a day care center on land donated by local officials with construction funds contributed by group members. • Built two 3,000 meter roads with funds raised from local authorities and the community. • Raised capital for local businesses, which in turn helped to reduce migration, through a savings and credit program.

• Prey Lang Community Network (PLCN) received the prestigious 2019 Energy Globe Award, a well-known award also known as ‘Nature’s Nobel Prize,’ for its environmental protection efforts.

Strengthening CSO capacity • CCSS held a 3-day training on participation methods and analysis, led by consultants from the Institute from Development Studies in the UK. • VBNK delivered a three-day training Financial Management for Non-Finance Managers and its first basic social media course.

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PROGRESS UNDER EACH TASK2

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

SUB-TASK 1.1: Legal Defense Fund Representing Constitutional Rights Defenders (CRDs) CCSS continued its subgrant award to LAC to represent CRDs. LAC continues operating its activities with nine lawyers as its pool for assigned cases and Vishnu has two lawyers who are ready to take cases. Supporting legal compliance With respect to Category 2, LAC provided a range of assistance to 95 CSOs, from raising awareness of legal issues at workshops and forums to providing consultations and representation to those organizations seeking to comply with Cambodian laws.

Legal assistance issues in Q3 FY19

LAC provided legal consultation sessions to 13 CSOs by phone, and held individual meetings with three CSOs. About 38% of these consultations concerned the Law on Associations and Non-Government Organizations (LANGO), as shown in the chart above.

2 For complete results on performance indicators see Annex A.

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LAC also conducted five presentations on a range of laws for a total of 297 (47 females) people. Organizations had questions about LANGO, and new Labor Law requirements on salary and seniority indemnity payments. LAC also participated in government-led forums 3 with CSOs in several provinces. LAC continued to update four guidelines regarding 1) tax on salary/income for foreigners as non-residents or residents working for Cambodian CSOs under the Tax Law 2) applicable taxes for NGOs 3) case study on work permit and visa applications for foreign employees of NGOs and 4) seniority indemnity payments. LAC will produce video clips explaining those guidelines and post them on LAC's website and other social media platforms. LAC continued to update its Facebook page on legal compliance, and to engage in constructive dialogue through the Joint Government-CSO Working Group on Taxation. Finally, it provided information on updated laws and regulations to CSOs and relevant government officials in the provinces.

SUB-TASK 1.2: Democracy and Governance Fund During this reporting period, CCSS continued working with its 18 subgrantees.4 The implementation areas are highlighted below in green.

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

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EWMI CCSS DGF partners

CCSS Theory of Change: Four Steps to Achieve Impact The CCSS theory of change shows a path from partner activities to real results, in the form of improved government services and a higher quality of life for Cambodian citizens.

Under this theory of change, partners begin by preparing citizens to get involved in their communities in Step 1, most often by conducting training and raising public awareness on the importance of inclusion of youth, women, indigenous people and disabled people in governance processes. • For example, CIRD kicked off its work to pilot the first consumer protection network with a workshop on food safety with youth, private sector representatives and others in Phnom Penh on June 11. • YRDP conducted an exposure trip for 26 youth (11 women) to the Along Phe commune of the Thala Barivat district in Stung Treng province. The trip showcased the issues faced by local community people and helped the young participants understand how they could contribute to solutions. This trip was

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covered by a local media firm and the video footage was aired on TV in May (https://www.facebook.com/watch/?v=319859365573712). The YouTube link to this video clip has received 635 views and ~5,100 subscriptions to the channel. In Step 2, the partners then support community members in social accountability campaigns.5 Some partners do this by making requests for government action in consultations with commune councilors. Others present evidence of illegal logging or fishing to government authorities, seeking enforcement of the law. MEDIA One mobilized 137 youth and women to join a mural contest on social accountability issues affecting them. Judges from the Ministry of Education, Youth and Sport; National Committee on Decentralization and Deconcentration; the Royal University of Fine Arts and NGO partners provided feedback and the top five pictures were submitted to a vote by participants at three workshops in Ratanak Kiri, Siem Reap and Banteay Meanchey provinces and the Youbal Polrath Facebook page, which reaches 41,476 people. The winner will be announced next quarter. The immediate outcome, as shown in Step 3, is that government officials respond to partners,6 for example by providing requested services in the Commune Investment Program (CIP) or enforcing laws to protect natural resources. Another possible outcome is that government authorities proactively convene public forums.7

For example, 3SPN was able to gain the support and cooperation from local authorities to stop illegal fishing in a protected area on the Srepok River in Ratanak Kiri province. On June 26, working with Tuon Sokheng, the chief of a the Phoum Pram fishery community, community members and seven police offers, 3SPN stopped illegal fishing activities in Chuo Neak Baksroka and Bak Rotes areas. Two fishers with two boats and electric gear were brought to Koun Mom District office. ‘We will get more successes when we keep good cooperation with both the community and authorities,’ said Sokheng. With the CCSS focus on reflection and learning, repeating Steps 2 and 3 will result in ‘increased technical, operational and financial capabilities’8 as evidenced by a ‘change in organization performance’ by subgrantees.9 As partners gain skills and experience, they have the opportunity to ‘develop and strengthen partnerships, collaboration and coordination among CSOs’10 and to gain ‘enhanced ability… to deliver quality programming.’11 Step 4 reflects a systems change, whereby civil society has become more valued by communities and government. At this stage, the role of CSOs has become institutionalized. Ultimately, CSOs, especially CCSS sub-grantees, gradually become ‘more engaged in the promotion of democracy and human rights,’ leading to a higher quality of life for citizens, who will receive the government cooperation, support and good services to which they are entitled. For example, MVi reported that with strong support from Kbal Romeas commune

5 As in Indicator 1.11 6 As in Indicator 1.9 7 As in Indicator 1.10 8 As in Expected Result 2.1 9 As in Indicator 2.3 10 As in Expected Result 2.2 11 As in Expected Result 2.3

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Progress toward change at the outcome level During the past year, partners were actively engaged in Step 1 by training beneficiaries and in engaging citizens in social accountability campaigns in Step 2. Within the portfolio there are some variations of activities at this level. CCSS and its partners are focusing on their results at the outcome level, both immediate outcomes in Step 3 (behavior change by actors on the supply side: in other words, government response) and intermediate outcomes in Step 4 (systems changes: an institutionalized role for CSOs).

Behavior change In response to citizen requests at community meetings organized by NAS, the government constructed 64 new toilets; repaired four roads in seven villages, 12 canals, and 10 shelters; connected electricity for 20 families; resolved two land conflicts involving eight families and took administration action in 703 cases, as shown below. Results of NAS consultations No Project Village Commune District Kratie Province 1 2,200-meter road repaired 3 villages -- 1) Krouch, 2) Pralay Triek and 3) Boeng Kieb 2 4 toilets for 4 families 2 villages -- 1) Bos and 2) Pralay Damrie Triek Phong 3 1,200 meter canal repaired 3 villages -- 1) Srae Sdach, 2) Srae Chhloung Triek and 3) Prey Kou 4 Electricity connected for 10 1 villages -- 1) Hanchey Ti Muoy Han Chey families and 2) Hanchey Ti Pi 5 2 toilets for 3 families Chrouy Thma Kraom Chhloung Tboung Khmum Province 1 3,500 meter canal repaired 3 villages -- 1) Trapeang Pring, 2) Kampraeus and 3) Srae Prang 2 Land conflicts of 5 families Kampraeus settled 3 Total of 46 complaints (30 on All villages Trapeang birth certificates, 7 on Pring marriage certificates and 9 on death certificates) settled 4 6 shelters repaired 2 villages -- 1) Chambak and 2) Damber Pralaoh 5 Total of 50 complaints (35 on 3 villages -- 1) Trapeang Ruessei, birth certificates, 10 on 2) Doun Meas and 3) Kouk Srok marriage certificates and 5 on Kouk Srok death certificates) settled 6 1,500-meter road repaired Doun Meas 7 4 shelters repaired Kouk Srok 8 Land conflict of 3 families 3 villages -- 1) Koun Trom, 2) Chong settled CharThom, and 3) Ta Ream Cheach

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9 Total of 200 complaints (165 All villages on birth certificates, 15 on Chong marriage certificates and 20 Cheach on death certificates) settled Kampong Cham Province 1 1,800-meter road repaired Anlong Kokir 2 2 canals repaired Anlong Kokir 3 Total of 50 complaints (16 on All villages family books, 25 on birth Preaek Koy certificates, 6 on marriage certificates and 3 on death certificates) settled 4 2 canals repaired Tuol Bei 5 Electricity connected for 10 2 villages -- 1) Reay Pay Leu and Reay Pay families 2) Reay Pay Kraom 6 3 toilets for 3 families Kanlaeng Run 7 3 canals repaired 6 villages -- 1) Khpob Leu, 2) Khpob Kraom, 3) Sdau, 4) Lvea Leu, 5) Lvea Kraom, and 6) Anlong Kokir 8 55 toilets for 55 families 6 villages -- 1) Khpob Leu, 2) Khpob Kraom, 3) Sdau, 4) Lvea Leu, 5) Lvea Kraom, and 6) Kang Anlong Kokir Meas 9 Total of 125 complaints (5 on 6 villages -- 1) Khpob Leu, 2) family books, 74 on birth Khpob Kraom, 3) Sdau, 4) Lvea certificates, 18 on marriage Leu, 5) Lvea Kraom, and 6) certificates and 28 on death Anlong Kokir certificates) settled Sdau 10 3 canals repaired 3 villages -- Svay Poan Ti Muoy, 2) Svay Poan Ti Pi, and 3) Ou Popel 11 2,750-meter road repaired 2 villages -- 1) Khchau Ti Bei and 2) Varint Ti Muoy 12 Total of 232 complaints (12 on 10 villages -- 1) Thlok Chrov, 2) Khchau family books, 143 on birth Svay Poan Ti Muoy 3) Svay Poan certificates, 46 on marriage Ti Pir, 4) Ou Popel, 5) Khchau Ti certificates and 31 on death Muoy, 6) Khchau Ti Pir, 7) Khchau certificates) settled Ti Bei, 8) Varint Ti Muoy, 9) Varint Ti Pir, 10) Varint Ti Bei

3SPN and its allies succeeded in bringing positive changes to their community. Local villagers and CBO members were unsatisfied with the former village chief in Thmei village, Chey Otdom Commune, Lumphat District in Ratanak Kiri province because he was known to support illegal fishing activities. After the commune council removed the village chief at the request of the community, the villagers recommended a candidate, Seila Chas, for this position who was active in protecting fisheries and promoting inclusive natural resource governance. Although the commune council considered other candidates, Seila Chas was elected by the commune council in February.

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The new village chief had long been supported by 3SPN in numerous capacity development services in courses such as community development, leadership, communication, forestry law, fishery law and land issues. His road to becoming a village chief is a role model for others doing good work for their communities since (1) he was a key actor in helping his community to address the destruction of fishery resources and (2) he was highly recommended by community members.

3SPN has noticed that the new chief continues to engage 3SPN, community members and commune councilors, with concrete results: • The commune council has committed to allocate more budget in its CIP this year for fishery patrolling. • Seila Cha actively continues to mobilize others to help combat illegal fishing and to raise funds to support the patrol services. • At his initiative, the community raised funds to buy a patrolling boat, and later the community purchased one. Furthermore, the second deputy chief of the commune council provided 30 liters of gas for fishery patrols. Other partners have also made significant progress toward outcomes.12

Systems change CCSS continues to see signs that a civil society role is becoming institutionalized. After being endorsed as the representative of health NGOs to the Ministry of Health, HACC was able to engage a wide range of government and civil society stakeholders to review existing laws, with a view toward setting priorities for considering changes. HACC also cooperated with the Ministry to organize a coordination forum among Ministry officials and other local and international health partners on June 25.

In light of the fact that some participants in civil society activities go on to become formal leaders, CCSS will continue to track whether and how they embrace a more institutionalized role for CSOs. In addition to the example above in Ratanak Kiri, CCSS sees other signs of this trend. As a direct result of CCSP’s efforts to increase engagement between local communities and authorities, three youth (1 female) participants have been elected as district councilors in Kampong Speu and Kampot provinces. Similarly, following extensive capacity building of 27 members of its Commune Expression Teams, NAS reported that three female participants have become assistants to commune councilors, one female participant is now a deputy chief of Kampraeus Village, Trapeang Pring Commune, Dambae District in Tboung Khmum province, and one person is now working as contract staff with the provincial department of labor in Tboung Khmum province.

Project monitoring trip On June 17 – 21, CCSS conducted a field monitoring trip which highlighted community engagement and opportunities for program improvement. The trip included site visits to PDP-Center offices in Siem Reap and Banteay Meanchey and a YCC office in Oddor Meanchey province.

12 See Annex D.

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PDP-Center in Siem Reap province On June 17, CCSS conducted a financial desk review for PDP-Center in its Siem Reap office and provided comments and recommendations for improvement.

‘I was happy when I saw the people in the villages improved from non- timber products. I thank PDP-Center’s project in natural resource management and community forest protection, especially in the last 3 years (2017-2019) and thank to USAID through EWMI for financial support. I hope PDP-Center is able to continue supporting the community.’ -Chhoun Aem, Svay Chek Commune Chief

CCSS also visited two (one female) community people and the commune chief of Trapeang Phlorng Village, Svay Chek Commune, Angkor Thum District in Siem Reap province. The commune chief said that he appreciated PDP-Center’s work to build capacity in constructive negotiation to pass deikas to protect the community forest. As a result, community people have been able to maintain the community forest and increase their income from harvesting and selling non-timber forest products (NTFP). The commune chief said that he observed that the living conditions have gradually improved, compared to three years ago. Some people have bought motorbikes or been able to connect to electricity and others have been able to avoid migrating, due to their increased income from NTFP. Lessons learned and recommendations • One key factor in PDP Center’s success is delegation of NRM powers to the commune level. Passing a deika would not be possible without decentralization. • In order for a deika to protect a community forest, it needs to be enforced by the local authorities with cooperation with community people. • Community people can serve as watchdogs to protect the forest, with the support of local authorities. • Raising public awareness is an important step toward community participation in forest protection. Pov Song, Trapang Plung community leader, said that ‘100 families across the three villages, Bos Ta Trav, Tatrav and Preah

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Ko Thmei in Svay Chek Commune, Angkor Thom District, Siem Reap province are benefiting from non-timber forest products, gradually improved their living standards. Recently, five families have been able to connect to electricity.’

Pov Song, Trapang Plung forestry community leader

Meas Mun, who has six children, lives in Preah Ko Thmei Village, Svey Chek Commune, Angkor Thom District, Siem Reap province. ‘I can earn money to feed my family every day and send my children to school,’ she said. ‘This year I saved 390,000 riels from NTFP to connect electricity to my house. I earn 50,000 riels per day from selling fruits, mushrooms and bamboo baskets in the market.’

Meas Mun, a farmer

PDP-Center in Banteay Meanchey province On June 20, CCSS conducted a financial desk review for PDP-Center in its Banteay Meanchey office and provided recommendations for improvement. Specifically, CCSS recommended that PDP-Center prepare a memo to justify the use of government venues for meetings while ensuring that the cost is competitive. CCSS also made recommendations on the use of signatures and thumb prints on participant lists and per-diem lists and the storage of pay slips and timesheets in the branch office.

CCSS also conducted a site visit to the village chief of Prohut Village, Ou Ambel Commune, Serei Saophoan District, who has formed a natural resources management (NRM) committee to protect the Prohut River. He said that PDP-Center responds to the needs of the community by supporting the NRM committee and others to conduct fishery patrols to protect against illegal fishing and to keep the water clean. He said that the number of fish has increased, which enables community people to provide fish for their families and to increase their income.

The village chief explained that local citizens were seeking to pass a commune deika to protect the river, however, they were concerned because the position of the commune chief is still vacant, since March, 2016. Therefore they adapted their plan and instead focused on raising funds to purchase small trees for the protected areas to prevent illegal fishing. Recently, upon further investigation, they learned that fishery administrative officials have the power to issue a deika. The community people adapted their strategy once again and requested a meeting with these officials to discuss a possible deika but there has been no response yet.

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Lessons learned and recommendations • Effective strategic communication work requires continued learning and adaptation when necessary. • It is important to have a community network to protect the river while the commune chief position is vacant. At the same time, the community people should build an alliance with fishery administrative officials for support. • Community people need to understand the importance of protecting the river to support their livelihood to motivate them to participate in constructive negotiation with local authorities for a new deika. • Community people need to identify the relevant actors for passing a new deika.

YCC in Oddor Meanchey province On June 18, CCSS conducted a financial desk review at the Oddor Meanchey office of YCC. CCSS provided recommendations about the master payroll list, timesheets and consistency in per-diem rates and others.

CCSS also conducted a site visit to five (one male) community youth in Thmei Village, Koun Kriel Sangkat, Samraong Krong, who formed a self-help group to improve their communities, based on training from YCC, with several concrete results.

The group has accomplished the following results: • Built a day care center on land donated by local officials with construction funds contributed by group members. • Built two 3,000 meter roads with funds raised from local authorities and the community. • Raised capital for local businesses, which in turn helped to reduce migration, through a savings and credit program. Since the group is recognized by the government, if any members do not pay back their loans, the government will take action to get the money back. • Committed to strengthen village security and fight gangsters and drug abuse. Lessons learned and recommendations • Supporting villagers to earn income locally prevents migration and enables the villagers to volunteer to improve their communities. • The project should integrate livelihood skills, if possible, to further strengthen the earning power of villagers.

Civil Society Alliance Forum organized by provincial leaders On June 20, CCSS attended a Civil Society Alliance Forum meeting organized by the Banteay Meanchey provincial governor, with authorization from the Ministry of Interior, to build relationships and collaboration with CSOs. This meeting is one of 24 being organized by provincial governors. The majority of the more than 200 participants were provincial and sub-national officials from different sections, including taxation, labor and planning. The provincial governor chaired the forum and presented the 2016-2030 framework for sustainable development. LAC conducted a presentation on updated laws and regulations

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related to LANGO, Labor, Taxation and NSSF. Based on consultations with CSOs, CARITAS presented 10 concerns from CSOs.13 Lessons learned and recommendations • This meeting and others like it in other provinces provide an opportunity for CSOs to raise their concerns, seek government responses and gain support from sub-national and local authorities. • One very clear message from government officials was that CSOs should not get involved with political activities or the opposition/ former opposition parties.

SUB-TASK 1.3: Grassroots and Informal Groups CCSS continued to support five grassroots and informal groups14 to build their capacity on organizational development and livelihood activities.

Prey Lang Community Network (PLCN) received a prestigious 2019 Energy Globe Award, a well-known award also known as ‘Nature’s Nobel Prize,’ for its environmental protection efforts. Award committee members from the World Bank, European Renewable Energy Council, and UN Industrial Development Organizations reviewed applications from 182 countries.

On June 15, Young Eco Ambassador (YEA), as part of USAID’s Wonders of the Mekong Project, conducted the Mekong Generation Storytelling Event at Cambodia-Korea Cooperation Center for more than 1,000 participants, including youth, parents, schools, conservation organizations, donors, the private sector and government

representatives. The event included Ly Kheang, YEA Executive Director, speaks at YEA's storytelling session. storytelling, performances (dance/song)

13 See Annex E for a list of the concerns and responses by government officials. 14 These groups are: the Learning Center for Developing Community (LCDC), a community development group based in Kampong Chhnang, Community Network for Action (CNA), which is working to protect forests in Preah Vihear, the Prey Lang Community Network (PLCN), which is working to protect forests in four provinces, the Governance Committee (GC) network of 17 forestry and fishery communities in Battambang, and Young Eco Ambassador (YEA), which engages Cambodian youth on environmental issues.

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and booths sponsored by conservation organizations and the private sector to raise awareness and highlight activities focusing on the river. Organizers engaged more than 530,000 Facebook users and the event gained significant media coverage.15

Community Network for Action (CNA) continued to protect and conserve natural resources. CNA has increased the frequency of its patrols to monitor land affected by the encroachment of sugarcane companies, and prevented forest crimes and land grabbing. As a result, CNA was able to successfully claim some of its land back from the companies. This land included farmland, community land, a graveyard, spiritual land and an ancestral forest.

Governance Committee (GC) supported its saving group to replant trees in flooded forest areas, rehabilitate canals and lakes, and raise $8,000 from the private sector and individuals to support its activities. In addition, GC members were successful in stopping land clearance in its protected flooded areas, and accordingly in sending the excavator to a local district hall so that officials could resolve the problem.

Learning Center for Developing Community (LCDC) built a water purification station, and continued raising chicken and building culverts to generate income. LCDC also hosted radio talk-shows and live Facebook videos on health, family relationships, child protection, etc.

Capacity Development CCSS delivered two social media trainings – focusing on Facebook – for its grassroots grantees.16 Participants had limited knowledge or technical skills in using Facebook and protecting their accounts from security threats. The agendas were co-designed with participants to respond to participants’ expectations. Key topics of the training were social media security, internal/external communications, documenting and producing evidence, and other Facebook techniques such as share, comment, like, block, etc.

Following training on leadership through the lens of filmmaking with the School of Slow Media, on June 23, one YEA member delivered an eco-training for eight (four females) YEA members. The training focused on theories and practices on video production, composition, storytelling, storyboard, and shooting and editing video.

Monitoring equipment EWMI monitored the use of equipment donated by CCSS to all five grassroots grantees by phone. Each grantee reported that it used equipment provided by EWMI-CCSS this quarter. For example, cameras and phones were used for taking pictures/videos and sharing them on social media; GPS devices were used to capture geographic data; tables were used to accommodate volunteer work spaces; and solar systems and generators were used to provide light at night. CCSS provided financial support to fix its scanner/printer machine at the YEA office. CNA’s phone was broken in a motorbike accident and it has been repaired. GC’s solar system was damaged by a lightning strike but it has not been repaired yet.

15 See Annex F for details on media coverage. 16 Participants included (1) PLCN and CNA on June 24-25, 2019, and (2) GC and LCDC on June 26-27, 2019 for a total of 27 (12 females) participants.

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Challenges All grassroots networks and informal groups continued to face significant internal and external challenges.

• All the members of these groups depend heavily on natural resources and NTFP for their livelihoods, which enables them to volunteer. These activities are challenging to carry out in the rainy season. CCSS has been unable to provide training on livelihood activities, due to unavailability of certain consultants and internal constraints. • Some group members are new and have limited understanding of strategic communication. • Groups lose members due to several factors. Some members migrate in order to earn income. Others resign when they become commune/district councillors. At the same time, new people who have recently migrated from other places contribute to deforestation.

TASK 2: Enhance Technical and Organizational Capacity of Civil Society towards sustainability

Supporting the journey toward self reliance Several CCSS partners have made progress in strengthening the self-reliance of their NGOs and CBOs, often through eco-tourism. For example, Highlanders Association (HA) works with a Brao indigenous community of 268 people (145 females, 56 youth) to create the Touk Yaung Ecotourism project to protect the river while generating income. The site, in Sieng Say Village, Ta Veaeng Kraom Commune, Ta Veaeng District in Ratanak Kiri province, is located about 63 km from Ratanak Kiri provincial town. In the past the community mainly relied on traditional farming, fishery and forest production for its income. Anticipating the negative environmental effects of a dam, the community learned that their area could attract national and international tourists while generating income for the community as a whole. They started with traditional celebrations and invited officials to participate. Now the community has the necessary support of these local officials.

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

Ongoing Civil Society Collaboration Forums CCSS convened several collaboration forums, from broader coordination meetings among stakeholders to targeted meetings aimed at specialists in financial management and others.

Stakeholder Coordination Meeting On June 19, CCSS organized a stakeholder coordination meeting for 13 (7 females) people from 11 CSOs17 in Battambang province. LAC presented updated information on laws and regulations on LANGO, taxation, the Labor Law and NSSF. All participants said that this information is important for their organizations’ compliance and 11 participants requested additional meetings. The USAID-funded Information Safety and Capacity project also

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presented tips on improving digital security. With ISC’s guidance, all participants added VPNs to their smart phones and IPads to improve their digital security.

Grantee Coordination Meeting CCSS held a 3-day training on participation methods and analysis, led by consultants from the Institute from Development Studies (IDS) in the UK, from June 5-7 in Phnom Penh. The training aimed to develop the capacity of CCSS subgrantees on participatory approaches to engagement, research and analysis for 20 (8 females) participants from 16 CSOs. The participants shared their experience and built their skills through drawing, pictures, storyboards, video shooting, and photovoice. One participant explained that the training helped her to view her work as research, and to appreciate the value of the evidence that she is collecting.

Power bullseye produced by participants in the training on participation methods and analysis.

Financial Improvement Team Meeting On June 27, CCSS organized a Financial Improvement Team meeting for 27 (20 females) CSO finance staff to share information on ways to prevent fraud and corruption. The participants indicated that the information was helpful and useful in their work and some requested a longer discussion that would include program staff.

Strategic Advocacy Training for Lawyers On June 22, CCSS organized a quarterly meeting for seven lawyers to discuss their experience in cases on flagrant felony and misdemeanor (under Article 86, 87, and 88 of the Criminal Procedure Code). The lawyers discussed and shared their experiences, strategies and the type of evidence they would use in court for such cases. All lawyers said that the session was helpful.

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Progress toward Gender Equality and Social Inclusion action plans CCSS followed up with seven grantees on their progress on action plans.18 All seven grantees have reviewed the principles and policies on a gender-responsive approach, as outlined in their action plans. For example, ODC is mainstreaming gender into its new five- year strategic plan, and MEDIA One is reviewing its gender policy. CCSS also observed that these partners improved their work by reviewing their existing gender policies and by using inclusive staff recruitment and programming to ensure equal opportunities for men and women in leadership role and social engagement.

Two partners succeeded in supporting young women to develop their leadership capabilities, which resulted in more formal leadership roles.

CCSP female youth beneficiary Sor Srey Touch, was elected as a district councilor in Tuek Chhou District in Kampot province after receiving capacity development support from CCSP and other CSOs. She began as a volunteer on community projects, working with CCSP and Transparency International Cambodia. She was selected as one of 100 youth competitors in a CCSP youth contest organized by CCSP on March 23.

With her knowledge of community services, leadership, communication, Touch was recognized as a role model at the CCSP youth contest on and local governance, she was selected ‘good governance and increasing public participation’ which was held as a candidate for the district council in Kep province on March 23. election on May 26, 2019. She has served in this position and supportive district councilor since June 1, 2019.

CCSP and other CSOs now invite her as a resource to share her story of becoming a district councilor, emphasizing the prerequisite knowledge, experiences and skills relating to facilitation, public speaking, and public awareness.19

SUB-TASK 2.2: Facilitate Organizational Capacity Assessments All of the current CCSS partners (24) have now been assessed. All of the assessment reports apart from ANSA have been completed and presented to partner organizations.

18 CCSS conducted monitoring visits to MEDIA One, BCV, PDP-Center, YCC, YRDP, ODC, and CCSP. CCSS will conduct monitoring visits to NAS in Kampong Cham, MVi, HA and 3SPN in the upcoming quarter. 19 See Annex G for an additional success story.

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

Current status of CDP and AAPs:20 All of the multi-year Capacity Development Plans (CDPs) and Annual Action Plans (AAPs) for 2019 have been developed and agreed and technical assistance has commenced, apart from those for new partner CEDT21 and CENTRAL, which have yet to decide on their capacity development priorities. In liaison with EWMI, VBNK agreed to expand LSCW’s support beyond its original request for help for strategic communication to include the development of a strategic plan. The CDP and AAP for 2019 have been revised and support to develop the strategic plan commenced in July 2019.

SUB-TASK 2.4: Ongoing Customized Technical Assistance: Coaching, Mentoring and Training Workshops VBNK delivered a three-day training on Financial Management for Non-Finance Managers training to a range of NGOs (mainly non-CCSS partners) in Siem Reap in June. For existing partners, the priority areas delivered were related to Strategic Planning, Financial Management, M&E, Resource Mobilisation, HR and strategic communication. Financial Management for Non-Finance Managers Most participants said they were satisfied or very satisfied with the training course. The participants also highlighted their newfound confidence and knowledge of the five key components of financial management (Accounting System, Budgeting, Financial Strategy, Internal Control System and Financial Monitoring) and understanding of why those five components are important in their work. Participants also gained more knowledge of the fundamentals of budgeting processes, understanding different techniques and tools in budget planning, monitoring, controlling, monitoring cash-flow to ensure that organization has enough cash for operations and identifying what helps and hinders in developing and managing budgets. The participants used their new skills to analyze financial reports and to spot errors.

There were a few challenges during this training. Because most participants were from non- finance staff, some of the finance terminology was new to them. The different levels of financial knowledge amongst the participants meant that some were struggling to keep up with the course and needed more time for explanations. A lesson learned for the future will be to expand the time provided for the non-finance staff training, and develop a glossary of finance terminology. In addition, VBNK may also conduct a pre-registration assessment to determine levels of knowledge and responsibility before the training.

Progress by partners

- ANSA: After receiving coaching from VBNK on financial management, the ANSA finance manager installed QuickBooks and is posting transactions from January-June 2019.

20 See Annex H for a summary of the CDPs and AAPs. 21 A draft CDP was presented to CEDT at the end of June. It prioritizes support on Governance and Leadership; Strategic Planning and Financial Management. In response to CEDT’s request, technical support will commence in August 2019.

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Additionally, VBNK supported ANSA to develop its fund balance for 2019 and create a global chart of accounts which will support the export of various reports in response to donor requests. - AFD: Since receiving support to review and revise its M&E systems, AFD has strengthened its M&E processes and tools. AFD drafted an organizational results framework to include all results and outcome data from its three main programs. The framework will be incorporated into its strategic plan and will support the strengthening of the M&E plan, data collection and monitoring tools and tracking of performance indicators, of of which will enhance reporting. - 3SPN: The organization has made huge improvements to its M&E processes as a result of VBNK’s interventions. 3SPN revised its M&E framework, processes and tools, alongside the development of a performance indicator tracking tool. Since the framework update, which now focuses on outcomes data, 3SPN set relevant indicators to measure changes and consider the data sources needed to support that process. 3SPN is also using the framework in project planning and design and implementation and ensuring that data collection responds to donor requirements. - KVAO: As a result of a strategic planning process with VBNK, the organization’s staff understand the relevance of capturing and demonstrating its strategy for current and potential supporters and has an agreed direction of travel amongst the team. This process has supported KVAO to conduct a stakeholder consultation, which will enable it to demonstrate that future projects and activities directly respond to the needs of beneficiaries and other stakeholders. This will strengthen future funding proposals. - NAS: As a result of coaching on M&E, NAS has developed a set of questions to support its data collection relating to outputs and outcomes from project interventions. This has led to improved reporting. Additionally, its revised M&E framework has enabled NAS to be more focused on tracking its indicators and measuring its performance. - HA - Financial Management:22 After receiving support from VBNK, HA has revised its finance policy and procedures to ensure that they comply with legal frameworks. Additionally, another user has been added to the QuickBooks system to ensure sustainability of knowledge management. The revision of the QuickBooks system has made it more user-friendly and has supported the generation of timely (and less time- intensive), reporting to donors. - BCV - Resource Mobilization (RM): After receiving coaching on the development of an RM strategy, BCV developed a persuasive organizational statement which captured its unique and innovative ways of working with communities. The statement can be utilized in their funding applications and as part of the communications and marketing strategy – especially in relation to messaging. BCV agreed on roles and responsibilities of the RM team and developed a new funding proposal for an existing donor with editing support from VBNK. The team is currently in the process of agreeing on its communications and marketing strategy and action plan to support their resource mobilization activities. - GADC: After attending coaching by VBNK, the GADC team applied its learning in meetings with government officials at the commune, district and provincial levels in Prey Veng, Kampong Chhnang and Pursat provinces. Before these meetings, VBNK supported GADC to develop a briefing paper and rehearse the meeting strategy several

22 See Annex I for information on additional coaching sessions.

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times. During the meetings, the team made good use of the listening and speaking skills they had learned from VBNK to engage with the officials. After the meetings, GADC also sent follow-up letters of thanks and reminded the officials of the discussion and agreed next steps. As a result, the team observed that it was well received and respected for its professionalism. - PDP-Center: As a result of coaching support to improve its financial management systems, PDP’s financial processes are much more efficient for recording and reporting in a more timely way. Previously, these financial system and processes were complex, but with the support of VBNK, the organization has been able to review and revise them to make them more user-friendly and responsive to their needs. Additionally, with VBNK’s support, the financial policy has been updated to ensure compliance with Cambodian laws and regulations.

VBNK has developed a range of resources, tools and templates as part of providing technical assistance for partners. These include: Agendas; Session Plans; Evaluation Forms; Pre and Post Tests; Governance documentation; HR documentation; a HR database; M&E Framework/Logframes and data collection tools etc.

Social Media Training VBNK delivered social media training five times. Two of the trainings were in Phnom Penh, whilst the trainings in the provinces were as follows: Siem Reap (23-25 April); Banteay Meanchey (28-30 May); and Kampong Speu (25-27 June).

VBNK monitored the registration process very closely to ensure that most of the participants meet the criteria. VBNK followed up on all online registrations with a phone call to discuss the applicant’s role in the administration of his/her organization’s Facebook page.

In response to the need for a more basic training course, planned training in Phnom Penh (7th-9th May) was cancelled and the time was used by the two social media trainers and the technical advisor to develop an entry level course for participants with less knowledge and experience of utilizing Facebook within their organizations. (See more in Success Stories below).

The results of the training in the third quarter have been overwhelmingly positive, with nearly all trainees rating the training as ‘good’ or ‘very good’. Most participants can access their organization’s page and manage the Facebook page for the organization and are Administrators and/or Editors of their NGO pages. The quality of participant photos has been excellent and trainees have created engaging and dynamic posts by utilizing the software that is introduced in the course. Many participants have requested more training on creating visual content for their Facebook pages (photos, videos, gifs, infographics etc).

Building capacity on participatory methods and analysis

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CIRD staff mapping food safety systems. CAMBODIAN CIVIL SOCIETY STRENGTHENING PROJECT

In addition to leading a three-day training course on participation methods for all EWMI CCSS subgrantees, two participation fellows from IDS worked with subgrantee CIRD to develop its action plan for forming a new consumer network in Cambodia. IDS also led sessions on systems mapping, which demonstrated the various factors that contribute to safe food. Following these sessions, CIRD has moved forward with additional outreach to capture stories and evidence on the workings of relevant systems that are important to food safety. Mentoring on financial management and resource mobilization In response to the needs of identified subgrantees and former beneficiaries of the USAD- funded CBCLO program, EWMI CCSS designed a project to offer mentoring to NGOs. During the reporting period, CCSS hired a mentoring manager and recruited six mentors to assist identified NGOs on financial management and resource mobilization. However, the manager accepted a position with another organization, so CCSS sought a new manager. At the close of the reporting period CCSS was preparing requests for USAID approval of the new manager and six mentors. Monitoring VBNK on capacity delivery On June 25, CCSS monitored a VBNK session on strategic planning for KVAO. The agenda included discussions on identifying key stakeholders’ input; analyzing the context; reviewing and formulating vision, mission and values; and generating strategic themes, objectives and key activities. Lessons learned and recommendations • CSOs need to review and revise the strategic plans as to respond to the beneficiary’s needs and to adapt to changes in context. • The process to develop a strategic plan also serves to build the capacity of CSOs.

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

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SUCCESS STORY VBNK: Development of Basic Social Media Training Course – Adaptation Through the delivery of the Social Media Training (SMT) over the course of the past nine months, it became very apparent that the knowledge and skills of NGO staff relating to social media use ranged considerably between those based in Phnom Penh and Siem Reap (and some other urban areas, e.g., Battambang), and those based in the other provinces. This was specifically pronounced in Ratanak Kiri province, where the majority of participants spoke indigenous languages and Khmer was their second language. Additionally, the majority of the tools and resources for the SMT are in the English language as this is the main universal language of Facebook, and many of the technical terms are not easy to translate into Khmer (e.g. ‘insights analysis’ and ‘boosting posts,’ etc.). Over the course of the nine months, VBNK has translated the majority of the tools and resources into Khmer and has adapted the registration page on the VBNK website, as this was causing problems with people registering for the course even though they didn’t meet the minimum criteria to attend, because they didn’t understand the English on the registration page. Additionally, the trainers have demonstrated high levels of flexibility and adaptability through tailoring the training to meet the participants ‘where they are at’ in terms of their knowledge and experience of engaging with Facebook. This has been acknowledged and appreciated by the related participants – especially those in Ratanak Kiri. VBNK developed a new Basic Social Media Training course to respond more directly to the needs of staff from the NGOs in the provinces. The new course responds to the fact that many of the training participants in the provinces didn’t actually have a functioning Facebook page, and had no understanding of the difference between a Facebook ‘account’ and a ‘page.’ As part of the new basic training package, participants learn how to create a Facebook account and page, and are guided through the process of designing their ‘page’ to ensure it captures all of their organizational information (logo, address, contact details etc.). The design and photography sessions are now dedicated to creating profile and cover pictures for their Facebook page (alongside producing engaging photos for their posts). Participants are also guided through a basic understanding of Facebook features and why they need to ensure that they provide an English translation of their post and not depend on the Facebook ‘translate’ function, which does not provide adequate translation.23 The trainers will continue to deliver the more advanced course as appropriate, but will draw on the basic training as and when they feel that the participants would benefit from a lower level introductory course (based on their initial assessment at the registration stage). This will allow the team to remain flexible and responsive to needs. Once participants have attended the basic training, they will be invited to attend the higher level training if and when we re-visit their province at a later date.

23 Additional tools have also been developed to support the basic training, including a new course PowerPoint presentation, hand-outs and pre and post training questionnaires and evaluation forms etc. These will all be shared with EWMI and USAID once the pilot phase of delivering the new training has expired (end of September 2019), and the tools have been revised and amended in response to feedback during the pilot.

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

Outstanding Problems from Previous Report

Problem Another major challenge has been the high turnover of finance staff at partner organizations, or the recruitment/promotion of staff who are not qualified to be the organization’s finance manager. This means that VBNK and CCSS need to repeat the same lessons or feedback over and over. Two partner organizations are now on their third finance manager since the project began and one organization recently recruited a new finance manager who does not have the skills and experience to fulfil the role and responsibilities.

Solutions to the problem so far • EWMI recruited a team of finance mentors to provide additional support to those CCSS partners who need it. • VBNK is alert to this problem, and will continue to provide support to partners in the recruitment process to ensure that the selected staff member has the qualifications needed to undertake his/her role.

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Annex A: Performance Indicator Tracking Table

Year 1 Year 2 Year 3 Year 4 Year 5 Life of Baseline FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Project Indicator Justification Performance Indicator & Actual Actu Actu Targ Actua Status Targ Actu Actu Target Target Date Target Target al al et l et al al Q1 Q2 Q3 Q4

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

TASK 1: Support to Cambodian Civil Society

Expected Result 1.1 - An improved sub score of Civil Society Sustainability Index – Legal /Enabling Environment Indicator 1.1 4.3 4.6 N/A 4.6 N/A 4.6 *N/A *N/A *N/A 4.5 4.5 TBD Annually *Data will be updated in FY19 Outcome: Sub score of (2015) targeted Annual Report Civil Society Sustainability Index Legal/Enabling Environment Expected Result 1.2 - Threatened CSOs or human rights activists have improved access to high-quality legal representation Indicator 1.2: Number 0 (11/ 2 1 1 1 1 1 1 1 1 1 TBD Annually of domestic CSOs 2016) targeted engaged in monitoring, advocacy or legal defense work on human rights receiving USG support through the Legal Defense Fund (LDF) Indicator 1.4: Number 0 (11/ 20 0 20 4 5 4 7 12 5 5 TBD Annually CCSS has added the new clients: of human rights 2016) targeted 4 CNRP activists in Pursat defenders (HRDs) province who were charged with supported through the encroaching on forest land and 1 Legal Defense Fund from Tboung Khmum province (LDF) who was charged with incitement. Indicator 1.5: Number 0 (11/ 2 2 4 3 4 2 5 4 4 4 TBD Annually of legal analyses 2016) comp targeted supported through the leted LDF concerning civil and 1 society enabling final environment draft

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Year 1 Year 2 Year 3 Year 4 Year 5 Life of Baseline FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Project Indicator Justification Performance Indicator & Actual Actu Actu Targ Actua Status Targ Actu Actu Target Target Date Target Target al al et l et al al Q1 Q2 Q3 Q4 Indicator 1.12 (New): 0 0 50 300 496 300 193 177 77 300 200 TBD Number of CSOs that (2017) receive support from CCSS on issues related to compliance with LANGO and other Cambodian laws (LDF)

Expected Result 1.3 - Cambodian CSOs and citizens are more engaged in the promotion of democracy and human rights Indicator 1.3: Number 0 5,50 2,97 5,50 11,83 4,50 5,59 6,90 7,342 4,50 4,50 TBD of people engaging in (2016) 0 3 0 0 0 6 1 (femal 0 0 monitoring, advocacy e: or legal defense work 4,027 on human rights ) receiving CCSS support Indicator 1.6: Number 0 15 6 14 10 18 15 21 23 23 15 18 of CSO partners (2016) 10 10 10 supported through Democracy and Governance Fund (DGF) grants. Indicator 1.7: 71.43% 80% 57.1 85% 79.31 90% *N/A *N/A *N/A 90% 90% 90% Annually *Data will be updated in FY19 Percentage increase in (2017) enga 4% enga % enga enga enga enga targeted Annual Report the number of CCSS- ge in ge in ge in ge in ge in ge in supported CSOs that adv advo advo advo advo advo implement ocac cacy cacy cacy cacy cacy mechanisms for citizen y advocacy with government entities. 1.8: Number of TBD TBD N/A N/A TBD Deleted traditional media and (To social media reports be that cover CCSS- base supported partners’ d activities. upo n num ber of

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Year 1 Year 2 Year 3 Year 4 Year 5 Life of Baseline FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Project Indicator Justification Performance Indicator & Actual Actu Actu Targ Actua Status Targ Actu Actu Target Target Date Target Target al al et l et al al Q1 Q2 Q3 Q4 gran ts/p artn ers) Indicator 1.8: 45% Baseline only No POP was 55% *N/A 20% N/A No POP will 65% 65% To be Percentage of (2017) conducted in be conducted reported in Cambodian citizens year 2 in year 4 year 3 that report engagement in activities organized/ sponsored by CSOs. Indicator 1.9 (New) 16 N/A N/A 20 31 25 40 25 30 28 N/A 28 Outcome: Number of (12/ commune 2017) councils that take concrete action in response to citizen initiatives generated by CCSS grantees (DGF) Indicator 1.10 (New) 0 N/A N/A 12 24 12 7 13 6 3 N/A 27 Outcome: Number of (12/ commune public 2017) forums held where citizens provide input and/or feedback to commune councilors (DGF) Indicator 1.11 (New): 0 N/A N/A 30 158 37 97 61 103 36 N/A 103 Number of issues (12/ raised with 2017) subnational authorities as a result of CCSS grantees’ activities. (DGF) TASK 2: Enhance Technical and Organizational Capacity of Civil Society

Expected Result 2.1 - Increased technical, operational, and financial capabilities of select civil society organizations Indicator 2.1: 0 30% 0 50% 78% 60% *N/A *N/A *N/A 70% 75% 75% *Data will be updated in FY19 Percentage of (2016) Annual Report

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Year 1 Year 2 Year 3 Year 4 Year 5 Life of Baseline FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Project Indicator Justification Performance Indicator & Actual Actu Actu Targ Actua Status Targ Actu Actu Target Target Date Target Target al al et l et al al Q1 Q2 Q3 Q4 targeted CSOs that meet annual proposed benchmarks for specific categories of organizational capacity development. Indicator 2.2: 0 30% 0 50% 0 60% *N/A *N/A *N/A 70% 75% 75% *Data will be updated in FY19 Percentage of (2016) Annual Report targeted CSOs that reach benchmarks related to their functional organizational management system Indicator 2.3: Change 3.5% N/A N/A N/A N/A N/A N/A N/A N/A 4.63 To be in organizational (2017) 4.63 reported at performance of Task 2 the end of CSOs beneficiaries. project Expected Result 2.2 - Developed and/or strengthened partnerships, collaboration, and coordination among CSOs needed to support continued organizational growth and project implementation. Indicator 2.4: Number 0 40 63 50 119 55 31 17 12 60 60 of CSOs participating in quarterly Civil Society Stakeholder Coordination Meetings Indicator 2.5: 61.9 65% 46.6 70% 52.63 75% *N/A *N/A *N/A 75% 75% 75% Annually *Data will be updated in FY19 Percentage of CCSS- 66.67% 7% % targeted Annual Report related CSO activities (2017) that involve multiple CSOs Indicator 2.6: Number 0 16 40 25 23 25 21 24 21 25 25 25 of civil society (2016) organizations receiving CCSS assistance to improve organizational capacity Expected Result - 2.3. Enhanced ability of selected CSOs to deliver quality programming Indicator 2.7: Change 3.34 5% 10.1 8% 3.66 12% *N/A *N/A *N/A 15% 20% 20% Annually *Data will be updated in FY19 in average percentage (2017) 3.42 8% 3.47 3.54 3.59 3.67 3.67 targeted Annual Report ‘CSO advocacy index’ 3.68

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Year 1 Year 2 Year 3 Year 4 Year 5 Life of Baseline FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Project Indicator Justification Performance Indicator & Actual Actu Actu Targ Actua Status Targ Actu Actu Target Target Date Target Target al al et l et al al Q1 Q2 Q3 Q4 scores Indicator 2.8: 0 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 75% To be Percentage of CSO (2016) reported by partners that have the end of developed a multi- project year planning document identifying the needs and priorities of stakeholders, against which they target strategic fundraising. TASK 3: Analytical and Technical Services for USAID/Cambodia’s Civil Society Activities

Expected Result - 3.1. A heightened, thorough understanding of Cambodia’s civil society sector and political environment, including opportunities and challenges based on the produced analyses

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

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

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Year 1 Year 2 Year 3 Year 4 Year 5 Life of Baseline FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Project Indicator Justification Performance Indicator & Actual Actu Actu Targ Actua Status Targ Actu Actu Target Target Date Target Target al al et l et al al Q1 Q2 Q3 Q4 Analyses useful

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Annex C: LAC Participation in Government-CSO Forums Following the MoI's Guideline No. 40, dated 31 October 2018, on strengthening cooperation between the RGC and sub-national authorities with local associations and NGOs as well as local communities (CSOs), a new Notification No. 598, dated 14 March 2019, encouraged all municipal and provincial administrations to hold consultation forums with CSOs twice a year in its jurisdiction.

The Phnom Penh Municipality organized a consultative forum on partnership between the Phnom Penh Administration and CSOs on April 9. At this forum, the Phnom Penh Municipality invited LAC to provide presentations on the laws, procedures, and legal developments relating to associations and NGOs, such as LANGO, Tax Law, Labor Law, and NSSF. The presentation attracted participants from the government and CSOs. More importantly, the forum was chaired by Civil Society Alliance Forum (CSAF) and organized by the city, with authorization from the Ministry of Interior, to build relationships and collaboration with CSOs.

One month later, CSAF met with LAC to explore cooperation in raising legal awareness of CSOs. LAC thereafter received an invitation from CSAF to provide presentations at CSAF forums organized in various provinces in collaboration with the provincial authorities.

After participating in three provincial forums in Banteay Meanchey, Siem Reap, and Pailin on 20, 21, and 27 June respectively, LAC observed that: • CSAF is a government entity created by Sub-decree No. 128, dated c 22June 2016, that consists of a General Secretariat at the Council of Ministers led by a Secretary General. CSAF is governed by a Board of Governors whose members must be recognized by the Minister of the Council of Ministers. • CSAF was created to gather opinions and good practices from intellectuals, academics, and civil society actors through consultations that could offer new policy recommendations in the public interest. • Approximately 150 to 300 participants from the district administration, provincial administration, representatives of provincial departments, associations, NGOs, unions, private sector personnel, and microfinance institutions attended the forums.

During the presentations, LAC made the following recommendations and suggestions to the government officials and CSOs:  Follow the principles set out in Guideline No. 40, dated October 31, 2018.  Provide a conducive environment for CSOs to work freely based on the law.  Advocate for the amendment of the LANGO.  Make strict efforts to register taxes and declare all taxes.  Make strict efforts to carry out all legal obligations for CSOs.

Participants raised questions and voiced their concerns on the challenges faced by CSOs, to which LAC responded to the extent possible. The forums also provided opportunities for associations and NGOs to raise their issues to authorities for clarification and resolutions, in

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Annex D: Progress Toward Outcomes

ODC success story: Datasets used as evidence for change ODC's datasets were highlighted in a joint statement of environmental organizations, associations, and youth which called on the government, private sector, youth, and the public to engage actively in fighting against climate change through the environmental protection and reduction of carbon emission. The statement noted that the loss of forest and natural resources, rivers and seas pollution from development projects, and improper waste management have all been affecting the environment, contributing to climate change in Cambodia and the resilience to climate change. The statement24 can be found at: https://opendevelopmentcambodia.net/wp- content/blogs.dir/2/files_mf/1560408471CYN.jpg

Neth Pheaktra, Environment Ministry spokesman, said the ministry and the government in general are aware of the concerns and had already addressed some of the issues noted in the statement. ‘The Ministry of Environment agreed to listen to the concerns, as well as the requests from youth, and the ministry will look into the issues,’ he said. On June 27, the Ministry of Environment, in collaboration with the Ministry of Agriculture, Forestry and Fisheries, sent a letter to H.E. General Sao Sokha, Chairman of the National Commission for the Forest Crime Prevention requesting him to take action.

Community-Government cooperation to address land-grabbing MVi succeeded in engaging district authorities to resolve a land-grabbing case involving community land in Chrab community/village, Pir Thnu commune, Snuol District in Kratie province. The case arose when a newcomer family took advantage of loose protection of a community forest by clearing 16.5 hectares of forest in order to cultivate the land and claim ownership in 2018. With support from MVi, community members raised their concerns many times in 2018 -- with commune councilors around five times and with the deputy district governor. MVi worked with the community to build its capacity to analyze the situation to help formulate an effective strategy. MVi and the community used Applied Political Economy Analysis tools to examine the relevant factors and actors, focusing on the roles of authorities, the community and the newcomers.

These skills enabled MVi and community members to take action when they learned that a technical working group in Snuol District had taken on the additional role of addressing community forestry issues in April 2019. The group includes the deputy district governor, district police, commune chiefs, Sangkat Forestry Administration and others.

Community members raised their concerns to the working group in May, and the district officials made an action plan with three steps:

• Gathering evidence, including through a participatory mapping exercise using GPS and other tools, involving government representatives and community members

24 Press coverage of the statement can be found at https://www.khmertimeskh.com/50612583/youths-call- for-stronger-commitment-on-environmental-protection/

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• Asking the perpetrators who encroached on the land to return land to the community • Filing a complaint against the perpetrators in court

The group quickly took action, mapping the disputed forestland in June. MVi will continue to support the community and to track its progress.

Lessons learned

MVi attributes its success so far to the following factors:

• Strong community cohesion • Up-to-date analysis of the relevant factors and actors that could have an impact on success • Adaptation to leverage a new opportunity when the district working group began working on community forestry issues.

CEDT progress toward Collaborative Management CEDT is piloting Collaborative Management models that were included in recent drafts of a new Environmental Code. As expressed in the draft Code, CM increases land tenure security and provides a participatory community-led process.

CEDT and its Community Lawyering team took a major step toward Collaborative Management (CM) by finishing a draft report and sketch maps of community natural resources and potential eco-tourism areas in the Phnom Chi area (in Krang Village, Sochet Commune, Sandan District in Kampong Thom province and Kansom Tlak Village Kampong Cham Commune, Sambour District in Kratie provinces). The draft map, which will serve as a baseline for future implementation of CM, clearly discusses community biodiversity, potential eco-truism and Collaborative Management areas. It includes details about current land use, community profiles, and resource documentation in Phnom Nam Ler Wildlife Sanctuary.

Even at this early stage, CEDT has learned that CM offers many benefits to communities:

• The process offers a fully participatory approach involving local communities and government authorities beginning in the earliest steps at stakeholder consultations and awareness raising on Community Based Natural Resources Management (CBNRM), and Community Assessment. • These steps bring key actors together to work closely to express their vision, story, history, strength, and challenges. They gain more understanding of a range of perspectives. • The key actors believe that CM will bring them opportunity to reconnect to the forest and land, and to reforest, conserve and manage the remaining forest and land sustainably. • Because it improves security and ownership, the key actors see a chance to improve livelihoods by attracting investors through tourism, sustainable agricultural production and etc. • The process helps government authorities to join forces to protect the whole forest and land through developing future land use plans, co-patrolling, and zoning.

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CEDT plans to organize a field trip again to meet with communities and authorities to verify the map and report.

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Annex E: CSO Requests at Civil Society Alliance Forum Banteay Meanchey Province, June 20, 2019

(1) Gambling and drugs – The provincial governor said that sub-national officials should closely pay attention to their duties and responsibilities for prohibiting gambling. The Governor also provided his phone number. (2) Limited implementation of (government) village/commune security and safety plans – The provincial governor admitted that the implementation of these plans is limited and made a commitment to improvements. (3) Procedures for CSOs to inform government of changes in leadership and location of NGO – CARITAS pointed out that this process requires a significant investment of time, including travel time, filing documents at the provincial and national levels. The governor said that he will allow CSOs to inform the government of a change in office address at the provincial office (without going to the national level). But he said that he had no authority to change the procedure for filing a change in leadership. (4) Close monitoring of CSOs working on advocacy and human rights –The governor advised CSOs to discuss their concerns with authorities in order to create a friendly environment. He added that CSOs should not be involved with politics and ‘outlaw people.’ (5) Limited sharing of information among national and sub-national officials – CSOs asked for increased sharing of regulatory information by national officials with sub-national officials, to ensure consistency in the standards applied throughout the country. The governor committed to address this concern and asked CSOs for help in sharing updated information. (6) Limited cooperation with local officials – The governor directed local officials to cooperate with CSOs. He asked participants to call him if they have any problems. (7) Gap between CSOs and district officials –The governor suggested that district officials should organize quarterly meetings with CSOs. (8) Delays in obtaining feedback from tax officials and in completing tax registration –The governor conveyed the concern to tax officials and asked them to respond. (9) Strict prohibition on building local networks (such as for savings or credit groups, etc.) – The governor said that there is no such restriction, as far as he knows. (10) Avoiding partisan politics – CSOs said that they are accused of engaging in partisan politics, when in reality they are simply implementing their projects to serve community people. The governor advised CSOs to implement projects without engaging in politics and ‘outlaw people.’

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Annex F: Media coverage of Wonders of the Mekong Event Organized by Young Eco Ambassador

Language Type Channel Link Khmer News VOA https://khmer.voanews.com/a/cambodian-youth-discovers-wonders-and- challenges-of-the-Mekong-river/4934401.html Khmer News Sabay http://news.sabay.com.kh/article/1142092?fbclid=IwAR0m0_M64Ke3sW7ncclG BVnGcXMvdm-7-qpk_-mW3oaY3IZcPLVAVRj5hcU#utm_campaign=f Khmer News Vayo https://vayofm.com/news/detail/95313- 793561401.html?fbclid=IwAR01DnhBCArsBodxrQx- ydf5QMT6dZOyPEKITNnTAj0Q9mHYU_VHP2tpgI0 Khmer News RFI http://khmer.rfi.fr/cambodia/interview-aing-sereyrath-05-06-2019 French News Cambod https://cambodgemag.com/2019/06/environnement-projet-les-jeunes- gemag cambodgiens-se-mobilisent-pour-le-mekong.html?fbclid=IwAR2sWgBT- B8ZzIGqelLZOV0i6vTPrTPfMTo2GNjB29RmNvavJ1Djr49CC60 Khmer News Women' https://wmc.org.kh/%E1%9E%80%E1%9F%92%E1%9E%9A%E1%9E%BB%E1%9E s radio %98%E1%9E%99%E1%9E%BB%E1%9E%9C%E1%9E%87%E1%9E%93%E1%9E%A 2%E1%9F%81%E1%9E%80%E1%9E%BC%E1%9E%99%E1%9E%BB%E1%9E%9C% E1%9E%91%E1%9E%BC%E1%9E%8F%E1%9E%82%E1%9F%92/?fbclid=IwAR3uT G4Mc28fka123SNzmrSms-0qaeS16zSp0X6DiUMXhCcnEQel3nYZy4c Khmer News SEA TV https://www.facebook.com/SEATVTonight/videos/469968556903563/ Khmer News CNC TV https://www.youtube.com/watch?v=ryFPO- Ej7q0&feature=youtu.be&fbclid=IwAR1HSM1t3dNTPHauULRZekGkGYLbMqz0pi 3AHIRf5FQF3xVLaLZ1U_Oq7JQ Khmer News PNN https://www.facebook.com/PNNTVNews/videos/2448812698731941/ Khmer News Tnot Link missing

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Annex G: BCV Success Story

Sun Nakri, in Kampot province, has been working as a finance officer for Boeung Touk community fishery committee. She was a young volunteer who actively took part in different activities to support youth and other community people in the coastal area of Kampot province. BCV helped her to build skills and knowledge in radio talk-show presentation, land law, basic human rights, gender and NRM, which enabled her to be a community reporter and video/spot producer.

Later, she was elected to be a community committee member and finance officer. In this position, she was Sun Nakri volunteers to plant trees. able to write reports and organize and facilitate meetings with local authorities, donors, and relevant stakeholders. She was active in community facilitation, resource mobilizing and raising women voices to be heard and get responses. She was invited to join field visits and exchange programs at local and national levels with donors and government officials. The community received additional support for further development. Later she became a focal point to serve as a role model for other women. Although she was recently hired by a private company, she still does some community work on weekends and holidays.

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Annex H: Summary of OACA and CDP Status

Table summarizing OACA and CDP Status

Finding OD assessment AI assessment Finalize OD Finalize AI report Finalized CD No. Name of Organization Presentation Comments Date Date report Date Date Plan Date Date APS Partners 1 ADHOC 13-Dec-16 13-Dec-16 3-Mar-17 17-Mar-17 17-Mar-17 18-May-17 CD Plan completed Arbitration Council 28-Nov-16 14-Dec-16 24-Mar-17 29-Sep-17 No 12-Dec-17 CD Plan completed 2 Foundation (ACF) Advocacy program Community Legal 10-Nov-16 10-Nov-16 23-Feb-17 27-Mar-17 27-Mar-17 4-May-17 CD Plan completed 3 Education Center (CLEC) Cambodia Center of 27-Sep-16 27-Sep-16 17-Mar-17 20-Apr-17 18-Apr-17 6-Jun-17 CD Plan completed 4 Human Rights (CCHR) Khmer Vulnerability Aid 2-Dec-16 2-Dec-16 17-Mar-17 22-Mar-17 No Advocacy 19-May-17 CD Plan completed 5 Organization (KVAO) program Transcultural 29-Nov-16 9-Dec-16 9-Mar-17 9-Mar-17 9-Mar-17 31-May-17 CD Plan completed 6 Psychosocial Organization (TPO) Veterans International 4-Nov-16 4-Nov-16 17-Feb-17 13-Mar-17 13-Mar-17 11-May-17 CD Plan completed 7 Cambodia (VIC) Potential Transition Award Recipients Cambodia Civil Society 31-Jul-17 31-Jul-17 22-Dec-17 22-Dec-17 22-Dec-17 29-Mar-18 CD Plan completed 8 Partnership (CCSP) Gender and 6-Jul-17 6-Jul-17 22-Aug-17 25-Aug-17 25-Aug-17 25-Jan-18 CD Plan completed 9 Development for Cambodia (GADC) Legal Support for No 11-Sept-17 11-Dec-17 No 12-Dec-17 26-Jun-18 CD Plan completed 10 Children and Women Priority: Advocacy (LSCW)

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Capacity Building Organizations VBNK 27-Apr-17 No 06-Dec-17 22-Nov-17 No Advocacy 15-Dec-17 CD Plan completed 11 program Grantees

12 HA 21-22-Nov-17 21-22-Nov-17 15-16-Jan-18 29-Jan-18 11-Dec-17 22-Mar-18 CD Plan completed 3SPN 23-24-Nov-17 23-24-Nov-17 17-18-Jan-18 29-Jan-18 15-Dec-17 16-Mar-18 CD Plan completed 13

PKH 18-19-Dec-17 18-19-Dec-17 03-04-May-18 28-29 May-18 28-29 May-18 19-Jun-18 CD Plan completed 14

15 AFD 20-21-Nov-17 20-21-Nov-17 22-Mar-18 11-Apr-18 11-Apr-18 30-Mar-18 CD Plan completed

16 BCV 17-Nov-17 17-Nov-17 23-Jan-18 29-Dec-17 23-Jan-18 25-Apr-18 CD Plan completed ODC 04-Nov-17 04-Nov-17 28-Feb-18 No Advocacy 02-Mar-18 26-Apr-18 CDP/AAP completed 17 program 18 YCC 07-Feb-18 08-Feb-18 29-Jun-18 10-July-18 25-05-2018 23-July-18 CD Plan completed. My Village 25-Sep -18 26- Sep -18 29-Oct-18 31-Oct-18 26-Nov-18 29-Nov-18 CD Plan completed 19

PDP-Center 28-Aug-18 29-Aug-18 22-Oct-18 22-Oct-18 23-Sep-18 24-Oct- 18 Report, and CDP/AAP 20 completed NAS 7-Aug-18 8-Aug-18 18-19-Sep-18 14-Sep-18 14-Sep-2018 21-Sep-18 CDP /AAP completed 21 CENTRAL 6-Sep-18 10-Sep-18 29-Mar-19 03-Apr-19 03-Apr-2019 03-Apr-19 Report, and CDP/AAP 22 have been revised after presentation. AYLA 27-Sep-18 28-Sep-18 29-Oct-18 23-Nov-18 23-Nov-18 30-Nov-18 CDP/AAP completed 23 – funding CEDT 7-May-19 N/A 24 June-19 24 June-19 N/A 02-July-19 CD Plan in final 23 discussion ANSA 07-Dec-18 27-Feb-19 29-Apr-19 30-April-19 30-April-19 17-May-19 ANSA’ CDP/AAP are 24 completed

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Annex I: Additional Coaching Sessions by VBNK

HA - M&E: As a result of receiving support on data collection, the team is now capturing more outcome information to inform its reporting.

HA – Strategic Communication: After VBNK guided HA through the development process of its Strategic Communication Strategy, HA staff are clearer about their roles and are encouraging community members to take the lead in local initiatives. HA has mapped out stakeholders in the community, and has a clearer picture of its supporters and potential partners and allies. This has resulted in the community gaining support from the Ministry of Mines and Energy to talk to local companies to deliver on their promises and obligations. The team has worked with its communities to gather evidence to inform its activities and the communities have set up different activities to prevent their land from being grabbed. HA is using its learning to inform other projects they’re involved with including women’s empowerment and the Cambodian Indigenous Women’s Working Group, a network of women’s groups working to reduce gender- based violence in their communities.

BCV – Strategic Communication: As a result of coaching on developing key messages, BCV has agreed on its messaging and identified its target audiences. The team also learned how to track who is reading/hearing their messages and the reactions and responses. This has resulted in improved Facebook posts which provide clearer information for various target audiences. BCV was able to track ‘Likes,’ comments and shares and to analyze the comments to inform future communications work.

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