TONLE SAP SUSTAINABLE LIVELIHOODS PROJECT PROJECT No

ROYAL GOVERNMENT OF CAMBODIA MINISTRY OF INTERIOR

TONLE SAP SUSTAINABLE LIVELIHOODS PROJECT PROJECT No. 39603 ADB GRANTS: No. 0034/0035-CAM

PROJECT COMPLETION REPORT

(December 2010)

Tonle Sap Sustainable Livelihoods Project Project Completion Report

TABLE OF CONTENTS

A. PROJECT DESCRIPTION ...... 6 A.1 Project Objective ...... 6 A.2 Project Components...... 6 A.3 Implementation Methods...... 7 A.3.1 Output 1: Community driven development is supported ...... 7 A.3.2 Output 2: Core areas are safeguarded ...... 7 A.3.3 Output 3: Skills and Awareness for Sustainable Livelihoods are built ...... 8 (a) Coordination for community driven development was improved ...... 8 (b) Skills base for community driven development was enhanced ...... 8 (c) Education for protection of natural resources was delivered ...... 9 A.4 Changes during Execution ...... 9 B. INITIAL PROJECT OPERATIONS ...... 9 B.1 Project Inception...... 9 B.2 Project Logistics ...... 9 B.3 Realization of project benefits...... 10 C. PROJECT IMPLEMENTATION...... 10 C.1 Implementation Schedule ...... 10 C.2 Project Costs ...... 11 C.3 Recruitment of Consultants...... 11 C.4 Procurement procedures...... 12 C.5 Loan Covenants ...... 12 C.6 Delays in Loan Utilization, Disbursement and Reallocations ...... 13 C.7 Assessment of CLF Guidelines...... 13 D. PROJECT ACCOMPLISHMENTS ...... 14 D.1 Output1: Community driven development supported ...... 14 D.2 Output 3: Skills and Awareness for Sustainable Livelihoods are built ...... 24 E. EVALUATION OF THE ASIAN DEVELOPMENT BANK PERFORMANCE ...... 28 E.1 Assessment of ADB performance in supervising project implementation ...... 28 E.2 Problems encountered with ADB procedures ...... 28 F. OVERALL ASSESSMENT AND RECOMMENDATIONS ...... 28 F.1 Overall assessment...... 28 F.2 Lessons Learned...... 29 F.3 Recommendations ...... 31

Annexes: - 1. Design and Monitoring Framework - 2. Financial Reports - 3. Lessons Learned - 4. List of Project Staff (national and sub-national) - 5. Lists of All CLF Projects and CLF Projects with Retention Period beyond 2010 (To be complied in a separate file)

Tonle Sap Sustainable Livelihoods Project Project Completion Report

ACRONYMS AND ABBREVIATIONS ADB Asian Development Bank C/SF Commune/Sangkat Fund CARD Council for Agriculture and Rural Development CBNRM-LI Community Based Natural Resources Management Learning Institute CBO Community Based Organisation CC Commune Council CDE Commune Development Expert CDP Commune Development Plan CDS Community Development Specialist CF Commune Facilitator CFi Community Fisheries CFO Community Fisheries Organisation CIP Commune Investment Program CLF Community Livelihood Fund CLFT Commune Livelihood Fund Team CPBC Commune Planning and Budget Committee DfID Department for International Development DIW District Integration Workshop DoE Department of Environment DRD Department of Rural Development DWA Department of Women’s Affairs EA Executing Agency ETS Education and Training Specialist FiA Fisheries Administration IA Implementing Agency IG Income Generating HBP Household Based Planning JFPR Japan Fund for Poverty Reduction LLEE Live and Learn Environmental Education MoE Ministry of Environment MTT Mobile Training Teams NEEAC National Environmental and Educational Awareness Campaign NGO Non Government Organisations NSDP National Strategic Development Plan OTJ On-the-Job (Training) PIU Project Implementation Unit PMC Project Management Committee POG Project Owner Group RGC Royal Government of Cambodia RIE Rural Infrastructure Engineer RLS Rural Livelihoods Specialist SHG Self Help Group SI Social Infrastructure SLA Sustainable Livelihoods Approach TA Technical Assistance ToR Terms of Reference TSCP Tonle Sap Conservation Project TSEMP Tonle Sap Environmental Management Project TSSLP Tonle Sap Sustainable Livelihoods Project VLA Village Livestock Agent

Tonle Sap Sustainable Livelihoods Project Project Completion Report

TONLE SAP SUSTAINABLE LIVELIHOODS PROJECT ADB GRANT Nos. 0034/0035-CAM (SF) PROJECT COMPLETION REPORT

A. PROJECT DESCRIPTION

A.1 Project Objective 1. The Tonle Sap Sustainable Livelihoods Project (TSSLP) was supported by a grant from the Asian Development Bank (ADB) with effective date of 9 June 2006 and completion date of December 2010. The context of the TSSLP was the Tonle Sap Initiative, which is a partnership of organisations and people working to meet the poverty and environment challenges of the Tonle Sap based on the Tonle Sap Basin Strategy. The Project was closely allied to the Tonle Sap Environmental Management Project (TSEMP)1 and the Commune Council Development Project (CCDP)2.

2. The main objective of the TSSLP was to improve livelihoods by increasing access to assets in the five provinces that adjoin the Tonle Sap (Kampong Chhnang, Pursat, Battambang, Siem Reap and Kampong Thom). The Project area encompassed the buffer zone and Core Areas and specifically covers 37 communes, comprising 316 villages with a population of 287,430 in 54,857 households. These communes qualify because they pursue livelihood activities in the buffer zone3.

A.2 Project Components 3. The Ministry of Interior (MoI) was the Executing Agency (EA). The Project’s Design and Monitoring Framework had three outputs to achieve the following outcomes:  Output 1: Community-driven Development is supported. MoI was the Implementing Agency for this Output. The purpose of decentralisation and de-concentration is to devolve responsibilities, functions and power to the lowest practicable level to deliver demand driven services more equitably, efficiently and effectively. The first driver of success was the availability of finance to the decentralised bodies. This was being achieved by the direct transfer of capital from central government to the Commune/Sangkat Fund (C/SF) managed by the Commune Councils (CCs). The Project was tasked with the establishment of the Community Livelihood Fund (CLF) to finance small-scale community-driven activities planned and agreed on at village and commune levels.

 Output 2: Core areas are safeguarded.The core areas are reservoirs of natural capital that strengthen the Tonle Sap's resilience in the face of ever-increasing pressures and contribute directly to fisheries productivity. Protecting their functions, products, and attributes will contribute appreciably to sustainable livelihoods. The fishing lots that overlap, sometimes totally, with the core areas provide a degree of protection of sorts but they compromise their conservation function: they maximize the fish harvest and private economic rent with no regard for sustainability. Implementing a robust core area management system depends on a solid understanding of the biological functions of the core areas (as well as sanctuaries) in the broader lake ecosystem; the dynamics of resource use and the livelihood strategies of the population of the core areas; and an effective management framework for the core areas. At the time of Project design the DOF endorsed the strategy of abolishing the fishing lots in the core areas in favor of establishing fish sanctuaries and a management system compatible with

1 The Tonle Sap Environmental Management Project (Loan: CAM 33418-01) w as designed to enhance systems and develop the capacity for natural resource management coordination and planning, community-based management of natural resources, and conservation of biodiversity in the Tonle Sap Biosphere Reserve (TSBR) TSEMP w as completed in December 2008. 2 The Commune Council Development project (Grant: 0066-CAM) w as designed to enable communes to better form their public service roles and establish civil registration systems, increase aw areness and understanding of justice and state’s law s and increased effectiveness of elected w omen’s councillors. This project w as completed in December 2009. 3 Fifty-seven communes have some land in the buffer zone. The 37 target communes w ere of tw o types: (i) 21 have villages in the buffer zone, and (ii) 16 have Community Fisheries and some land area, but no villages, inside the buffer zone. The 20 excluded communes had land but neither villages nor Community Fisheries in the buffer zone. 6

Tonle Sap Sustainable Livelihoods Project Project Completion Report

biodiversity conservation. The fishing lot licenses in the core areas, which were due to expire in 2009, would not be extended.  Output 3: Skills and Awareness for Sustainable Livelihoods are built. Decentralisation and de-concentration have boosted local autonomy and participation in national development and the structures that support this effort, at central, provincial, district and commune levels, have received considerable assistance. However, the impact on improved livelihoods, though encouraging, had been modest and there remained a need to strengthen institutions and processes at all levels. The performance targets and indicators that could be monitored stipulated that (i) coordination for community-driven development was improved, for which the Council of Agriculture and Rural Development (CARD) was the IA; (ii) the skills base for community-driven development was enhanced, for which MoI was the IA; and (iii) education for protection of natural resources was delivered, for which Ministry of Environment (MoE) is the IA.

A.3 Implementation Methods

A.3.1 Output 1: Community driven development is supported 4. In order to ensure that there was compatibility with the existing C/SF procedures the small-scale community driven activities to be supported from the CLF were identified through the established village and commune planning procedures. This was achieved during the preparation of the Commune Investment Programs (CIPs) which were finalised during the annual District Integration Workshops (DIWs).

5. With the assistance of the Technical Assistance (TA) team the EA developed a comprehensive set of implementation guidelines for the CLF which were reviewed and updated each year based upon the lessons learned during the implementation. The CLF Guidelines were modelled on the existing Project Implementation Manual (PIM) for the C/S Fund so that it would be more easily adopted by the CCs and the provincial based Community Livelihood Facilitation Teams4 (CLFTs) who were familiar with these procedures. Comprehensive training was provided to the CCs and the CLFTs by the TA Team on the CLF Guidelines through both formal training sessions and On-The-Job training during implementation. The CCs were fully empowered to select the projects for funding from their CLF allocation, to establish the Project Owner Groups (POGs) comprising the village households who would benefit from the project, and to develop the designs with the assistance of hired local Technical Assistants. After gaining Technical Clearance from the CLFT for the proposed project design the CCs were also empowered to use their existing Commune Procurement Committees (CPCs) to arrange for competitive bidding for each project and the contract award. Prior to implementation for each project they were required to establish a Project Management Committee to be responsible for monitoring project implementation.

6. The Project made allocations from the CLF to the 37 individual communal funds which were disbursed through commune accounts held at district commercial banks. Eligible activities which could be supported from the CLF commune allocations related to (i) Social Infrastructure (SI); (ii) Income Generating (IG) activities; and (iii) support for Community Fisheries (CFi). Limits were set on the allocation to each category. At the start of each year (2008, 2009 and 2010) there were workshops conducted in each province for the CCs to provide information on the individual CLF commune allocations, when the EA signed a Memorandum of Agreement with each CC for the transfer of the funds to the commune accounts. The transfers were made progressively in response to the actual level so disbursement by the CC.

A.3.2 Output 2: Core areas are safeguarded 7. The TSBR Secretariat was the IA for this output. The Core Areas are reservoirs of natural capital that strengthen the Tonle Sap’s resilience in the face of ever-increasing pressures and

4The CLFTs were renamed as Project Implementation Units (PIUs) in 2009. 7

Tonle Sap Sustainable Livelihoods Project Project Completion Report contribute directly to fisheries productivity. The fishing lots which overlap with the Core Areas provide a degree of protection but tend to comprise their conservation function. The intention of the Project was to implement a robust Core Area Management System based on a sound understanding of the biological functions of the Core Areas, the dynamics of resource use and livelihood strategies of any communities within the Core Areas and an effective management framework for the Core Areas. However, during the Mid Term Review (MTR) Mission in March 2009 it was revealed that the lic ences for the fishing lots were being renewed for a further five years, which negated the aim of this output and it was cancelled.

A.3.3 Output 3: Skills and Awareness for Sustainable Livelihoods are built 8. Decentralization and de-concentration have boosted local autonomy and participation in national development. Accordingly, the structures supporting this effort - at central, provincial, district, and commune levels - have received considerable assistance. But, given their short history, the impact on improved livelihoods, though encouraging, was modest and there remained a need to strengthen institutions and processes at all levels. This included improving cross -sectoral linkages in development planning, building skills for community-driven development, and raising awareness of the need to protect natural resources.

9. This output included the following three areas of support:

(a)Coordination for community driven development was improved 10. The Project supported the following activities: (i) recommending the institutional arrangements, including the role, functions, terms of reference, structure, budget, and staff complement, that would enable the Council for Agricultural and Rural Development (CARD) to better coordinate with ministries, facilitate policy formulation, and harmonize external assistance for agricultural and rural development, (ii) drawing up a work plan and train staff of CARD to update it; and (iii) building the capacity of CARD to complete critical tasks effectively, efficiently, and more inclusively.

(b)Skills base for community driven development was enhanced 11. The Project familiarized government institutions at central, provincial, and commune levels with the CLF. This entailed preparing a range of materials for awareness-raising activities covering the objective of the CLF, its scope, and the means of accessing it. The principal modes of delivery were group discussions, workshops, and audio-visual materials. A project information center was set up in each project province which constituted the CLFT office and a Library/Information Centre was constructed within the MoI compound in Phnom Penh. 12. Staff of the provincial departments of rural development, environment, and women's affairs, and the provincial office of fisheries assigned to the CLFTs or otherwise involved in project implementation received formal training in participatory development planning and performance management based on the Project's design and monitoring framework. Training in operations and financial accountability was provided to the members of the Commune Procurement Committees (CPCs) and to the CC Clerks. The CFs received trained in the participatory analysis of livelihood needs and opportunities through Household Based Planning (HBP) and the mobilization of communities for deeper involvement in sustainable development planning, implementation, and performance evaluation. Training modules specifying content, inputs, outputs, and costs will be prepared by the TA team on consultation with the CLFT members. The TA team took the lead in the delivery of these training modules. The training was designed to develop, within provincial line agency staff, CCs, and village- level organizations, the ability to conduct inclusive, community-driven development planning.

Tonle Sap Sustainable Livelihoods Project Project Completion Report

(c) Education for protection of natural resources was delivered 13. The Project (i) assembled educational materials on natural resource management, including those developed under component 3 of the TSEMP; (ii) held environmental awareness forums for staff of the Ministry of Agriculture, Forestry, and Fisheries, MOE, Ministry of Rural Development, Ministry of Women's Affairs, their provincial departments, and commune leaders; (iii) prioritized villages according to their potential impact on resource extraction; (iv) assembled, trained and equipped a mobile training team to extend environmental awareness in priority villages; (v) delivered the environmental awareness program; and (vi) conducted monitoring and evaluation. The activities will build on achievements under component 1 of the TSEMP, according to the principles developed under an ADB-assisted pilot and demonstration activity.

A.4 Changes during Execution 14. There were only three minor changes in implementation arrangements made during execution and these were as follows:

 In order to simplify the use of the CLF and the transfers of funds to the CC accounts a request was made by MoI in December 2007 for the adoption of the Block Grant mechanism. This had had been specifically mentioned in the PAM but was approved in January 2008 and adopted for the first transfers which commenced on 21st March 2008.  As noted above Output 2 which was concerned with the safeguarding of the core areas was formally cancelled in July 2009 after agreement had been reached for the cancellation during the Mid Term Review in March 2009.  The extension of the grant duration which provided an additional six months from July to December 2010, and was approved in March 2010to enable full utilisation of the CLF.

B. INITIAL PROJECT OPERATIONS

B.1 Project Inception 15. The Grant Agreement was signed on 9thMarch 2006 and the co-financing agreement with the Government of Finland was signed on 16 April 2006 both with effective dates of 19thJune 2006. The Project had an extended Inception period with the Inception Report not being produced until March 2008, four months after the mobilization of the TA team, and two years after the commencement of the Project. During the inception period the MoI Working Group was established, the provincial based teams were recruited and offices were established and equipped in each province. A TA Team Leader was recruited by MoI in November 2006 but he resigned from the position one year later just prior to the mobilization of the TA team.

B.2 Project Logistics 16. The MoI as the EA established a Working Group based in Phnom Penh which was supported by the TL and DTL from the TA team. An office was established within the Department of Local Administration (DLAU) in the MoI compound and office equipment provided. There were two vehicles procured for use by the Working Group.

17. The Project had four IAs as follows: (i) MoI for Output 1 and 3B; (ii) TSBRS for Output 2 (which was cancelled in mid-2009); (iii) CARD for Output 3A; and (iv) MoE for Output 3C.

18. In the case of Output 1 and 3B the MoI established the provincial based CLFTs comprising a core group of staff from the Provincial Local Administration Unit (PLAU) and the provincial Departments of Rural Development, Environment, Fisheries and Women’s Affairs. In addition up to two CFs were recruited in each commune to assist the CCs. In each province a Project Implementation Unit (PIU) was established within the PLAU offices and these offices were equipped with office furniture and equipment together with telecommunications. There was one vehicle provided 9

Tonle Sap Sustainable Livelihoods Project Project Completion Report to the PIUs located in Pursat and Siem Reap provinces, whilst all CLFT members, CFs and Commune Chiefs were provided with motorcycles. 19. For Output 2 TSBRS were to have been the IA and one vehicle was purchased but this was not recovered when the activities were cancelled in mid-2009.

20. For Output 3A CARD were provided with office furniture and equipment and one vehicle was provided. 21. For Output 3C MoE was provided with some office equipment and also one vehicle for use during provincial visits.

B.3 Realization of project benefits 22. The overall objective of the Project was to improve livelihoods and increase access to assets in the five provinces around the Tonle Sap. The Project made significant progress towards the achievement of this goal. Many of the livelihood activities will be sustainable by the communities and will bring lasting future benefits to the people.

23. Out of the total of 1,412 small scale projects supported through the CLF social infrastructure has been improved in various ways many of which provide improved access for households. For the Income Generation projects a wide range of livelihood activities have been supported, some more successful than others, but overall they have had a significant impact on improving the livelihoods of the most especially the poorer sectors of the community. The Community Fisheries support projects have enable these organisations to start to fulfil their intended role in achieving improvement and protection of the natural resources. 24. The reform process within CARD has assisted the organisation to restructure itself and fulfil a mandate in achieving improved coordination between the ministries and agencies engaged in supporting agriculture and rural development. The web site established provides a vehicle for much greater information sharing between stakeholders.

25. The capacity at the commune level has been substantially improved compared to the situation at the commencement. Some of the capacity building support has come quite late in the Project life but will have a lasting legacy for these communes in strengthening the CCs across the 37 target communes.

26. Increased awareness of environmental issues has been increased at commune and village level and will continue to be enhanced further through not only sustaining the training activities through the provincial base training teams but most importantly through the integration of environmental education topics into the school curricula.

C. PROJECT IMPLEMENTATION

C.1 Implementation Schedule 27. The grant became effective in July 2006 with a four year implementation period and all Project activities were expected to be fully completed within this time. However, at the outset it was clear that much would depend on a speedy start-up to output 1. Thus, during the first 6 months it had been intended that there would be an intensive effort to build skills and awareness for sustainable livelihoods. This was to be achieved in each commune through information dissemination workshops and awareness-raising materials being distributed. However, the Project was subject to serious delays during the first 18 months of implementation. The provincial offices were established and the members of the CFT were identified, office equipment and vehicles were procured and the CFs were recruited and there were some initial awareness raising activities. However, the opportunity to provide the commune capacity building training early in the life of the Project was lost.

28. The main reason for this failure was the delay in (i) the award of the contract for the TA consultants for Packages 1and 2 which included the support for Output 1 and the establishment of the 10

Tonle Sap Sustainable Livelihoods Project Project Completion Report

CLF; and (ii) the contract award for the training package under Output 3B which was concerned with commune level capacity building. The contract award for Packages 1 and 2 was made in November 2008 whilst the contract for Package 3B was eventually cancelled in March 2008 during an ADB Review Mission. The capacity building training program did not get underway until mid-2009 through the support of the JFPR-9114: TA for Capacity Building for Poverty Reduction and the recruitment of a local organization, Community Based Natural Resource Management-Learning Institute (CBNRM-LI), who delivered a package of capacity building training over a six month period to all 37 communes.

29. The contract award for Output 3C concerned with raising environmental awareness was also delayed and occurred in June 2008 although the impact of this on the Project was not as severe as in the case of the other contract awards.

30. As a result of the delayed implementation the period for the disbursement of the CLF was reduced from 3.5 years to 2 years although this was subsequently extended to 2.5 years until December 2010 to enable full utilization of the funds.

C.2 Project Costs 31. The total Project, including contingencies, taxes and duties was USD 20.3 million equivalent. The foreign exchange cost was estimated at USD 6.9 million, or 34 percent of the total project cost. The local currency cost including taxes was USD 13.4 million, or 66 percent of the total project cost. The Project was financed through a grant from the ADB of USD 15 million with (which was estimated to be equivalent to 58 percent of the foreign exchange cost and 82 percent of the local costs). The Government of Finland provided an additional grant of USD 4.7 million which covered the cost of consulting services and independent external auditors. The RGC contributed USD 600,000 (equivalent to 3 percent of the total project cost)5.

32. The total disbursement during the Project life amounted to USD 20.0 million and there was a residual balance amounting to USD 303,701. There were large savings from Component 2 and smaller savings under Component 3. Under Component there were large savings from Project administration and operating costs which amounted to USD 829,214. These surpluses were used to provide support to the completion of the Civil Registration process which had been supported under the CCDP. It also provided for an increase in the CLF and this enabled the construction of the 17 CC offices and the provision of solar power to 34 CC offices.

33. The support for the CLF amounted to USD 12.3 million which was increased from the original allocation of USD 11.83 million through the reallocation of the savings from operational costs. The CLF allocations were transferred to the CC accounts through a series of 23 phased transfers over a 30 month period. The total annual transfers amounted to USD 2.0, 6.4 and 3.8 million in 2008, 2009 and 2010 respectively. At Project completion there had been full utilization of the CLF 6. Of the total transferred of USD 12.3 million, the amount of USD 11.90 million (97%) was spent for the investment cost of CLF projects within the 37 communes; the remaining amount of USD 0.40 million (3%) was used for the administration and operation cost of the 37 target communes.

C.3 Recruitment of Consultants 34. The funding contribution from the Government of Finland was used only to fund the Technical Assistance (TA) support to the Project and this was divided into five packages.  Contract Packages 1 and 2 for support to the implementation of Output 1 (Community Livelihood Fund) and Output 3A (Improved Coordination for Community Development) was awarded to the NIRAS/IMM/CADTIS consortium following ICB procedures.

5Annex 2 contains a summary of the Project expenditure by output for the duration of the Project. 6Annex 2 contains a summary of the annual disbursements to each commune from 2008 to 2010. 11

Tonle Sap Sustainable Livelihoods Project Project Completion Report

 Contract Package 3 which was awarded to World Fish by direct selection for support to Output 2 (Core Areas are Safeguarded) but was subsequently withdrawn when the activities for that output were cancelled.

 Contract Package 4 which was awarded to Community Based Natural Resource Management - Learning Institute (CBNRM-LI) by direct selection for Component 3B for support to Output 3B (Capacity Building for Community Development) but was subsequently cancelled due to the award of a similar contract in support of commune level training under JFPR 9114.

 Contract Package 5 which was awarded to Live and Learn by direct selection for the implementation of Output 3C (Education for Protection of Natural Resources) in cooperation with the Ministry of Environment (MoE). 35. The Contract Packages 1 and 2 required the deployment of the TA team to (i) MoI office in Phnom Penh; (ii) CARD office in Phnom Penh; and (iii) to each of the five provinces. At national level the TA team worked in a productive partnership with the MOI Working Group, as well as with the senior management of CARD, and in the case of MoI provided significant support to the routine operational tasks of the EA. At the provincial level the TA team worked in partnership with the provincial based Community Livelihood Facilitation Teams (CLFTs), which were later renamed Project Implementation Units (PIUs), and the Commune Facilitators (CFs) in supporting the field activities in the targeted communes in each province. During 2009 when the size of the TA team was increased all of the new positions were deployed to provincial locations. The provincial based TA team provided significant leadership to the CLFTs in the course of implementation and generally worked in close partnership with their counterparts. During the final year of the Project the withdrawal of the salary supplements for the CLFTs resulted in a significant reduction in their working time in support of the Project and a much heavier burden was placed on the TA team in consequence.

36. The Contract Package 5 for Component 3C required the deployment of a small TA team to the MoE offices in Phnom Penh. They worked very effectively with the MoE team in supporting the implementation of the project activities including frequent travel to the provinces.

C.4 Procurement procedures 37. The arrangements for procurement followed the normal procedures with thresholds for International Competitive Bidding (ICB) set at USD 1,000,000 and USD 500,000 for works and goods respectively. All other procurement was through National Competitive Bidding (NCB). For the main TA contract Quality-Cost Based (QCB) selection was used with an 80:20 quality and cost weighting. Individual consultant selection was applied for all TA contract packages less than USD 200,000. The main Goods and Works Contracts awarded by the EA were for the procurement of (in decreasing order of magnitude) office furniture and equipment, solar panels for commune offices, 138 motorcycles, NCDD Library building and six vehicles. 38. In addition a total amount of USD 12.2 million was disbursed for the CLF through the individual CC accounts. The procurement was managed by the CCs using Community Participation in Procurement and Local Competitive Bidding was applied for all projects. 39. The most significant delays encountered in procurement concerned the bidding and contract award for the TA services which was managed by MoI and MEF. The main TA contract for support to Output 1 and 3A was advertised in May 2006 and contract awarded in November 2007.

C.5 Loan Covenants 40. The Project complied with all covenants stipulated in article IV of the Financing Agreement and all obligations set in schedule 5 (Execution of Project and Operation of Project Facilities) were either provided or implemented. The project had no resettlement impact and the CLF projects followed the government environmental laws and regulations in line with ADB environmental policy. The environmental checklists are filled for all projects and endorsement by Department of Environment for some projects are sort before project are put on bids. It was noted that the implementation of the 12

Tonle Sap Sustainable Livelihoods Project Project Completion Report

Gender Action Plan was satisfactory, but the impacts of the trainings provided to the CLFTs and CFs especially on the gender sensitization training and to the POGs on project management skills could have been maximized if they had been provided at the beginning of the project.

C.6 Delays in Loan Utilization, Disbursement and Reallocations 41. As a result of the very slow implementation progress in 2006 and 2007 the rates of disbursement were very low. During this initial 18 month period the disbursement rate across all three Components was only 3 percent. Furthermore, in 2006 there was no disbursement for Components 2 and 3. The disbursement rates across the three Components in 2008, 2009 and 2010 were 17; 44; and 34 percent respectively. Even though the disbursement rates did increase commencing in 2008 they were still relatively low in that year. This was caused by the low ceilings which had been placed on the MoI 2nd Generation Impress Account of only USD 500,000 which limited the size of the Withdrawal Applications and meant that they had to be submitted every month. In November 2008 the ceiling on this Impress Account was increased to USD 1 million but a further increase was needed in July 2009 to USD 1.5 million in order to ensure that there was sufficient cash flow to meet the demands of the CLF. The 1st Generation Impress Account which was operated by MoI commenced with a higher ceiling of USD 800,000 but this was also increased in line with the 2 nd Generation Impress Account. 42. At the time of the Mid Term Review (MTR) in March 2009 it was estimated that the total disbursement by June 2010 would be only 69 percent. This was the main justification for the decision to extend the Project by an additional six months until December 2010 in order to enable the full utilization of the CLF. During the MTR there was a decision to arrange for reallocation of the savings from the cancellation of Component 2 together with the savings from the Project administrative and operational costs to augment the CLF.

C.7 Assessment of CLF Guidelines 43. In order to permit the utilization of the CLF the EA was required to develop a set of Guidelines to guide the CLFTs and CCs. The preparation of these guidelines was delayed until the deployment of the TA team under Contract Packages 1 in November 2007 and as a result there was no disbursement of the CLF to the commune accounts until March 2008. The CLF Guidelines were prepared based upon the existing project Implementation Manual (PIM) that had been developed by the National Council for Democratic Development Secretariat (NCDDS) in support of the Commune/Sangkat funds. Since all CCs had received substantial training on the PIM this ensured that the adoption of the Project CLF Guidelines would be simplified.

44. During 2008 for the first cycle of CLF projects a number of issues emerged relating to the CLF Guidelines that affected implementation progress. The main difficulties were experienced with the CLF/IG projects as follows: (i) CCs had great difficulty in preparing the project proposals for these projects since they lacked any experience of livelihood projects and did not have the technical expertise; (ii) there was also a lack of technical expertise within the Project team to provide them with adequate technical support; (iii) there was a lack of criteria based upon existing household assets for the identification of the households who should participate in particular livelihood activities; (iv) project proposals focussed too much on physical inputs and there was insufficient consideration of capacity building for the Project Owner Groups (POGs); (v) the process of Technical Clearance for the CLF/IG projects was delayed again due to a lack of technical expertise within the Project team; and (vi) it proved to be difficult to identify Service Providers although this was partly a reflection of inadequate advertising by the CCs. In response to these difficulties the Project opted for greater involvement of Service Providers in assisting the CCs with the preparation of the CLF/IG proposals and the inclusion of a number of technical experts into the TA team. Considerable effort was made with the provincial Project teams to improve the quality of the proposals to ensure that capacity building needs were addressed and cost benefit analyses were included. It was also proposed that in the next cycles of CLF/IG projects an alternative approach should be tried using the Request for Proposals (RFP)

Tonle Sap Sustainable Livelihoods Project Project Completion Report approach so that the Service Providers who are bidding for a CLF/IG project develop the technical proposal and submit with their financial bid. 45. In 2009 the Guidelines were substantially revised based upon feedback received during the provincial CLF Workshops conducted in January 2009 with all CCs and also the recommendations from the joint Mid Term Review (MTR) which was conducted in March 2009. The changes included: (i) the procedure for setting up the Project Management Committee (PMC) was modified to allow the CC Chief to be able to assign other councilors to be the Chairman of the PMCs; (ii) the criteria for selection and approval of CLF/SI, CLF/IG and CLF/CFi were more clearly and separately described; (iii) each step of CLF project preparation was separately elaborated in greater detail for CLF/SI, CLF/IG and CLF/CFi projects; (iv) the TA Rural Infrastructure Engineers (RIEs) would assist the CC Chief in reviewing and verifying the CLF/SI project designs before approval of CC Chief; (v) one more option was added for CLF/IG project preparation and implementation so that Service Providers received an RFP based on the requirements of the CCs and Service Providers had to submit their project proposals, both technical and financial, to the CPC for review, evaluation and Technical Clearance; (vi) addition of some additional forms to be completed for the preparation of environment impact assessment and land acquisition reports; (vii) modification of the process for CLF Project Technical Clearance by elaborating clearly the purpose of the Technical Clearance process and identifying the tasks to be performed by CLFT and by concerned line department; (viii) detailed instructions on each step of the CLF/SI and CLF/IG project procurement and the provision of more and detailed guidance on how to evaluate the capacity and experiences of Service Providers; and (ix) provision of more detail on how to monitor CLF contract implementation by adding the project implementation progress report formats to be completed by the Technical Supervisor, setting out clear steps to be conducted for the CLF project payment process and adding the requirement of the RIEs in reviewing the progress report prepared by Technical Supervisor before any payment of CLF/SI project cost was made. 46. Some further minor adjustments were made to the Guidelines in 2010 as follows: (i) it was optional for the CCs to hire Technical Assistants for the design of CLF/SI projects and the TA RIEs could assist with preparing the technical specifications; (ii) the design of CLF/IG projects had to include provision for adequate marketing arrangements, gender sensitization and sustainability ; (iii) procurement procedures set out in the Guidelines must be strictly adhered to especially in the case of the bidding when the CPC must be empowered to control all decision making; and (iv) in the case of the CC offices there must be land made available for which the commune has legal ownership.

D. PROJECT ACCOMPLISHMENTS

D.1 Output1: Community driven development supported Activity 1: Support CLFTs, CFs and CCs in each province (a) Establishment of CLFT in each province 47. Under this Activity there were five separate tasks involving (i) the appointment of one staff each from the Provincial Department of Environment, Provincial Department of Rural Development, the Provincial Department of Women’s Affairs and the Provincial Fisheries Administration to the CLFTs; (ii) the establishment of the CLFT offices in the five provinces; (iii) the procurement of vehicles, machinery and office equipment; (iv) the recruitment of Commune Facilitators in all project provinces; (v) the opening of Commercial Bank Accounts for all 37 Project Communes; and (vi) the transfer of the 1st CLF instalments to the CC Accounts. The first six of these tasks had been completed during 2007 and the final task, namely the transfer of funds to the CC accounts commenced in March 2008.

48. At the project closure there was a total of 35 staff assigned to the CLFTs across the five provinces of whom 10 were female and 74 CFs of whom only 21 were female. Table 1 Summary of TSSLP staffing levels

Tonle Sap Sustainable Livelihoods Project Project Completion Report

MoI Working Group CLFTs CFs Province M F M F M F

Kampong Chhnang - - 3 3 3 1

Pursat - - 6 2 22 6

Battambang - - 6 1 12 6

Siem Reap - - 7 1 13 6

Kampong Thom - - 3 3 3 2

Phnom Penh 7 2 - - - -

Total 7 2 25 10 53 21

49. Under this Activity in 2010 funding was also provided for the procurement of Solar Panels for 34 CC offices that did not have access to the national electricity grid system, the procurement of additional office furniture and equipment for all CCs and the procurement of commune boats to the 13 CCs that had floating villages.

(b) Preparation of the Inception Report 50. The Inception Workshop was held in Phnom Penh on 30th January 2008 which was attended by a wide range of Project stakeholders. The TSSLP Inception Report to ADB was submitted by MoI to ADB in March 2008 after a request for deferment of the original deadline. The Inception Report provided a review and assessment of the activities which had been completed as well as those that were on-going and described the implementation approach and the Annual Work Plan for 2008. One of the critical activities completed once the TA team had mobilised was the production of the CLF Guidelines which were based upon the PIM that had been produced by the NCDDS. The draft CLF Guidelines were approved by MoI Working Group in May 2008. 51. Before any transfer of funds to the CC Accounts the allocations to each commune were determined using an agreed formula7. There were a number of workshops and discussions during 2007 involving all CC Chiefs and MoI/Working Group to reach agreement on this formula and then to determine the actual allocations to each CC. Based upon these allocations MoUs were prepared for each commune and these were distributed to each commune and signed by the CC Chief.

7The formula for the calculation of the CLF Allocations is based upon a 35 percent equal sharing, 35 percent based on population and 30 percent based on poverty level. 15

Tonle Sap Sustainable Livelihoods Project Project Completion Report

(c) Providing training on CLF Guidelines 52. Following the approval of the CLF Guidelines the MoI/Working Group with the assistance of TA team, developed an introductory training program/curriculum and prepared session plans and training materials. The training aimed at providing the participants with an overall understanding on CLF procedures, roles and responsibilities of involved stakeholders, key criteria, and underlying principles of CLF project planning, selecting, preparing, implementing and managing. Four training courses were organized in March 2008 the first held in Phnom Penh and then in Pursat, Battambang (including Kampong Chhnang) and Siem Reap (including Kampong Thom). Subsequent to these formal training sessions there were a series of follow up workshops and discussions with the CLFTs, CDSs, CFs and CCs in each province on various aspects of the CLF Guidelines. The feedback from these discussions was further reviewed and discussed during the CLF Workshop which was organized by MoI in August 2008 and also during the Annual Planning Workshop in December 2008.

53. During 2009 further training for CLFT members, CFs and CCs was completed on Community Organizing and Bookkeeping and during 2010 the training was continued to encompass Marketing Skills and Gender Awareness. All of these trainings were developed by the TA team in cooperation with the MoI Working Group and were delivered through initial Training of Trainers (ToT) course to prepare selected Master Trainers who comprised the CDEs and CDS together with selected CLFT members. The teams of Master Trainers in each province then extended the training to the CFs and CC representatives and in the case of the Community Organizing and Bookkeeping course to the leaders of the CFIs also. 54. There was also training organized for CLFT members and CFs on Computer Skills training but this commenced only in mid-2010.

Activity 2: Facilitate 1st and later stages of CLF Project Fund (a) Facilitation of Project Preparation and Design by CCs and Community Groups 55. Each year the CCs developed their CIP through a consultative planning process with the village leaders and this culminated in the annual District Integration Workshops (DIWs)when the CIPs for were finalised and those for support utilising the CLF were identified. Across the five provinces there were a total of 287 CLF/SI, 843 CLF/IG and 284 CLF/CFi projects identified.

56. Each year the CLFT members, CDSs and CFs assisted the CC Chief to establish the Project Management Committees (PMCs) for every CLF Project. The procedure for the establishment of the PMC followed closely the Commune/Sangkat Fund PIM Guidelines with some slight modifications 8. The design and facilitation process for each CLF project, including POG establishment, bidding, contracting of Contractors or Service Providers and monitoring provided opportunities to prepare and coach the PMCs.

57. During the early stages of project design the PMCs were usually involved in the environmental analysis, with participatory mapping and discussion of impact mitigation measures. At that stage initial interest groups worked with the initial PMCs that were also engaged in developing criteria for beneficiary selection, and supporting the drafting process of POG by-laws and internal rules and regulations. In case there were more interested people than the budget ceiling allowed for one CLF/IG project a scheme for group expansion was developed from the initial CLF investment of sharing project benefits from initial beneficiaries to second generation beneficiaries. Once the project beneficiaries were defined the full PMCs were confirmed with representatives of the POGs. During project implementation the PMCs supported the finalization of POG by-laws and internal rules and regulations, engages, together with the Technical Supervisor, in monitoring contractor or Service

8The membership of the PMC is as follows: (i) CC Chief; (ii) one member of the CC Procurement Committee; and (iii) at least one representative from the POG that has ownership of project outputs. The PMC has key roles and responsibilities to help CC Chief in: (i) collecting data relevant to project preparation, appraising and approving of project design; (ii) monitoring project implementation; (iii) coordinating with works contractors/service provider in all aspects of project implementation; and (iv) organizing PMC meetings before any payment related to contract cost is made. 16

Tonle Sap Sustainable Livelihoods Project Project Completion Report

Provider performance. The PMCs occasionally participated in training sessions and ultimately they were required to play an important role in guaranteeing and facilitating the group expansion process. The increasing numbers of CLF/IG projects had an important impact since the CLF Guidelines did require that one PMC should be established for every project and that all had to be chaired by the CC Chief. In some communes where there were multiple identical CLF/IG projects only one PMC was formed and in others the tasks of chairing the PMS was delegated to other CC members. In the case of meetings of PMCS with POG members to approve progress payments these should have been formal meetings but at present participant lists were not always being prepared so it was not always unclear whether the POG representatives were present. Because of the difficulty with fund availability during 2008 and the early part of 2009 these meetings were held on a rather ad hoc basis and were often led by a CLFT member. The payment of Service Providers in a number of installments, again because of CLF shortages, created further difficulties for the PMCs in organizing their meetings for approval of the payments. 58. In the case of every CLF project the CCs, through the PMCs, was required to prepare a work plan/schedule for project preparation and design. This was achieved with the support and assistance of the CFs, together with the CLFT members and CDS assigned to the commune.

59. The CCs also had the responsibility for the formation of the POGs for each CLF project. The POGs were the focal points for the direct project beneficiaries at village level and were responsible for the management and maintenance/sustainability of project outputs. The POGs that were established were all new groups but in many instances the members have been or were still members of pre- existing groups or committees in the villages. In some provinces an inventory of existing CBOs and Self Help Groups (SHGs) was established because one of the initial options was to link up with these pre-existing SHGs in an attempt to try to fund their existing project ideas through the CLF. However, this approach was not pursued as it signified an additional project effort to link the CBOs with the CIP/CDP process (through CIP Step 1). While the CBO approach would have allowed a more genuine “community driven” process the CDP/CIP focus provided an immediate linkage to the local planning process and provided the CCs with an opportunity to set up their own POGs. In each province the POGs were formed as early as possible, with project support, and mostly were identified during the village assessment/project identification stage. However, in some cases the formation of the POGs for the CLF/IG projects took place after the CLF/IG project had commenced implementation and this prevented the direct beneficiaries from participating in the preparation and design of the project. 60. The CCs and POGs were provided with guidance on environmental impact assessment and land acquisition. The CLF Guidelines included a detailed description of the procedure for the conduct of the Environmental Assessment and the Land Acquisition Report and during the training on the CLF Guidelines there were separate sessions to explain the procedures. This was followed up by periodical support in each province during the course of the year by the TA Environmental Expert (EE) through on-the job training. 61. The POGs and CCs/PMCs were also assisted to estimate the CLF project costs and to complete the Project Information Sheets. In the case of the CLF/SI projects this entailed the hire of a Technical Assistant by the CC/PMC to prepare the design and cost estimates. In some instances the CC/PMC were unable to recruit a suitably qualified Technical Assistant for this task and where this occurred the TA RIE provided direct support to the CC/PMC for the preparation of the technical design and cost estimates. 62. The design of the CLF/IG projects presented a very real challenge for the CCs since they did not have any prior experience in these types of projects. Similarly the CLFT and CDS lacked the necessary technical expertise in agriculture to provide the needed assistance to the CCs. As an alternative approach it was proposed to draw upon the expertise of technical Service Providers, mainly NGOs and some local commercial companies, to assist the CCs in the design of the CLF/IG projects. In order to establish linkages between the CCs and these Service Providers a series of CLF Forums were held in each province in 2008 and again in 2009.

Tonle Sap Sustainable Livelihoods Project Project Completion Report

63. The actual mechanism for the engagement of the Service Providers varied and was either through the CCs making an agreement with the Service Provider to provide them with assistance and there was a payment for this assistance or through a formal bidding announcement for the service required. However, the weakness was that some of the Service Providers who were involved in the preparation of the design and cost estimates also participated in the subsequent bidding for these projects. 64. The review and verification of the CLF project estimated costs and technical designs was the responsibility of the CLFTs and CDEs/CDSs who worked together on this task. The provincial line departments (including rural development, agriculture, fisheries and rural development) were invited to comment on the proposals. In the case of the CLF/SI projects the designs and cost estimates were reviewed by the TA RIEs and there were many cases where revisions to both designs and cost estimates have been required. In the case of the CLF/IG and CLF/CFi project designs the CLFTs and CDEs/CDSs provided considerable assistance to the CCs/PMCs in the finalization of the proposals. Once finalized all CLF project proposals were endorsed by the CCs to the CLFT for Technical Clearance.

(b) Facilitation of Technical Clearance for proposed CLF projects 65. The CLFTs received the CLF project documents from the CC for all CLF projects for Technical Clearance. In general across all provinces there was considerable involvement of both the CLFT members and the CDEs/CDSs in the preparation and preliminary review of the CLF project proposals before they were submitted to the CLFT for Technical Clearance. But at this stage many proposals were further reviewed by provincial line departments in specific cases. Although there was a requirement for a formal Project Review Meeting, prior to providing Technical Clearance, in some provinces this was not always the case. Comments were received from line departments by the CLFTs and in some instances these necessitated the return of proposals to the CCs for further revisions to be made. One of the important requirements during the Technical Clearance process was to determine whether there was a need for an environment study to be done and determining this need was generally handled by the CLFT representatives from the DoE.

66. The CLF Guidelines stated that the Technical Clearance must be given within ten days of the submission of the CLF project proposal to the CLFT. This deadline was not met in many cases and there were considerable delays in the review process and the granting of Technical Clearance. The CLF Guidelines also stated that if the deadline was exceeded then the CC may proceed with the bidding for a CLF project without the necessary Technical Clearance. However, despite this provision there were no CCs who decided to commence the bidding without Technical Clearance. Once the Technical Clearance was given the CLFT were required to provide a formal written notice to the CCs to advise them.

(c) Support for CCs Procurement of Works, Goods and Services for CLF Projects 67. Every Commune had an existing Commune Planning and Budgeting Committee (CPBC) which had been more concerned with planning than procurement activities in the past particularly in relation to the CIP. For the CLF projects a Commune Procurement Committee (CPC) took responsibility for the preparation of the bidding documents for all CLF projects. The CPCs were comprised of the CC Chief, two members of the CC and the CC Clerk and in some cases an advisory position filled by the Technical Supervisor for the project. In each province the CPCs had considerable assistance from the CLFT members, CDS and CFs. Planning and Budget Committees (PBC)also were formed which are village-based committees that were rather more informal groups and were somewhat equivalent to the Village Development Committee (VDC)mentioned in the CLF guidelines. However, the term VCC was rarely used during CLF project facilitation. The formats for the Bidding Documents for CLF projects were provided in the CLF Guidelines for use by the CCs.

68. In the case of the CLF/CFi projects, there was always a bidding organized by the CPC except in some cases the CFO Working Group (former TSEMP PIU staff of FiA) was selected directly for providing services for CLF/CFi project design and/or CFO capacity building project implementation. 18

Tonle Sap Sustainable Livelihoods Project Project Completion Report

Other CLF/CFi investment projects, including both IG and SI activities, were processed and managed by CC and not by the Community Fishery organization (CFO) although this tended to dis-empower the CFO. There was an intention that TSSLP would try to link up with the "empowerment process" TSEMP had initiated with CFi Organizations since, whilst it is very important for CFOs and CCs to develop and foster good working and communication relationships, the CFO should have the opportunity to generate funds (through IG investments for example) to fund their future operations in a sustainable manner.

69. The identification of bidders was achieved by placing advertisements for CLF projects at the provincial CLFT Offices, which were located within the Provincial Governor’s compound, and also in the communes. In some communes there was information spread to local contractors to ensure their awareness of the opportunity to bid for the CLF project. The CLF Forums were also used to raise the awareness of Service Providers of the CLF/IG projects which would be funded by the CCs. Bidding announcements were required to be announced 10 working days before the bidding date but there were instances where this requirement was not met. However, in practice it was found in some provinces, and especially for the remote communes, that the arrangements for advertising of CLF projects for bidding were not adequate and there was a need to raise greater awareness amongst potential contractors and Service Providers by advertising more extensively using local and national media. After the MTR Mission in March 2009 a recommendation was made for much wider advertisement of the bid meetings through local media and also by inclusion on the NCDD web-site. The effect of this change was a much larger number of bidders, some of who were from other provinces, and also a reduction in the bid price.

70. The CCs were assisted to organize the bidding meetings by the CLFTs. In a number of instances the bidding meetings involved cluster bidding for a number of CLF projects over three or four communes. This practice created more opportunity for collusion and also tended to diminish the role of the CPC since most of the facilitation during the meeting has been done by the CLFT members. It was also found that few if any representatives of beneficiary organizations have been invited to, or may not have been aware of, the bidding meeting. Again cluster bidding meetings which were held outside of the commune reduced the opportunity for beneficiaries to attend the bidding meeting. When the CLF Guidelines were revised in 2009 the practice of cluster bidding was disallowed.

71. After the bidding meeting was concluded the Commune Clerk was required to produce a report of the bidding meeting including recommendations of the CPC and the reasons. In some cases this was done with the assistance of the CLFT members. The report of the bidding meeting was required to also include an attendance list although this requirement was not always met. Once complete, the Bidding Reports were signed by the CC Chief to show that the report and the recommendations of the CPC were accepted.

72. Specifically, for the procurement of Services both the PIM and the CLF Guidelines did not provide sufficient procedures for CLF/IG projects since. Prior to TSSLP, the CC focus was mainly on infrastructure projects and which entailed procurement of works contracts or purchase orders. These procedures and their relating documentation did not provide sufficiently for the procurement of quality Service Providers. When the revisions were made to the CLF Guidelines in 2009 there was inclusion of an additional option for CLF/IG projects which entailed a Request for Proposal (RFP) approach for these projects. This approach was adopted by some CCs but in practice it provide difficulty for them to perform the technical evaluation and there were found to be some evidence of collusion with Service Providers, CCs and CLFT members so that it was finally decided in late 2010 that this procedure should be removed. (d) Support CCs Preparation of Contracts 73. The preparation of the contract implementation work plans was achieved by the CCs but with considerable assistance from the CLFT members, CDSs and CFs in each commune. In the case of the CLF/IG projects this was achieved based upon the implementation work plans submitted by the Service Providers.

Tonle Sap Sustainable Livelihoods Project Project Completion Report

74. In the case of the CLF/SI projects the CCs were required to hire a Technical Supervisor under contract to monitor the construction of each project. In some instances this was the same person as the Technical Assistant who was hired to complete the technical design. CCs again received assistance from the CLFT members, CDEs/CDSs and CFs in the preparation of the contract for the Technical Supervisors. However, in some communes the Technical Supervisor was hired locally and was found to lack the necessary skills to monitor the CLF/SI projects. In the case of some of the CLF/IG projects the CCs also decided to hire a Technical Supervisor to monitor the work of the Service Provider. In some instances these Technical Supervisors for CLF/IG implementation were in fact one of the bidding companies which did not win. In those instances where the Technical Supervision was handled internally by the PMC then the compliance with reporting requirements needed improvement. (e) Enhance CCs and Community Groups Capacity for managing CLF Project Contracts 75. At the start of most CLF projects there were inaugural or kick-off meetings to signify the commencement of implementation. These meetings were generally organised by the CC/PMC The POGs at this stage were at a very early stage of development as an organized group, but rather as a list of beneficiary families with a set of proposed draft by-laws and internal rules & regulations (facilitated from outsiders). In general the POG representatives participated to some degree through the PMC but they did not really organize the kick-off meetings or handing over ceremonies themselves.

76. In order to enhance the capacity of the CCs and PMCs for contract implementation monitoring and management regular OJT coaching was provided. The training targeted the PMC members as well as CC members, notably the CC Chief and CC Clerk, and also the CFs. The TA RIEs played a prominent role in the delivery of this training support and there was an identified need for the further continuation of this type of training since the overall capacity of the PMCs, as well as the CC members and CFs, was found to be weak.

77. The tasks included the preparation of a contract monitoring work plan by CC and PMC and then ensuring that the PMC, CC and the POG members were able to monitor and evaluate the contract implementation and finally prepare implementation progress reports and a Contract Completion Report. In general each of these tasks was achieved to a reasonable standard but throughout the process there was a need for considerable support and guidance.

Table 1 Summary of CLF projects

Projects No. of contract Cost No. of beneficiaries awards (USD million) Total % of women

Social Infrastructure 285 6.49 828,734 54 % Income Generation 843 4.39 135,106 52 %

Community Fisheries 284 1.02 506,982 53 % Total 1,412 11.90 1,470,822 54 %

78. In the case of the CLF/SI projects the 285Contract Awards comprised 30 projects in in Kampong Chhnang province, 113 projects in Pursat province, 43 projects in Battambang province, 80 projects in Siem Reap province and 19 projects in Kampong Thom province. The main focus of the CLF/SI projects was on rural infrastructure with 48 percent of the projects involved with the construction of Laterite and Earth Roads, Culverts and Bridges. The total achievement from these projects was the construction of 143 km of Laterite Roads, 96 km of Earth Roads, the placement of 87 culverts and the construction of 11 Bridges with a total length of 145 meters. Providing potable water supplies were also an important feature with 16 Water Filter Station projects with a total capacity of

Tonle Sap Sustainable Livelihoods Project Project Completion Report

28,500 liters, three Community Ponds with filters and 10 projects providing a total of 5,384 household water filters. In order to improve irrigation facilities a total of 10 projects have together contributed 60 meters of dam construction, 13 irrigation water gates and 27 km of irrigation canals. There have been projects concerned with school improvement which have resulted in an additional 54 classrooms being constructed and five Teacher’s Houses. Support has also provided for the construction of 17 Commune Council (CC) offices and 13 boats for the commune with floating villages together with 31 Community Fisheries Offices. Other projects were concerned with the construction of four floating platforms, two Community meeting Halls, two markets (one of which was floating), two solar installations, two health centers and one rural electrification scheme.

79. In the case of the CLF/IG projects there were 843 Contract Awards compromising 39 projects in in Kampong Chhnang province, 377 projects in Pursat province, 99 projects in Battambang province, 270 projects in Siem Reap province and 58 projects in Kampong Thom province.The main focus of the Income Generation projects was on livestock raising covering 58 percent of the projects implemented. The most popular form of livestock was pig raising with a total of 5,787 pigs provided, and other projects provided 34,444 chickens, 1,810 cow/buffaloes and 800 ducks. Fish and Eel Raising also were popular projects with a total of 31 tons of fingerlings provided. There were projects concerned with fish processing and fish sauce production involving 317 households. There were also various forms of vocational training programs primarily for sewing/tailoring, but also for hairdressing, motorcycle repair, wedding and beauty preparation which altogether provided a total of 386 sets of different types of equipment. There were projects concerned with Micro-business support, many of which provided small boats in floating villages, and Credit projects also which overall benefitted over 1,600 households. There were projects concerned with music production of various kinds that provided 120 sets of musical instruments. Finally, there were smaller numbers of projects concerned with handicraft production and weaving, noodle production, vegetable and fruit production, mushroom growing and various other forms of training. 80. In the case CLF/CFi projects, supporting the 73 CFis, there were agreements signed for 284 projects comprising 12 projects in Kampong Chhnang province, 81 projects in Pursat province, 85 projects in Battambang province, 77 projects in Siem Reap province and 29 projects in Kampong Thom province. The support for Community Fisheries concerned the provision initially of equipment for the CFIs to enable them to patrol their area more effectively, then assistance for their administration/operational and maintenance costs and finally measures to ensure sustainability of the activities. During the first year a total of 37 patrolling boats were provided together with 50 sets of patrolling equipment. There were smaller numbers of projects were concerned with rehabilitation of fish sanctuaries, replanting of flooded forest areas and installation of observation towers. There was also support to all CFOs for capacity building and during 2010 each CFO was enabled to establish a small credit facility for on-lending to members to generate some income to support on-going patrolling activities.

Activity 3: Enhance Commune Development Planning Capacity 81. A detailed profile of all village based SHGs and other interest groups was only completed in Kampong Chhnang province. However, in all provinces a complete Wealth Ranking process was completed for all villages which provided an overall assessment of the number of poor and very poor households in each village. In 2009 this information was used as the basis the selection of the households for the conduct of Household Based Planning9.

82. The establishment of SHGs and other forms of interest groups was promoted through the formation of the POGs for each CLF project. In order to determine the progress in the development of the POGs after the completion of the first round of CLF projects there was a need for some form of group self-assessment tools. This was done in 2009 although no widely adopted by the CLFTs. Alongside this there was a need to consider the long term role for the POGs in sustaining support especially for the livelihood activities under the CLF/IG projects. A number of the POGs adopted

9 In Siem Reap province the data from the recently completed surveys conducted by the Ministry of Planning with support from GTZ were used. 21

Tonle Sap Sustainable Livelihoods Project Project Completion Report mechanisms for mobilising savings from group members and these provide to be generally successful. In some cases supplementary CLF projects were launched to assist some POGs to attain sustainability.

83. Coordination with other supporting agencies to support CLF projects also occurred through the assistance that Service Providers delivered to the CCs for the design of the CLF/IG projects. There were some instances where staff of provincial line departments also provided assistance to supplement that which was available from the CLFT members.

84. An important task for all CCs each year was the preparation of the CIPs for the following year. The CCs were all required to formulate a schedule/work plan for the formulation of the CIP and this was done with support from the CLFT members and CDEs/CDSs. Through the NCDDS there were regular annual refresher training courses organised in each province for the CCs prior to the commencement of the CIP formulation. 85. It had been noted that the identification of the livelihood projects in the CIPs was quite weak without any specific projects being identified. In order to improve the situation the Project adopted Household Based Planning (HBP) techniques which were introduced in 2009. The incorporation of HBP into the field activities represented a significant challenge for CFs, CLFT members and CDS but also greatly enhanced the process of identification of suitable livelihood opportunities and also was expected to lead to improved selection of households which were selected for specific livelihood activities. Ultimately it had the potential to provide a mechanism for enhancing the whole process of planning at village and planning level so that it was achieved on a much more objective basis and this would then improve the content of the CIPs in regard to the identification of livelihood activities. 86. After the provision of the training on HBP techniques the CLFTs, CDEs/CDSs and CFs were tasked with conducting HBP across every commune in each village on a sample of 25 of the poorest households per village. This proved to be an onerous task for the provincial teams because of the length of time to complete each household interview. In response the TA team conducted a review of HBP accomplishment in the 3rd quarter of 2009 and produced a simplified set of procedures which were known as HBP II. These enable the provincial teams to conduct the interviews in a much shorter time and they were tasked with doing comprehensive HBP surveys across all households in two selected villages per province. This task was completed and a database was established in each province using database software which had been developed by the TA team.

87. The CLFT members and CDSs, in cooperation with the CFs, assisted the CCs and the CPBC to facilitate village meetings in each commune for the CIP formulation (Step 1). The CIPs were later presented during the District Integration Workshops (DIWs), where the CLFT members and CDSs attended as observers since the main facilitators were the provincial PLAU/Ex -com staff. After the DIWs were conducted the CCs identified the activities within their CIPs which would be funded from various sources including those prioritized for the TSSLP CLF. Subsequently further discussion took place between the CLFTs and CDSs to identify the final list of projects which should be included for CLF support in the following year although the list could not be finalized unt il there was clearer information provided by the MoI/Working Group on the CLF allocations to each commune for the year. A series of workshop were planned at start of each year to share this information with the CCs.

Activity 4: Project Management Support (a) Conduct of Regular Planning and Monitoring Meetings 88. In each province there have been regular meetings taking place between the CLFT members, CDS team and the CFs. This took place most regularly through the Monthly Progress Review and Planning Meetings which were also attended by the RLS and in most instances by the either the TL or DTL. 89. At Project level periodic meetings took place when needed and were organised by the MoI Working Group at least once year. These meetings involved CLFT Chiefs and other members together with the whole TA team. The TA Team conducted their own regular Coordination Meetings five times in total rotating around the provinces with the sixth and final meeting conducted in Rattanakiri. 22

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90. During the 4th quarter of 2010 the TA team designed and facilitated an exercise to document the lessons learned from Project implementation. The focus of the exercise was on Output 1 and the activities involved with the use of the CLF; and it was achieved through participatory discussion at commune and provincial across the five provinces. Further lessons learned were documented for Output 3 together with a series of overall recommendations on cross cutting issues relating to TSSLP10. 91. During the latter half of 2010 the TA team designed and facilitated the conduct of a Socio- economic Impact Assessment (SEIA) to document the overall impact of the CLF projects. A survey questionnaire, which was patterned after the Project’s M&E framework, was prepared and pretested. A total number of 448 respondents participated in the survey. They included CLFTs, CCs, beneficiaries, Contractors/Service Providers who had participated in or benefited from the activities under Output 1 of the Project. Data entry and analysis for each province were conducted at the provincial level. The results were collated at the national level and presented during the Project’s final workshop with relevant stakeholders. 92. Survey results showed that local livelihoods had improved due to the provision of inputs from the project, improved access to market and market information, new technology, rural finance and more efficient CC services. The inputs included capital/items for agricultural production and small enterprise development. Improved and alternative production activities were accompanied with capacity building activities. Improved infrastructure facilities included road, clean water facilities, school and irrigation. Community fisheries were provided with equipment and capacity building activities. Beneficiaries reported increase in income through the sales of agricultural products and improvement in business and trade. Group savings enabled beneficiaries to have access to capital for investing in productive activities. Improved infrastructure also led to improvements in the delivery of health and education services, and travel within and outside the communes. Respondents reported a decrease in outmigration, vulnerability and risk.

93. The CLF projects were found to have contributed positively to ensure the participation of women, vulnerable and ethnic groups. Women’s participation was especially highlighted in the Project and they played an active role in planning and managing CLF activities and assumed leadership positions in the POGs. The respondents themselves qualified that the Project social inclusiveness is evidenced by the participation of poor households in CLF activities. Results showed that capacities of the POGs had increased. However, there was a need to strengthen POGs their skills to manage projects. 94. The Commune Councils (CCs) played a key role in planning and managing the CLF projects. The assessment examined the capacity of the CC to manage and facilitate a transparent development process, to respond to the need of the local people, to be accountable for their actions and compliance to CLF guidelines and procedures and ability to coordinate with other agencies. While the results were generally positive, there was room for the CCs to be more responsive to the needs of the community.

95. CLF projects helped to improve the cooperation between the CCs and other agencies including agricultural extension, fishery administrations, and environment departments. Interventions in community fisheries had prevented illegal fishing and flooded forest logging. Income generating projects provided the people with alternative livelihoods options, thereby reducing pressure on the natural resource base especially clearing flooded forest. Environmental impact assessment was part of the CLF project preparation. Capacity building activities, information dissemination, and increased awareness of law on fishery and environment were found to have had a positive impact on natural resource and environmental management.

96. The SEIA documented the early impacts or outcomes and provided information which can be useful in the design of a more rigorous evaluation in the future. A future evaluation exercise could assess the long-term qualitative and quantitative impacts of the Project.

10 Annex 3 provides a summary of the lessons learned. 23

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97. The TSSLP Completion Workshop, which was entitled “Sustaining Improved Livelihoods in the Tonle Sap” was conducted on 21st December 2010. It was organised by the MoI in Phnom Penh and was attended by over 150 delegates with representatives from all 37 communes, Project provincial team representatives, the national Project team and donor representatives. The workshop included presentations of the achievements of each output by the respective Implementing Agencies followed by group discussions to focus on the issues relating to sustaining the Project activities. (b) Establishment and Management of Recording System 98. The monitoring of the CLF projects was achieved through the establishment of an Excel based system which was regularly updated by each provincial team. This system has tracked the progress of implementation of the CLF projects including information on the dates of completion of each stage of design, technical clearance, bidding, contract award, implementation and progress payments. However, in practice the system proved to be difficult to manage and to keep reliably updated. There was a clear need for the establishment of a more formal database which would be managed in each province and consolidated on a monthly basis at Project level. (c) Production of Progress Reports 99. During the year regular Monthly Progress Reports and Quarterly Progress Reports were prepared. In each province a Monthly Progress Report was prepared by the TA Team in cooperation with the CLFT members and these reports were consolidated into the TSSLP Monthly Progress Report by the TL in cooperation with the MoI/Working Group. The TSSLP Quarterly Reports were also prepared by the TL, again with assistance from the MoI Working Group, for submission to ADB.

(d) Support to Civil Registration Process 100. During the first half of 2010, the support was given to the civil registration system in TSSL provinces through contract with a national data management consultant and the support to the Office of Civil Registration, Department of General Administration. The total of 1,959,543 birth registration records from Siem Reap and Kampong Chhnang were typed. The verification work was also done by the civil registration officers to ensure the quality of data after data entry made into the system by the operators. The civil registration books of 15,493 were archived; 11,919 books were scanned; and 982,919 records were scanned. Lastly, the total civil registration books of 14,933 were transferred from Siem Reap and Kampong Chhang provinces to MoI.

D.2 Output 3: Skills and Awareness for Sustainable Livelihoods are built 3A. Improved Coordination for Community Driven Development

101. During 2008 CARD commenced its institutional reform with the revision and adoption of a new structure and a new and expanded leadership made its entry. New ToRs for the various departments were developed for incorporation into a Royal Decree and Sub-Decree. A much enlarged complement of staff was approved by the RGC, and new staff was recruited into the new positions. The main challenge that remained concerned the development of working procedures that would allow CARD to adopt an integrated perspective in dealing with the various challenges of rural development. A proposal on the structuring of a cross-cutting dialogue (across the various departments of CARD) was prepared for further discussion. 102. This discussion of the process of restructuring within CARD continued in 2009 at secretariat level in order to finalize the draft of the Royal Decree and the Sub-Decree on the establishment and functioning of the CARD secretariat. In July, the draft of the Royal Decree on the establishment of CARD successfully passed the Inter-Ministerial meetings and was later submitted to the cabinet meeting. In August the Royal Decree on the establishment of CARD was successfully endorsed by the KING and was ready to be disseminated to the concerned line ministries. Prior to the submission of the Sub-Decree this was revised through further discussion with the line ministries in order to avoid any misunderstanding on the mandate of CARD mandate to avoid overlap with the mandate of the line ministries. The ToR of each department was revised in order to ensure that the CARD mandate was to coordinate agricultural and rural development sector focusing on the four areas of engagement: Policy 24

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Support, Partnership and Dialogue, Monitoring and Evaluation, and Knowledge and Information Management. 103. Also in 2009 two meetings were organized within CARD to discuss the concept note on the Technical Assistance Group and the Policy Support Oversight Committee. These groups would enable CARD to (i) enhance and facilitate the exchange and use of knowledge; and (ii) present an integrated approach in dealing with cross cutting issues and minimize problems of fragmentation, gaps and overlap. As the result, the meeting has decided to use the existing structure which is the CARD secretariat structure. 104. The process of integration of the CARD mandate into the National Strategic Development Plan update 2009-2013 was also widely discussed within CARD and the Ministry of Planning and other line agencies and development partners in order to make sure that CARD’s mandate was well recognized by all stakeholders and reflected in the National Strategic documents. As a result, the mandate of CARD was written in the draft of the NSDP under Box 2: RGC’s Highest Priority is to Continue to Reduce Poverty by continuing to strengthen coordination and the scope of social protection and safety net programs: CARD was tasked to ensure that effective inter-ministerial coordination mechanisms are in place involving RGC ministries and agencies that are responsible for delivering social safety net programs to the vulnerable and the poor. CARD was also tasked to prepare comprehensive strategies covering all aspects of development of rural economies and to coordinate, monitor and evaluate the implementation of these strategies in a coordinated and time sequenced manner by assisting RGC institutions to achieve a sustainable development of the rural economies. 105. A National Forum on Food Security and Nutrition under the theme of “Social Safety Net in Cambodia” took place in July 2009 under the chairmanship of the Prime Minister of the Kingdom of Cambodia. The Forum successfully completed the important goals of (i) increasing the knowledge on Social Safety Net and Social Protection in Cambodia for the vulnerable people and poor households; (ii) discussing the policy options on Social Safety Net for Cambodia; and (iii) setting out the direction of activities to implement next, in order to establish a Social Safety Net strategy that is effective according to the socioeconomic environment in Cambodia. The Forum focused on nine topics through presentation, and discussion include: (i) concept, definition, and background of the Social Safety Net; (ii) risks and vulnerabilities in Cambodia concerning the Social Safety Net which have impact from the global financial crisis; (iii) inventory of the Social Safety Net in Cambodia; (iv) social health protection master plan by Ministry of Health; (v) national social security fund for civil servants and non- contributory transfer programs in Cambodia; (vi) labor law and National Social Security Fund; (vii) review of international experiences and best practices of the social protection service in Cambodia; (viii) rationales for and types of targeting; (ix) identification of poor households in Cambodia. As a result of this National Forum, CARD was tasked to assist the Royal Government of Cambodia, in cooperation and coordination with line ministries, development partners, civil society and private sectors, to develop strategies and policies on Social Safety Nets in Cambodia. A meeting on formulating the Social Safety Nets strategy was organized with the participation of all stakeholders in order to inform the RGC commitment and CARD role on Social Safety Nets issues; the priority action plan of the line ministries who have mandate related to Social Safety Nets, and developing the policy briefs on Social Safety Nets.

106. A Concept Note of Information and Knowledge Management (IKM) was prepared which proposed a study to focus on information and knowledge management in the agricultural and rural sectors. In May 2009 the concept note was finalized and after approval by MoI an international Website Designer and a national Website Content Manager were recruited to conduct the study which culminated in the launching of the web site for the Cambodian Agricultural and Rural Development Information Gateway (CARDIG) in April 2010. During 2010 there was supplementary support provided through JRPR-9114 for a continuation of the services of the Website Content Manager alongside CARD counterpart staff for further development of the CARDIG site which has evolved into a rich source of information on agriculture and rural development in Cambodia.

Tonle Sap Sustainable Livelihoods Project Project Completion Report

3B. Enhancement of the skills base for community driven development

107. As a result of the decision not to award the contract for training under this output to CBNRM-LI in 2008 there was further delay in the implementation of the activities which now took place in two ways. Firstly, the TA team took the lead in designing and implementing a series of trainings at commune and provincial level including (i) initial and subsequent annual refresher training on the CLF Guidelines; (ii) training on community organizing and bookkeeping; (iii) training on marketing skills; and (iv) training on gender awareness. Secondly, through a separate contract which CBNRM-LI were awarded by the JFPR 911411 they were enabled to deliver training in support of the original intention of this output across the five provinces

108. The overall objective of this latter training was to strengthen the capacity of communes and POGs to identify, design, and implement effective poverty reduction interventions. The work commenced with the identification of the priority training needs. In November 2008, CBNRM-LI, now known simply as The Learning Institute, conducted Training Needs Assessment (TNA) workshops in the five TSSLP provinces. As a result, nine priority training needs were identified; namely, project management, natural resource management, networking, proposal writing, report writing, leadership skills, facilitation skills, planning skills, and communication. After further discussion with the Project Training Experts it was decided to focus the training program into three areas, namely project management, report writing and facilitation skills. 21 training courses were conducted with 485 participants (including 127 women) over a six month-period from November 2009 to April 2010 which was followed up by consultations with the trainees and refresher workshops. The participants included CFTs, CFs, Commune Council members, line department and local NGOs. Based on a comparison of pre and post-course evaluation questionnaires, 75 percent of the participants displayed an increase in knowledge. 109. In order to ensure effective training processes and methodology participatory activities were instrumental in the facilitation of the training courses. The evaluation of the training process showed that 95 percent of participants were satisfied with the training process (including training technique, duration of training, materials, refreshment, venue, and meeting their expectations). Almost all (97 percent) participants responded that the three modules were relevant to their current work and livelihoods. Based on feedback shared at the field follow up and refresher workshops, participants expressed that the trainings helped them to adapt to and facilitate in challenging situations, increase participant’s confidence in writing reports and monitoring and evaluation. According to the results of field follow-up, many commune participants who attended the training reported that they improved local participation through encouraging people to participate in information gathering and identifying their needs. Participatory decision-making has significantly improved at the commune level which can now incorporate those needs into the commune development plan. This contributes to improved D&D demonstration at ground level.

110. An initial assessment of impacts indicated that target communes and community based organizations were now more capable to identify, design and implement effective projects within their communities. Participants indicated that there were clearer planning processes and proposal development, improved decision making, better attitudes and facilitation of community meetings, and improved monitoring and evaluation. As the training courses have only recently been completed, it will be necessary to further assess the impacts of this project during the proposed project impact assessment and validation exercises to be held early in 2011. 3C. Education for protection of natural resources

111. This responsibility for this output rested with the MoE who were assisted over an 18 month period from June 2008 to December 2009 by the international NGO Live & Learn with the activities falling into four main areas.

11 JFPR9114 “Building community capacity for Poverty Reduction Initiatives in the Tonle Sap Basin” main objective is to support capacity development of communities and community organizations that are beneficiaries of poverty reduction initiatives under the TSI projects (of which TSSLP is one) 26

Tonle Sap Sustainable Livelihoods Project Project Completion Report

112. An Inception Report was produced in August 2008 including the work plans and lessons learned from the previous involvement of Live & Learn with the TSEMP-NEEAC project. During the inception period there was an initial scoping of the target communes in cooperation with the Project staff and also in consultation with other partners in order to identify focus areas. Subsequently field research was conducted to develop a Rapid Assessment Perceptions (RAP) which was linked to the existing livelihoods and education of representative communities from around the Tonle Sap. Both MoE and Live & Learn had existing collections of educational materials relating to natural resources and fisheries conservation in Cambodia, and these were placed into a database for information sharing. In addition there were meetings with stakeholders on this existing, and the development of new, education resources on NRM and fishery conservation. An evaluation of the Community Environmental Awareness Flipchart was conducted with some pilot communities from TSEMP- NEEAC. A TSSLP Social Video/Documentary was also developed as a supportive M&E tool which focused on SI, IG and the CFIs which was distributed through national media sources including TVK, APSARA and BAYON. 113. In order to strengthening the capacity for NRM selection criteria and ToRs were developed for Mobile Training Teams (MTTs). Government staff for the MTTs was selected in each province from staff of the Departments of Environment, Fisheries, Rural Development and Women’s Affairs. Through coordination with other components of the Project the training areas were responsive to the TNAs already conducted and the training work plan was developed in collaboration with the Project and CBNRM-LI to remove potential overlap. The initial phase of this activity focused on the set up and coordination of training activities, which sought to link with and fill some gaps in the mainstream TSSLP training approach. Before providing the training on how to use NEEAC Community Flipchart, it was evaluated and adapted with MTT and CCs and implemented by MTT in 37 communes. 114. Training was conducted on general environmental concept with the TSSLP environmental guideline (EIA), and the community environmental awareness flipchart trainings were also been conducted. After receiving the trainings the MTT had delivered trainings to the commune level. Importantly training was linked to action and the MTT proposed the sample best practices which linked to three scheme of investment for modeling through the use of USD 300 per commune. Moreover, other two training courses on NRM conflict resolution were provided to 16 MTTs and 36 CC representatives. MTT implementation was monitored and evaluated in collaboration with MoE.

115. Significant success was achieved in supporting integration of Tonle Sap information into schools which also followed on from the work under TSEMP-NEEAC. Researched related documents were assembled and a list of schools in 37 communes around Tonle Sap was identified and 100 of these schools were selected. The effectiveness of Tonle Sap Teachers Manual was reviewed and Tonle Sap information was integrated into national textbooks for Grades 3 & 7 and there remains the potential for more to be integrated into other grades textbooks as they are revised. The practical tools for schools flipchart of NEEAC was evaluated in consultation with MoE, MoEYS, TSCP-EAEO, PTTC and other NGOs. In addition school forums were conducted with MoE, MoEYS and NGOs to evaluate previous practical tools. The redeveloped practical tools for schools (School Flipchart), was significantly changed so that it now includes twice as many activities and flipchart pages. A pre-test was conducted on the revised school flipchart and some revisions made. Illustrations and text for the updated Practical Tools for Schools (toolkit & flipchart) were developed in collaboration with MoEYS and MoE. The flipchart focused on Weather, Water & Sanitation, Waste & Sanitation, Energy, Biodiversity & Conservation and Community Assets. 107 school flipcharts with practical tools were printed, prepared and distributed for 100 schools and five provincial Teachers Training Centers.

116. In addition there were a range of provisional activities, which had been highlighted as being of benefit to the projects objectives and overall TSSLP approach. These activities included the following activities:

 Information sharing through database training, which assisted in the information management systems for the collection of environmental education materials and linked to the TSSLP by assisting in the management of the HBP data.

Tonle Sap Sustainable Livelihoods Project Project Completion Report

 A team was soured to develop education and training materials on Human Rights and Gender which were printed and distributed to women’s groups, teachers and CCs in the target provinces. Two trainings on how to use the Human Rights and Gender Flipchart were conducted for women, teachers and Communes (83 people attended).

 Relevant resources were collected for ecotourism establishment and communities identified based on CBET criteria. Kampong Phluk and Koh Chiveang communes were selected and three field trips to these communities conducted to identify capacity & interest, introduce CBET concepts and options. Develop funding proposals based on CBET opportunities.  One community was identified and surveys conducted for development of on-site improve sanitation for floating villages. Existing sanitation options were reviewed and a water sampling program initiated. Three prototype trial latrines were established at RDI, Live & Learn and Ranger Station in Phat Sanday commune in Kampong Thom province. The major challenge to this project was the delay in timing not only for this component but delays across the entire TSSLP.

E. EVALUATION OF THE ASIAN DEVELOPMENT BANK PERFORMANCE

E.1 Assessment of ADB performance in supervising project implementation 117. The supervision of the Project from loan effectiveness in 2006 to 2008 was managed from ADB Head Office in Manila with a total of four review missions organised. During the 4thMission in May 2008 the responsibility for supervision of the Project was transferred to a Project Officer based in ADB/CARM. There were five subsequent Missions organised by ADB/CARM including the Mid Term Review which was conducted in March 2009. The Missions also involved the participation of a representative from the Government of Finland.

118. The transfer of responsibility for supervision to ADB/CARM was a very positive move and made an important contribution to the much better implementation progress that was achieved from mid- 2008. The decision making for the minor changes to implementation arrangements was handled smoothly and efficiently. The conduct of the Review Missions led by a national Project Officer also permitted more in-depth discussions at the local level. The overall perception of ADB performance in supervision was very positive.

E.2 Problems encountered with ADB procedures 119. There were no significant difficulties encountered during implementation with ADB procedures. The transfer of responsibility for supervision to ADB/CARM resulted in very effective communication with the Project Officer and a timely resolution of any issues an problems.

F. OVERALL ASSESSMENT AND RECOMMENDATIONS

F.1 Overall assessment 120. The overall assessment of main impacts of the TSSLP, incorporating the findings of the internal SEIA, can be summarized as follows:

 Empowerment of CCs -CCs have been significantly empowered through having the resources available, through the CLF, to implement at least some of their CIPs as developed through the commune planning process.

 Building the capacity of CCs in project planning -Through the process of undertaking the implementation of projects from their CIPs, the CCs have had the opportunity to acquire significant capacity in terms of planning, implementing and monitoring development activities

Tonle Sap Sustainable Livelihoods Project Project Completion Report

although some elements of key capacity building were delayed, the project has provided an important opportunity to “learn-by-doing” supported by advice from the TA team and the CFLT.  Building the governance capacity of CCs -There appears to have been a significant increase in the appreciation among most CCs of the value of good governance and the importance of transparency and accountability.  Construction of vital infrastructure for target communes has had an impact on people’s livelihoods -The SI projects have had important impacts in the communes targeted. The quality of the work has not always been of the best, there are sustainability, operations and maintenance issues in many places, but nevertheless, these interventions are widely appreciated and are having positive impacts on the quality of people’s livelihoods.  Improved awareness of the need to protect the environment - It is difficult to assess how effective the various measures undertaken towards improving environmental management have been but there is a widespread perception that the support to community fisheries under TSSLP has made them more effective and increased awareness of the need to manage the environment.

 Building some sustainable capacity for the future in target communes - Some of the capacity built at the commune level through TSSLP is likely to prove sustainable - the skills and knowledge given to CFs will provide some guarantees for the future as they are mostly from a younger generation that may well come to play a role in local level administration and development in the future.

 Some potentially sustainable development of new economic activities -Some of the IG generating activities supported through the CLF are likely to prove sustainable. However, because of lack of experience in facilitating the establishment of Project Owner Groups (POGs) and a lack of appreciation of the wider issues (e.g. marketing, the relative capacity of different groups to manage new IG activities, the availability of appropriate technical support services), whether or not specific activities prove to be sustainable or not is rather random. Some of the savings and credit activities which have become more widespread during the latter part of the project offer better opportunities for sustainability largely because they spread some of the risks which single activities (such as livestock raising) have been subject to.  Awareness of the importance of social capital in target communes -While the processes involved in identifying and establishing POGs for income-generating activities have not always been effective, the project has raised awareness of the importance of group activity as a form of “social capital” within communities.

 Reduction of out-migration from target communes -Most CCs, and many beneficiaries, confirmed that out-migration from their communes had been reduced as a result of the project.

F.2 Lessons Learned 121. The key lessons from the TSSLP can be summarized as follows:  The importance of flexibility in project design and structure - Between the time that the TSSLP was designed, with a strong focus on building the capacity of CCs, and the actual implementation of the project, the roles and responsibilities of different levels of local government changed quite significantly. The Organic Law was developed and passed, and the role of District Councils in particular was significantly increased as the key coordinator of local development activities. In practice, the people involved in TSSLP on the ground have adapted well to these changes and have generally accommodated them effectively in their operations.  Adaptability in project timeframes - The effectiveness of TSSLP was severely constrained, not so much by the delays experienced in start-up and in the

Tonle Sap Sustainable Livelihoods Project Project Completion Report

commencement of some key components, as by the failure to adapt to these delays and extend the timeframe for implementation.  More attention in project design to “process”, as opposed to delivery and disbursement - Working on livelihood development requires a process-oriented approach. There is clearly a role for delivery of inputs to beneficiaries, but building sustainable changes in livelihoods requires a combination of appropriate inputs, capacity building, change in attitudes and behavior and, above all, building the confidence of beneficiaries in their own capacity to bring about change (“empowerment”). It is often difficult to fit these processes into a strict timetable of inputs delivery and disbursement.  More line agencies should have been involved (agriculture, livestock, small industries) - Given that many of the IG projects implemented by TSSLP were in the agricultural sector it is not clear why other agricultural line agencies were not involved in the project from the start as part of the CLFT.  Where capacity-building is regarded as a key component of the project (as in TSSLP), more attention needs to be paid to how capacity-building is integrated into project activities - It is critical that capacity-building activities in the future are phased properly in relation to project implementation. The importance of this cannot be overstated.  More strategic approaches to capacity-building are required if sustainable capacity is to be built - The creation of sustainable capacity at the CC level is a “long-term project”. This means that capacity-building within programs like TSSLP needs to be approached in a more strategic way. There has clearly been a tendency within the project for training and capacity-building to be seen, above all, as a means to achieve the delivery of the project. While this is understandable, given the delays that the project faced and the greatly reduced timeframe available for implementation, this approach to capacity-building is likely to significantly reduce the longer-term impact of the project as a whole.  There is a need to understand specific approaches for targeting the very poor, and particularly women - CCs experienced difficulties in working with the poorest groups in their communities and that the IG activities started up with these groups have tended to have much lower rates of success and less chance of long-term sustainability.  More attention, and use of international experience, is required to the identification and formation of Project Owner Groups - The approaches used by CCs to select POG members emphasized equitability and “fairness” and generally responded to the criteria laid out in the CLF guidelines for target group selection. But the resulting groups have often tended to have little basis for cohesion or effective cooperation beyond the fact that they are poor, live in the same community and have expressed interest in receiving a particular input from the project.  Where resource-intensive approaches like HBP are thought to be appropriate, they need to be integrated fully into project design from the start - Such approaches, which make considerable demands on resources and personnel and require specific skills and preparation, are really only appropriate where they are properly integrated into project design from the start and the project is “designed around them”.

Tonle Sap Sustainable Livelihoods Project Project Completion Report

 A balance between “guidance” and “procedures” in the CLF guidelines is important - There seems to be a need to distinguish between guidance (guidelines) and procedures in relation to the CLF guidelines. Procedures should be hard and fast rules which institutions have to follow and which ensure minimum standards, particularly in relation to transparency and accountability, particularly in relation to bidding and contracting procedures. Guidelines are to help people perform their tasks better but must include a degree of flexibility. Within the CLF guidelines, flexibility is particularly important as procedures need to be adapted to the types of activities being supported, and to the needs and capacities of specific POGs. This was addressed to some extent in the revisions of the CLFs carried out within TSSLP.  More attention is required to marketing in supporting new income-generating activities - Supporting income-generating activities without encouraging careful attention to markets and marketing arrangements is unlikely to yield sustainable benefits. Not enough attention was given to marketing within TSSLP (although it should be highlighted that this is a very common feature of many so-called livelihood projects).  Future support to Community Fisheries has to consider long-term sources of revenue - CFs benefited greatly from having resources at their disposal but important questions remain about their future sustainability and means of generating revenue in order to be able to continue to use equipment provided by the project and maintain their increased levels of management. In natural resource management projects this is likely to be a recurring issue that needs to be addressed from the beginning of project interventions.  Bidding processes need to be constantly reassessed and adapted to respond to the realities of the field - The bidding and tendering processes promoted by TSSLP were widely appreciated but it is clear that different issues are always likely to arise on the ground and these need to be identified and addressed on a constant basis.  CCs capacity to carry out technical monitoring of contracts needs to be strengthened - There was clearly an issue regarding the extent to which CCs can realistically be expected to monitor and evaluate the quality of implementation of contracts that they have issued. The CCs themselves realize now that they lack the knowledge and skills to enable them to assess whether many contracts have been implemented well or badly and this is likely to remain an issue.  The task of achieving improved coordination through institutional strengthening of CARD was a considerable challenge - The reform process within CARD required constant and repeated coordination and discussion with other ministries who to some extent resented the activities of CARD which were perceived as an attempt to take over their own mandates. Although progress was made on the reform process there was a lack of support for capacity building amongst the staff of CARD.

F.3 Recommendations 122. Overall the TSSLP achieved significant progress in supporting sustainable livelihoods in the Tonle Sap. Drawing upon the lessons learned exercise a number of key recommendations can be made:

Tonle Sap Sustainable Livelihoods Project Project Completion Report

 The initial delays to implementation did have a lasting impact on the Project through the absence of guidance to the EA and the IAs during the first two years of implementation. This impact could have been reduced through a more rapid recruitment of the TA consultants. It is recommended that in the case of future projects steps are taken to ensure that the consultants are recruited as soon as possible after the commencement of the Project. In addition there should be more flexibility to allow for extension of Project duration to compensat e for any significant initial delays.

 Project designs need to be more flexible to enable adaptation to changing local circumstances during the implementation period particularly in an environment where decentralisation processes are on-going. There is also a need to build time and space into projects for feedback and evaluation including the integration of effective M&E mechanisms from the beginning of the Project and the provision of resources to support these mechanisms. Where processes for building sustainable capacity are undertaken the disbursement is unlikely to follow a regular pattern through the Project duration.

 The adoption of a process oriented approach necessarily means that timing of Project activities must be flexible through: (i) allowing more time at the beginning of projects for participants to spend time “learning about livelihoods” through contact with people in the field and exposure to wider experience; (ii) building a more comprehensive understanding of livelihoods among key project actors; and (iii) allowing more time for capacity-building of those involved during the early stages of the project, without insisting on the rapid achievement of high levels of disbursement to beneficiaries.  More provincial line agencies should be involved future Projects supporting livelihood diversification to ensure there is adequate technical expertise available to support implementation.  Capacity building must be an integral part of Project implementation and not treated as a separate component. During the design of future projects it is essential to take note of the following: (i) changes in attitudes and behavior are not achieved through “one-off” training events but through repeated exposure to new ideas backed up with reflection and opportunities to put them into action; (ii) building sustainable capacity means building the capacity of future generations; (iii) many of the skills and knowledge that TSSLP was trying to promote could be effectively introduced to the school curriculum so that young people would have more incentive to remain in the commune and become involved in its future development; and (iv) direct exposure to the experience of other communes and people in similar situations is a powerful tool that should be integrated into future capacity building activities.  Future projects that target the poorest sectors of the community need to allow additional time so that the confidence of the poorer people is boosted, they become used to working with peer groups and their belief in their own capacity is enhanced, and their basic needs provided for, often through social protection measures. This can take years to fully achieve before these very poor households are ready to embark on new livelihood activities and confront the risks that such activities inevitably will involve.  More attention should be given to the community groups that are established since this lowest level of the process of supporting livelihoods ultimately underpins much of the effectiveness of efforts to develop livelihood alternatives. Building effective groups takes time and special skills in facilitation and support and it is essential to avoid the situation where the perception arises that the groups have been formed only for the purpose of receiving inputs and training.

Tonle Sap Sustainable Livelihoods Project Project Completion Report

 Since HBP was a very resource intensive approach it is not recommended for the future that attempts should be made to integrate it after a project has started.  Establishing markets and supporting sustainable livelihoods is less about identifying the right activity for people so that they can earn a better living, but more about giving them the means to make better choices about their activities, now and in the future. For productive activities in rural areas this means helping people to understand better what market opportunities are available, how they should assess them, what risks are involved in new activities and how they should then make choices about activities that are appropriate to their needs and capacity and which will offer them better livelihoods outcomes. Future projects should ensure that marketing is an important element of the support for introducing sustainable livelihoods.  Whilst the Project has provided capacity building support to the CFis it is essential that any future Project support addresses the need for then to generate revenue and additional to receive financial support from the CC to enable them to enforce the laws relating to natural resources management and conservation.

Tonle Sap Sustainable Livelihoods Project Project Completion Report Annex 1

Grant No. 0034/0035-CAM: Tonle Sap Sustainable Livelihood Project (TSSLP) Design Monitoring Framework/Output Monitoring

Year of Remarks (any need for follow Component/output/Activities Results/Main achievements accomplishment up action) 1. COMMUNITY-DRIVEN DEVELOPMENT IS SUPPORTED

1.1 Establish a community livelihood fund by the middle of year 1  CLFTs w ere mobilised in each province w ith a total of 31 staff (6 2007 w omen). CLFT Offices were established w ithin PLAUs and equipped w ith office equipment and CLFT members provided w ith motorcycles. 74 CFs (17 w omen) deployed across the 37 communes and also provided w ith motorcycles.  All CFOs established bank accounts so that CLF grants w ere paid 2009 direct to these organisations. All activities have been  MoUs w ere signed each year for the CLF allocation in each 2008/2009/2010 completed. Updated lists of 1.1.1 Establish a CLFT in each province commune including the proportion assigned to SI. IG and CFi inventories of equipment for support. each province need to be  Contracts of all CFs have been extended to end of project in order to 2010 updated prior to project closure. continue their support to the target communes.  CC offices were constructed in the 16 communes that did not benefit 2010 from CCDP.  Solar panels and office equipment including computers w ere supplied to all 37 CC offices. 2010  Boats w ere provided to 13 communes w ith floating villages. 2010  Inception Report w as submitted to ADB and the Inception Workshop 2008 w as conducted in Phnom Penh attended by a w ide range of stakeholders from national and provincial level.  CLF guidelines w ere drafted and after endorsement by MoI and ADB 2008 training w as provided to CLFTs, CFs, CCs and CDSs in each province.  CLF guidelines w ere revised substantially and refresher training w as 2009 provided.

1.1.2 Prepare the inception report for  In each province CLFTs, CFs and CDSs have provided regular on- 2008/2009/2010 All activities have been livelihood support the-job coaching to CCs and POG members on utilisation of CLF and completed. project proposal preparation.  An additional CLF allocation of USD 926,000 w as made to the target 2010 communes for final year.  Additional guidance on how additional CLF allocation w as developed, 2010 approved by the MoI and subsequently further minor adjustments to the CL Guidelines w ere made and details sent to the CLFTs and all CCs.  Annual w ork plans and budget plans w ere developed and 2008/2009/2010

Tonle Sap Sustainable Livelihoods Project Project Completion Report Annex 1

Year of Remarks (any need for follow Component/output/Activities Results/Main achievements accomplishment up action) implemented.  CLFTs, CFs and CDSs provided regular on-the job-coaching to CCs 2008/2009/2010 and POG members 1.2 Design and implement livelihood investment packages from the end of year 1  CCs, w ith assistance from the CLFTs, CFs and CDSs, facilitated the 2008/2009/2010 formation of the POGs for each CLF project.  HBP procedures w ere introduced to each province and training 2009 provided and over 6,000 households w ere surveyed (25 households in every village). HBP data collection has been  HBP procedures were reviewed and substantial changes made (HBP 2009 completed but the establishment 1.2.1 Create village activity and special II) to simplify the process and to enable CFs to cover more of the computer database may interest groups households. not be completed before project  HBP II guideline w as developed, approved and training has been 2009 closure. provided to all TSSLP concerned staff.  HBP II w as endorsed by MoI to CLFTs and fully adopted for the completion of the data collection in Pursat and Siem Reap provinces. 2009  HBP II guideline w as applied to collect further data in one village from 2010 tw o communes in each province.  A total of 90 CLF/SI, 310 CLF/IG and 97 CLF/CFi projects w ere 2008 identified from the 2008 CIPs.  PMCs w ere formed in every commune for each CLF project chaired 2008 by the CC Chief or his designate. 1.2.2 Select activities for funding under the All activities have been  CLF forums w ere conducted in each province for Service Providers to 2008 community livelihood fund (1stcycle) completed. provide briefing on CLF guidelines and bidding procedures.  CCs w ere assisted in identifying Technical Assistants to prepare the 2008 designs for CLF/SI projects and the project proposals for CLF/IG projects.  A total of 186 CLF/SI, 622 CLF/IG and 103 CLF/CFi projects w ere 2009 The mechanisms for processing identified from the CIPs for 2009. the retention payments for  Additional PMCs have been formed in every commune for each new 2009 CLF/SI projects w hich w ill be CLF project chaired by the CC Chief or his designate. due for payment in early 2011 1.2.3 Select activities for funding under the  CLF forums w ere repeated in each province and attended by more 2009 has been agreed w ith the community livelihood fund(2ndand later Service Providers. concerned CCs. There remains planning cycles)  A total of 52 CLF/SI, 126 CLF/IG and 113 CLF/CFi projects w ere 2010 a need to follow up some CLF selected, designed for implementation in 2010. projects to ensure that inputs are delivered before the project closure.  CCs w ere trained in the preparation of w ork plans/schedules for the 2009/2010 1.2.4 Prepare detailed implementation preparation and design of all CLF projects and PMCs w ere trained All activities have been arrangements (1stand later planning cycles) through on-the-job coaching on the collection of information for all completed. CLF project designs.

Tonle Sap Sustainable Livelihoods Project Project Completion Report Annex 1

Year of Remarks (any need for follow Component/output/Activities Results/Main achievements accomplishment up action)  CCs/CLFT/CDS assisted POGs to prepare all CLF Project 2009/2010 Information Sheets, Technical Designs and Project Costs w ith assistance of the Technical Assistants (CLF/SI projects) and Service Providers (CLF/IG projects).  CCs w ere guided by CLFT/CDS on the conduct of Environmental 2009 Impact Assessment and Land Acquisition studies for all CLF projects.  CLFT/CDS review ed/verified all project cost estimates and in 2009/2010 coordination w ith provincial line departments review ed all CLF project proposals and gave Technical Clearance.  CPCs w ere assisted by CLFT/CDS/CF in the preparation of all 2009/2010 bidding documents, in making bidding announcements w hich in final year of project included local radio, TV, new spaper advertising and NCDD w ebsite, and in preparation of bidding reports.  CCs prepared contract implementation w ork plans and contract forms 2009/2010 for all CLF projects w here necessary w ith the assistance of a Technical Supervisor.  Alternative livelihood options w ere identified and promoted for the 2009 floating villages.  All CCs and PMCs w ere assisted by CLFT/CDS/CF through on-the- 2009/2010 job coaching in contract management and monitoring, CCs w ere trained in simple financial management and book keeping and reporting and all PMCs/ CCs prepared end of contract reports.  All CFOs have been trained to prepare CLF/CFi project 2009 1.2.5 Implement investment packages (first implementation w ork plans and contract agreements w ith CCs and in All activities have been and later planning cycles) financial management and book keeping. completed.  Technical Supervisors w ere trained by TA in the provision of 2009 technical monitoring of CLF/SI projects.  Improved measures of CLF project impact and procedures for the 2010 assessment of socio-economic benefits w ere developed and applied to sample of CLF projects. 1.3 Enhance Community Development Planning Capacity  Profiles w ere prepared of existing SHGs and CBOs in each province. 2008  CCs and PBCs w ere assisted in preparing CIP formulation schedule 2008/2009 and w ork plans, in development of analytical tools and in facilitating the meetings for CIP formulation. 1.3.1 Support annual CIP formulation  Community groups, including CFOs, w ere supported in organizing 2008/2009 All activities have been process the meetings for Step 1 of CIP formulation. completed.  CCs and PBCs w ere assisted in preparation of the draft CIP (Step 2). 2008/2009  CCs w ere assisted in the preparation of schedules for implementation 2008/2009 of the CIPs.

Tonle Sap Sustainable Livelihoods Project Project Completion Report Annex 1

Year of Remarks (any need for follow Component/output/Activities Results/Main achievements accomplishment up action) 3. SKILLS AND AWARENESS FOR SUSTAINABLE LIVELIHOODS ARE BUILT

3.1 Improve coordination for community-driven development from the middle of year  The CARD mandate and structure w ere amended and the Royal 2009/2010 Decree w as endorsed. 3.1.1 Recommend institutional  The CARD Institutional Strategy w as developed in consultation w ith 2010 All activities have been arrangements to strengthen CARD. technical Working Groups. completed.

 The Information and Know ledge Management Scoping Study w as 2010 completed and the w eb site established.  Annual Work Plans and logframe w ere formulated 2009/2010 Further w ork may be required to  Scoping study on Social Safety Nets in Cambodia w as produced 2009 finalize the Strategy on Social under leadership of CARD and National Forum on Social Safety Protection for the Poor and nets in Cambodia organized by CARD. Vulnerable in Cambodia under 3.1.2 Formulate a w ork plan and operating  A provisional roadmap w ith milestones w as formulated. 2009 leadership of CARD. The guidelines for CARD. outcome of this strategy w ill have an important bearing on the role of CARD in this area and its Work Program.  Internal assessment conducted and discussed through CARD 2008/2009 There remains a need to reach w orkshops/retreats and seven 7 departmental w orkshops. 2009 an agreement on the capacity- 3.1.3 Build the capacity of CARD to carry  CARD leadership and council composition amended and staff 2010 building plan to be integrated in out its functions. number increased. roadmap for process  Provincial Forums w ere conducted in each province for improvement. Community Fisheries. 3.2 Enhance the skills base for community-driven development from the middle of year 1 3.2.1 Raise the aw areness of agencies at  Aw areness raising seminars w ere conducted in each province to 2007 All activities have been the national, provincial, district and introduce the project to local stakeholders. completed. commune levels  Further aw areness training w as completed in three provinces. 2008/2009  Capacity building training mainly focussing on CLF Guidelines w as 2008/2009 provided to all CLFT/ CF to improve project implementation and then extended to the POG members and CCs.  Community Organizing and Savings Training has now been 2009 extended to all communes. All activities have been  CLFT and CFs attended the training on facilitation skill, project 2009 3.2.2 Train provincial, commune, and village completed w ith the exception of report w riting and management skills conducted by CBNRM-LI staff in project implementation the computer skills training under JFPR project. w hich is still on-going.  Capacity building plan for TSSLP staff and target CCs w as 2010 developed focussing on community organizing and savings concept, marketing information and gender sensitization w ith all of these trainings delivered through initial ToT and then extension to CC and POG level.

Tonle Sap Sustainable Livelihoods Project Project Completion Report Annex 1

Year of Remarks (any need for follow Component/output/Activities Results/Main achievements accomplishment up action)

3.2.3 Train CFs in participatory project All activities have been  CFs have participated all capacity building training activities. 2009/2010 implementation completed. 3.3 Educate for protection of natural resources from year 2  Wide range of Khmer and English documents related to natural 2008 resources and natural resources management w ere assembled.  Aw areness raising visits were conducted and information collected 2008 3.3.1 Assemble educational materials on All activities have been related on the economic and social resources in selected natural resource management completed. communes of each provinces.  Trainings on Natural Resource Management, conflict resolution 2008/2009 and good governance concept w ere conducted.  Meetings w ere conducted w ith CCs and Village Development 2009 Committees to raise aw areness on the management and use of natural resources. All activities have been 3.3.2 Hold environmental aw areness forums  Environment Days w ere conducted in Kampong Chhnang and 2010 completed. Kampong Thom in cooperation w ith provincial Environment Departments  Organisation of “Green Flag” contests in the floating villages. 2010 3.3.3 Prioritize villages on the basis of their The green flag contest has been  Provided aw areness and encourage the implementation of the w aste potential impact on resource extraction delayed to 2011. and w ater pollution management strategies. 3.3.4 Assemble, train, and equip a mobile  Establishment of Mobile Training Teams in each province provided training team training postures and seven lesson plans for their training activities 2008/2009 All activities have been w ith follow up refresher training also provided. completed.  Training courses provided to CLFT/ CF, pedagogic students and 2008 All activities have been teachers, community leaders and CFIs on environment management. completed w ith the exception of  In collaboration w ith Department of Education produced a Video on 2009 the Video documentation due to the achievement of the project, published books on environmental 3.3.5 Deliver the environmental aw areness a misunderstanding on aw areness and Calendar. program procurement procedures. It is  In collaboration w ith Kampong Thom province conducted the 2009 proposed to utilise the funds for National and World Environment Forum and organised Environment production of additional posters. Forum in Kampong Chhnang province.

 Three environmental aw areness raising posters w ere developed. 2009

Tonle Sap Sustainable Livelihoods Project Project Completion Report Annex 2

TSSL - Tonle Sap Sustainable Livelihoods Project

Grants Nº 0034/0035-CAM PM R 1: Project M onitoring Report : Uses o f F unds B y C atego ry 2006 - 2010

Approved Actual Annual Expenditure B udget Unliquidated 2006 2007 2008 2009 2010 T o tal B udget C atego ry Obligations B alance (1) (2) (3) (4) (5) (6) (7) (8) (9) Component 1: Support Community-Driven Dev. I- INVESTM ENT COSTS A. Civil Works 198,000 - 35,515 43,049 3,979 175,604 258,148 (60,148) B. Livelihood Grants 11,881,000 - - 2,054,802 6,423,000 3,833,953 12,311,755 (430,755) C. Vehicles 321,000 - 218,820 22,900 8,340 - 250,060 70,940 D. Equipment & Furniture 93,000 - 2,187 77,679 1,600 297,800 379,266 (286,266) E. Consulting Services Contract 3,410,000 - 216,798 806,503 1,450,283 1,623,430 4,097,013 (687,013) F. Workshop & Training 121,000 - 26,956 38,240 37,723 16,769 119,689 1,311 Sub Total (I): Investment Costs 16,024,000 - - 500,276 3,043,173 7,924,925 5,947,557 17,415,931 (1,391,931) II. RECURRENT COSTS A. Invironmental Oversight 139,000 ------139,000 B. Project Administration/ Operating Costs 1,370,000 7,942 75,667 162,892 397,651 424,183 1,068,334 301,666 B1. Project Administration/ Operating Costs - 140,456 140,456 (140,456) (Office of Civil Registration-OoCR = $ 155,400) 0 C. Operations and M aintenance 646,000 - 475 57,421 21,871 38,706 118,472 527,528 Sub Total (II): Recurrent Costs 2,155,000 - 7,942 76,142 220,312 419,522 603,344 1,327,262 827,738 GRAND TOTAL Component 1 18,179,000 - 7,942 576,418 3,263,486 8,344,446 6,550,901 18,743,193 (564,193) Component 2: Safguard Core Areas I- INVESTM ENT COSTS A. Study inputs A.1. Interanational Consultant 482,000 ------482,000 A.2. Domestic Consultants 118,000 ------118,000 A.3. Travel 5,000 ------5,000

A.4. Lo gistics ( Incl . Communication, Office Eqpt, Dualcab Vehicles, Boat, Field Survey Eqpt, Field Operations, Workshop & M eeting) 115,000 - 18,200 - - - 18,200 96,800 Sub Total (I): Investment Costs 720,000 - - 18,200 - - - 18,200 701,800 II. RECURRENT COSTS A. TSBR/ M oE Office Costs 26,000 - - 2,203 - - 2,203 23,797 B. National Project Director and Staff 64,000 ------64,000 Sub Total (II): Recurrent Costs 90,000 - - - 2,203 - - 2,203 87,797 GRAND TOTAL Component 2 810,000 - - 18,200 2,203 - - 20,403 789,597 Component 3. Build Skills and Awareness for Sustainable L. I- INVESTM ENT COSTS A1- Strengthening of CARD (a) 110,000 - 14707 61,160 126,455 28,937 231,259 (121,259) A2- Cosulting Serivces 196,000 - - - - 72,261 72,261 123,739 B. Training for Community-Driven Development 539,000 - - 24,268 149,825 216,749 390,842 148,158 C. Educate for Protection of National Resources (b) 472,000 - 36,400 100,000 300,000 32,494 468,894 3,106 Sub Total (I): Investment Costs 1,317,000 - - 51,107 185,428 576,280 350,440 1,163,255 153,745 II. RECURRENT COSTS A. Project M anagement 22,000 - - - - 22,000 B. CARD Office Costs 10,000 994 2,370 3,789 3,745 10,898 (898) Assigned M inistry Staff-CARD & M oE (c) 19,332 18,080 44,189 14,949 0 Sub Total (II): Recurrent Costs 32,000 - - 20,326 20,450 47,978 18,694 107,448 (75,448) GRAND TOTAL Component 3 1,349,000 - - 71,433 205,878 624,259 369,134 1,270,703 78,297 OVERALL TOTAL 20,338,000 - 7,942 666,051 3,471,566 8,968,705 6,920,035 20,034,299 303,701

(a) = Inclusive one unit of Pick up truck for CARD= USD 18,200 & Including : Policy Coordination (Policy Study, Policy Seminars, Publication)

(b) = Inclusive one unit of Pick up truck for M oE/ LLEE= USD 18,200 & Including : LLEE, Training Contract, Education & Training Specialist, Per diem, Int'l Travel, Per diem (c) = Using RGC's fund to cover the expenditures. M utual agreement between the M EF & M oI) 39

Tonle Sap Sustainable Livelihoods Project Project Completion Report Annex 2

TONLE SAP SUSTAINABLE LIVELIHOODS PROJECT Financial Status Report - 2008/2010 Planned Allocations and Actual Disbursements by Commune

Province/ Total Planned Disbursements % Total Fund Utilisation Commune Allocation 2008 2009 2010 Total 2008 2009 2010 Total (2008/10)

Kompong Chhnang Chhnok Tru 238,253 59,972 121,000 57,281 238,253 25.2% 50.8% 24.0% 100.0% Trapeang Chan 221,408 56,316 123,000 42,093 221,409 25.4% 55.6% 19.0% 100.0% Pralay Meas 234,338 65,368 111,000 57,971 234,339 27.9% 47.4% 24.7% 100.0% Sub-total (Kompong Chhnang) 694,000 181,656 355,000 157,345 694,001 26.2% 51.2% 22.7% 100.0%

Pursat Boeng Bat Kandaol 502,597 86,907 328,000 87,690 502,597 17.3% 65.3% 17.4% 100.0% Me Tuek 507,259 73,829 353,000 80,000 506,829 14.6% 69.6% 15.8% 99.9% Ou Ta Paong 531,710 34,544 252,000 245,160 531,704 6.5% 47.4% 46.1% 100.0% Snam Preah 536,782 114,479 341,000 81,300 536,779 21.3% 63.5% 15.1% 100.0% Kanhchor 412,635 36,790 165,000 210,660 412,450 8.9% 40.0% 51.1% 100.0% Reang Til 368,907 32,119 117,000 219,782 368,901 8.7% 31.7% 59.6% 100.0% Srae Sdok 443,044 84,770 237,000 121,200 442,970 19.1% 53.5% 27.4% 100.0% Ansa Chambak 372,358 32,603 166,000 173,750 372,353 8.8% 44.6% 46.7% 100.0% Kompong Luong 395,166 20,806 141,000 233,360 395,166 5.3% 35.7% 59.1% 100.0% Kompong Pou 370,370 30,410 224,500 115,460 370,370 8.2% 60.6% 31.2% 100.0% Kbal Trach 398,714 34,925 223,000 140,700 398,625 8.8% 55.9% 35.3% 100.0% Ou Sandan 376,645 42,617 180,500 153,500 376,617 11.3% 47.9% 40.8% 100.0% Sna Ansa 348,813 36,521 197,000 115,293 348,813 10.5% 56.5% 33.1% 100.0% Sub-total (Pursat) 5,565,000 661,321 2,925,000 1,977,855 5,564,175 11.9% 52.6% 35.5% 100.0%

Battambang Kaoh Chiveang 254,847 62,500 78,000 114,347 254,847 24.5% 30.6% 44.9% 100.0% Preaek Luong 229,023 59,954 105,000 64,069 229,023 26.2% 45.8% 28.0% 100.0% Preaek Norint 230,380 71,092 110,000 49,287 230,379 30.9% 47.7% 21.4% 100.0% Prey Chas 214,953 49,555 75,000 90,398 214,953 23.1% 34.9% 42.1% 100.0% Kompong Preah 215,454 58,123 90,000 67,332 215,455 27.0% 41.8% 31.3% 100.0% Kompong Preang 227,619 57,950 111,000 58,670 227,620 25.5% 48.8% 25.8% 100.0% Roka 182,047 53,549 90,000 38,498 182,047 29.4% 49.4% 21.1% 100.0% Ta Pon 217,677 70,113 109,000 38,563 217,676 32.2% 50.1% 17.7% 100.0% Sub-total (Battambang) 1,772,000 482,835 768,000 521,165 1,772,000 27.2% 43.3% 29.4% 100.0%

Siem Reap Anlong Samnar 389,857 83,732 257,000 49,125 389,857 21.5% 65.9% 12.6% 100.0% Sambuor 297,380 73,495 159,000 64,885 297,380 24.7% 53.5% 21.8% 100.0% Kompong Phluk 304,881 30,852 170,500 103,528 304,880 10.1% 55.9% 34.0% 100.0% Kaev Poar 337,189 53,499 195,000 88,690 337,189 15.9% 57.8% 26.3% 100.0% Lvea 356,450 73,536 220,000 62,913 356,449 20.6% 61.7% 17.6% 100.0% Mukh Paen 291,850 51,929 163,000 76,921 291,850 17.8% 55.9% 26.4% 100.0% Pou Treay 241,158 28,269 111,000 101,889 241,158 11.7% 46.0% 42.2% 100.0% Chong Khnies 358,593 29,914 180,000 148,679 358,592 8.3% 50.2% 41.5% 100.0% Dan Run 379,730 76,995 182,000 120,736 379,730 20.3% 47.9% 31.8% 100.0% Kompong Khleang 421,911 41,718 187,000 193,193 421,911 9.9% 44.3% 45.8% 100.0% Sub-total (Siem Reap) 3,379,000 543,939 1,824,500 1,010,558 3,378,997 16.1% 54.0% 29.9% 100.0%

Kompong Thom Phat Sanday 291,362 33,416 189,000 68,946 291,362 11.5% 64.9% 23.7% 100.0% Chamnar Kraom 334,755 96,715 211,500 26,542 334,756 28.9% 63.2% 7.9% 100.0% Peam Bang 275,882 54,918 150,000 70,964 275,882 19.9% 54.4% 25.7% 100.0% Sub-total (Kompong Thom) 902,000 111,474 550,500 166,451 902,001 12.4% 61.0% 18.5% 100.0%

OVERALL TOTAL 12,312,000 1,981,224 6,423,000 3,833,373 12,311,173 16.1% 52.2% 31.1% 100.0%

Tonle Sap Sustainable Livelihoods Project Project Completion Report Annex 3

TONLE SAP SUSTAINABLE LIVELIHOODS PROJECT - LESSONS LEARNED OUTPUT 1 - COMMUNITY LIVELIHOOD FUND Lessons Learned Remarks 1. Project Structure and Where a range of different institutions and agencies are Ensuring a proper understanding of the roles and responsibilities of different agencies and Implementation Process involved in a project, more time and attention is required to institutions involved in projects requires dedicated time and consultation at the beginning of clarify their different roles and responsibilities. the project and clear Terms of Reference for the participating institutions.

National TA capacity needs to be appropriate to their roles Measures to ensure that Technical Assistance (TA) effectively add something to the project and responsibilities process are important – the role of TA must be clear and their capacity should be appropriate. Maximizing the contributions of International TA International TA can make important contributions but their roles and responsibilities need to be carefully thought through so that their contribution can be maximized. Building the capacity of commune-level youth, like the CFs are crucial to the “future” of communes and w ill be a lasting legacy of TSSLP. Building Community Facilitators, is important the capacity of figures like the CFs should alw ays be an important part of future projects. An appropriate range of line agencies should be involved Where projects involve a range of different types of livelihood activity, the involvement of in supporting livelihood change different line agencies that can provide appropriate support to these diverse activities is important. 2.Capacity building processes within The phasing of capacity-building activities is critical Make sure that the “baby is not born before the father” – the timing of capacity building the project inputs is critical and has to be as closely linked w ith implementation as possible. Make capacity-building of CCs more central to the process Much of the training provided by the project to CCs w as greatly appreciated and has had a of supporting livelihoods real impact in enhancing their capacity. How ever, given the importance of capacity-building of Commune Councils, it needs to be made more central to project design. This could significantly affect the w ay in w hich projects are structured in future.

CCs need to be able to access appropriate technical skills Commune Councils have to be able to find, and access, the technical expertise they need, and support more easily particularly to monitor and evaluate inputs and contract implementation. CC capacity-building requires more strategic approaches Building sustainable capacity at the commune level is a long-term project – it requires strategic approaches that think in terms of generational change and beyond the mandates of elected officials.

3. Working with people - Project Specific targeting of the poorest groups requires special Targeting the poor is a positive step – but Commune Councils need help in understanding Ow ner Groups and Household Based approaches and more time appropriate approaches for identifying, and supporting, Project Ow ner Groups among the Planning poor so that they have a better chance of lasting and being effective.

Specific targeting of w omen is appropriate and should be Targeting of w omen is w idely seen as an extremely positive step – they are perceived as encouraged being often more responsive, although they often require special attention in order to increase their confidence and capacity. Monitoring and evaluation requires more attention and To make sense of specific targeting efforts, whether aimed at the poor or at w omen, better dedicated resources monitoring and evaluation mechanisms are essential. These require time, manpow er and dedicated resources.

Project Ow ner Group formation is a complex process and The identification and selection of Project Ow ner Groups needs to be informed by closer

Tonle Sap Sustainable Livelihoods Project Project Completion Report Annex 3

requires more attention attention to the factors that w ill enable groups to be sustainable and to operate effectively as a group. As an approach, Household-Based Planning (HBP) asked The principles underlying HBP attempted to address key issues that w ere not addressed in the “right questions” but may not have provided the most the original project design, but it demanded skills, resources and time w hich w ere not appropriate response to those questions. available in the context in w hich it w as introduced in TSSLP.

HBP w as extremely resource intensive - its introduction in In the context of TSSLP, and given that it w as introduced one year into the project, it is a project already struggling to deliver on intended outputs questionable w hether HBP represented the most appropriate approach for engaging w ith w as risky. poor households and generating livelihood baseline and monitoring information. The household-based approach used in HBP has not been While HBP involves w orking at the level of the individual household, the approaches used integrated w ith the group-based approaches undertaken by TSSLP, and other projects and programmes in Cambodia w orking at the commune by commune planners in supporting income-generating level, are group-based. The w ays in w hich these tw o approaches w ould eventually be activities. integrated needs to be thought through carefully.

Household-based approaches can be appropriate, Given the resources required to implement household-based approaches, they particularly w hen dealing w ith very poor households, but appropriateness needs to be carefully assessed ahead of time, and they are likely to they need to be given adequate time and flexibility in order require time, resources, appropriate facilitation skills and considerable flexibility in order to to w ork. be effective. Approaches like HBP need to be integrated into project Demanding and challenging approaches like HBP, w here they are thought to be design from the start – they are difficult to introduce once a appropriate, need to be integrated into project design from the very start – they cannot be project is underw ay. “add-ons”.

The “discretional” pow er of Commune Councils involved in Supporting income generating activities through Commune Councils places considerable supporting IG activities discretional pow er in the hands of the CCs. The appropriateness of this needs to be thought about more carefully.

4. CLF Guidelines Distinguishing betw een “guidelines” and “procedures” is A balance needs to be achieved betw een providing “procedures” that ensure minimum important standards of transparency and accountability, particularly in relation to the bidding and contracting process, and “guidance” for other elements w here flexibility is required in supporting IG development processes. Guidelines by themselves are not enough Guidelines need to be supported by adequate training to enable people to understand their content and take “ow nership” of them. 5. Working to achieve sustainability Sustainability – the role of processes of POG selection & Group approaches can play an important role in ensuring greater sustainability, but they formation have to be thought through and require much more attention and care. Sustainable capacity - ability to make “informed” choices Longer term sustainability of livelihood diversification depends less on the specific activity and adapt to changing circumstances taken up by individuals or groups, and more on their capacity to make informed choices over w hat activities are appropriate for them, now and in the future. Markets and marketing Including marketing arrangements as an integral part of IG development is key. Understanding markets is critical capacity if livelihood diversification efforts are to be successful. The role of CFs as “sustainable capacity” The CFs have the potential of representing an important element of the sustainable

Tonle Sap Sustainable Livelihoods Project Project Completion Report Annex 3

capacity that projects like TSSLP leave at the commune level – this capacity should be maximized in future. 6. Supporting improved natural The long-term sustainability of Community Fisheries w ill If Community Fisheries are to maintain themselves and their capacity to protect the resource management and depend on capacity to generate revenue. resources for which they are responsible, they need to identify means of generating Community Fisheries. revenue and financing their operations. More thought regarding the roles and responsibilities of Community Fisheries are evolving institutions and are assuming very different roles and Community Fisheries is required responsibilities in different locations. In particular, their roles and responsibilities in relation to Commune Councils need to be thought through in more detail. This requires stronger linkages w ith policy-makers in the Fisheries Administration so that they can learn from the experience of projects like TSSLP. 7. Contracting and service provision The capacity, and availability, of Service Providers It cannot be assumed that CCs w ill alw ays be able to find service providers with appropriate levels of skill and capacity to their projects Bidding & contracting processes More effective means of dealing w ith “under”-bidding need to be developed. This w as reported to have been quite w idespread and often affected the quality of delivery on contracts.

Tonle Sap Sustainable Livelihoods Project Project Completion Report Annex 3

OUTPUT 3 - SKILLS AND AWARENESS FOR SUSTAINABLE LIVELIHOODS ARE BUILT Lessons Learned Remarks Setting realistic timeframes for processes of institutional Future projects should not under-estimate the requirements in time and resources required Output 3A: Improving coordination change. to bring about significant changes w ithin institutions, and particularly in the role of for Community Driven Development institutions in relation to other agencies.

More attention to institutional analysis required during There w ould seem to be a need for more careful attention to institutional analysis during the project design project design phase in order to better assess the potential for achieving the desired outcomes in terms of institutional change w ithin the timeframe envisaged for projects.

Output 3B: Enhancing the skills base Shifting key capacity building mechanisms to the local Training could be “decentralized” to provincial levels to enable training components of for Community Driven Development level projects to be more responsive to local conditions and needs. Integrating capacity building activities more closely w ith Capacity-building elements of projects might be designed, not as separate components, but project field activities as an integral part of the process by which project activities are implemented, ensuring that they do not become disjointed from the activities w hich they are intended to support. Output 3C: Educate for the protection Incorporation of “strategic” elements in aw areness raising Component 3c included the preparation of inputs to school curricula aimed at improving of natural resources is important aw areness among future generations of the importance of natural resource protection. This strategic approach to raising aw areness and building capacity at the commune-level is of great importance as a complement to training activities for staff in Commune Councils and line agencies as school-age children are more open to changing patterns of behaviour, attitudes and the w ay natural resources are used and it is they w ho will be occupying positions of pow er and influence in their communes in the future. New skills introduced through training should not be In capacity-building activities, it is important to emphasize the generic relevance of new thought of as “project skills” skills so that trainees do not come to regard them as merely “project”-related skills, that serve only to facilitate access to project inputs.

Flexibility and creativity in identifying forms of capacity- In new projects, it w ill be important to create adequate space to allow for more flexibility building is important and variety in the forms of capacity-building undertaken. Different audiences often require different forms of training and communication and the possibility of this variety and creativity needs to be encouraged. Skills in Environmental Impact Assessment for projects Skills in EIA are w idely recognized as being limited, particularly at the CC level, and future and activities are critical projects should encourage a greater focus on the dissemination of these skills.

Tonle Sap Sustainable Livelihoods Project Project Completion Report Annex 3

CROSS CUTTING LESSONS LEARNED FROM TSSLP Lessons Learned 1. Designing adaptable projects Future projects should be able to adapt to changing circumstances, above all in a dynamic environment like that surrounding local government and the process of de-concentration and decentralization in Cambodia. This implies designing greater flexibility into the implementation and institutional arrangements w ithin projects to be able to adapt to changing institutional roles and involve new actors in the local government arena as appropriate.

2. Building in adaptability in project The effectiveness of TSSLP has been constrained, not so much by the delays experienced in start-up and in the commencement of some key timeframes components, as by the failure to adapt to these delays. Attempts to artificially constrain projects in order to keep to planned schedules of disbursement and meet project deadlines have a very significant negative effect on the possibility of projects achieving their desired impacts. A greater capacity to adapt and respond to situations like this, w ould have a very considerable influence on the degree of impact w hich projects can be expected to produce.

3. The structure of project Future livelihoods projects should take account of the fact that disbursement patterns for projects that are engaged in supporting livelihoods are likely to disbursement schedules needs to be have very different disbursement schedules compared with infrastructure projects. More time and money is likely to be invested early on in capacity and rethought for livelihood projects team-building, follow ed by a period of limited disbursement in a relatively few project areas in order to test out processes and procedures and generate greater confidence in these. After this period, the number of projects implemented w ould be likely to increase steadily to reach a peak relatively late in the project period. Patterns of disbursement tow ards the end of the project w ould depend on exit strategies and levels of engagement of other partners.

Tonle Sap Sustainable Livelihoods Project Project Completion Report Annex 4

Tonle Sap Sustainable Livelihoods Project Project Staff List

No. Name Position in Government Position in Project

I National Level

Ministry of Interior - Component 1 and 3B

1 H.E. Leng Vy Project Director

2 Mr. Yin Malyna Project Manager

3 Mr. Sok Chamroeun Deputy Director Coordinator

4 Ms. Heng Sovicha Finance Officer

5 Mr. Leav Virochnak Deputy Director Livelihoods Officer

6 Mr. Chhin Sengnguon Chief of Office Training Officer

7 Mr. Long Viseth Officer Local Planning Officer

8 Ms. Uy Chanborany Officer Secretary

Council for Agriculture and Rural Development (CARD) - Component 3A

1 Mr. Sok Silo Director Manager of Component

2 Mr. Hong Leang Heng Director Technical officer

3 Ms. Kong Vanna Director Finance Officer

4 Mr. Chean Chhean Assistance to Senior Minister Technical officer

5 Mr. Chou Bun Heang Deputy Director Technical officer

6 Ms. Nouv Leakna Chief of Office Technical officer

Ministry of Environment (MoE) - Component 3C

1 Mr. Nop Nimol Deputy Director Manager of Component

2 Mr. Meas Rithy Vice Chief Technical Officer in Forestry Sciences

3 Mr. Sun Kulvira Officer Technical Officer in Forestry Community

4 Mr. Pech Moran Officer E.E Officer

5 Ms. Meas Somonika Officer Accountant

6 Ms. Moeun Sela N/A Admin. & Accountant Assistant

7 Mr. Y Navuth N/A Procurement Officer

8 Mr. Sok Sopheap N/A Driver

9 Ms. Veng Vuchnear N/A Cleaner

Tonle Sap Sustainable Livelihoods Project Project Completion Report Annex 4

No. Name Position in Government Position in Project

II Provincial Level

Community Livelihood Facilitation Team (CLFT)

Kampong Chhnang Province

1 Mr. Ouk Keila Chief of PLAU Chief of CLFT

2 Ms. Ke Ny Officer Member of CLFT

3 Mr. Chheoun Vuth Officer Member of CLFT

4 Ms. In Nasy Officer Member of CLFT

5 Mr. Som Phirum Officer Member of CLFT

6 Ms. Nou Chenda N/A Accountant

Commune Facilitattors

1 Mr. Long Sokha N/A Commune Facilitattors

2 Mr. Sing Bunlay N/A Commune Facilitattors

3 Ms. Chhok Neary N/A Commune Facilitattors

4 Ms. Kong Kosal N/A Commune Facilitattors

Pursat Province

1 Mr. Heung Hong Chief of PLAU Chief of CLFT

2 Mr. Seth Hiep Officer Member of CLFT

3 Mr. Kao Saravuth Officer Member of CLFT

4 Mr. Mong Seng Officer Member of CLFT

5 Ms. Tov Sonavy Officer Member of CLFT

6 Mr. Keo Sokhoeun Officer Member of CLFT

7 Mr. Chheoun Sophal Officer Member of CLFT

8 Mr. Thai Seilalita Officer Member of CLFT

9 Mr. Me Sopharath N/A Accountant

Commune Facilitattors

1 Mr. Lagn Chantrea N/A Commune Facilitattors

2 Mr. Soun Phalla N/A Commune Facilitattors

3 Ms. Dourng Vanny N/A Commune Facilitattors

4 Ms. Man Sokkhei N/A Commune Facilitattors

5 Mr. You Pylong N/A Commune Facilitattors

6 Ms. Kor Hourn N/A Commune Facilitattors

7 Mr. Hap Manith N/A Commune Facilitattors

8 Ms. Mith La N/A Commune Facilitattors

9 Ms. Seth Srey Sros N/A Commune Facilitattors

10 Ms. Soun Chanroeurn N/A Commune Facilitattors

11 Mr. Mey Sophorn N/A Commune Facilitattors

12 Mr. Chhon Nak N/A Commune Facilitattors

13 Mr. Chhon Chanra N/A Commune Facilitattors

14 Mr. Hay Chamroeurn N/A Commune Facilitattors

15 Mr. Sang Vanthy N/A Commune Facilitattors

16 Mr. Ty Vonky N/A Commune Facilitattors

17 Mr. Hong Poly N/A Commune Facilitattors

18 Mr. Kin Phoeurng N/A Commune Facilitattors

19 Mr. Seng Sophorn N/A Commune Facilitattors

20 Mr. Um Sitha N/A Commune Facilitattors

21 Mr. Phorn Sopheak N/A Commune Facilitattors

22 Mr. An Samsokphin N/A Commune Facilitattors

23 Mr. Sin Rothana N/A Commune Facilitattors

24 Mr. Chhoeurn Sothy N/A Commune Facilitattors

25 Mr. Lay Phallim N/A Commune Facilitattors

26 Mr. Chea Hay N/A Commune Facilitattors

27 Mr. Our Bunpheng N/A Commune Facilitattors 28 Mr. San Sok N/A Commune Facilitattors

Tonle Sap Sustainable Livelihoods Project Project Completion Report Annex 4

No. Name Position in Government Position in Project

II Provincial Level

Battambong Province

1 Mr. Moul Thon Chief of PLAU Chief of CLFT

2 Ms. Em Sophonrattana Officer Member of CLFT

3 Ms. Loeu Somaly Officer Member of CLFT

4 Mr. Ek Chantrea Officer Member of CLFT

5 Mr. Kak Ravy Officer Member of CLFT

6 Mr. Chuong Sophea Officer Member of CLFT

7 Mr. Ngov Dina N/A Accountant

Commune Facilitator

1 Mr. Man Saut CF Kompong Prieng Commune Facilitattors

2 Ms. Roeun Rina CF Kompong Prieng Commune Facilitattors

3 Mr. Am Suy CF Kampong Preah Commune Facilitattors

4 Ms. Sam Sophira CF Kampong Preah Commune Facilitattors

5 Ms. Roeut Sophea CF Roka Commune Facilitattors

6 Ms. Hing Hoeun CF Roka Commune Facilitattors

7 Mr. Thenh Ratha CF Tapon Commune Facilitattors

8 Mr. Reth Sotheavy CF Tapon Commune Facilitattors

9 Mr. Rorm Sokun CF Tapon Commune Facilitattors

10 Mr. Oun Leap CF Prek Luong Commune Facilitattors

11 Mr. Im Sophan CF Prek Luong Commune Facilitattors

12 Mr. Roeum Phally CF Prek Norint Commune Facilitattors

13 Mr. Ray Samphuas CF Prek Norint Commune Facilitattors

14 Mr. Im Many CF Prek Norint Commune Facilitattors

15 Ms. Leap Chhiv CF Prey Chas Commune Facilitattors

16 Mr. Loum Chandara CF Prey Chas Commune Facilitattors

17 Mr. Hoem Sovanda CF Koh Chiveang Commune Facilitattors

18 Mr. Im Vannak CF Koh Chiveang Commune Facilitattors

Siem Reap Province

1 Mr. Ly Samreth Chief of PLAU Chief of CLFT

2 Mr. Hen Puthy Officer Member of CLFT

3 Mr. Soun Chomnan Officer Member of CLFT

4 Ms. Roseal Vanthoeun Officer Member of CLFT

5 Mr. Phourng Lina Officer Member of CLFT

6 Mr. Tin Karvivath Officer Member of CLFT

7 Mr. Yim Sivoan Officer Member of CLFT

8 Mr. Kem Somneang N/A Accountant

Commune Facilitator

1 Mr. Chan Bunleak N/A Commune Facilitattors

2 Mr. Sen Kohsong N/A Commune Facilitattors

3 Mr. Sok Sereyvath N/A Commune Facilitattors

4 Ms. Pheang Samboum N/A Commune Facilitattors

5 Mr. Khoth Chheang Y N/A Commune Facilitattors

6 Mr. Gnom Kimchhourng N/A Commune Facilitattors

7 Ms. No Lyhourn N/A Commune Facilitattors

8 Mr. Phath Khear N/A Commune Facilitattors

9 Mr. Khim Chanratana N/A Commune Facilitattors

10 Mr. Sao Logn N/A Commune Facilitattors

11 Mr. Soum Sopheak N/A Commune Facilitattors

12 Ms. Ong Soanarap N/A Commune Facilitattors

13 Mr. Moun Vannak N/A Commune Facilitattors

14 Mr. Phim Lyheang N/A Commune Facilitattors

15 Mr. Yath Khim N/A Commune Facilitattors

16 Mr. Chorn Vandy N/A Commune Facilitattors

17 Mr. Pov Phagna N/A Commune Facilitattors

18 Mr. Phing Savoeurn N/A Commune Facilitattors 19 Ms. Kim Layhour N/A Commune Facilitattors

Tonle Sap Sustainable Livelihoods Project Project Completion Report Annex 4

No. Name Position in Government Position in Project

II Provincial Level

Kampong Thom Province

1 Mr. Hourn Vannit Chief of PLAU Chief of CLFT

2 Ms. Sieng Ly Officer Member of CLFT

3 Ms. Ben Bonnarathy Officer Member of CLFT

4 Mr. Sin Vuthea Officer Member of CLFT

5 Mr. Ieng Kim Eng Officer Member of CLFT

6 Ms. Phor Sivna N/A Accountant

Commune Facilitator

1 Mr. Khouk Bunthoeurn N/A Commune Facilitattors

2 Mr. Kong Rithy N/A Commune Facilitattors

3 Ms. Kun Chanthol N/A Commune Facilitattors

4 Mr. Tan Saran N/A Commune Facilitattors

5 Mr. Hou Youry N/A Commune Facilitattors